H&S Risk Management Ltd

Wellbeing Wanted to share with my connections the latest resource from #IOSH on wellbeing. Although the focus is on OSH professionals, I am sharing as I feel that it is for everyone in organisations to understand what we mean by wellbeing and what organisations can do to improve wellbeing, to create a culture where employees wellbeing is central. Take some time to read and if you feel this is for your organisation bring it to the attention of senior leaders in your business. Additionally, if you are not sure if you have the right culture or not, use your own organisations data to determine. Data to consider is - attrition rates, employee engagement surveys, leaver feedback, absence data, employee assistance programmes (although the data is confidential, company's may provide the raw date without any confidential personnel information). https://lnkd.in/ekBGx4aw

Another timely reminder from Step Change in Safety (#scis) on major accident prevention and the role of process safety fundamentals. Noting that the film on PSFs states that the fundamentals where developed with frontline operations, maintenance and wells personnel in mind, if you work onshore, this does not mean the Process Safety Fundamentals don't apply to you. Although the frontline is where the risks are realised, it is all too often that a root cause commences onshore with poor design, engineering, procurement, work pack generation ( too complex, key information not clear), preparation or planning. Play your part, review this valuable material and take time to consider how this might apply in your organisation and within your role, especially if you work onshore, supporting our frontline workers.

RoSPA H&S legal webinar I recently attended a webinar from RoSPA (The Royal Society for the Prevention of Accidents). The webinar covered below topics: •    Retained EU Law (Revocation and Reform) Act 2023 •    Gross negligence manslaughter update •    Covid Inquiry update •    King’s Speech proposed legislation (Automated Vehicles Bill; Pedicabs (London) Bill; and Tobacco & Vapes Bill) •    Practising Insights: Criminal liability of employer for an employee breach The following link takes you to the webinar which RoSPA have posted on YouTube -  https://lnkd.in/efnVQsh4 I would recommend anyone, whether a health & safety professional or not, to watch as it is interesting. In particular managers or supervisors should watch "Criminal liability of employer for an employee breach" and ask yourself, have you or are you, doing enough to ensure you or the company you work for are not liable?

Organisational Change This year I have had a lot of involvement in the risk management associated with organisational change. Organisational change introduces risk to the business as well as potential for increased psychosocial risk factors. This has got me reflecting upon organisational change and how organisations can improve the management of risks associated with organisational change. Attached are my top 10 takeaways for high hazard industries, this could equally apply to other industries.

Proactive Vs Reactive Health & Safety Management What is proactive H&S Management? Proactive management of health & safety is about taking preventive measures and anticipating risks to create a healthier, safer environment. Whereas reactive management of health & safety is waiting for the event to happen and then reacting to it, usually an investigation is carried out to determine the root cause and actions put in place to hopefully prevent reoccurrence. All too often thou the event does reoccur because of a substandard investigation or poorly written actions which don’t adequately address the root cause. There are many strands to proactive health & Safety management; culture plays a huge part, training, having a robust management system where work as imagined and work as done is aligned, leadership, audit, risk assessment, being prepared for emergencies, investigating when something does go wrong, etc. One way to assist in being proactive in health & safety management is by monitoring performance, finding the weak signals before an event occurs which results in a negative consequence, usually defined as an accident, incident, or unplanned event.  Identifying weak signals before they become events will prevent people being hurt, plant being damaged, loss of an organisation’s reputation, save time, loss of revenue, etc. The root causes of weak signals are the exact same root causes that will be present in an organisation’s accidents and incidents. There is an investment required by the organisation to identify and thoroughly investigate the weak signals, the return is a more healthy, safer, productive, and happier workplace. Note, this is equally applicable to environmental management. If this is something you would like to know more about, maybe to help your organisation become more proactive contact H&S Risk Management Ltd (#HSRM #hsriskmanagement) for a no obligation chat.

How aware of and how compliant are you with CHIS 7? Are you managing the risk Associated with Organisational Change?   A strategic aim of any organisation is to manage risk, whether that be financial, legal, commercial or HSE risk. The risk associated with organisational change can introduce numerous risks to the strategic aims of an organisation. Poorly managed, at best it will cause loss of revenue, at worst a major accident. It can also impact employee’s mental health due to stress or anxiety caused by the change. Risks can arise from change to workloads, systems of work, merger or acquisition, delayering, outsourcing, emergency response arrangements, roles, priorities, illness, or resignation. Not all change needs to be large scale, some may be from subtle changes within departments or even key personnel changing roles (resignation, promotion), large or subtle, the risk needs to be managed. Failure to manage organisational change is now increasingly being identified as a contributing cause in a number of significant incidents (e.g. Bhopal 1984, the space shuttle Challenger 1986, Esso Longford 1998, Hickson & Welch 1992, BP Grangemouth 2000, Texas City 2005) The Health and Safety Executive state that the risks associated with organisational change are “usually not analysed and controlled as thoroughly as plant or process changes. Such changes can, if inadequately conceived or implemented, have a detrimental effect on safety. Even subtle changes to organisations can have significant impacts on the management of hazards. Rapid or continuous change can also have a detrimental effect on health and poorly managed organisational change can increase the workforce's experience of stress.” Incorporating risk management into the process of organisational change helps organisations navigate the complexities and uncertainties that come with change. Does your organisation have a robust process for identifying change, in particular organisation change? If you feel this is an area of exposure, or may be in the future, contact Health & Safety Risk Management Ltd for a no obligation chat, we can help your organisation to improve and proactively manage the risk from change. #hsrm #hsriskmanagement

I am excited to announce that Health & Safety Risk Management Ltd website is now live. https://lnkd.in/dpiJsfzU H&S Risk Management provides consultancy services in HSE, to help organisations, large or small, be more proactive in their approach to health, safety and environment. Get in touch for a no obligation chat about your HSE challenges.