The main objectives set out in the revised Common Strategy are to:
(1) raise awareness of the need to further improve health and safety - and the
cost benefits in doing so;
(2) concentrate on the ‘priority’ health and safety issues as set out in HSE’s
booklet A Recipe for Safety;
(3) promote the importance of effective management of health and safety;
(4) ensure a consistent message on objectives (1)-(3) emanates from HSE, FDF
and trade unions; and
(5) monitor achievement until 2010.
The injury reduction and occupational ill health targets set for 2010 aim at a further decrease in injuries similar to that already seen between 1990-2000, thus ensuring demanding but realistic targets.
NHS
The NHS is a group that does there very best to help all of those people that are in need of medical or surgical help. The National Health Service which is most commonly known as the NHS had started on 5th July 1948. This service was set up to provide healthcare for all of the citizens; these citizens would be those that need the help of the NHS and for those that don’t have the capability to pay. The NHS gets their funding by the taxpayers and is managed by the Department of Health; this department sets all of the overall policies on the health issues.
The Department of health are responsible for the Department of Health so that they can provide the health services to the public through the NHS. The NHS had started as a single organisation which was based around 14 regional hospital boards. The NHS service was separated into three different parts, these parts are:
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- Hospital services
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- Family doctors, dentists, opticians, and pharmacists
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- Local authority health services, including community nursing and health visiting.
- There have been many changes since the NHS had opened, they have made changes to both of there organisation structures and another thing they have changed is that the way in which they provide there services to there patients.
Annexes
- Management of Health and Safety
- Health and Safety Problems in the NHS
- Health and Safety Checklist for Boards
- Useful Reference Documents
- Acknowledgements
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The National Audit Office (NAO) in their report on "Health and Safety in NHS Acute Hospital Trusts" found that standards of health and safety management were variable, with a number of Trusts failing to meet their statutory obligations. Reports from Health and Safety Executive (HSE) Principal Inspectors have confirmed this view. This guidance, suggesting good practice and identifying some specific hazards prevalent in the NHS, reflects in the main the conclusions of the NAO report. The issues addressed are not exhaustive and do not intend to be comprehensive guidance on health and safety.
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The NAO concluded; "To succeed in attaining the high standards expected, hospital trusts should aim to develop a more proactive, rather than a reactive, approach. This involves developing hospital-wide strategies to minimise the level of accidents. These strategies need to be supported by effective reporting arrangements to assess trends, and informed by comparisons of best practice in health and safety management from both within and outside the NHS. To achieve good progress, action should be led from the top by trust boards and chief executives, so that the health and safety of patients, visitors and employees is routinely accorded a high priority within and across all trusts". (Paragraph 24 Health and Safety in NHS Acute Hospital Trusts in England).
- Health and Safety is managed most effectively by integrating health and safety management with mainstream business objectives. An essential component of general management is the management of risk. The integration of health and safety management into risk management and thus into general management, creates the foundation for achieving a high standard of health and safety performance. Failure to manage health and safety can result in heavy costs, whether in terms of staff absences, low staff morale, financial losses, higher insurance premiums, civil and criminal legal action resulting in fines and compensation payments, or damage to the public reputation of the employer.
Action
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NHS Employers should; ensure that they are aware of and comply with their statutory health and safety obligations. consider the Health and Safety checklist (see Annex C) provided for NHS Boards. take steps to implement the recommendations of the NAO (these are listed in EL(96)104) and give a high priority to following best practice in the management of health and safety. have in place policies and procedures to investigate, record, monitor, review and assess the causes and costs of accidents, sickness absences, ill health retirement and occupational ill health provide their employees with access to a confidential and effective occupational health service. Remind staff that it is the duty of every employee while at work to take reasonable care for the health and safety of themselves and of other persons who may be affected by their acts or omissions at work. Consider the inclusion of information on health and safety performance in their published reports. be aware of the principles in EL(96)104 & EL(96)44 "Health and Safety Management in the NHS", HSG (94)51 "Occupational Health Services for NHS Staff", "Risk Management in the NHS" (NHS Executive 1993) and the Health Services Advisory Committee's (HSAC) guidance "Management of Health and Safety in the Health Services" . Take account of these guidelines when negotiating contracts between purchasers and providers. A significant source of good practice in managing health and safety in the NHS is the Health Services Advisory Committee of the Health and Safety Commission (HSAC). This committee which includes nominees of the representative organisations of NHS boards and of employee organisations has published guidance both on the interpretation of legislation and on good practice in this field (See Annex D).
The NAO and District Audit studied 30 NHS acute hospital Trusts in England.
They examined:-
The number and nature of accidents to patients, visitors and NHS employees and the associated costs of these accidents to the NHS; and the action hospital managers had taken to address their legal obligations on health and safety.
(ii) From this study, the NAO concluded that Trusts could do more to reduce the level of accidents and to implement the requirements of legislation and good practice in health and safety management. In particular, failure to adequately investigate accidents meant that employers were unaware of the true costs of failing to follow best practice in health and safety/occupational health. The NAO was concerned that the aggregated costs of; sickness absences as a result of accidents, compensation payments, increasing insurance premiums and possible premature retirement of valued employees would be considerable.
(b) Health and Safety Performance in the Contracting Process
Purchasers are responsible for ensuring the quality of services provided by their Trusts. The contracting process can be used by them and by the providers to show the importance they attach to quality and their commitment to following best practice. Health and Safety policy can be seen as an important element of the quality agenda and can be addressed directly in the contracting process. At the outset, the purchaser might ensure that a credible health and safety policy is in place. They might then ensure that the commitments in the policy are explicitly referred to in the contract. If the purchaser chooses this route, it will be important that the monitoring of the contract covers the effectiveness of the policy and the performance of the Trust against agreed criteria.
MANAGEMENT OF HEALTH AND SAFETY
The Management of Health and Safety at Work Regulations 1992 place duties on employers to systematically assess all workplace risks, and to take all reasonably practicable action to minimise those risks. Responsibility rests with the Chief Executive. The Chief Executive and Board must take the lead in setting the overall framework for effective and efficient management through a management strategy. Clinical directors, nurse managers and other staff managers must support the strategy and ensure that all staff observes the rules. Staff at all levels must also recognise their personal responsibilities. Issues to consider will include.
The Health and Safety Policy
The Board should ensure that there is a clear, written health and safety policy which: is endorsed by the Board and fully supported by senior management. Sets out the organisation (the people responsible) and the procedures to be followed for identifying hazards, assessing risks and preventing or controlling them. Focuses the accountability for health and safety to discrete levels within the organisation.
Further guidance and information can be found in: Risk Management in the NHS (NHS Management Executive 1993) is accessible to all staff and is drawn particularly to their attention. Expresses the employer's commitment to best practice in health and safety management. Includes a built in review procedure which recognises the need to scrutinise and review performance regularly. Individual departments or directorates may have local policies and/or procedures which address their own specific health and safety concerns. These must be compatible with the organisation's overall policy. Employers should survey their operations to identify hazards (including those mentioned in annex B) and formulate procedures which outline how and by whom these problems are to be addressed in the organisation.
Shell petrol station
Brief History
- Shell has sold motor spirit (petrol) in Britain for almost 100 years, but in order to compete more effectively with the Anglo-American Oil Company (the Standard Oil subsidiary), it entered into a joint venture with BP in 1931. This lasted until 1975, although the chains had been functionally split a few years earlier. For most of the past century it has vied for market leadership with Esso, but has perhaps maintained a slightly more up-market image.
- Shell provides fuel in more than one or two countries they provide fuel in these countries:
- - Algeria, Austria, Belgium, Czech republic, Denmark, Finland, German democratic republic (east Germany), Germany, Great Britain, Greece, Hungary, Iceland, Ireland, Italy, Luxemburg, Morocco, Netherlands, Norway, Poland, Portugal, Romania and Bulgaria, Russia, Slovakia, Slovenia and former Yugoslavia, Spain, Sweden, Switzerland, Tunisia, Turkey, Ukraine. South east Mediterranean Libya, Egypt, Palestine, Israel, Lebanon & Syria
Main Types of Risk
Vehicle Movement
There is considerable movement of cars and other vehicles on the forecourt which could lead to accidental collision with structures, people and other vehicles.
Managing the Risk
Devise a safe system of traffic movement, e.g. a one-way System for entering and exiting the forecourt. Display clear information/warning signs setting out the traffic control arrangements. Provide sufficient designated parking areas close to the shop and away from the pumps. Provide mechanical protection to vulnerable structures such as fuel tanks and liquefied petroleum gas (LPG) storage areas.
Hazardous Substances
Some items of stock and chemicals used in the car wash and for general cleaning can be harmful. Exposure to them through use, accidental spillage or leaks, can cause respiratory problems, dermatitis or chemical burns. Store all hazardous chemicals in their original containers. Obtain information on all substances stored and used in the premises from manufacturer’s hazard data sheets. Train staff and provide appropriate protective clothing.
Manual Handling
The removal of access covers to storage tanks, moving LPG cylinders and positioning of large cleaning fluid containers may cause back injury or muscular strains. Eliminate all unnecessary manual handling. Train staff in proper lifting techniques. Provide suitable equipment e.g. keys for lifting manhole covers. Avoid lifting items which are too heavy - use a trolley or castors where possible.
Slips, trips and falls
In Winter, snow and ice on the forecourt can present a risk to pedestrians from falling and from skidding vehicles. Fuel and oil spillages on the forecourt can present a slipping hazard. Supplies of industrial salt mixed with fine gravel should be kept and spread on the forecourt during icy conditions and also used promptly to absorb and clean up any fuel or oil spill. Staff should be trained on how to deal with minor fuel spillages.
Electricity
Accidents are mainly due to misuse of, or badly maintained, equipment and there is an increased risk of electric shock when using equipment externally in a wet environment e.g. commercial vacuums and car washes. All electrical equipment used out of doors should be suitably insulated and should be supplied through a circuit protected by a 30 mA Residual Current Device. All electrical switchgear controlling machinery should be clearly labelled and readily accessible at all times. Ensure that the electrical installation used for mechanical car washes is suitable for a wet environment and has adequate protection from mechanical damage, considering the complexity of the moving parts. Fit a readily accessible emergency stop button to mechanical car washes.
Fire Risks
Obstructed exits e.g. by stock and/or accumulations of packaging can prevent escape and provide fuel for fires. Keep all escape routes and fire exits clear and make regular checks to ensure that this is the case. Clear rubbish regularly (remember sand used for cleaning or containing petrol spills will be flammable and should be disposed of safely, by a hazardous waste disposal company if necessary).
Violence to Staff
Robbery of goods or cash may place staff at risk of violence. Consider the use of closed circuit television, panic alarms and other security measures e.g. the use of pay windows at night.
Compressed Air Systems
The main risks arise from abuse of this equipment and from over inflation of vehicle tyres. Make sure that the air system is located within sight of the shop attendant to ensure constant supervision. Display clear information on the use of the air system e.g. the driver should check the correct tyre pressures. Train staff in the safe use of the equipment.
