Although a violent is not usually seen as an accident, the potential for violence at work is a risk that needs to be managed. There are two sources of violence that need to be considered, employees attacking each other and members of the public attacking employees. People working in health sectors, education, handling cash (retail outlets and cash deliveries) and people in positions of authority (e.g. police) are most at risk, especially if working alone.
Whilst violence is largely unpredictable, there are certain factors that make it more likely. They include:
* The incentive for violence (e.g. perception that large amounts of money or drugs can be obtained);
* The perception of the likelihood of getting caught;
* The potential for conflict (e.g. situations where people may disagree with what is happening, such as when being arrested)
* Likelihood that people are drunk or have taken drugs.
The job and working environment need to be designed to minimise the opportunities and incentives for violence. Employees who are at risk need to be trained how to deal with it, including recognising warning signs and taking appropriate action. Arrangements need to be made to summon help when required and to increase deterrents (e.g. CCTV). Violent incidents should be recorded and investigated in a similar way to accidents, in order to identify trends.
Reference
Thursday, November 23, 2006
Working away from the normal work place
People may have a location away from their main base for some or all of their work (e.g. working from home) or may travel away from base to work (e.g. to visit clients). In both cases, the problem is that it is more difficult to know what hazards are going to be encountered and hence to assess risk and implement controls. Also, travelling is a risk in its own right.
Issues to consider include
* Where people work at a separate location on a regular basis, this location should be subject to the same assessments and controls as those for the normal work space. If the work is hazardous, the additional controls necessary may make working away from base uneconomic. Most work will be of low hazard, and setting up suitable office space and work stations will be the main concern.
* Where people visit sites controlled by another organisation, it is difficult to impose any further controls. In this case the employer should take reasonable steps to ensure the health and safety standards at the site are adequate, and to impose restrictions on what the employee can and cannot do. The employee should be competent in assessing their own risks and know to stop work if they consider it to be unsafe.
* There are some steps employers can take to minimise the risk of travelling. These include making sure vehicles are in good condition, providing driver training (e.g. defensive driving) and planning routes in advance. Policies for use of mobile phones and other devices (e.g. satellite navigation) should be developed.
Issues to consider include
* Where people work at a separate location on a regular basis, this location should be subject to the same assessments and controls as those for the normal work space. If the work is hazardous, the additional controls necessary may make working away from base uneconomic. Most work will be of low hazard, and setting up suitable office space and work stations will be the main concern.
* Where people visit sites controlled by another organisation, it is difficult to impose any further controls. In this case the employer should take reasonable steps to ensure the health and safety standards at the site are adequate, and to impose restrictions on what the employee can and cannot do. The employee should be competent in assessing their own risks and know to stop work if they consider it to be unsafe.
* There are some steps employers can take to minimise the risk of travelling. These include making sure vehicles are in good condition, providing driver training (e.g. defensive driving) and planning routes in advance. Policies for use of mobile phones and other devices (e.g. satellite navigation) should be developed.
Lone working
People working alone are not really exposed to any different hazards than if someone else was present, but the risks can be greater and so need to be considered in assessments. The following may apply to lone workers:
* If they have an accident or fall ill it may be a long time before they are discovered;
* They may be more prone to violence
* They may be tempted to tasks that should be done by two or more people because there is no one available to help
* They may break rules more often because there is no supervision
* Some may have psychological problems working alone, and find it stressful.
As a result of the risk assessment it should be possible to determine if it is safe for someone to work alone. If it is, measures are likely to be required that ensure lone workers do not have health problems that make them unsuitable, provide communication, ensure adequate competence and supervision. There are alarm systems that automatically alert to a 'man down' situation, but of course it is important to ensure there is someone to receive and act on any alarm.
Reference
* If they have an accident or fall ill it may be a long time before they are discovered;
* They may be more prone to violence
* They may be tempted to tasks that should be done by two or more people because there is no one available to help
* They may break rules more often because there is no supervision
* Some may have psychological problems working alone, and find it stressful.
As a result of the risk assessment it should be possible to determine if it is safe for someone to work alone. If it is, measures are likely to be required that ensure lone workers do not have health problems that make them unsuitable, provide communication, ensure adequate competence and supervision. There are alarm systems that automatically alert to a 'man down' situation, but of course it is important to ensure there is someone to receive and act on any alarm.
Reference
Night workers
Working nights can affect health and causes other safety concerns.
Health problems occur because people are working outside normal 'circadian' rhythms. This disrupts sleep patterns which causes fatigue, that can have physical and psychological consequences. Nights workers are believed to be at higher risk of heart and stomach problems. Also, working unusual hours can impact relationships.
People working at night are likely to be tired and so prone to errors. Also, it is likely to be dark and there is usually less support (e.g. technical), which can create problems.
Where people work shifts (i.e. not on permanent nights) the pattern of days to nights and how they rotate can make a significant difference. Night workers can reduce risks by making sure they take their breaks (i.e. do not work overtime), get sleep when they can, power napping, eating healthily and not smoking.
Health problems occur because people are working outside normal 'circadian' rhythms. This disrupts sleep patterns which causes fatigue, that can have physical and psychological consequences. Nights workers are believed to be at higher risk of heart and stomach problems. Also, working unusual hours can impact relationships.
People working at night are likely to be tired and so prone to errors. Also, it is likely to be dark and there is usually less support (e.g. technical), which can create problems.
Where people work shifts (i.e. not on permanent nights) the pattern of days to nights and how they rotate can make a significant difference. Night workers can reduce risks by making sure they take their breaks (i.e. do not work overtime), get sleep when they can, power napping, eating healthily and not smoking.
Young people in the workplace
Young people can be at higher risk than because of their age and lack of experience of working in general, and in the particular job they are doing.
The following need to be considered in risk assessments when young people are at work.
* People are at particular risk of injury in the first six months of a job as they may be unaware of existing or potential risks.
* Young people may lack experience or maturity or may be unaware of how to raise concerns.
* They may not have reached physical maturity and therefore lack the strength demanded
* They may be eager to impress or please people with whom they work
A young person's first employer has an excellent opportunity to instill safe and healthy work in them, that will stay with them for the rest of their lives.
Legislation defines young people as being under the age of 18. It places restrictions on some activities and the hours they are able to work.
Reference
The following need to be considered in risk assessments when young people are at work.
* People are at particular risk of injury in the first six months of a job as they may be unaware of existing or potential risks.
* Young people may lack experience or maturity or may be unaware of how to raise concerns.
* They may not have reached physical maturity and therefore lack the strength demanded
* They may be eager to impress or please people with whom they work
A young person's first employer has an excellent opportunity to instill safe and healthy work in them, that will stay with them for the rest of their lives.
Legislation defines young people as being under the age of 18. It places restrictions on some activities and the hours they are able to work.
Reference
Medical conditions
The health of people can be a significant risk factor for hazardous work. Problems can arise because a medical condition may be exacerbated by the activity and/or if they do have a problem it may not be easy for them to receive appropriate medical treatment in a timely manner. This needs to be considered in risk assessments. the following may be an issue for activities involving work at height (especially from a ladder), driving, confined space entry:
* Recurring dizziness
* Epilepsy
* Psychiatric conditions (inc fear of heights)
* Heart condition
* Severe lung conditions
* Alcohol and drug abuse
* Significant impaired joint function
* Medication that recommends you do not operate machinery could also be a problem
When people are working with hazardous substances it is important to consider whether they are more susceptible than most due to a health problem (e.g. eczema, lung problems).
* Recurring dizziness
* Epilepsy
* Psychiatric conditions (inc fear of heights)
* Heart condition
* Severe lung conditions
* Alcohol and drug abuse
* Significant impaired joint function
* Medication that recommends you do not operate machinery could also be a problem
When people are working with hazardous substances it is important to consider whether they are more susceptible than most due to a health problem (e.g. eczema, lung problems).
Women of child bearing age
Unborn and young babies are particularly vulnerable to certain hazards. Therefore, any workplace where women of child bearing age may be present must assess the risks to unborn and young babies. It is not good enough to just deal with this when someone announces they are present as a lot of damage can be done in the early weeks of pregnancy, and it must be recognised that the woman may not even know she is pregnant at this time.
Particular concerns are where any of these are present or can occur
* Working in awkward spaces and workstations.
* Vibration.
* Noise.
* Radiation
* Biological agents
* Infections.
* Chemical hazards
* Handling drugs and pesticides,
* Lead etc
* Inadequate facilities (including rest rooms).
* Excessive working hours (nightwork etc).
* Unusually stressful work.
* Exposure to cigarette smoke.
* High or low temperatures.
* Lone working.
* Work at heights.
* Travelling.
* Exposure to violence.
Also, it is recognised that expectant and new mothers can suffer from pregnancy related health problems that need to be taken into account.
Management of Health and Safety at Work Regulations 1999 require employers to take particular account of of risks to new and expectant mothers. They require risks to be assessed and results made known to all women of child bearing age.
Reference
Particular concerns are where any of these are present or can occur
* Working in awkward spaces and workstations.
* Vibration.
* Noise.
* Radiation
* Biological agents
* Infections.
* Chemical hazards
* Handling drugs and pesticides,
* Lead etc
* Inadequate facilities (including rest rooms).
* Excessive working hours (nightwork etc).
* Unusually stressful work.
* Exposure to cigarette smoke.
* High or low temperatures.
* Lone working.
* Work at heights.
* Travelling.
* Exposure to violence.
Also, it is recognised that expectant and new mothers can suffer from pregnancy related health problems that need to be taken into account.
Management of Health and Safety at Work Regulations 1999 require employers to take particular account of of risks to new and expectant mothers. They require risks to be assessed and results made known to all women of child bearing age.
Reference
Housekeeping
50% of all trip accidents are caused by bad housekeeping. Leaving flammable materials lying around can cause a fire risk, and any obstacles can hinder escape in a fire. Also, there is a cultural element to housekeeping with people tending to feel safety it more important if their workplace is tidy and well ordered.
* Ensure there is a suitable walkway through the workplace
* Keep it clear, no trailing wires, no obstructions.
* Make sure there are places to put waste materials and make sure people use them promptly after waste is produced (e.g. packaging, broken equipment and parts)
* Make sure there is enough room to store tools, equipment and supplies and make sure items are returned to the correct store immediately after use.
It is all simple stuff that does not cost any money. But it can have a big impact on safety and how people perceive the importance of safety.
* Ensure there is a suitable walkway through the workplace
* Keep it clear, no trailing wires, no obstructions.
* Make sure there are places to put waste materials and make sure people use them promptly after waste is produced (e.g. packaging, broken equipment and parts)
* Make sure there is enough room to store tools, equipment and supplies and make sure items are returned to the correct store immediately after use.
It is all simple stuff that does not cost any money. But it can have a big impact on safety and how people perceive the importance of safety.
Legal requirements for monitoring
there is a clear duty under the The Management of Health & Safety at Work Regulations 1992 for monitoring.
"Every employer shall make and give effect to such arrangements as are appropriate, having regard to the nature of his activities and the size of his undertaking, for the effective planning, organisation, control, monitoring and review of the preventive and protective measures"
Seting health and safety performance targets
As with most things in life, setting health and safety performance targets can help improve performance by giving people something tangible to aim for and because they show that the organisation is serious about the issue. However, setting targets can be fraught with problems. the obvious outcome we want from health and safety is that no one is harmed at work, but given that hazards always exist, risk management can only reduce the likelihood rather than eliminate it all together. But, setting what may be considered a more realistic target (i.e. something above zero) can give the impression that accidents are acceptable or that the organisation is willing to compromise on safety.
It is possible to set reactive targets (e.g. accident, incident and ill health rates; claims, enforcement and complaints) but their use may be limited. It is probably much better to set targets for positive outcomes. Examples may be:
* Completing inspections and audits as per schedule
* Implementing recommendations within a specified time scale
* People completing training
* People achieving competency standards
* Achieving a recognised standard (OHSAS 18001, RoSPA award)
It is possible to set reactive targets (e.g. accident, incident and ill health rates; claims, enforcement and complaints) but their use may be limited. It is probably much better to set targets for positive outcomes. Examples may be:
* Completing inspections and audits as per schedule
* Implementing recommendations within a specified time scale
* People completing training
* People achieving competency standards
* Achieving a recognised standard (OHSAS 18001, RoSPA award)
Health and safety auditing
According to HSG65, audit is "the structured process of collecting independent information on the efficiency, effectiveness and reliability of the total health and safety management system and drawing up plans for corrective action." As such an the aims of an audit are to establish that:
There are two main types of audit
* Systems audit - checks that necessary systems are in place, comply with legislation, guidance and good practice and are generally appropriate for the level of risk
* Compliance audit - checks that the systems are being used and that this result in appropriate workplace precautions.
An audit cannot look at every element of a system, and so sampling is important. Some elements need to be checked more often than others, and it is bad practice simply to do the same audit every time. A useful concept is the idea of 'vertical' and 'horizontal' audits. A vertical audit takes a subjects and sees how it fits into all elements of the health and safety management system from top to bottom (i.e. how it is covered by policy, organisation, arrangements, measurement, audit and review). Whilst a horizontal audit selects one part of the system and considers how different items are addressed.
Any auditor should be able to act independently, so it is not normal for someone to audit their own system or compliance. However, internal audit can be carried out, typically by people from a different department from that being audited. These audits can be particularly useful at sharing best practice and learning through an organisation, and the auditors usually have the benefit of knowing the systems very well, including known weaknesses.
To ensure an audit system remains relevant it usually necessary to carry out some degree of external auditing. This is a requirement for auditing to standards, and has the advantage of the auditors being fully independent. However, there is the obvious cost of external audits and the possibility that the auditor does not understand the industry and its risks, or the organisations systems.
Auditing is not always as successful as it should be and there have been some high profile examples of where companies have had major incidents shortly after apparently successful audits. Part of the problem is that organisations get to know what they are going to be audited on, and make changes to do well in the audit. This can be at the expense of other items that are more critical but not covered by the audit. For this reason it is essential that all auditors use their schedule as a guide, whilst taking every opportunity to fully explore all aspects of the system that they feel may be critical.
There are two main types of audit
* Systems audit - checks that necessary systems are in place, comply with legislation, guidance and good practice and are generally appropriate for the level of risk
* Compliance audit - checks that the systems are being used and that this result in appropriate workplace precautions.
An audit cannot look at every element of a system, and so sampling is important. Some elements need to be checked more often than others, and it is bad practice simply to do the same audit every time. A useful concept is the idea of 'vertical' and 'horizontal' audits. A vertical audit takes a subjects and sees how it fits into all elements of the health and safety management system from top to bottom (i.e. how it is covered by policy, organisation, arrangements, measurement, audit and review). Whilst a horizontal audit selects one part of the system and considers how different items are addressed.
Any auditor should be able to act independently, so it is not normal for someone to audit their own system or compliance. However, internal audit can be carried out, typically by people from a different department from that being audited. These audits can be particularly useful at sharing best practice and learning through an organisation, and the auditors usually have the benefit of knowing the systems very well, including known weaknesses.
To ensure an audit system remains relevant it usually necessary to carry out some degree of external auditing. This is a requirement for auditing to standards, and has the advantage of the auditors being fully independent. However, there is the obvious cost of external audits and the possibility that the auditor does not understand the industry and its risks, or the organisations systems.
Auditing is not always as successful as it should be and there have been some high profile examples of where companies have had major incidents shortly after apparently successful audits. Part of the problem is that organisations get to know what they are going to be audited on, and make changes to do well in the audit. This can be at the expense of other items that are more critical but not covered by the audit. For this reason it is essential that all auditors use their schedule as a guide, whilst taking every opportunity to fully explore all aspects of the system that they feel may be critical.
Health and safety inspections
Inspections generally involve looking for physical evidence of how well health and safety is being managed. A general inspection of a premises is likely to involve people looking at the condition of premises, floors, passages, stairs, lighting, welfare and first aid facilities. These are all items that may considered to be low risk.
Inspections of higher risk items need to be more specific, and are often required by legislation. They include pressure vessels, lifting equipment, scaffolds, excavations and local exhaust ventilation.
The people carrying out inspections need to be suitably competent, and will usually use some form of inspection checklist. To be effective, inspections need to be:
* Properly planned so that they are carried out at a suitable frequency and address the key risk issues
* Record suitable remedial actions
* Not be restricted to the specific items, but used as an opportunity to make general observations (e.g. house keeping and cleanliness)
Results of inspections need to be reviewed periodically to identify any common features and trends. Also, the frequency of inspection may need to be varied, depending on findings.
Inspections of higher risk items need to be more specific, and are often required by legislation. They include pressure vessels, lifting equipment, scaffolds, excavations and local exhaust ventilation.
The people carrying out inspections need to be suitably competent, and will usually use some form of inspection checklist. To be effective, inspections need to be:
* Properly planned so that they are carried out at a suitable frequency and address the key risk issues
* Record suitable remedial actions
* Not be restricted to the specific items, but used as an opportunity to make general observations (e.g. house keeping and cleanliness)
Results of inspections need to be reviewed periodically to identify any common features and trends. Also, the frequency of inspection may need to be varied, depending on findings.
Monitoring - active & reactive measures
Active measures give feedback about performance before incidents are experienced. Obviously this is preferable, assuming action can be taken to prevent incidents occurring. An additional benefit is that active monitoring measures success and reinforces positive achievement. Active measures usually consider the following:
* Achievement of specific plans and objectives
* Operation of a health and safety management system
* Compliance with standards and procedures
* Site condition inspection
* Environmental monitoring
* Health surveillance
* Behavioural observation
Reactive monitoring is triggered by events including
* Injuries
* Ill health
* Property damage
* Incidents with potential to cause harm
* Hazard reports
* Complaints
In reality reactive measures are more tangible than active, and for this reason many organisations remain fixated with them. Also, it is fair to say the occurrence of an incident does focus the mind more than some active measures can ever achieved. However, whilst reactive measures still give the opportunity to learn a great deal, these opportunities often occur after someone has been injured.
* Achievement of specific plans and objectives
* Operation of a health and safety management system
* Compliance with standards and procedures
* Site condition inspection
* Environmental monitoring
* Health surveillance
* Behavioural observation
Reactive monitoring is triggered by events including
* Injuries
* Ill health
* Property damage
* Incidents with potential to cause harm
* Hazard reports
* Complaints
In reality reactive measures are more tangible than active, and for this reason many organisations remain fixated with them. Also, it is fair to say the occurrence of an incident does focus the mind more than some active measures can ever achieved. However, whilst reactive measures still give the opportunity to learn a great deal, these opportunities often occur after someone has been injured.
Monitoring, review and audit
Organisations need to monitor their performance to assess how well they are controlling risks. A low accident rate is not necessarily a sign that all risks are being managed, and so measures of performance need to be more wide ranging.
Audit is a formalised method of investigating a systems performance.
Of course it is no good collecting information if nothing is done with it to correct deficiencies. Organisations need to review the data information they have from all sources and act on it.
Audit is a formalised method of investigating a systems performance.
Of course it is no good collecting information if nothing is done with it to correct deficiencies. Organisations need to review the data information they have from all sources and act on it.
Formal reporting
The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995 require certain specified occurrences to be reported to HSE. They include:
* Death
* Major injury (as specified, including significant fractures, amputation, dislocation etc.)
* Over-three three day injury
* Reportable disease (as specified, including certain poisoning, skin and lung diseases, infection, cancer)
* Dangerous occurrence (as specified, including failure of lifting equipment, explosion, collapse of scaffolding etc.)
The regulations place duties on employers, self-employed and people in control of work premises .
Reference
* Death
* Major injury (as specified, including significant fractures, amputation, dislocation etc.)
* Over-three three day injury
* Reportable disease (as specified, including certain poisoning, skin and lung diseases, infection, cancer)
* Dangerous occurrence (as specified, including failure of lifting equipment, explosion, collapse of scaffolding etc.)
The regulations place duties on employers, self-employed and people in control of work premises .
Reference
Investigating ill health
In theory, instances of ill health associated with work should be reported, investigated, analysed and recorded in the same way as any incident. If the ill health arose because of a specific incident, and occurred soon after this is usually straightforward. The trouble is that a lot of ill health cannot be attributed to a specific incident and it can come on gradually.
The main concern is that it is important to find out the direct and underlying causes of ill health so that action can be taken to prevent recurrence. Therefore, it is essential that instances of ill health caused by work are reported and that this in turn initiated the investigation process. The skills required to investigate and analyse are likely to be different to those for incidents, and this needs to be considered as part of the team competence.
The main concern is that it is important to find out the direct and underlying causes of ill health so that action can be taken to prevent recurrence. Therefore, it is essential that instances of ill health caused by work are reported and that this in turn initiated the investigation process. The skills required to investigate and analyse are likely to be different to those for incidents, and this needs to be considered as part of the team competence.
Incidents - records
The whole point of reporting, investigating and analysing incidents is to contribute to the 'corporate knowledge' of an organisation, which gives an understand of how the organisation functions and its weaknesses. A recording system is required to achieve this that:
* Collects information accurately
* Presents information in a consistent form
* Enables analysis of trends
* Records information that might be useful in the future (e.g. to avoid making the same mistakes when designing a new plant)
* Alert others to a problem
* Collects information accurately
* Presents information in a consistent form
* Enables analysis of trends
* Records information that might be useful in the future (e.g. to avoid making the same mistakes when designing a new plant)
* Alert others to a problem
Incidents - analysing
The analysis of incidents is often considered to be part of the investigation. This may make some sense, but has a number of potential problems. In particular starting the analysis before the investigation is complete can lead people to 'jump to conclusion,' which may result in them collecting evidence that supports a conclusion that may not be valid. Therefore, although they may well be carried out partly in parallel, it is useful to differentiate between investigation and analysis.
An analysis of an incident involves looking at the evidence collected to identify the causes of an incident. These causes are generally broken into two distinct categories:
* Immediate causes - features of premises, plant, substances, procedures and people that created a hazard or contributed to the incident. Often considered as unsafe conditions and actions
* Underling causes - failures of planning, risk assessment, control, cooperation, communication, competence, monitoring and review that resulted in the immediate causes being present and/or not dealt with. These are typically management and organisational failures.
As a result of the analysis it is important that recommendations are developed to address the underlying causes. This means it is not only the exact incident that can be prevented, but that a general improvement is safety can be achieved. To do this it is often necessary to consider previous incidents to identify any trends that indicate a wider problem than may be apparent from a single incident.
As with investigation, it is usually best if a team carry out the analysis. Once again competence in analysis tools and techniques should be held by the team.
An analysis of an incident involves looking at the evidence collected to identify the causes of an incident. These causes are generally broken into two distinct categories:
* Immediate causes - features of premises, plant, substances, procedures and people that created a hazard or contributed to the incident. Often considered as unsafe conditions and actions
* Underling causes - failures of planning, risk assessment, control, cooperation, communication, competence, monitoring and review that resulted in the immediate causes being present and/or not dealt with. These are typically management and organisational failures.
As a result of the analysis it is important that recommendations are developed to address the underlying causes. This means it is not only the exact incident that can be prevented, but that a general improvement is safety can be achieved. To do this it is often necessary to consider previous incidents to identify any trends that indicate a wider problem than may be apparent from a single incident.
As with investigation, it is usually best if a team carry out the analysis. Once again competence in analysis tools and techniques should be held by the team.
Incidents - investigation
Incidents should be investigated so that organisation can exactly what happened so that they can
* Understand why substandard performance occurred
* Identify underlying failures in health and safety management
* Learn from events
* Prevent recurrence
* Satisfy legal requirements
Investigations should commence as soon after an incident as possible. The main aim at this stage is to collect evidence. This can be in the form of:
* Information about the scene (photo and sketches of the scene)
* Physical items (equipment, parts, fragments, substances)
* Clinical (samples of breath, urine or blood)
* Environmental (samples from air, water, soil)
* Documents
* Data print outs
* CCTV footage
* Interviews with people involved and witnesses
This evidence can then arranged to develop a time-line of what happened before, during and after the incident.
It is usually best to have a team of people involved in an investigation. This is partly because of the potential workload, but also because a number of skills are likely to be required. There are tools and techniques that can assist in investigation, and competence in these should be held by the team (i.e. by one or more individuals)
* Understand why substandard performance occurred
* Identify underlying failures in health and safety management
* Learn from events
* Prevent recurrence
* Satisfy legal requirements
Investigations should commence as soon after an incident as possible. The main aim at this stage is to collect evidence. This can be in the form of:
* Information about the scene (photo and sketches of the scene)
* Physical items (equipment, parts, fragments, substances)
* Clinical (samples of breath, urine or blood)
* Environmental (samples from air, water, soil)
* Documents
* Data print outs
* CCTV footage
* Interviews with people involved and witnesses
This evidence can then arranged to develop a time-line of what happened before, during and after the incident.
It is usually best to have a team of people involved in an investigation. This is partly because of the potential workload, but also because a number of skills are likely to be required. There are tools and techniques that can assist in investigation, and competence in these should be held by the team (i.e. by one or more individuals)
Incidents - reporting
Whilst the immediate priority following is an incident is to minimise harm, it is also important that the incident is reported so that any necessary longer term actions required can be implemented.
As well as forming a record of the incident, a key part of reporting is to determine what level of investigation is required.
Companies usually have incident report forms where basic information can be recorded including date and time, people involved, consequences, ongoing activities and conditions at the time of the incident.
When there have been obvious consequences of an incident, getting it reported is not usually an issue. However, for near misses or where is it possible to cover up the consequences, under reporting is a problem. The reasons why people may not report an incident include:
* They do not know it is a requirement
* They do not understand why it is necessary
* They feel it is a waste of time (especially if it is perceived that nothing has ever happened in the past as the result of reporting incidents)
* They are worried that their may be reprisals for themselves or others (if it is perceived that people have been unfairly blamed or punished in the past)
There is a significant cultural element to whether incidents are reported. In particular, people need to feel there is a fair and just culture, and one where the root causes of incidents are identified properly.
As well as forming a record of the incident, a key part of reporting is to determine what level of investigation is required.
Companies usually have incident report forms where basic information can be recorded including date and time, people involved, consequences, ongoing activities and conditions at the time of the incident.
When there have been obvious consequences of an incident, getting it reported is not usually an issue. However, for near misses or where is it possible to cover up the consequences, under reporting is a problem. The reasons why people may not report an incident include:
* They do not know it is a requirement
* They do not understand why it is necessary
* They feel it is a waste of time (especially if it is perceived that nothing has ever happened in the past as the result of reporting incidents)
* They are worried that their may be reprisals for themselves or others (if it is perceived that people have been unfairly blamed or punished in the past)
There is a significant cultural element to whether incidents are reported. In particular, people need to feel there is a fair and just culture, and one where the root causes of incidents are identified properly.
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