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Top Tips for Electrical Safety

According to ‘Electrical Safety First’, in 2015/16 1380 fatalities and injuries were caused by electrical fires – an average of 27 each week, or 4 a day. A total of 54.4% of fires in England and Wales are thought to have been caused by poor electrical safety, with misuse of equipment being the main cause. Given appalling statistics like these, everyone (and especially businesses) should have an interest in ensuring reasonable standards of electrical safety.

Most incidents involving electricity can be prevented by proper planning and the use and maintenance of straightforward precautions.

Here are some of our top tips for helping to reduce the risks associated with electricity:

  1. Assess the risks properly. Consider all the circumstances in which electricity is used in your workplace and what you are currently doing to control the risks of electric shock, fire etc. You don’t need to be a technical expert or electrician to assess these risks, but you do need to make sure that a thorough check is made. Think about the following:
    • is electrical equipment being used in wet or damp surroundings? Electricity and water don’t mix, so make sure your equipment has the appropriate IP Rating.
    • is the equipment used outdoors, where it might be more prone to damage e.g. by cables being run over by vehicles? Protect cables or, better still, opt for cordless appliances.
    • do you use electrical equipment in cramped spaces with a lot of earthed metalwork? There could be an increased risk of electric shock if a fault developed.
    • do you use equipment that is more prone to damage, such as extension leads or hand-held electrical tools? If you do, you’ll need to check them regularly for damage.
  1. Reduce the risks to an acceptable level. This can be done by:
    • ensuring that people working on or with your electrical equipment are competent to do so.
    • wiring electrical systems to a suitable standard and maintaining them in a safe condition.
    • choosing electrical equipment that is suitable for the working environment i.e. ‘Intrinsically safe’ in some flammable atmospheres or having the right ‘IP Rating’ in wet or dusty environments.
    • using reduced voltage where possible e.g. 110V instead of 230V.
    • using safety devices, such as Residual Current Devices (RCDs) when using portable appliances.
  1. Carry out periodic test and inspection. The frequency of such checks must be linked to the risk of damage of the appliance and not (as many organisations think) an arbitrary annual check. Checks can include:
    • User pre-use checks; most obvious faults are found this way.
    • A formal visual inspection by a competent person, involving slightly more detailed checks, including correct fusing.
    • A combined inspection and test, carried out by a competent person as often as is necessary having regard to the risk of damage.

Equipment that is suspected of being faulty or damaged should be put out of use until it can be repaired by a competent person, or replaced.

Following the above principles can help to prevent accidents and serious property damage from fire. For further advice, or to arrange a training course that incorporates electrical safety principles, contact us on the number at the top of this page or email info@griffinsafetytraining.co.uk

It’s official – antidepressants do work. So that’s alright then.

A recent report published in the Lancet (21 February 2018) analysed data from 522 trials involving 116,477 people and concluded that 21 common antidepressants are more effective at reducing symptoms of acute depression than placebos, although some are less effective than others. Good to know.

Antidepressants such as ‘Selective Serotonin Reuptake Inhibitors’ (SSRIs) provide a much-needed ‘chemical crutch’ for those suffering from the debilitating effects of acute anxiety and depression. However, they can produce side-effects such as feelings of agitation or anxiety, dizziness, blurred vision, nausea, or low sex drive. Their value is in helping sufferers to return to some semblance of normality and to progress from there, but they may not address the underlying causes.

Prescriptions for these drugs are not short-term; those who need them often stay on them for months or even years without receiving further treatment such as Cognitive Behavioural Therapy (CBT).

According to HSE, 526,000 workers were suffering from work-related stress, depression or anxiety in 2016/17. This translates to an estimated loss of 12.5 million working days. Surely it is in the best interests of sufferers and employers alike to address mental ill-health problems earlier and more effectively rather than just treating the symptoms.

While the relief that can be gained from taking SSRIs is to be welcomed (especially as we now know that they work), I do wonder if taking them might cause other problems, especially safety problems. For instance, given the fact that some users of antidepressants can experience dizziness or blurred vision, they are sometimes advised to avoid driving or operating tools or machinery. But what if the sufferer’s work depends on doing just that? What if the sufferer is reluctant to come forward for fear of being stigmatised? How does the employer manage such a situation? One answer is to have an effective policy on the taking of prescription medication.

Workers should be reassured that they can advise their employer if they are taking any medication, regardless of type, that may compromise their ability to work safely; the employer does not always need to know exactly what medication is being taken, nor do they need to know what condition is being treated. What is important is that the employer makes arrangements to accommodate the worker’s condition and reduce the risk. In my view, such an approach may give workers who feel reluctant to come forward a little more confidence to do so.

Having said that, while the importance of antidepressants is acknowledged, would it not be better for all concerned to try to avoid the need for such drugs in the first place? Surely, if we could spot the symptoms of depression early enough we could intervene and provide the support that would help avoid the need for drugs to be taken and may prevent the loss of a valued worker. This would be better for the individual, the employer and for society as a whole, with lower costs to the health service and, in all probability, a lower possibility of more serious mental health problems developing over time.

Employers have a role to play here. The HSE have outlined a ‘Management Standards’ approach covering six key elements, which can be addressed to reduce the risks of work-related stress. These ‘Management standards’ are:

  • Demands – considerations of workload, work patterns and the working environment;
  • Support – including resources and encouragement from the organisation and line management;
  • Relationships – avoidance of conflict and dealing with unacceptable behaviours such as bullying and harassment;
  • Control – how much say a person has in the way they do their work;
  • Role – workers must understand what is expected of them;
  • Change – effective management and communication of organisational change.

Employers, through line management, should also be on the lookout for behavioural changes that may be signs of a developing mental ill-health condition. This should prompt a sensitive investigation into the cause, which may result in an accommodation being made that can help to avoid more serious and longer term consequences.

Although antidepressants do have an undeniably important role to play in the treatment of acute anxiety and depression, they are not the only answer. Employers and employees should work together to identify potential causes and act to prevent these from causing ill-health. Training and awareness is important here; it can equip employers to organise the workplace so as to reduce the potential causes of stress, as well as enabling them to recognise the symptoms and take prompt, effective action to address any issues. In so doing they will be helping to reduce the huge numbers of people who are currently unable to work due to these conditions, as well as helping to reduce the losses associated with time of work and recruitment of temporary replacement staff.

7 Top Tips for a Great Health & Safety Policy Statement

Safety PolicyThe Health and Safety Policy Statement, or ‘Statement of Intent’ as it is often known, forms the foundation for an organisation’s approach to managing health and safety at work. Just like with any building, if one gets the foundation right then whatever is built from that point will be solid and stable. Produce a weak foundation and problems soon start to arise.

So what makes a good policy statement?

The first thing to note is that there is no such thing as a ‘perfect’ policy statement. What may serve one organisation well may be entirely inappropriate for another. The policy, therefore, is a personal document that needs to be written with the needs and objectives of a specific organisation in mind. If a company was to attempt to copy from another then the policy they would end up with would not be a good fit and would not serve them well.

Here are my tips for an effective health and safety policy:

  1. The MD must be closely involved. The policy statement should feature a clear and unequivocal commitment to the management of health and safety at work. From this will flow the resources needed to make this happen. This commitment can only be made by the most senior person in the organisation so it is essential that this individual is fully on board from the outset.
  2. Write in the first person. The policy statement needs to be a personal statement from the MD. I see it as a clear statement of safety leadership from the MD that sets out what they expect.
  3. Don’t over-promise. It may be tempting to say that ‘health and safety is our number one priority’ but is that really the case? What about survival and turning a profit (without putting profit before safety, of course)? Most would agree that health and safety should be a high priority for any organisation but is it really to be placed above all else? The implications of doing so may mean that an organisation spends far too much on safety when the risks are viewed objectively; it may also result in making promises that can’t be kept, leading to a loss of confidence in the process when the policy fails to deliver. Keep it realistic.
  4. Keep it personal. The policy statement must be yours, not someone else’s. While it is going to be helpful to look at policies produced by others, avoid the temptation to copy. The more relevant the policy is to your needs, the more effective it will be.
  5. Set clear objectives, but be mindful of what is achievable. Objectives should be challenging but should not set the organisation up to fail. Try to set objectives that lead to a sense of achievement when reached rather than setting unmanageably difficult objectives that cause the organisation to become demoralised.
  6. Call for the involvement of the entire workforce. An effective health and safety culture requires co-operation from all. Management cannot do it all themselves so should make the position clear from the outset.
  7. Review. The policy should be reviewed periodically, say once per year. This helps to maintain the momentum and continuous improvement of your safety management system. Not reviewing causes the process to falter and stall. The policy may also need to be reviewed if there are changes in personnel, especially senior staff, or if new technology or processes are introduced.

Safety doesn’t need to get in the way of effective business management – in fact, it should complement it. It does need to be planned though; you can make the ideal start by establishing a realistic safety policy. A great way to start this process is to receive some training. The IOSH Leading Safely course is a terrific option that helps senior managers to see how safety and health management fit alongside the management of other areas of business risk. Contact us for further information or to enquire about a bespoke training package for your organisation.

8 Top Tips for Factory Safety

Our director, Andrew Ashford CMIOSH, gives some top tips for safety in factories.

Factory safety

Over the last 35 years, I’ve gained a lot of experience working in factory environments, from almost 5 years as an apprentice, right through to my current role as a health and safety consultant and trainer. In that time I have seen a lot of changes in technology and new methods of working. However, no matter how much workplaces change, the fundamentals always seem to remain the same.

Here are a few of my top tips for helping to keep your factory safe and healthy:

Use suitable work equipment

Not only is this a legal requirement, but it makes good sense. Using the wrong tool for the job may mean that the tool gets broken and needs to be replaced, plus the worker may be injured. Using the right tool means that the job can be done at less risk to the individual and more efficiently.

Inspect and maintain

I was always taught to keep my tools in good condition, which is why I still have tools that I bought over 30 years ago. Look after the tools and they’ll serve you well. Employers need to devise and implement a system of planned preventative maintenance and inspection to ensure that tools and workplace machines continue to offer good service and break down less frequently. Start with the manufacturer’s suggestions but then look at how much you use the machine in question – does it need to be maintained more or less often?

Pay attention to housekeeping

This is one of the simplest, yet most effective controls there is. Not only will this create a tidier workplace where you can actually find things and work more efficiently, but it will likely reduce slip and trip hazards. Slips and trips are the most common types of accidents in the workplace and can have serious consequences; attention to good housekeeping will help reduce these simple but potentially serious incidents. Housekeeping also helps reduce the risk of fire. Significant fires caused by the simplest of incidents can ruin a business, so why take the chance when the solution is so straightforward?

Store flammables safely

Staying with the housekeeping theme, it costs very little to set aside a suitable cabinet in which to store those small amounts of flammable substances that may be needed from day to day. This will help reduce the risk of a fire starting and will help to ensure that flammables do not contribute to a fire. Larger volumes of flammables, especially flammable gases, should be stored outside. We’d be happy to advise you on this.

Maintain good lighting

Poor lighting (which can be too bright as well as too dim) increases the risk of slips and trips, as well as vehicle accidents. It can also lead to eyestrain and headaches. Maintain your lighting and ensure that any diffusers are regularly cleaned. Conduct a lighting survey to check that light is at the right level and is adequately distributed around machines, in storage areas, and over workbenches. Check for strobing with rotating machines and supply lamps where needed.

Work at height – avoid, prevent mitigate

Accidents caused by falls from height frequently lead to life-changing injuries, or worse. I’ve seen workers being lifted up on pallets placed on lift trucks, or working on a single plank with no edge protection, or working on ladders and steps that are far too short or in poor condition. Employers should follow these simple steps to make work at height safer:

  1. Wherever possible, try to avoid the need to work at height;
  2. If work at height cannot be avoided, look at reducing the chances of a fall, for example by providing barriers;

Lastly, if a fall could still happen, put in place measures to minimise the distance of consequences of the fall, e.g. by providing a harness where appropriate.

Lift Safely

Manual lifting is an everyday necessity in a factory environment. Each year, more than half a million people go off with injuries related to manual handling, leading to a big loss to their employers in terms of lost production, wages etc. Try, where possible, to mechanise or automate manual lifting tasks. If lifting is necessary, only lift what you can manage and always adopt safe lifting technique. 

PPE

Finally, a note on personal protective equipment. This is the last resort which should be used after all other controls have been considered but where an unwanted level of risk still remains. Your employer is legally obliged to supply you with appropriate PPE for the hazards to which you are exposed while at work; it is your legal duty to ensure that you wear it. If it breaks you should be able to get a replacement straight away. Never use damaged or worn out PPE.

In summary, attention to good safety and health practice is good for your business. Not only will you experience fewer accidents and periods of ill health absence, but the associated costs will reduce too. There will be a lower chance of experiencing enforcement action or being sued by an injured worker. Employers’ Liability Insurance premiums may reduce. Worker morale will be maintained and may even improve, leading to an increase in productivity. Staff turnover will reduce, which means savings on recruitment and training costs.

The benefits are clear and none of the above are hard to do. These actions, coupled with an effective training programme will help to ensure the success of your business, so why not contact Griffin Safety to discuss how we can work with you to ensure that your staff from top to bottom through your company get the safety training they need.

Griffin Safety Training Limited, January 2018

Back to the Gym – Lift with Care!

Manual Handling

As some of my clients will know, I’m currently training for a trek to Everest Base Camp in March and April. This necessarily involves a LOT of walking plus gym work to build cardiovascular endurance, stamina and strength in my back and legs. I’ve been a regular gym goer for almost 40 years, plus I’m a judo coach and former Royal Navy field gunner so I like to think I know a little about how to lift safely and effectively.

So I was in the gym earlier today and, being January, noted there were a few unfamiliar faces. But it wasn’t the faces that I really noted; it was the truly awful lifting technique that really caught my attention.

So many people appear not to know how to lift correctly. I see guys lifting from the waist, with a rounded back, lifting weights that they would struggle to lift even if they were fit and using good technique. Not only will this type of lifting leave them sore tomorrow, but they also run the very real risk of sustaining a serious back injury that will prevent them from training, and for that matter doing just about anything else, for some considerable time.

According to HSE statistics for 2016/17, 0.5 million people are suffering from a new or long standing work-related musculoskeletal disorder. A large percentage of these will be caused by poor lifting technique. Injuries such a prolapsed discs and hernias are sadly far from uncommon and cause a great deal of pain, suffering and loss of earnings.

You see, I would applaud anyone who wants to start the year afresh and get fit, but they need to be mindful of the fact that lifting loads with poor technique will inevitably lead to an injury. Not only does this apply in the gym, but, of course, it also applies to loads lifted in the workplace.

To avoid injury, whether it is in the workplace, at home, or in the gym, follow these simple tips:

  1. Never lift more than you can comfortably manage
  2. Read number 1 again
  3. Position yourself behind the load, facing your intended direction of travel
  4. Test the weight first, before you try to lift it. Read number 1 again. 
  5. BEND. YOUR. KNEES.
  6. Get a good grip on the load so it doesn’t slip out of your hands
  7. KEEP. YOUR. BACK. STRAIGHT
  8. Stay on balance and lift using the big muscles in the legs. DO. NOT. LIFT. WITH. YOUR. BACK (or your ego).

It’s not that hard, so please lift properly. If you don’t know how to lift properly, ask someone to show you! A little training goes a long way and will help to ensure that you stay fit for life and for work. After all, you only have one back, so look after it.

Did you know that manual handling is covered in our ever-popular three-day IOSH Managing Safely course, along with many other important and useful topics? Why not contact us for more information to help your business start the year on a safe and healthy note.

Health and Safety in isolation – Why just be legally compliant?

Health and safetyOver the past 22 years, I’ve dealt with organisations of all sizes in many sectors and have seen a variety of approaches to health and safety management. What is consistently true is that no matter how developed an organisation’s systems may be, there is always scope for improvement.

As all businesses know, those who don’t change and adapt, die. It’s no different when it comes to health and safety. Since health and safety management is an integral part of general business management, it follows that health and safety management systems need to develop and change in line with other areas of business risk. Doing so will help ensure the continued success of the business as a whole.

Why is it, then, that health and safety management is seen by some as a ‘silo’, left solely to the health and safety practitioner who works in isolation without significant input from management?

The Solo Silo

This silo mentality ignores the fact that effective management of safety is an essential part of an organisation’s wider risk management strategy and can add real value to any organisation. In my opinion, those who take a silo approach are missing a trick, preferring instead to be reactive, with Management’s attention only being grabbed when something goes wrong and the loss has already been incurred.

One might say that businesses sit somewhere on a spectrum, depending on whether they are just starting out on the road to legal compliance, or, at the other end, are managing in a highly effective and integrated way.

The ‘silo’ businesses are at the lower end of this spectrum. They manage safety in a rather unstructured, instinctive way. They may have an aspiration to achieve legal compliance but may not know how. Perhaps they feel a little overwhelmed by the perception that safety management is ‘difficult’ or ‘complicated’. This need not be the case – a little professional advice and some training can help to demystify safety management and give the business the confidence to develop and improve.

Businesses that are not complying with the relatively low legal standard for health and safety are prone to enforcement action and increased costs associated with accidents and consequent losses. They may consider safety in a reactive way, taking action only after an incident has occurred instead of being more proactive and working to prevent the incident. Concerns about being fined may motivate them to some extent, but they will need support and guidance. They may have a part-time consultant, or they may have nominated someone from within their ranks to ‘do’ health and safety alongside other duties. Staff may be given health and safety training on an ‘as and when’ basis, with no real co-ordinated approach being taken. Leaders within such businesses will have much on their minds so may not give health and safety the focus it needs – until something goes wrong, that is.

‘Beyond compliance’

At the other end of the spectrum are those businesses that manage safety and health in a much more sophisticated and effective way. Here are some of the hallmarks of such businesses:

There is a recognition that there is real value to be had from embracing sound principles of safety risk management, thereby reducing loss and establishing a better reputation.

The business will be pragmatic and business-focused, with a culture that drives innovation and will not settle for the status quo.

Safety and health management is clearly linked to return on investment and to commercial indicators such as cost savings and new revenue streams.

The organisation’s risk profile drives focus on major risks; it is confident enough to disregard trivial risks.

Occupational health and safety governance is integrated within a broader governance framework. The Board of Directors considers all types of risk and determines what it is able to do about them. The Board provides the resources for effectively managing all risks.

The safety team is viewed as being an enabling function that adds real value. The employer recognises and accepts its responsibility for ensuring that workers and others are kept reasonably safe and well and enlists the help of a competent advisor. The safety advisor supports, mentors and guides the organisation.

Occupational health and safety practice is not confined to the organisation but is allowed to extend through the supply chain, thereby helping other organisations to up their game, creating safer and healthier working environments for all. The organisation that starts this process is then seen as a leader.

Leaders take a visibly active role, engaging with the workforce and showing clear leadership and commitment that is both credible and impactful. 

So where does your business sit on this spectrum? Is it managing safety in an organic and unstructured way, or has it achieved legal compliance and is aiming for a more sophisticated approach?

Moving towards a ‘beyond compliance’ approach where the management of health and safety is truly integrated with all aspects of business management takes time and effort. Having set in place an effective system, businesses of all types will see the benefits in terms of greater efficiency, reduced costs, better morale, higher productivity and consequent improvements on the bottom line. So now it’s over to you – consider your next steps, and enjoy your journey!

We can support your business by advising on your next steps and helping you to deliver a training programme for your entire team from senior management level right the way down to the shop floor. A great place to start is the ‘IOSH Leading Safely‘ course for your senior leaders. ‘Leading Safely’ is just 4 hours long but is packed with helpful insights that will really help set you off on the right path and give your business the confidence to build on what it already has in place. IOSH ‘Managing Safely’ complements Leading Safely and is a great course for your middle managers and supervisors. So why not give us a call to discuss? We’ll be happy to see what we can do to help.

Debunked! Christmas Health & Safety Myths

PAT testing

Don’t get in a tangle over PAT testing

Yes, we know. You’ve probably heard the mistaken rumours about not being allowed to donate second hand toys to the local charity, or that Father Christmas now has to wear a seatbelt in his sleigh. Some myths sound more ridiculous than others…

But when it comes to the office, many believe that health and safety is a killjoy, particularly at Christmas. It’s the Grinch. The bah humbug of bah humbugs. So we thought we’d take this opportunity to address the top three urban myths which abound regarding health and safety in the workplace. And by the end of this article, we hope we’ll have put your minds at rest.

Myth No. 1:  You can’t put Christmas decorations up in the office

Of course you can! And no, it doesn’t have to be done by a ‘qualified person’. The key is to ensure that an employer provides the right tools for the job. So, if your staff want to have decorations dangling from the ceiling, don’t expect them to climb on the desks to put them up there… give them a suitable stepladder. It’s about common sense.

Myth No. 2: Indoor Christmas lights have to be PAT tested annually

Everyone loves a bit of festive sparkle, and if you work in an office there’s no reason why you can’t enjoy it there too. So what’s the score? Christmas lights are wheeled out every year, having been stored for 11 months, probably in a box in a cupboard. We reckon the biggest challenge is to stop colleagues arguing over untangling them, not to get them PAT tested! PAT testing doesn’t need to be done frequently for low risk items like Christmas lights. Whereas we’d recommend frequent (e.g. 3 monthly) PAT testing when using electrical equipment where it might be damaged, we wouldn’t say the same for Christmas lights used in a low risk office environment. With that said, however, what Christmas lights do need is a sensible pre-use check for any signs of damage. If any problems are spotted, then get them PAT tested (or buy new ones).

Myth No. 3: You open yourself up to being sued if you clear snow from outside your business

The HSE are adamant that clearing snow etc. makes it much easier for people during icy conditions. They think it’s absurd that a business should fear being held responsible for an accident when trying to help others. And let’s face it, a walking individual has responsibility for themselves. So if snow and ice has been cleared carefully and responsibly, then you should not have a problem. Things to be aware of are:

  • To use sand/grit/salt on the cleared surface, not water – because that may freeze overnight
  • To take care to put the removed snow somewhere where it won’t cause a hazard
  • To close pathways and routes that can’t be made safe for staff

So hopefully whether you’re a business owner or an employee you can now see that health and safety is still about common sense and not absurd rules. But if you’d like to understand more at this festive time of year, then please do give us a ring to talk through your concerns. We look forward to hearing from you.

Don’t slip up when managing simple risks

Slips, trip and fallsThe other morning, a friend of mine told me that the temperature was -7ºC when she got into her car to go to work. So there it is – winter is finally here. All of a sudden we start to think of gritting car parks and walkways to reduce the risk of slips, trips and falls on the level.

However, the risk of slips, trips, and falls on the level is a year-round issue. It may take on a new significance in the winter months, what with rainwater being tracked into entrance lobbies and the possibility of snow and ice at some point, but attention should be paid to reducing these risks at all times, not just in the winter when the hazards are perhaps more obvious.

The thing with these types of accidents is that they happen so easily and can result in life-changing injuries for some.

I don’t want to get all hysterical and leave you thinking that people can’t move around safely anymore without some hugely expensive and unworkable control measures being put in place, but it may be worthwhile considering some evidence from the HSE that helps us understand the scale of the problem.

The HSE estimate that slips, trips and falls on the level account for a massive 40% of all reported major injuries each year. With approximately 70,000 non-fatal injuries to employees being reported last year, this equates to around 28,000 serious injuries just from slips, trips and falls – over 500 each week, or over 100 each working day, some of which can have very serious outcomes.

I’m reminded of a case I was involved in some years ago. A female worker in a care home was carrying some bedding from a store across a carpeted area and onto a newly cleaned and mopped tiled area. She was wearing appropriate footwear, but couldn’t see exactly where she was going as she had her hands full with the bedding. As she stepped onto the tiled area, she lost her footing and slipped, falling straight onto her bottom and sustaining a wedge fracture of the spinal vertebrae, which ended her working life. A civil claim for damages ensued, which resulted in a large payment to the worker for her pain, suffering, loss of amenity and loss of earnings.

The above incident occurred because the floor had not been cleaned correctly. Specifically, the cleaning fluid had not been diluted properly, so it left a slippery, oily film on the floor. In addition, the worker had to carry her load; there was no trolley to assist. Had the floor been cleaned and mopped properly, or had she been given a trolley to move her load (which, incidentally, would have allowed more to be moved in one go, which would have been more efficient as well as safer) then the incident that ended her working life may never have happened.

The HSE’s ‘Shattered lives’ campaign was started precisely because of the simplicity and seriousness of accidents such as the one outlined above. It highlights the issues and reminds businesses to take simple, yet effective, precautions to reduce the risks, both to staff and to members of the public and visitors.

Taking some simple, straightforward steps (sorry!) to reduce the risks will help your business to avoid unnecessary costs associated with loss of productivity, investigation time, enforcement action and dealing with civil claims that can cause insurance premiums to rise. The measures we recommend include:

Contamination – spills happen easily in workplaces, so have in place a system to clean them up promptly, especially where members of the public may be present;

Obstructions – good housekeeping is a simple, low-cost measure. It also helps to control fire risks as well as creating the appearance of a more orderly working environment;

Cleaning – think about the use of detergents. Have you diluted properly? Use of neat detergent may create slippery surfaces that could be easily avoided. Is it necessary to clean the whole floor, or would spot cleaning achieve the same result? If ‘wet’ cleaning techniques are used, be sure to dry mop then mark the area with a sign so that people are aware that the floor is still wet – especially if lighting is poor;

Floor materials – if you have taken over a new workplace or have changed the use of a part of your current workplace, then it may be worthwhile looking at the material from which the floor is made. The HSE has created a Slip Assessment Tool, where the type of floor material is considered alongside other issues;

Footwear – mandate the wearing of specific types of footwear in areas like kitchens and workshops etc. It is less easy to control what is worn by visitors or office staff, although it might be possible to give advice. More effective would be to control the environment through effective housekeeping to reduce the impact of inappropriate footwear;

Use – consider who will be using the area. Floor surfaces used by the very young, disabled persons and the very old may need greater slip resistance. Higher levels of friction will also be needed if pushing or pulling heavy loads (ever tried moving a heavy trolley across ice?) The use may also cause damage to the floor surface, so check for defects and have a repair system in place;

Behaviour – as a boy I was always being told not to run in corridors. They had a point – running or horseplay are liable to substantially increase the risk of slips and trips, so don’t do it.

In the time taken to read this article, two people have sustained serious injuries from slips, trips and falls on the level at work. This is amazing when we think how easy these are to prevent. I think you’ll agree that none of the solutions suggested above are difficult and few have major cost implications. Paying attention to each of these factors can bring about a reduced risk of slips and trips, with lower levels of injury and reduced costs associated with such accidents.

10 Top Tips to Manage Stress at Work

Stress at WorkWe all have those days when we’re not feeling great. Maybe we get a little grumpy, or we feel tired for no apparent reason. In many cases this can be put down to an ‘off day’ and we soon recover.

But for some it’s not quite that simple.

The HSE estimate that 0.5 million workers suffer from work-related stress, depression or anxiety. The Labour Force Survey for 2014/15 estimated that mental ill-health and work-related stress accounts for a massive 35% of all work-related illnesses and causes 9.9 million lost working days each year, the average absence being 23 days. Stress, therefore, is a major contributor to the £9.3 billion that ill-health is estimated to cost our economy each year, making this a topic that concerns us all.

The HSE defines ‘Stress’ as “the adverse reaction people have to excessive pressures or other types of demand placed upon them.” The key word here is ‘excessive’ – we all have demands placed upon us, from family life as well as from work, yet we cope. It’s when this becomes excessive that we struggle. And it’s different for everyone.

Stress can be caused in a number of ways. Firstly, individuals may have difficulties with relationships at work. Perhaps they are experiencing bullying or harassment. Alternatively, there could be an issue at home – child care arrangements, the stress of commuting, sick relatives and so on all cause natural anxieties that can build up over time.

The way the business is organised can have an effect. If the organisation demands long working hours, has erratic shift patterns, or if there is little management support and a culture of fear then workers may be more likely to show signs of stress. The job itself may be an issue too. Workload and time pressures, or even a lack of work and boredom can be a problem, as can a lack of clarity over job roles or a lack of control over one’s job.

People can help themselves to relieve stress by having weekends, seeing friends or going on holiday, but what can the employer do to help?

A good employer won’t expect you to ‘leave your family stuff at the door’. Instead, they will understand that each individual has their own unique capacity to cope and that work and family commitments may contribute in equal measure to the load that is being carried by any individual. A good employer will have sound systems of management in place and will respond appropriately when it is recognised that a member of the team is struggling for whatever reason. Not everything is within the employer’s control of course, but the employer still needs to support those who are struggling. Not only will that help the employee face a challenging time, but it will send a clear message to the rest of the workforce that the employer cares about them. The knock-on effect may well be a more loyal and productive workforce, not to mention a healthier one. In any event, isn’t it simply the right thing to do?

This doesn’t have to be costly. There are many things that can be done to help reduce the chances of people going sick with stress. So, here are some of our top tips:

  1. Identify if you have a problem. Talk to your staff, run a survey, have a confidential reporting service, or look at your sickness absence data. You could also examine the reasons why people leave from what they say in exit interviews. Engagement is key here – just letting people know you’re interested is an effective way of motivating staff.
  2. Speak to any manager. Remind staff that they can speak to any manager if they feel stressed, not just their ‘boss’. It may be the line manager who is the perceived problem, so allow employees an option here.
  3. Give clarity on working hours. Make sure that agreed working hours are achievable and realistic. There will be peaks and troughs, but don’t make long hours the norm and certainly don’t create an atmosphere that suggests that working all hours is expected.
  4. Match skills to the job. Ensure that workers’ skills and abilities are matched to the demands of the job. Workers can be underused or overstretched – the right balance needs to be achieved so as to make best use of available skills.
  5. Give back control. Where appropriate, give workers greater control over the pace of their work and encourage the use of skills and initiative.
  6. Provide support. Develop management systems that enable and encourage managers to support their staff and employees to support their colleagues.
  7. Give pats on the back. Give employees regular and constructive feedback – nothing works better than giving a pat on the back or support in the form of extra direction where needed.
  8. Eliminate the unacceptable. Put in place policies to prevent or resolve unacceptable behaviour such as bullying and harassment. Make sure those with responsibility for others are equipped to deal with unacceptable behaviour.
  9. Inform, inform, inform. Give workers clear information about their role and responsibilities and allow them to raise concerns about any uncertainties they may have. Provide timely information on organisational change so as to enable employees to understand the reason for the changes.
  10. Consult with staff on working conditions and proposed changes – not only will they get used to the idea but they will probably offer constructive input.

There are many more initiatives that can help to manage stress and keep your staff mentally fit and well, motivated and productive. Griffin Safety Training can support with training and advice in this area, so why not give us a call or drop us a line for a no-obligation chat?

Street Works, Landscaping and the Occupational Ill-Health Time Bomb

Street works, Landscaping and the Occupational Ill-Health Time Bomb

Occupational ill-healthOver the last few days, I’ve watched with fascination, not to say a little concern, as workmen finished the street works on a new housing development near my home.

First came the prep work – lots of pneumatic drills and disc cutting. I wandered over, as you do, to ask why nobody thought to wear hearing or eye protection. I mean, its hardly as controversial as stopping Big Ben to prevent hearing loss now, is it? Their answer – “What?” Funny, I know. But it’s what they then said that got me – “We’ve got the gear in the van” or words to that effect. Surely wearing ‘the gear’ should be automatic in this day and age, with the risk of noise induced hearing loss being so widely recognised and no doubt drummed (no pun intended) into people. The HSE estimate that around 20,000 people suffered from Noise Induced Hearing Loss (NIHL) in the last year (2016) – I suppose many of those ‘had the gear in the van’.

After the prep came the asphalting. Lots of dust and fumes, plus manual handling issues. The cumulative effect on one’s health of that lot must be significant. I wondered if anyone had done a CoSHH assessment on exposure to bitumen fume, diesel fume, silica etc. One-off jobs might not be especially problematic, but regular and repeated exposures are another story.

This morning I saw a local landscaper at work. He’d come to trim the grass on an area of green space. Armed with a petrol strimmer he set about his task, seemingly unconcerned by hazards such as flying debris, noise and vibration; he didn’t seem to recognise the need for eye or hearing protection. He did have his hi-vis on, so I guess that’s something (although I wonder what benefit it might have had on a grassed area with no traffic about, but never mind). Presumably, like the road workers, he didn’t realise the harm he might be causing himself.

Now I’m not about wrapping people up in cotton wool, but there comes a point where we have to recognise that more needs to be done to protect workers. The thing about occupational ill health conditions is that they sneak up you, so all the more reason to raise awareness – especially when people are working alone or in small groups away from the supervisor’s beady eye.

People who suffer chronic and sometimes life-limiting illnesses often don’t realise that anything is wrong until they find it hard to climb stairs or they can’t carry on a conversation.

Think about it – do you ever find yourself turning up the car radio when you leave work at the end of a day? It was loud enough when you drove into work, so what do you suppose might have changed while at work to cause you to feel the need to turn up the volume on the way home? I wonder.

Such casual disregard of basic health and safety precautions makes me wonder – is this down to the individual or is it a failure on the part of the employer? Then I realise, that’s something of a moot point. If a worker winds up being deaf, sustains eye trauma, develops a lung disease or Hand Arm Vibration Syndrome caused by his or her work, then there is every possibility that the employer might be found liable if sued for damages. From an enforcement standpoint, it wouldn’t be unimaginable for employers to be issued with enforcement notices requiring them to address the deficiencies. But the worst thing is that an estimated 13000 people die of occupational ill health conditions in the UK each year, while 1.3 million people each year are known to suffer from occupational illness, causing an estimated 30.4 million lost working days and costing an estimated £9.3 billion – EACH YEAR.

None of these conditions is inevitable; all are preventable.

The real tragedy is that many of the conditions outlined above are so easy to prevent. The assessment needn’t be long or complex, but it is necessary. A healthy dose of common sense and proper consideration of risks might help some of the workers I’ve mentioned to avoid becoming statistics.

Does your company need support and advice in raising awareness of occupational health issues? Don’t know where or how to start? Drop us a line or call for a no-obligation discussion. It may help.