1026 Int Diploma IA1 v2

Element IA1: Principles of Health and Safety ManagementElement IA1: Principles of Health and Safety Management © Santia 2013 ® – restricted use only Page 1 sc/1026/v2 Element IA1: Principles of Health and Safety Management © Santia 2013 ® – restricted use only Page 2 sc/1026/v2 Element IA1: Principles of Health and Safety Management Contents Reasons for Managing Health and Safety 4 4 5 6 1) Moral Reasons 2) Legal Reasons 3) Economic Reasons Societal Factors Which Influence Health and Safety Standards and Priorities 7 7 8 9 9 11 11 12 Economic Climate Government Policy and Initiatives Globalisation of Business Migrant Workers Levels of Sickness Absence and Incapacity Societal Expectations Corporate Social Responsibility (CSR) Effective Health and Safety Management Systems 15 15 16 28 32 33 The Health and Safety Practitioner and Health and Safety Management Systems Influencing Ownership and Conduct Within the Organisation Competence and Continuing Professional Development Evaluating and Developing Their Own Practice Professional Ethics Conflict of Interest The Role and Responsibilities of the Health and Safety Practitioner 34 34 35 36 37 38 39 References 40 Definitions Health and Safety Management Systems Principles of Quality Management Systems and Environmental Management Systems Integrated Management Systems Benefits of Introducing a Management System © Santia 2013 ® – restricted use only Page 3 sc/1026/v2 Element IA1: Principles of Health and Safety Management Reasons for Managing Health and Safety There is a complex web of social pressures driving the agenda for the effective management of health and safety. Typically these are considered in three broad categories: ▪▪ Moral; ▪▪ Legal; and ▪▪ Economic. 1) Moral Reasons Everyone has a moral obligation not to cause harm to others. Employers have a moral obligation, based on the concept of a duty of reasonable care, towards their employees and other persons who may be affected by their business products, services and activities. The right to life is the most fundamental right. Yet according to ILO 2005 figures every year 2.2 million men and women are deprived of that right by occupational accidents and workrelated diseases. By conservative estimates workers suffer 270 million (as of ILO 2005 figures) occupational accidents and 160 million occupational diseases each year. Deaths and injuries take a particularly heavy toll in developing countries, where large numbers of workers are concentrated in primary and extractive activities such as agriculture, logging, fishing and mining - some of the world’s most hazardous industries. This social and economic burden is not evenly distributed. Fatality rates in some European countries are twice as high as in some others, and in parts of the Middle East and Asia fatality rates soar to four-fold those in the industrialised countries with the best records. Certain hazardous jobs can be from 10 to 100 times riskier, depending on the country. Employers should not place any person at risk of death, injury or ill-health. Society demands that employers demonstrate a positive moral attitude towards health and safety. © Santia 2013 ® – restricted use only Page 4 sc/1026/v2 Civil Law A civil action is brought between individuals. The broad target is the adequate control of risks to the health and safety of employees and others. providing guidance and information on how these laws may be complied with. Criminal Law A crime is an offence against the state. the employer was at fault. punitive or compensatory. rather than relying on compliance with specific technical requirements.Element IA1: Principles of Health and Safety Management 2) Legal Reasons Law is a body of rules designed to regulate the behaviour of society. © Santia 2013 ® – restricted use only Page 5 sc/1026/v2 . deterrence and reformation. and then enforcing prescriptive technical rules. The effects of law can either be preventative. for compensatory reasons . or groups of individuals.e. In many parts of the world.fines and prison sentences may be imposed with the aim of punishment. the enforcing authority not only takes on a role of enforcer and punisher where these laws have been broken but also a role of adviser. In this goal setting environment.whereby the claimant is seeking either financial compensation or a court order to prevent a certain activity or settle a grievance from the respondent. Self Regulation Modern health and safety laws tend to set targets following a style based on ‘goal setting’ which encourages organisations to self regulate. Punitive . These place more emphasis on the duty holder to comply with the principles and requirements of the law rather than the enforcing authority laying down. which can be addressed within the legal framework of each particular country with punitive consequences. law is divided into two sections criminal and civil law. In some countries civil actions by the claimant have to demonstrate that the employer was negligent in some way i. In other countries such as Australia and New Zealand they operate a no fault compensatory system where if somebody is injured at work they receive compensation from the State. preventative enforcement action. ▪▪ Payments for non productive time (injured persons). legal costs and punitive fines.Element IA1: Principles of Health and Safety Management 3) Economic Reasons The ILO figures of workers suffering 270 million occupational accidents and 160 million occupational diseases each year would suggest a significant cost to both the employer and the state. The true cost of accidents is a lot higher than most people realise. loss of business reputation and business opportunity. clearing up. It is therefore difficult to estimate the cost of accidents on a country by country basis but for illustrative purposes an example is the UK’s HSE Guidance Note HSG 96. The costs of accidents will vary from country to country depending upon many factors such as the country cost base. ▪▪ Compensation payments.). The costs of health and safety control programmes (precautionary and preventive measures) are usually easily recognised and calculated as a bottom-line expense. The cost of failure is less easy to calculate. the social security system and the medical care regimes. ‘Cost of Accidents at Work’ which illustrates the significance of the cost of accidents. compensatory insurance costs. with indirect costs being substantially more than the direct costs involved. The true costs would be very difficult and time consuming to calculate. and ▪▪ Insurance. ▪▪ Training for replacement labour. ▪▪ Payments for non productive time (witnesses. ▪▪ Replacement labour (probably less effective). Further costs to an organisation may result from absenteeism. first-aiders. ▪▪ Loss of reputation. ▪▪ Legal costs and fees. © Santia 2013 ® – restricted use only Page 6 sc/1026/v2 . etc. Costs include: ▪▪ Accident investigation. ▪▪ Damage repair. ▪▪ Business interruption / disruption. ▪▪ Replacement plant. as the losses tend to be absorbed into operating costs. investigators. past recessions have shown that injury rates have fallen despite this possibility. 2009). with rates decreasing during recessions. © Santia 2013 ® – restricted use only Page 7 sc/1026/v2 . ▪▪ Government policy and initiatives. The paper suggests there is however less evidence when it comes to ill-health. ▪▪ Economic climate. thus leading to higher than average levels of experience within the workforce. and ▪▪ Corporate social responsibility Economic Climate Research by the Institute of Employment Research (IER. However. In the recession of 2010 there is evidence that injury rates have fallen. has suggested that the injury and ill health incident rates are counter cyclical. 2005) at the University of Warwick. (HSE. This can also be combined with less product demand resulting in less hours being worked and therefore less fatigue and work production pressures. ▪▪ The speed and depth of the downturn. Subsequently a paper published by the HSE Economic Analysis Unit in May 2009 entitled “HSE Strategy Launch.Element IA1: Principles of Health and Safety Management Societal Factors Which Influence Health and Safety Standards and Priorities Health and Safety standards and priorities can be influenced by many societal factors. the paper suggests there are differences to previous recessions: ▪▪ The origins of the credit crunch. Background Paper: the economic evidence”. health/welfare issues could be subject to cost-cutting by the employer and non-work factors including unemployment / deprivation and general ill-health could have an adverse effect possibly leading to stress. However. Against this however is possible corner cutting by employers and less investment and training which could lead to more injuries. However. Less product demand might have a positive effect on work-related stress and more experienced workers might have a better risk perception regarding health risks. ▪▪ Globalisation of business. financial and housing markets. suggests that during recessions injury rates usually fall due to fewer newly hired workers being used. these include. ▪▪ National levels of sickness absence and incapacity. ▪▪ Migrant workers. and ▪▪ The scale and nature of response –fiscal and regulatory. the paper reports that there is a “mixed picture with regard to ‘corner cutting’”. research) and finding new synergies. awareness-raising campaigns and better information and training. The paper predicts that as the UK comes out of recession there may be a rise in injury rates due to an increase in hours worked and new workers hired – possibly with little previous experience as those laid off may have left the labour market. public health. However. ▪▪ Mainstreaming of health and safety at work in other national and European policy areas (education. Government Policy and Initiatives Each countries government will influence through its policies the perception of health and safety by each countries employers and employees The Health & Safety of Great Britain – Be Part of the Solution In 2009 the HSE launched its Strategy “The Health & Safety of Great Britain – Be Part of the Solution”. ▪▪ Defining and implementing national strategies adjusted to the specific context of each Member State.Element IA1: Principles of Health and Safety Management Turning to the response by employers. were laid out in either the Strategy or the Business Plan. no measurable targets for the reduction of accidents or ill health. One survey showed that employees were reluctant in raising health and safety concerns in the current economic climate while half of company directors surveyed said they would cut bonuses rather that cut health and safety spending. EU Strategy Occupational accidents should be cut by a quarter across the EU under a new five-year strategy for health and safety at work through a series of actions at European and national levels in the following main areas: ▪▪ Improving and simplifying existing legislation and enhancing its implementation by exchange of good practices. and ▪▪ Better identifying and assessing potential new risks through more research. © Santia 2013 ® – restricted use only Page 8 sc/1026/v2 . exchange of knowledge and practical application of results. 4.home to 75 per cent of the global workforce. In industrialised countries and increasingly elsewhere. leading to 335. 3. Cooperation between public health and OSH. “in order to reduce costs. One hundred thousand chemicals are in use.6 billion workers in the world as a whole. They said the pressures for deregulation of the basic standards for health and safety is growing. and 5.Element IA1: Principles of Health and Safety Management ILO Five Pillars Strategy The ILO have developed a five pillars strategy for a culture of preventing workplace accidents in business and society: 1. © Santia 2013 ® – restricted use only Page 9 sc/1026/v2 . Dr Richard Helmer of the World Health Organisation (WHO) said. less advanced and more hazardous technologies are used. Reducing work accidents and occupational diseases (Vision Zero). Chief of the International Labour Organisation’s (ILO) Health and Safety Programme. Integrating prevention into the social security system. cancer and reproductive and neurological problems. In the least developed countries most workers are involved in production of raw materials—agriculture and mining.000 fatalities. In industrialising countries. Of these 350 are known to be carcinogens and 3. estimates that there are 250 million accidents in the workplace each year. This means heavy and noisy physical work and exposure to pesticide sprays. 2. industries with their accompanying occupational hazards are being relocated to developing countries . The extent of illnesses and injuries is unknown. Raising awareness. Dr Jukka Takala.” There are about 2. One million people die each year from the 160 million illnesses caused by pollution and toxic materials and processes. Illnesses include respiratory and cardiovascular disease. Health and safety as an integral part of lifestyle. dusts and parasitic and infectious diseases. developing competencies and capacity building. Globalisation of Business Two departments of the United Nations recently warned that globalisation may considerably increase the number of work-related diseases and injuries in the next century.000 are allergenic. more than half the workers suffer from psychological stress. These interviews were conducted in five regions of England and Wales and were mainly carried out between May and November 2005. employed or organised migrants. face-to-face interviews with 200 migrant workers and with more than 60 employers. due to a range of factors including: ▪▪ Relatively short periods of work in the UK. ▪▪ Different experiences of health and safety regimes in countries of origin. and ▪▪ Lack of knowledge of health and safety rights and how to raise them. shows that of those entering the UK on work permits. In addition. followed by the USA (mainly business). ▪▪ Motivation to earn as much as possible. on the basis of the available statistics. ▪▪ Limited knowledge of the UK’s health and safety system. over 80 per cent of migrant workers are under 35. Consequently it is impossible to document. The research was primarily qualitative and much of the data was collected through in-depth. They speak fluent English. ▪▪ Inability to communicate effectively with other workers and with supervisors. increased risk. Many migrant workers face no. or very little. Nevertheless there is no doubt that migrant workers with low English language skills or with vulnerable employment or residency status are at greater risk. ▪▪ Access to limited health and safety training and their difficulties in understanding what is being offered. states that there is no current method of identifying whether there are any specific health and safety risks for migrant workers. may have worked in the UK for many years and have the same working conditions and security as non-migrant workers. University College London. HSE Research Document RR502 – “Migrant workers in England and Wales: An assessment of migrant worker health and safety risks”. the biggest group was from India (mainly health and IT). particularly in relation to their understanding of risk. ▪▪ Failure of employers to check on their skills for work and on their language skills. advised. © Santia 2013 ® – restricted use only Page 10 sc/1026/v2 . where proficiency in English is limited. whether migrants are in a higher risk category than local workers. together with over 30 key respondents who worked with. However. Existing Health and Safety Executive (HSE) programmes and recording systems only report a limited number of workplace incidents and there is no systematic way of identifying whether someone is a recent migrant.Element IA1: Principles of Health and Safety Management Migrant Workers Research from the Migration Research Unit. RR502 does reveal that migrants are more likely to be working in sectors or occupations where there are existing health and safety concerns and that their status as new workers that may place them at added risk. in the shortest possible time. and promote the principles concerning the fundamental rights including the elimination of discrimination in respect of employment and occupation. the replacement rates – that is the ratio of the total resources received when out of work to those received when in employment – vary between lump sums and up to 100 per cent of wages. At the global level. This is further amplified within ILO Vocational Rehabilitation and Employment of (Disabled Persons) Convention which requires each Member to. The period of paid sick leave spans from more than one month (and up to two years) to less than 7 days. are required to observe these fundamental principles. © Santia 2013 ® – restricted use only Page 11 sc/1026/v2 .Element IA1: Principles of Health and Safety Management Levels of Sickness Absence and Incapacity There are many ways of calculating the rates of sickness absences making comparisons difficult.but the benefit schedules for paid sick leave differ widely among countries. in accordance with national conditions. This should be based on the principle of equal opportunity between disabled workers and workers generally. Societal Expectations Research into discrimination within the workplace to such groups as women and the disabled suggests that the pattern of findings is similar to those found in the broader society ILO Declaration on Fundamental Principles and Rights at Work. implement a national policy on vocational rehabilitation and employment of disabled persons. Globally. the ILO reports that as many as 145 countries provide for paid sick leave. 1998 All ILO Members. The majority – more than 50 per cent of countries – provide for replacement rates that vary between 50 and 75 per cent of the wage received before. even if they have not ratified the Conventions to respect. They would also proactively promote the public interest by encouraging community growth and development.g. At the World Summit on Sustainable Development (WSSD) in Johannesburg in September 2002 there was as much focus on business as on poverty and the environment. CSR can be considered as a form of corporate self-regulation. self-regulating mechanism whereby businesses would monitor themselves to ensure its support to law. and standards and laws are also often set at a supranational level (e. ▪▪ Ethical trading. Some consumers have also become increasingly sensitive to the CSR performance of the companies from which they buy their goods and services. ethical standards. are highlighted in the media. It would be integrated into a business model which would function as a built-in.”(www. and national / international norms. by the European Union).uk) Corporate Social Responsibility requires organisations to conduct their activities in an ethical fashion and to report annually on their progress against previously set targets. Some investors and investment fund managers have begun to take account of a corporation’s CSR policy in making investment decisions (so called “ethical investing”). and faulty production leading to customers inconvenience or danger..cbi. employees. These trends have contributed to the pressure on companies to operate in an economically. “……the acknowledgement by companies that they should be accountable not only for their financial performance.Element IA1: Principles of Health and Safety Management Corporate Social Responsibility (CSR) The growth of the global economy has seen benefits across the world but also increasing public concern about business activities and a decline in trust. businesses would consider the impact of their activities on the environment. Essentially. improper treatment of workers. communities. and awareness of environmental and ethical issues. © Santia 2013 ® – restricted use only Page 12 sc/1026/v2 . Topics to be reported upon included: ▪▪ Health and safety. Issues like environmental damage.org. but for the impact of their activities on society and/or the environment. ▪▪ Community involvement. stakeholders and all other members of the public. ▪▪ Employment standards. Consequently. consumers. socially and environmentally sustainable way. Today’s heightened interest in the proper role of businesses in society has been promoted by increased sensitivity to. CSR is the deliberate inclusion of public interest into corporate decision-making. The Confederation of British Industry (CBI) describes CSR as. ▪▪ Environment. In some countries government regulation regarding environmental and social issues has increased. cooperated to develop the Social Accountability 8000  (SA8000) Standard. ▪▪ Integrating. and ▪▪ Communicating commitments. regardless of their size or location. retailers. terms and definitions related to social responsibility. the Universal Declaration of Human Rights and the UN Convention on the Rights of the Child. and ▪▪ Management Systems. ▪▪ Forced Labour. take steps to prevent injuries. therefore. trends and characteristics of social responsibility. ISO 26000 ISO 26000 is the recognized international standard for CSR. human rights organisations. performance and other information related to social responsibility. ISO 26000:2010 provides guidance to all types of organisations. Published in late 1997 and revised in 2001. ▪▪ Health and Safety: (Provide a safe and healthy work environment. it does not contain requirements and. ▪▪ Compensation. by consensus. and certification firms. Social Accountability International (SAI) was established to develop standards and systems to address workers’ rights. implementing and promoting socially responsible behaviour throughout the organisation and. A summary of the Standard elements follows: ▪▪ Child Labour. ▪▪ Discipline. ▪▪ Working Hours. regular health and safety training for workers. academia. through its policies and practices. as well as consulting. in contrast to ISO management system standards. systems to detect threats to health and safety). ▪▪ Principles and practices relating to social responsibility. manufacturers. ▪▪ Freedom of Association and Right to Collective Bargaining. Representatives of trade unions. ▪▪ The background. contractors. within its sphere of influence. accounting. is not certifiable. ▪▪ The core subjects and issues of social responsibility. © Santia 2013 ® – restricted use only Page 13 sc/1026/v2 . ▪▪ Discrimination. ▪▪ Identifying and engaging with stakeholders. the SA8000 Standard and verification system is an auditable certification standard based on international workplace norms of International Labour Organisation (ILO) conventions.Element IA1: Principles of Health and Safety Management Social Accountability 8000 (SA8000) Standard In 1997. This standard offers guidance on socially responsible behaviour and possible actions. on: ▪▪ Concepts. organisation. The guidelines are constructed to be applicable to the ISO 14001 standard. 5.Element IA1: Principles of Health and Safety Management The Global Reporting Initiative (GRI) The Global Reporting Initiative was initially convened by the Coalition for Environmentally Responsible Economies (CERES). environmental and social performance. and 6. The main reason for starting the GRI project was that there was no guideline on what a voluntary CER or CSR should contain. showing an overview of the GRI report. sets of sector-specific metrics for specific types of enterprises and a uniform format for reporting information integral to a company’s sustainability performance. there was no possibility to compare reports from different companies. environmental and social performance. environmental. Policies. EO statement. 3. religious. and management systems. labour and social justice groups. including a statement from the organisation’s CEO describing the key elements of the report. covering a report of the organisation’s economic. 4. giving the organisation’s vision and how the vision integrates economic. including an overview of the reporting organisation. including an overview of the organisation’s governance structure and the management systems that are in place to implement the vision. The GRI has developed a set of core metrics intended to be applicable to all business enterprises. Performance. 2. © Santia 2013 ® – restricted use only Page 14 sc/1026/v2 . a non-profit coalition of over 50 investor. Because of this. Profile of reporting organisation. Executive summary and key indicators. The guidelines recommend the following parts to be included in the report: 1. Vision and strategy. ” OHSAS 18001 gives the following definition: “A source or situation with a potential for harm in terms of injury or ill-health.” © Santia 2013 ® – restricted use only Page 15 sc/1026/v2 . damage to property. Organisations often fail to manage health and safety effectively as they view it as something distinct from other management systems such as systems for the environment or quality. damage to the workplace environment. products or the environment. chemical. ergonomic or psychological in nature. Definitions Various similar definitions exist for health and safety terminology. or a combination of these. damage to property. including ill-health and injury. However. plant. biological. and production losses or increased liabilities.Element IA1: Principles of Health and Safety Management Effective Health and Safety Management Systems Many management systems exist throughout the world. hazards can be physical. before considering management systems in detail it is important that the definitions of key terms used in such systems is clearly understood. The definitions offered below arise from a combination of authoritative sources. HSE publication HSG 65 defines a hazard as: “The potential to cause harm. Hazard A hazard is something with the potential to cause harm. Management systems are generally constructed in accordance with a Plan. HSE publication HSG 65 defines risk as: “The likelihood that a specified undesired event will occur due to the realisation of a hazard by. and ▪▪ Acting to correct any problems and improve performance The PDCA cycle was originally developed by Walter Shewart in the 1930’s and was taken up and championed in the 1950’s by William Edwards Deming.” Risk Risk is the likelihood that the harm from one or more particular hazards is realised (the extent of the risk covers the population affected and the consequences for them). ▪▪ Doing it. or during.Element IA1: Principles of Health and Safety Management Danger The Concise Oxford Dictionary defines danger as: “Liability or exposure to harm. Successful management of health and safety results from the application of sound management principles and business expertise. The process. the quality management authority. ▪▪ Checking that it worked.” Health and Safety Management Systems A management system is  a proven framework for managing and continually improving an organisation’s policies. Act (PDCA) cycle providing a framework for problem solving. Do. The modern approach to health and safety management is systems based. procedures and processes.” OHSAS 18001 defines risk as: “A combination of the likelihood and consequence(s) of a specified hazardous event occurring. organisational learning and continual improvement. © Santia 2013 ® – restricted use only Page 16 sc/1026/v2 . a thing that causes or is likely to cause harm. work activities or by the products and services created by work activities. Check. simply involves: ▪▪ Planning what is needed. ▪▪ ILO-OSH-2001 Guidelines on Occupational Health and Safety Management Systems. ILO. all effective health and safety management systems Continual amplify the Plan-Do-Check-Act model. Improvement OH&S Policy Management Review Planning Checking Corrective Action © Santia 2013 ® – restricted use only Implementation and Operation Page 17 sc/1026/v2 .Element IA1: Principles of Health and Safety Management Figure 1: PDCA Cycle Figure 1: PDCA Cycle Various commercial health and safety management systems are discussed in this section including: ▪▪ BS OHSAS 18001 Occupational Health and Management Systems: Specification.of1999. British Figure 2: The Elements OHSAS 18001 Standards Institution. 2001. Whichever individual system is selected. securing commitment. To promote a positive health and safety culture organisations should address the following: ▪▪ Control: By allocating responsibilities. including the selection of people. Stakeholders’ expectations in the undertaking (whether they are shareholders employees. Organisation The policy sets the direction for health and safety. Effective health and safety policies set a clear direction for the organisation to follow and are a vehicle for the effective communication of health and safety information. ▪▪ Measuring performance. Effectively flowing in all directions. They contribute to all aspects of business performance as part of a demonstrable commitment to continuous improvement. The health and safety policy should include cost effective approaches to preserving and developing physical and human resources. Policy A health and safety policy should influence all workplace activities. equipment and materials. To make a health and safety policy effective. training and advisory support. and ▪▪ Continual improvement. This is often referred to as a positive health and safety culture. instruction and supervision.Element IA1: Principles of Health and Safety Management Elements of a Health and Safety Management System The key elements of any effective health and safety management system will include: ▪▪ Policy. or their representatives. The policy requires consideration of a corporate strategy. monitoring and appraisal of performance. including consultation with employees and other persons. accountabilities. written and visible. ▪▪ Planning and implementation. © Santia 2013 ® – restricted use only Page 18 sc/1026/v2 . allocation of resources. Responsibilities to people and the environment should be met in ways that fulfil moral duties and any legal requirement. ▪▪ Co-operation: Between individuals and groups. but organisations need to create a robust framework for management activity and to detail the responsibilities and relationships that will deliver improved performance. such as contractors and other employers who share the site. ▪▪ Performance review. ▪▪ Organisation. including the setting of objectives. customers or society at large) should be satisfied. staff (permanent and temporary) must become involved and committed to health and safety matters. which reduce financial losses and liabilities. the way the work is done and how goods and services are designed. ▪▪ Communication: Spoken. ▪▪ Competence: In recruitment. ▪▪ Audit. and ▪▪ Sustains a positive health and safety culture. Adequate control of risks can be achieved through the co-ordinated action by all members of the organisation. such as: ▪▪ Designing. A systematic approach is necessary to answer three key questions: 1. Where are we now? 2. developing and installing suitable management arrangements. they have some general characteristics. An effective planning system for health and safety requires organisations to establish and operate a health and safety management system that: ▪▪ Generates objectives. ▪▪ Identifies hazards. How do we get there? Although health and safety management systems vary in detail. ▪▪ Reacts to changing demands. hazards and risks of the organisation. monitoring arrangements to ensure standards are met. maintaining and improving the system to suit changing needs and process hazards / risks. risk control systems and workplace precautions. © Santia 2013 ® – restricted use only Page 19 sc/1026/v2 . assesses risks and establishes priorities according to risk.Element IA1: Principles of Health and Safety Management Planning and Implementing Planning is essential for the implementation of health and safety policies. ▪▪ Establishes. and ▪▪ Operating. which are proportionate to the needs. ▪▪ Controls risk. Where do we want to be? 3. etc. Adequate workplace precautions are required to prevent harm at the point of risk. e. At the input stage the aim is to minimise hazards and risks entering the organisation. Workplace precautions should match the hazards and risks of each business activity. the use of granular materials rather than fine powders that create a dust hazard. or in the products generated or services provided by the business. workplace and activity monitoring systems. barriers and screens. environmental and personal monitoring. Workplace Precautions The purpose of the health and safety management system is to prevent injuries and ill health due to work-related activities. control of contractors. ▪▪ Reducing exposure to the hazards by ventilation. and ▪▪ Safety information instruction and training on hazards. safe systems of work. ▪▪ Isolating the hazards from people by preventing access by means of guards.Element IA1: Principles of Health and Safety Management Risk Control Systems (RCS) The Risk Control Systems ensure that appropriate workplace precautions are provided and maintained for all aspects of the undertaking. communication systems. precautions and safe systems of work. ▪▪ Reducing the nature of the hazard. At the process stage the focus is on containing risks associated with the process. © Santia 2013 ® – restricted use only Page 20 sc/1026/v2 . Example RCS include policies. e. avoid exposure to solvents by using water based paints. standard operation procedures. safety method statements. training. record keeping. job rotation and personal protective equipment. induction and competency assessments. They can include a combination of: ▪▪ Avoiding the risks completely by using alternatives. maintenance schedules. At the output stage the aim is to prevent the export of risks off site. consultation systems.g.g. The nature and relative importance of the RCS will vary according to the nature and hazard profile of the business and the workplace. ▪▪ Safety tours (a general impression gained on the tour). and ▪▪ Consideration of regular reports by the board of directors. ▪▪ Accident frequency rates. Examples would be: ▪▪ Progress monitoring of objectives. © Santia 2013 ® – restricted use only Page 21 sc/1026/v2 . ▪▪ Health surveillance. ▪▪ Performance reviews. which monitors the achievement of plans and the extent of compliance with standards before an accident. Reactive monitoring. records and needs. ▪▪ Behavioural observation. incident or ill-health. ▪▪ Sickness absence. ▪▪ Examination of documents. ▪▪ Accident severity rates. which monitor accidents. ▪▪ Accident incident rates. ▪▪ Environmental monitoring. and ▪▪ Property or product damage. There are two ways to generate information on performance: Active (pro-active) monitoring. ill health and incidents. ▪▪ Ill health incidence rates. ▪▪ Safety survey (concentrates on a specific topic). ▪▪ Review of training assessment. e.Element IA1: Principles of Health and Safety Management Measuring Performance Measurement is essential to maintain and improve health and safety performance.g. ▪▪ Management system audits. ▪▪ Workplace inspections. ▪▪ Safety sampling (scoring compliance and non-compliance). liability. insurance costs. Monitoring provides the information in order to review activities and improve performance. nothing in a business is more important than improving health/safety performance. etc. Auditing Internal and external audits complement the monitoring activities by determining whether the health and safety policy.Element IA1: Principles of Health and Safety Management Reviewing Performance Organisations can maintain and improve their ability to manage risks by learning from experience through the use of audits and proactive and reactive performance reviews. Continual Improvement The requirement for continual improvement for many reasons employee morale. organisation and systems are actually achieving the required reliability and effectiveness. not to mention simple human concern for the welfare of others. © Santia 2013 ® – restricted use only Page 22 sc/1026/v2 . © Santia 2013 ® – restricted use only Page 23 sc/1026/v2 .Element IA1: Principles of Health and Safety Management BS OHSAS 18001. ▪▪ Assure itself of its conformance with its stated OH&S policy. maintain and continually improve an OH&S management system. nor is it a British Standard accreditation purposes. rather it is a specification for certification purposes. implement. It was developed to address a gap where no thirdparty certifiable international standard exists. It is not related to the safety of products and services. OHSAS 18001 has been designed to be compatible with ISO 9001 (quality) and ISO 14001 (environmental). Figure 2:for The Elements of OHSAS but 18001 Figure 2: The Elements of OHSAS 18001 Continual Improvement OH&S Policy Management Review Planning Checking Corrective Action Implementation and Operation The OHSAS specification is applicable to any organisation that wishes to: ▪▪ Establish an OH&S management system to eliminate or minimise risk to employees and other interested parties. 2007 entitled ‘Occupational Health and Safety’ BS OHSAS 18001 is the internationally recognised assessment specification for occupational health and safety management systems. and ▪▪ Demonstrate such conformance to others by seeking certification/registration of its OH&S management system by an external organisation or making a self-declaration of conformance. facilities and processes. To make an effective health and safety policy. e. should be defined. documented and communicated. ▪▪ Procedures for ongoing identification of hazards. incidents and emergency situations. The OH&S policy should be documented. and responses to. after the occurrence of incidents or emergency situations and periodically test such procedures. a positive health and safety culture should be established whereby staff are involved and committed to health and safety. © Santia 2013 ® – restricted use only Page 24 sc/1026/v2 . and for preventing and mitigating the likely illness and injury that may be associated with them.g. perform and verify activities having an effect on the OH&S risks of the organisation’s activities. quality management and environmental management. responsibility and performance required. training and/or experience. Implementation and Operation The roles. and the implementation of control measures as necessary for the activities of all persons having access to the premises. OHSAS 18001 requires procedures for ensuring that pertinent OH&S information is communicated to and from employees and other interested parties. and the means and time-scale by which objectives are to be achieved. the assessment of risks. implemented and maintained and it should be consistent with the organisation’s overall business policies. This information should be communicated to its employees and other relevant interested parties. Planning OHSAS 18001 requires the establishment and maintenance of documented systems that are kept up to date for: ▪▪ Occupational health and safety objectives at each relevant function and level within the organisation. including policies for other management disciplines. Employee involvement and consultation arrangements should be documented and interested parties informed. and ▪▪ Procedures for identifying and accessing the legal and other OH&S requirements that are applicable to it. in particular. responsibilities and authorities of personnel who manage. The organisation should review its emergency preparedness and response plans and procedures. This includes documentation of responsibilities and authorities for achievement of the objectives at relevant functions and levels of the organisation. Competence in the specification is defined in terms of appropriate education.Element IA1: Principles of Health and Safety Management OH&S Policy An OH&S policy establishes an overall sense of direction and sets the principles of action for OH&S objectives. The specification requires that the organisation establishes and maintain plans and procedures to identify the potential for. OHSAS 18001 states that personnel should be competent to perform tasks that may impact on OH&S in the workplace. A management programme for achieving its OH&S objectives should be established and maintained. © Santia 2013 ® – restricted use only Page 25 sc/1026/v2 . e. review the OH&S management system. to ensure its continuing suitability. Management Review Each organisation’s top management should. Any corrective or preventive action taken to eliminate the causes of actual and potential non-conformances should be appropriate to the magnitude of problems and commensurate with the OH&S risk encountered. adequacy and effectiveness. at intervals that it determines.g.Element IA1: Principles of Health and Safety Management Checking and Corrective Action The OHSAS specification requires that the organisation establishes and maintains procedures to monitor and measure OH&S performance on a regular basis. The management review should address the possible need for changes to elements of the management system. in the light of management system audit results and changing circumstances. legislative requirements or societal expectations. maintained and an audit programme carried out. Procedures for periodic OH&S management system audits should be established. Any changes introduced should be communicated as soon as practicable. The management review process should ensure that the necessary information is collected to allow management to carry out this evaluation and this review should be documented. possibly because unlike the International Labour Organisation standard it is capable of certification. BS OHSAS 18001 has become the leader in terms of popularity of standards. ▪▪ National guidelines. Figure 3: ILO Health and Safety Management System Figure 3: ILO Health and Safety Management System Figure 4: Customer Driven. The guidance’s most practical use is in the use of this standard as a framework to develop tailored occupational health and safety systems for an organisation reflecting a framework that is multi-national and can be adopted for national legislation. and ▪▪ Tailored guidelines. Despite being an international standard and developed with representatives from worldwide health and safety organisations. It’s aim is to provide guidance on management systems for: ▪▪ National policy. Process Based Quality Management System © Santia 2013 ® – restricted use only Page 26 sc/1026/v2 .Element IA1: Principles of Health and Safety Management ILO-OSH 2001: Guidelines on Occupational Safety and Health Management Systems This standard was introduced by the International Labour Organisation in 2001. Organising Here the main difference between this and other organisational policy systems is the requirement for health promotion and prevention. ▪▪ Complying with relevant OSH national laws and regulations. diseases and incidents. ▪▪ Contains any legal register (country specific). The OSH policy should include. as a minimum. like OHSAS 18001 has a commitment to continuous improvement. voluntary programmes. collective agreements on OSH and other requirements to which the organisation subscribes. and ▪▪ Continually improving the performance of the OSH management system. ▪▪ Ensuring that workers and their representatives are consulted and encouraged to participate actively in all elements of the OSH management system. the following key principles and objectives to which the organisation is committed: ▪▪ Protecting the safety and health of all members of the organisation by preventing workrelated injuries. Planning and Review The key differences with the ILO system is the emphasis placed upon: ▪▪ The requirement for money and the initial review. ill health. Actions for Improvement This.Element IA1: Principles of Health and Safety Management Policy The main difference between this and other systems is the emphasis on standard basis and worker participation in the development of the policy. ▪▪ Includes management of change. © Santia 2013 ® – restricted use only Page 27 sc/1026/v2 . There is a requirement for both reactive and active data along with the need for audit programmes as OHSAS 18001. and ▪▪ Includes specific requirements of contracting and contractors. ▪▪ Includes procurement. Evaluating This section contains the specific requirement that the development of performance indicators that are both qualitative and quantitative. © Santia 2013 ® – restricted use only Page 28 sc/1026/v2 .e. Figure 4 models a customer driven.Element IA1: Principles of Health and Safety Management Principles of Quality Management Systems and Environmental Management Systems Quality Management Systems (BS EN ISO 9001: 2008) Quality is defined within ISO 9001 as the degree to which a set of inherent characteristics (or distinguishing features of a product or service) fulfils requirements (i. ▪▪ The need to consider processes in terms of added value. and ▪▪ Continual improvement of processes based on objective measurement. a need or expectation be it stated. generally implied or obligatory). and enhancing customer satisfaction by meeting customer requirements The approach emphasizes the importance of: ▪▪ Understanding and meeting requirements. It is important to note that the “Plan-Do-Check-Act” (PDCA) methodology can be applied to all processes. Customers therefore play a significant role in defining requirements as inputs. Customer satisfaction is monitored through the evaluation of customer perception of how well the organisation has met the customer requirements. ▪▪ Obtaining results of process performance and effectiveness. ISO 9001 advocates a process approach for developing. process based quality management system. implementing and improving the effectiveness of a quality management system. Process Based Quality Management System Figure 5: ISO 14001 Environmental Management System © Santia 2013 ® – restricted use only Page 29 sc/1026/v2 .Element IA1: Principles of Health and Safety Management Figure 4: Customer Driven. The key differences with OHSAS 18001 lies in the planning stage and relate to the identification of significant environmental aspects and impacts rather than health and safety hazards and risks (see table 1) ▪▪ Environmental aspect is defined as an element of an organisation’s activities or products or services that can interact with the environment. Figure 5: ISO 14001 Environmental Management System Continual Improvement Management Review Environmental Policy Planning Checking © Santia 2013 ® – restricted use only Implementation and Operation Page 30 sc/1026/v2 . wholly or partially resulting from an organisation’s environmental aspects The key elements in the system are shown in Figure 5.Element IA1: Principles of Health and Safety Management Environmental Management Systems (BS EN ISO 14001: 2004) ISO 14001 is intended to provide organisations with the elements of an effective environmental management system (EMS) that can be integrated with other management requirements and help organisations achieve environmental and economic goals The Standard contains only those requirements that can be objectively audited and does not establish absolute requirements for environmental performance beyond the commitments. and ▪▪ Environmental impact is any change to the environment whether adverse or beneficial. A significant environmental aspect has or can have a significant environmental impact. in the environmental policy. training and awareness Communication Documentation Control of documents Operational control Emergency preparedness and response Product realisation Management commitment Responsibility and authority Provision of resources Infrastructure Competence. responsibility.Element IA1: Principles of Health and Safety Management Table 1: Comparison of Management Systems OHSAS 18001: 2007 ISO 14001:2004 ISO 9001: 2008 OH&S Policy Environmental policy Quality policy. and Continual improvement Planning Hazard ID. awareness and Training Internal and customer communication Documentation requirements Control of documents Planning of product realisation and customerrelated processes Design and development processes Production and service provision Preservation of product Control of non-conforming product Checking Performance measurement and monitoring Evaluation of compliance Incident investigation Nonconformity. targets and programme(s) Planning Customer focus Determination of product related requirements Quality objectives Management system planning and continual improvement Implementation and operation Resources. responsibility. Management commitment. roles. training and awareness Communication. risk assessment and controls Legal and other requirements Objectives and programmes Planning Environmental aspects Legal and other Requirements Objectives. analysis and Improvement Monitoring and measurement of processes and product Control of nonconforming product Control of records Internal audit Management review Management review Management review Review input and output Continual improvement © Santia 2013 ® – restricted use only Page 31 sc/1026/v2 . corrective action and preventive action Control of records Internal audit Measurement. and authority Competence. participation and consultation Documentation Control of documents Operational control Emergency preparedness and response Implementation and operation Resources. corrective and preventive action Control of records Internal audit Checking Monitoring and measurement Evaluation of compliance Incident investigation Nonconformity. accountability and authority Competence. roles. ISO 9000 series and its counterpart BS5750. Integrated management systems are most effective with large. nor do they guarantee legal compliance. and in many cases still is. environmental and health and safety functions within an organisation were often separate. not just an optional extra. however the quality. The integration of health and safety with quality management and environmental protection is a sensible business strategy. particularly when used by non-specialist personnel. Competent. The various management systems however do not necessarily specify how to achieve conformance. complex. integrated management systems are effective. whereas the environment usually requires a ‘global’ approach. environmental and health and safety line managers were often in different departments reporting to different managers. Similar procedures were produced for each discipline often with conflicting results leading to confusion and reduced performance. However. For these organisations the costs of introduction would be disproportionate to the benefits. multi-hazard industrial organisations. specialist personnel must undertake the implementation and integration of the management systems to develop a series of detailed standards for non-specialist personnel to use. for achieving business efficiency and the associated benefits. although partial integration is possible. The effectiveness of integrated management systems is generally found to be variable. if properly resourced and managed. BS 18000 was designed to enable the integration of occupational health and safety management within an overall management system. which did not consistently regard other business aspects such as health and safety and environmental issues. safety and environmental managers or quality and health and safety managers in recognition of past failings to integrate the functions and disciplines. e. They are less beneficial for other types of organisation. placed upon quality of goods and services to the detriment of other business activities. a lack of communication and hence integration. led to organisations producing quality manuals and procedures. particularly when the degree of risk posed by their operations to either the health and safety of individuals or to the environment is low.g. At most levels of implementation.Element IA1: Principles of Health and Safety Management Integrated Management Systems There is increasing recognition that a developed approach to quality is an essential feature of a successful organisation. Anomalies between the standards will inevitably exist because of the very nature of the risks. yet still health and safety was not always systematically considered. leading to inconsistent approach and emphasis. integrated risk assessment and audit methodologies prove to be the least effective. The introduction and adoption of ISO 14000 addressed environmental integration. © Santia 2013 ® – restricted use only Page 32 sc/1026/v2 . Many organisations today have health. The advent of the quality management systems. Quality. the risk assessment methodology cannot be developed as a fully integrated system because health and safety risk assessment requires a task-based approach. Emphasis was. maintain and continually improve an OH&S management system. production safety. e.Element IA1: Principles of Health and Safety Management Table 2: Benefits of Integrated and Separate Management Systems Integrated Management Systems Separate Management Systems Consistency / avoidance of duplication and unnecessary cost in procedural. ▪▪ Demonstrate such conformance to others. so bureaucracy can be more easily tailored to the needs of the subject. © Santia 2013 ® – restricted use only Page 33 sc/1026/v2 .g. security. ▪▪ Implement. Business needs may demand systems of different complexity. Provides scope for the integration of other areas. Avoids narrow decision making that solves a problem in one area but creates a problem in another area. Benefits of Introducing a Management System The benefits of establishing an OH&S management system is to eliminate or minimise risk to employees and other interested parties who may be exposed to OH&S risks associated with its activities and to: ▪▪ Assure itself of its conformance with its stated OH&S policy. e. etc. and ▪▪ Seek certification/registration of its OH&S management system by an external organisation. Initiatives in one area may benefit other areas. Existing systems may work well and may lose some effectiveness during and after integration. Safety and quality systems cannot be treated exactly the same. Encourages the spread of a positive culture across three disciplines. Encourages priorities and resource utilisation that reflects the overall needs of the organisation rather than individual disciplines. Separate systems may encourage a more detailed and focused approach to auditing and standards.g.g. e. a complex safety system and a simple quality system. safety standards must meet legal minima. and quality standards can be set internally. auditing and software areas. Encourages closer working and equal influence amongst specialists / career development. recordkeeping. Change to integration will require resource input / time to develop. Separate systems can be operated more easily with a different philosophy. Separate systems are clearer for regulators to work with. ▪▪ Day-to-day implementation and monitoring of policy and plans including accident and incident investigation. ▪▪ Promoting a positive health and safety culture and securing the effective implementation of health and safety policy. reporting and analysis. ▪▪ Formulating and developing health and safety policies.Element IA1: Principles of Health and Safety Management The Role and Responsibilities of the Health and Safety Practitioner The Health and Safety Practitioner and Health and Safety Management Systems The health and safety practitioner has a strategic role in the design. e. deciding priorities and establishing adequate systems and performance standards. and ▪▪ Reviewing performance and auditing of the health and safety management system. ▪▪ Developing and contributing to the implementation of arrangements to ensure effective consultation and communication of health and safety issues. evaluation and maintenance of a health and safety management system. ▪▪ Planning for health and safety including the setting of realistic short and long-term objectives. To fulfil the role effectively health and safety advisers need to have the status and competence to advise management and employees or their representatives with authority and independence.g. implementation. ▪▪ Formulating and developing specific aspects of the health and safety management system. The key aspects of the role include: ▪▪ Advising the board or senior management on strategic health and safety issues. © Santia 2013 ® – restricted use only Page 34 sc/1026/v2 . not just for existing activities but also with respect to new acquisitions or processes. the practical arrangements for risk assessment. Competence and Continuing Professional Development Competence Competence. in the health and safety context.of the benefits of improving health and safety performance. is legally defined within case law from the 1960’s onwards (Cooper. The UK’s Institute of Occupational Safety and Health’s (IOSH) Continuing Professional Development (CPD) scheme provides a practical framework for demonstrating the maintenance of competence © Santia 2013 ® – restricted use only Page 35 sc/1026/v2 . Being positive about health and safety. they will naturally have to work with individuals at all levels with the organisation. They must therefore themselves show commitment. ownership. continues to meet Recertification requirements established by the Board of Certified Safety Professionals.Element IA1: Principles of Health and Safety Management Influencing Ownership and Conduct Within the Organisation In order for the practitioner to play an effective role in the development. During discussions and consultation with employees and management. Acknowledgement of the limitations of personal competence is an important part of the process. The health and safety management system will not be effective in improving the organisation’s health and safety performance by itself. has demonstrated by examination the knowledge that applies to professional safety practice. the practitioner must be seen as the ‘champion’ or driving force for health and safety and must be able to convince managers – especially senior management . where he has sufficient training and experience or knowledge and other qualities to enable him properly to assist in undertaking the measures referred to….” (HSC. maintained and developed by taking all reasonable steps to keep up to date with new developments in occupational safety and health. 1997) and more recently within the UK’s Management of Health and Safety at Work Regulations which defines competence as “the ability to perform to a required standard”. making suggestions for improvements and not just highlighting problems.2000. encouraging others to share their views and suggestions and actively getting people involved with health and safety programs will all make positive influences on employees conduct and ownership of health and safety. enthusiasm and always conduct themselves in such a way that demonstrates they believe in what are talking about. and states that:“A person shall be regarded as competent………. it needs individuals throughout the organisation to take ownership of it and play their part. p17) Professional competence must be obtained. Within the USA the Certified Safety Professional or CSP is a safety professional who has met education and experience standards. maintenance and improvement of the organisation’s health and safety management system. This is where the practitioner can have a significant influence. Those holding the CSP certification must also be re-certified every five years. Proper preparation and/or appropriate qualifications may be essential in assuring competence for a specific activity. ▪▪ Setting personal objectives and targets and measuring their performance against them. Evaluating and Developing Their Own Practice In order for the Health and Safety Practitioner to competently advise the organisation in its health and safety management system and general issues. This can be done by: ▪▪ Measuring the effects of changes and developments they have introduced such as the effects of introducing behavioural safety programmes. Commitment to CPD is an acknowledgement that becoming professionally qualified is not an end in itself . engineers or chemists. they must evaluate and develop their own practice. This will ensure they are helping and not hindering the organisation’s health and safety performance. ▪▪ Seeking advice from other competent professionals such as occupational hygenists. ▪▪ Benchmarking their practice against other practitioners and against good practice case studies and information. notably those in education and medicine.it is merely the beginning. Evaluation of their own practice involves the practitioner analyzing their own performance and the health and safety impact they are having in the organisation.Element IA1: Principles of Health and Safety Management Continuing Professional Development Continuing Professional Development (CPD) is the term used to describe a commitment to structured skills enhancement and personal or professional competence. © Santia 2013 ® – restricted use only Page 36 sc/1026/v2 . It is intended to enhance professional effectiveness. create a structured career path and safeguard professional status. and ▪▪ Seeking feedback from others such as clients and as part of annual appraisals from senior management. Notions of learning through reflection on past experience as an aid to personal continuous improvement are now common in many professions. IOSH’s CPD scheme provides a framework to identify personal and technical skill gaps and create an action plan to refresh or expand knowledge and experience. ▪▪ Reviewing failures or unsuccessful attempts to produce change such as reasons why a simplification of accident reporting procedures has not resulted in more minor accidents being reported. NEBOSH International Diploma in Occupational Health and Safety. and ▪▪ Initiating and following a personal development plan. ▪▪ Access to suitable information sources. ▪▪ Networking with their peers at safety groups and conferences such as IOSH Branch Meetings or seminars.Element IA1: Principles of Health and Safety Management Developing their own practice may involve: ▪▪ Increasing their core knowledge and competence by obtaining a recognised qualification e. ▪▪ Keeping up to date by undertaking training in relevant areas such as Confined Space Entry. ▪▪ Seeking advice from other competent practitioners and consultants. © Santia 2013 ® – restricted use only Page 37 sc/1026/v2 . Work at Height equipment training or other hazard specific training programme.g. ▪▪ Participating in CPD schemes. and professional conduct. ▪▪ Comply with the data protection principles and notification requirements set out in the Data Protection Act 1998 or equivalent legislation. client or the Institution. maintaining respect for human dignity. and not bring them into disrepute. ▪▪ Not recklessly or maliciously injure. or systematic analysis. ▪▪ Uphold the reputation and good standing of the Institution. ▪▪ Accept professional responsibility for all their work and shall take all reasonable steps to ensure the competence of those conducting tasks on their behalf.Element IA1: Principles of Health and Safety Management Professional Ethics Ethics may be considered to be the science. ▪▪ Not improperly use membership or position within the organisation of the Institution for commercial or personal gain. such as IOSH (2009) issue codes of conduct to frame the expected standard of professional practice with regard to technical competence. other members. as previously discussed. the IOSH ethics code requires professional safety practitioners to adhere to the following principles ▪▪ Perform according to the highest standards and ethical principles. loyalty to the workforce and professional independence in the execution of their functions. Professional bodies. The key ethical principles of professional conduct are broadly covered by the interrelated concepts of honesty. © Santia 2013 ® – restricted use only Page 38 sc/1026/v2 . In addition to maintenance and development of professional competence and not working beyond the boundaries of that competence. ▪▪ Not behave in a way which may be considered inappropriate to other members or staff of the Institution. and professional practice and standards. respect and integrity. ▪▪ Not improperly disclose any information which may reasonably be considered to be prejudicial to the business of any present or past employer. ▪▪ Maintain financial propriety in all their professional dealings with employers and clients and shall ensure that they are covered by appropriate professional indemnity insurance. ▪▪ Ensure that any professional opinion is given honestly and is objective and reliable. prospects or business of another. ▪▪ Make information they hold necessary to safeguard the health and safety of those persons for whom they have a legal and moral responsibility available as required. of morality where morality implies the codes of conduct or rules of behaviour imposed by a society regarding what is right and wrong. ▪▪ Take reasonable steps to ensure that persons overruling or neglecting their professional advice are formally made aware of potential adverse consequences which may result. the professional reputation. disability. A simple example of this type of conflict might be where a consultant is aware that his recommendations aren’t being implemented. client. nationality and ethnic or national origins. but continues to advise the organisation so as not to lose the income from the contract. Byelaws and Regulations Conflict of Interest Conflict of interest refers to occasions where using professional judgment may lead to problems in securing future or continuing employment or contracts. The IOSH code of conduct requires members to seek to avoid their professional judgment being influenced by any conflict of interest and to inform their employer. marital status. or the Institution of any conflict between personal interest and service to the relevant party. and ▪▪ Comply with the Institution’s Charter.Element IA1: Principles of Health and Safety Management ▪▪ Be respectful of all people they come into professional contact with and not discriminate on grounds of race. colour. religion or belief. sexual orientation. © Santia 2013 ® – restricted use only Page 39 sc/1026/v2 . (A relevant conviction may lead to disciplinary proceedings). sex. ▪▪ Act within the law and notify the Institution if convicted of any criminal offence. age. iso.who. HSE Research Document . and S.Tombs P. ILO 1981 C155. as amended. Social Responsibility. The World Health Organisation Occupational health page http://www. ISO 2010 ISO 26000. The Cost of Accidents at Work. www. International Labour Standards.wsws. Occupational Safety and Health Recommendation. 1999 The impact of globalisation on health and safety at work. Successful Health and Safety Management HSG 65.“Migrant workers in England and Wales: An assessment of migrant worker health and safety risks” IOSH 2009 Code of Conduct. ILO 2001 ILO-OSH-2001 Guidelines on Occupational Health and Safety Management Systems. Occupational Health and Safety Management Systems Specification.htm G. © Santia 2013 ® – restricted use only Page 40 sc/1026/v2 . Reduce Risks. BSI 1999 OHSAS 18001.int/peh/Occupational_health/occindex. International Labour Standards. BS EN ISO 9000 series.org/articles/1999/jul1999/who-j23. Cut Costs HSE 1991 HSG96.Slapper 1999 Corporate Crime. Occupational Safety and Health Convention. Report issued by the World Health Organisation and International Labour Organisation http://www. Longman. No 107-204. Sarbanes-Oxley Act 2002 (pub L. ILO 1981 R164.shtml HSE 2006 RR502. BS EN ISO 14000 series. Geneva. IIRSM 2010 Code of Ethics. Geneva.Element IA1: Principles of Health and Safety Management References HSE 2002 INDG 355.org/iso/iso_catalogue ISO/BSI 1996 Environmental Management Systems. 116 Stat 745) HSE 1991 HSG 65.Mitchel. BSI 1994 Quality Management Systems. HSE 2009 The Health and Safety of Great Britain: Be Part of the Solution.