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NEBOSH International
General Certificate
Day 3
Programme for Today
Human Factors in Health and Safety:
Influences on Behaviour.
Human Error.
The Safety Management System (continued):
Planning and Implementing.
Measuring Performance.
Accidents, Investigation and Statistics.
Policy
Organising
HSG65 Elements
of Successful
Health & Safety
Management
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NEBOSH International
General Certificate
Human Factors
The Organisation
The Job
Influences on Behaviour
The
Individual
Organisational Factors
What is the culture like?
How does peer group pressure affect
indiv iduals?
Is there commitment from the top?
Are there clear procedures and
standards?
Are there effective monitoring
sy stems?
Is there adequate supervision?

Job Factors
Safe systems of work - clear procedures and
instructions.
Good ergonomics.
Decision-making - involvement and empowerment.
Welfare and environmental conditions, lighting,
temperature and freedom from danger.
Work patterns, hours and shift work.
Some general thoughts:
Attitudes how you think/feel about something
often translates into how you act.
Motivation the drive to achieve.
Perception how you interpret the world around
you.
Mental or physical capabilities.
The Individual - Personal Factors
Personal Factors
Attitude
The way a person believes they will
respond in a given situation.
(This is not the ne cessarily the actual response).
A combination of beliefs, feelings and
intentions to act.
The culture of the organisation has a profound
effect on attitude.
Change of attitude can be for better or worse.
'
Perception
The Necker Cube
Personal Factors
How people understand the
likelihood of themselves being
harmed by a hazard.
Stimuli from five senses connected by the
brain into precepts or experiences.
Alcohol, legal and illegal drugs affect our
senses and our perceptions.
Environmental factors can also affect the
process.
Perception
Perception
You will be shown the following slide for 20
seconds.
You are asked to count the number of Fs.
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FINISHED FILES ARE THE RESULT
OF YEARS OF SCIENTIFIC STUDY
COMBINED WITH THE
EXPERIENCE OF MANY YEARS.
Human Failure
HSG48 Model
Human
Fail ures
Errors
Viola tions
Skill bas ed
Mis tak es
Routine
Situa ti onal
Exce pti onal
Slips
La pse s
Rule s
Knowle dge
Policy
Organising
Planning and
Implementing
HSG65 Elements
of Successful
Health & Safety
Management

Planning and Implementing

Determine priorities:
Develop a strategic plan.
Develop a schedule or calendar of
activities.
Set targets or objectives:
Allocate tasks.
Ensure staff are competent or
prov ide training.
Prov ide time and support.
Planning and Implementing
What are aims?
Aims define the basic ideal to be
achieved - a purpose or intention.
What are objectives?
Specific measurable steps to
achieve the intended aim.
SMART Objectives
Specific.
Measurable.
Agreed.
Realistic.
Time-constrained.
Introduce a departmental inspection
process with standardised documentation
by 31
st
January 2007.
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Policy
Organising
Planning and
Implementing
Measuring
Performance
HSG65 Elements
of Successful
Health & Safety
Management
Measuring Performance
Active Systems
Spot and routine checks.
Formal inspections.
Statutor y te sts.
Safety audits.
Reactive Systems
Accident investigation.
Accident and ill-health
trend analysis.
Pattern analysis.
Comparison of Achievements Against Targets
NEBOSH International
General Certificate
Accident Recording,
Reporting and Investigation
^
What is an accident?
It is an unplanned, unwanted event
which results in a loss of some kind.
Definitions of Accident and Incident
What is an incident or near-miss?
It is an unplanned, unwanted event that
had the potential to cause loss.
Frank Bird Accident Triangle
For every 1 serious injury
there are 10 minor injuries
and 30 damage only
and 600 incidents.
Accident Reporting
What are the barriers to
good accident and near-
miss reporting?
How can these barriers
be overcome?

Reporting
What are reportable events?
They are:
Occupational accidents.
Occupational diseases.
Dangerous occurrences.
Major injury and death.
Dangerous occurrence.
Diseases.
A worker absent from work for three consecutive
days, due to an accident at work.
Immediate hospitalisation of a non-worker.
What are Reportable Events?
(Definitions vary a ccording to national legal practice.)
Some Examples of Reportable Events
Major Injury
Fractures other
than the fingers or
toes.
Any amputation.
Dislocation of
shoulder/hip or
knee.
Loss of sight.
Dangerous Occurrence
Contact with
overhead cables.
Train collision.
Collapse of scaffold.
Failure of lifting
equipment.
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What are Diseases and Ill-Health?
They include:
Work-related upper limb disorders
(WRULD).
Dermatitis.
Decompression sickness.
Leptospirosis.
Asbestosis.
Occupational asthma.
The Exams
Both papers are 2 hours long.
Both start with a 20 mark question.
The remaining 10 questions are worth 8
marks each.
How will you manage your time?
Under exam conditions - you have 8 minutes.
Explai n why the health and sa fety policy should be
signed by the most senior person in an organisation, such
as the Managing Director or the Chief Executi ve Of ficer.
(2 marks)
Explai n the purpose o f EACH of the following sections of
a health and safe ty policy do cument:
(i) Statement of intent.
(ii) Organisation.
(iii) Arrangements. (6 marks)
Exam Questions
(Source: NEBOS H)
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Exam Technique
Read the questi on.
Hi ghli ght the key words.
Look at the mark all ocation.
Read the questi on agai n.
Plan your answer.
Do i t.
Accident Investigation
Why investigate accidents?
Preventing recurrence.
(most important!)
Legal.
Insurance.
Statistics.
Civ il actions.
Why do Accidents Happen?
Lack of Management Control
Underlying Causes
Immediate Causes
Loss or Injury
Accident Near Miss
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Accident Causation - Domino Theory
Loss/injury
Accident
Unsafe
act/
condition
Underlying
causes
Root causes
Root causes are equivalent to Lack of Management Control.
Accident Investigation
Make area safe.
Select level of investigation.
Gather and record the facts.
Analyse the facts.
Draw conclusions.
Make recommendations.
Reviewthe process.
Accident Investigation
Select level of investigation.
Who should investigate?
Who should be in the team?
1. Health and Safety Practitioner.
2. Staff Representative.
3. Supervisor or Manager.
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Accident Investigation
The Scene
Documents
People
Gathering information:
Accident Investigation
Gathering information
Use of Open Questions:
"I keep six honest serving men.
They taught me all I knew.
Their names are
What and Why and When
and Howand Where and Who."
Rudyard Ki pli ng
Gathering Information
What happened?
Where did it happen?
Who was involved?
When did it happen?
Why did it happen?
Open questions to ask:
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Recording the Information
Report formats may use computer-based sy stems
Different fields used in programme:
Type of accident.
Part of body injured.
Job type.
Location.
Domi no Theory of Acci dent Causation
Loss/injury
Accident
Unsafe
acts and
conditions
Underlying
causes
Root causes
Analysing the Facts
Unsafe Acts and Conditions
These are the direct causes of the accident -
they can be broken down into:
Materials and Substances.
Equipment.
Environment.
People.
Remember M-E-E-P!
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Analysing the Facts
It is important to understand the terminology!
Recording and analysing results:
Cause of Accident.
Type of accident.
Cause of injury.
Drawing Conclusions
Fault Tree Analysis
The ultimate aim is to
find out why the system
of management failed to
prevent each of the
underlying causes which
contributed to the
accident.
Drawing Conclusions
Electrician falls from
ladder and breaks leg
He was in a hurry
Rung broken
B1 B2 B3
Poor lighting
C1 C2 C3
A1 A2 A3
Underlying causes
Direct causes
Cause of injury
Fault Tree Analysis
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Reviewing the Process
What were the direct causes?
What were the underly ing causes?
Why did management systems fail?
Why was the sy stem failure not
identified before the accident?
How effective were the emergency
procedures?
Some questions to ask when
reviewing the process:
Practicalities of Investigation
When should you investigate?
How to investigate (SREDIM) :
Select the incident.
Record all the facts.
Examine the causes.
Develop (or change) the system of work.
Implement the new sy stem (of work).
Monitor and review.
Statistics
Trend analysis.
Pattern analysis.
Using raw data, (i.e. the
actual numbers).
Using a rate to allow more
meaningful comparisons.
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Statistics
Accident Incident Rate (AIR)
AIR =
No. of accidents
Average no. of employees
1,000
Statistics
With statistics you need to be careful that
what the data seems to be telling you, is in
fact the case:
Careful selection of the statistical
treatment.
Careful interpretation of results.
There are three kinds of lies - lies, damned
lies and stati stics. (Benjamin Disraeli)