IOSH magazine - July/Aug 2021

JULY/AUGUST 2021

SAFETY, HEALTH AND WELLBEING IN THE WORLD OF WORK

C O L L A B O R AT E / I N F L U E N C E / E N H A N C E

WINNING WAYS Building the right OSH culture for a successful and sustainable athletes’ village

COLLABORATE

INFLUENCE

ENHANCE

Scrapping unsafe practices in shipbreaking

Prevent injury when working at extreme height

How to conduct an accident investigation interview

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WELCOME

OFFICIAL MAGAZINE OF

The Institution of Occupational Safety and Health (IOSH) is the world’s leading professional body for people responsible for safety and health in the workplace.

Published by Redactive Publishing Ltd Level 5, 78 Chamber Street, London E1 8BL +44 (0) 20 7880 6200

EDITOR Emma Godfrey emma.godfrey@ioshmagazine.com

DEPUTY EDITOR Katie Smith

CONTENT SUB-EDITOR James Hundleby

D I G I TA L E D I TO R Kellie Mundell kellie.mundell@ioshmagazine.com

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The inclusion of advertisements and inserts within IOSH magazine and ioshmagazine.com does not constitute an endorsement of the organisation or its products/services

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Full steam ahead s I prepare to take on the role of IOSH chief executive at the beginning of August, it’s not surprising that people are asking me what my aims are.

My answer is simple: to build on what has been achieved over the past few years.

A huge amount of progress has been made through the WORK 2022 strategy. I genuinely believe we have enhanced the OSH profession and grown our influence around the world.

This has been achieved under the leadership of Bev Messinger, with support from the Board of Trustees, Council, presidential team, all other volunteers and members and IOSH’s staff.

This year has signalled a change in leadership. However, that does not signal a change in direction.

I am determined we continue the great work that has been achieved and continue to make the world a safer and healthier place to work.

One of the priorities will be the development and then implementation of the new strategy, which will succeed WORK 2022 next year.

A

I AM DETERMINED WE CONTINUE THE GREAT WORK THAT HAS BEEN ACHIEVED

The world has of course changed significantly over the past 18 months.

The pandemic has had a major impact on how people live and work.

But what hasn’t changed is IOSH’s unwavering commitment to supporting our members. From the outset of the pandemic, we have provided guidance and support to help members manage the risks faced by their businesses, and I’ve been blown away by the approach of staff and volunteers to create resources such as reading material and webinars.

This guidance has been updated to respond to changes in advice from governments and health authorities, and we will continue to ensure we are right behind our members.

There are many more challenges that lie ahead of us in the years to come but, as I discuss in my interview in this issue (page 42), within every challenge lies an opportunity.

This makes it a very exciting time for me to move into the chief executive role, but also for those working in the OSH field, whether they are seasoned professionals or just starting out in their health and safety careers.

On that note, I hope to continue the work to ensure a pipeline of new professionals. It is a profession that offers great flexibility in where and how you work, and one that makes a real difference to people’s lives.

Vanessa Harwood-Whitcher DIRECTOR OF PROFESSIONAL SERVICES

IOSH MAGAZINE

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JULY/AUGUST 2021

Contents SA F E T Y, H EA LT H A N D W EL L BEI N G I N T H E W O R L D OF W O R K

UPDATE NEWS

10

IOSH NEWS

THE TRUTH IS IN THERE

NEWS ANALYSIS

How do you know when someone is lying?

Accident investigator Andy Farrall on the tell-tale signs when conducting an investigative interview

12

Official figures could soon reveal that the last year has been a low point for agricultural safety, so where do we go from here?

16

DID YOU KNOW..?

All the stats and data from IOSH’s efforts to keep members informed during a year of COVID upheaval

4

56

7

18

LEGAL

20

PROSECUTIONS

JULY/AUGUST 2021 | IOSHMAGAZINE.COM

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CONTENTS

60

E N HAN C E 60

MEGA PROJECTS Too big to fail What skills do IOSH members need to move a mega project forward? And are those skills different at successive stages of construction?

C O LLA B O RATE

I N FLUE N C E

30

42

LONG COVID In it for the long haul While vaccinations are going some way to control the spread of COVID-19, those who have had the disease – and who continue to feel its effects – need special consideration

34

39

INTERVIEW Above and beyond

68 46

EXTREME HEIGHTS High stakes

70 REMOTE WORKING Anything goes

Our latest online content including a video to complement the article above on shipbreaking and a webinar on data-driven excellence

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22 C OV E R FE ATU RE Major events We look at the safety issues that have to be addressed to build – and run – a global sports village

FUTURE LEADER Sam Smith His background as a fireman has stood him in great stead managing hundreds of tonnes of flammable products

How can employers tackle the issues of isolation, anxiety and stress caused by lone working?

OPINION The wider view

MEMBER INTERVIEW Flying high Incredibly, for Karen Godfrey, maternity leave seemed like the perfect time to attain Chartered status

Falls from height are still killing workers, but those working at the highest of heights might be best prepared for the risks

50

COMPETENCY FRAMEWORK Removing the blinkers James Carter explains how the competency framework has helped him in the frantic, disruptive world of retail

New chief executive Vanessa Harwood-Whitcher explains her plans and priorities as she moves IOSH forwards

SHIPBREAKING Turning the tide The ship recycling industry is one of the most dangerous businesses in the world, both in terms of immediate risk and potential long-term health. So why are attempts to improve it seemingly slow?

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BACK TO BASICS Step by step We look at the core issue of working at height and managing associated risks

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TALKING SHOP Playing our part Four experts give their views on human capital and the United Nations Sustainable Development Goals

IOSH MAGAZINE

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25/02/2020 16/06/2021 11:45 11:11

Update WHAT YOU NEED TO KNOW THIS ISSUE

IN THIS S E CT I O N

Reskilling the workforce post-COVID P9 | The deadly threat of asbestos hasn’t gone away P10 | Safety systems in one of the most hazardous sectors – agriculture – are ripe for change P12 | Engagement with IOSH: your views on how we did P16 | Non-profit firm has hand-arm vibration penalties slashed P18 | Site boss jailed for failing to report accident leading to leg amputation P20

PHOTOG RAPHY: GETT Y

1

Long working hours linked to global rise in stroke and heart disease

Working for too many hours contributed to 745,000 deaths from stroke and ischaemic heart disease in 2016, according to a study by the World Health Organization (WHO) and the International Labour Organization (ILO).

The joint research is the first global analysis to examine the burdens of ischaemic heart disease and stroke attributable to exposure to long hours of work. The global deaths represent a 29% increase since 2000.

Drawing on data from 194 countries, the WHO and ILO estimated that the number of deaths from heart disease increased by 42% between 2000 and 2016 as a result of working at least 55 hours a week. For strokes, the number of deaths rose by 19%.

For more, visit ioshmagazine.com/ who-working-hours

IOSH MAGAZINE

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These unique programs are priced at

£235 Enter INSPIRE to receive your 20% discount.

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Performance Excellence in Safety, Health and Wellbeing New IOSH Certificated Online Programs 1

Behavioural Science for Leadership in Safety

2

Performance Psychology for Safety and Health Professionals

Start these innovative new programs online now, or ask us about our blended learning options for groups of 8 or more.

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Developed by Darren Sutton, MSc Performance Psych, FInstLM.

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NEWS

5 Top tips to ensure training and competence post-COVID

2

It’s inevitable that training and competence may have suffered where people have been out of the workplace for some time and have had to assume new responsibilities because of restructuring, or where focus has shifted due to COVID. DAC Beachcroft’s new legal director Rhian Greaves offers her advice on how to reskill your workforce.

Go to ioshmagazine.com/ covid-training-competence

PHOTOGRAPHY: CHESH IRE FIRE AND RE SCUE S ERVICE

4

GRENFELL INQUIRY TMO scored one out of five in external audit

Kensington and Chelsea Tenant Management Organisation (TMO) spent four years trying to clear a backlog of fire risk assessment actions, the Grenfell Tower inquiry was told recently. The evidence session revealed that the TMO spent 2013 to 2017 trying to clear a backlog of fire risk assessment actions, and that its in-house maintenance arm was scored one out of five on health and safety training in an external audit.

3

Manslaughter charges dropped over Bosley Mill blast

Owner and director of Wood Treatment Ltd George Boden and the firm itself have been cleared of gross negligence manslaughter and corporate manslaughter after a blast in 2015 that killed four workers.

The Bosley Mill explosion killed Dorothy Bailey, 62, Derek William Barks, 51, Derek Moore, 62, and Jason Shingler, 38. The cause of the fire is not known, but was thought to have involved an explosion of wood dust.

Sentencing of Boden in relation to health and safety offences he pleaded guilty to is expected soon.

Visit ioshmagazine.com/grenfell-tmo

6

STAFF CON CERNED W I T H B UI L D I N G VEN T ILAT ION , PO L L R EV EA LS

The risk of airborne coronavirus transmission could be a barrier to a return to work for a third of workers, according to a study. The survey of 2000 adults, carried out by Rentokil Initial, suggested that 30% would like to see assurances on their building’s indoor air quality.

See ioshmagazine.com/rentokil-ventilation

Read more at ioshmagazine. com/bosley-charges-dropped

M A S K-REF USI NG DEL I VERY DRI VER ‘ FA I R LY DI SMI SSED’, TRI BUNAL RULES

A lorry driver who was sacked after refusing to wear a face mask inside his cab on a client’s site was fairly dismissed, a judge has ruled. The case is believed to be the first time a tribunal has ruled on face mask refusal.

7

Negligence claim dismissed for officer injured ‘dismounting’ a moving police van

A former police officer who fell out of a police van pursuing robbery suspects has had her claim for personal injuries dismissed.

The officer leaving the vehicle was fully aware of the risk and accepted she had to employ a dynamic risk assessment and decide when it was safe to leave the van. It was not an accident that could only be explained by negligence, a judge ruled.

Go to ioshmagazine.com/galvin-thames-valley

Get the full story at ioshmagazine.com/delivery-driver-mask

IOSH MAGAZINE

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UPDATE

H E A LT H T H RE AT

Asbestos remains a deadly threat, IOSH warns usinesses must do more to protect workers from exposure to asbestos, IOSH has warned.

The call for action comes as it’s estimated the material kills more than 230,000 people per year globally – far exceeding the previous estimate of 107,000.

Despite being banned in 55 countries, asbestos is still widely used, IOSH noted.

The International Journal of Environmental Research and Public Health, which first

B

published the estimate, also reported that more than two million tons of asbestos is consumed annually.

And with 125 million people thought to be exposed to asbestos at work every year, deadly respiratory health impacts are predicted for generations to come, particularly in developing countries.

When launching the asbestos phase of its No Time to Lose campaign in 2018, IOSH revealed a third of respondents

in a survey of tradespeople never checked the asbestos register before starting work on a new site – with half of those not even knowing there is an asbestos register.

Almost one in five said if they discovered asbestos, they wouldn’t be clear about how to act.

IOSH hopes its partnership with the Asbestos Disease Awareness Organization

will raise awareness and encourage more people to take precautions.

To read more on this story, go to bit.ly/ asbestos-legacy-warning

For our story on shipbreaking, in which hazardous substances are endangering lives in countries including India, Bangladesh and Pakistan, turn to page 34.

H E LP F O R M EM BERS

Pain relief for ‘Molly’ from IOSH fund The story of a member suffering from chronic neck pain has highlighted the support and relief afforded by the IOSH Benevolent Fund.

WHO? A Chartered Member for 15 years, ‘Molly’ worked from home as a corporate health and safety consultant, but her condition meant she needed a break every quarter of an hour.

WHAT? After learning about the fund, Molly submitted an application late last year.

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THE RESULT: The funding she requested was granted, and within a month Molly was able

to invest in the equipment she needed to work more comfortably: a sit/stand desk, a chair and keyboard tray.

NOW? Molly is now able to work for a full hour before

needing a break, thanks to being able to vary her posture more easily.

WHAT MOLLY SAID: ‘Without doubt, this has been a real boost to my mental health, as well as my career. I would have carried on without the support I got from the fund, but it would have taken me a long time before I could’ve afforded to buy the items I needed to make my workstation more comfortable.’

Find out more about the IOSH Benevolent Fund at bit.ly/iosh-benevolent-fund

JULY/AUGUST 2021 | IOSHMAGAZINE.COM

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IOSH NEWS

F E LLOW S

Record number celebrate IOSH Fellowships WHAT? IOSH has confirmed awarding a record number of Chartered Fellowships in the 15-month period up to 31 March 2021.

HOW MANY? A total of 65 members have achieved this level during this period. That is almost double the number of passes in the equivalent period from 2019 to 2020, IOSH said.

WHAT IS IT? Maria O’Malley, head of membership engagement and development at IOSH, said: ‘Fellowships are only awarded to Chartered Members of at least five years’ standing who have gone “above and beyond” and are committed to developing themselves and others.’

WHAT IT MEANS: New Fellow Fiona Perrin, senior health and safety adviser for Homes for Haringey, said: ‘Becoming a Fellow was a massive deal for me – it has been great to be recognised by one of the global leaders in safety and health.’

Meet the new 65 at bit.ly/iosh-new-fellowships

CA R E E R P U LSE

PHOTOG RAPHY: ISTOCK

GUIDANCE TOOL ADDED TO IOSH CAREERS PACKAGE A new tool allowing members to assess their employability has been launched by IOSH. WHAT? Career Pulse is a userfriendly tool that aims to provide clear information to members about

65

members have achieved Chartered Fellowships between January 2020 and March 2021

how they can take the next step in their career.

HOW? It asks users to self-assess against several criteria, which allows the hub to build a personalised learning path.

WHERE? It is the latest addition to IOSH’s Career Hub, which includes a CV and cover letter builder, an interview simulator and e-learning content.

To access the Career Pulse, log into MyIOSH and then into the Career Hub at bit.ly/iosh-career-hub

MEMBERSHIP UPDATES

IOSH welcomes new Fellows and Chartered Members IOSH has congratulated 10 members who became Chartered Fellows in April and May. The successful members are Jean Rhodes, Susannah McIntosh, Steven Mah, Mark Jenkins, Helen TapleyTaylor, Leanie Du Toit, David Cant, Anthony Kenna, Yvette Moffatt and Kenneth Brown.

Chartered Fellowship is the pinnacle of the OSH profession.

Meanwhile, many other members successfully attained CMIOSH status over the same period.

For a full list of those who achieved CMIOSH status, visit iosh.com/newchartered

IN SPIRAT ION

Youngest female ever gains IOSH Chartered membership IOSH congratulates an OSH professional who recently became its youngest female Chartered Member.

Alice Jones, 23, put her success down to hard work, mentoring and updating her knowledge through IOSH webinars and resources.

She also juggles two jobs: supporting clients of a health and safety consultancy across the UK and consulting at Formula E races worldwide.

Wrexham-born Alice, who set her sights on Chartered status when starting out in her OSH career five years ago, said: ‘Being CMIOSH is a massive achievement.

It feels surreal.’

And her IOSH ambitions don’t stop here. Having been elected to the North Wales branch committee, Alice aims to become a Chartered Fellow by the time she’s 30.

For another inspiring Chartered status journey, turn to our member interview on page 68.

Read more about Alice’s story and becoming a Chartered Member at bit.ly/iosh-chartered-success

IOSH MAGAZINE

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UPDATE

n April this year, 21-year-old farmer Caroline Rennie was found dead in a field in Aberdeenshire following an accident with a tractor and seed drill. This tragic fatality, which is being investigated by the GB Health and Safety Executive (HSE), reminds us why agriculture, forestry and fishing is the most dangerous sector to work in, with a rate of fatal injury 18 times higher than the average rate across all industries.

However, in 2019-20, the number of deaths fell to an all-time low: 21. Cautiously welcomed by industry commentators, the HSE figures hinted that progress in growing a positive safety culture across one of Britain’s most hardto-reach industries was bearing fruit.

But an article in Farmers Weekly in April suggests that the 2020-21 statistics, due in mid-July, could be one of the worst in 25 years, with as many as 50 deaths recorded.

This will be a depressing development, not least because relentless HSE compliance visits and cross-industry campaigns had steadily brought the death toll down.

I

Back to basics As Alan Plom, rural safety expert, notes, the safety message clearly hasn’t got through because the leading causes of accidents – workplace transport, falls from height and handling livestock – haven’t changed.

‘We have said, countless times, if farmers followed the various UK regulators’ guidance, there wouldn’t be any fatalities because they all start with risk assessments and cover all the basics,’ he says. ‘People don’t find innovative ways to kill themselves – it’s the same causes.’

It is for this reason that the Farm Safety Foundation’s annual Farm Safety Week, from 19 to 23 July, will go back to basics.

‘There needs to be a fundamental re-examination of risk and how farmers are perceiving it,’ says Stephanie Berkeley, the foundation’s manager.

A reassessment is important because the risks can change daily. Farmers are extremely capable at juggling multiple demands, but tasks often need to be completed within

12

20 MINS

Bitter harvest Agriculture is one of the most hazardous industries in the world. On the eve of the release of the latest GB figures, OSH professionals are bracing for a spike in fatalities in an industry renowned for its under-reporting.

WORDS NICK WARBURTON

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NEWS ANALYSIS

The regulator runs agricultural compliance events (ACEs), and some of the farmers receive a follow-up visit to confirm what they have learned. As the risk-takers and the unclear are responsible for the highest proportion of accidents, they have become the main focus of ACEs. However, during lockdown, face-to-face contact with farmers hasn’t always been possible.

Tina Morgan CMIOSH, chair of IOSH’s Rural Industries Group, says COVID-19’s impact on the availability of ‘sufficient workers who are competent, confident and qualified to do the work’ could be one of the factors behind the rise in fatal notifications.

Then there is the virus’s impact on training provision. ‘Trainers and OSH professionals would normally go and help farmers to write risk assessments, deliver training and help them with employee inductions but they haven’t been able to get out,’ she adds.

Unreported world

short timeframes, and the person working the farm is reliant on themselves to meet these deadlines. This can foster complacency and risky behaviours.

‘Farmers are facing so many unique stressors – the weather, market fluctuations for produce and time constraints during harvesting,’ says Stephanie. ‘They are also isolated, often working 16-hour days and maybe not speaking to another human for long periods.’

HSE principal inspector Wayne Owen says: ‘Although the industry accounts for around 1% of the GB workforce, it accounts for 20% of worker deaths.’

Using ‘segmentation’ research carried out by technology solutions firm Insight, the HSE categorises farmers in four groups: planners, pragmatists, risk-takers and ‘the unclear’, so that its interventions are more effective.

During the lockdown, farmers, who were classed as essential workers, carried on as usual. Unfortunately, support services such as machinery and equipment inspectors/ repairers weren’t always available, which could have contributed to some of the related accidents, says Tina. ‘It is inexcusable to go out with a vehicle or use equipment that is not fit for purpose, but there is some sympathy when other service providers haven’t been there.’

However, UK agriculture is not alone in topping the most hazardous industries table. In Europe and around the world, there is a similarly poor health and safety record.

The European Agency for Safety and Health at Work’s (EU-OSHA) 2020 Review of the future of agriculture and occupational safety and health reveals that over the past 10 years, the EU’s agriculture and forestry sector has accounted for around 500 deaths, and 150,000 non-fatal accidents, each year (see Resources, overleaf ).

HARM ON T HE FA R M

Ripe for change

500 deaths, and 150,000 nonfatal accidents, each year on average in the EU

133 suicides were registered in GB in 2019 for those working in farming and agriculture-related trades

88%

of farmers under the age of 40 rank poor mental health as biggest hidden problem facing farmers today

21 agricultural fatalities in GB in 2019-20

The International Social Security Association (ISSA) ranks agriculture as one of the three most hazardous in the global economy, while the International Labour Organization (ILO) estimates that, worldwide, the sector accounts for around 330,000 fatal accidents every year.

However, the real figure is much higher

IOSH MAGAZINE

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UPDATE

due to wide-scale under-reporting. The number of deaths in the EU could be four times higher than the published data, according to research cited in the EUOSHA report.

The reporting of fatalities and accidents to the EU’s reporting system Eurostat is not mandatory for the self-employed, who make up the majority of the agricultural workforce. It also excludes irregular or temporary workers, retirees and family members.

‘I know of a case where the ambulance service called the police who then notified the HSE,’ says Tina. ‘Had that not happened in this way, the accident would not have been reported because it was a family member.’

Farmers listen to farmers Internationally, it is a similar picture. To raise awareness of the risks and promote effective management and control, the ILO produced an agricultural safety code of practice in 2011 (see Resources).

More recently, ISSA has published two guides to support its Vision Zero strategy.

The international body’s promotion of good practices and innovative solutions will be highlighted in ‘Safety Culture in Farming: Growing from generation to generation’, a special symposium at the World Congress on Safety and Health at Work’s online conference on 20 to 23 September.

Alan represented IOSH and spoke at ISSA’s conference on agricultural safety in Cordoba, Spain, in 2019, when the guides were launched. He welcomes the principles behind the Vision Zero strategy, but argues that more effective ways to communicate and influence farmers ‘in the field’ are needed. ‘The trouble is that many farmers have zero vision, certainly of the consequences,’ he says.

‘Farmers are not a homogenous group.

Managers and OSH professionals have got to improve their effectiveness and get the messages over in the right way.’

Alan would like to see funding to translate the HSE’s Insight research

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RESOURCES The HSE’s What a good farm looks like outlines best practice: bit.ly/HSE-good-farm EU-OSHA’s Review of the future of agriculture and occupational safety and health: bit.ly/EU-OSHAfuture-agriculture ILO agricultural safety code of practice: bit.ly/ILOagriculture-safety ‘Safety Culture in Farming’, a special symposium online on 20 to 23 September: bit.ly/ ISSA-farming-safety-culture Dr Amy Irwin at Aberdeen University has researched behavioural analysis and farmers’ attitudes towards risk and safety: bit.ly/ Aberdeen-farmer-risk

behind the HSE’s categorisation of farmers into a tool that OSH professionals could use to influence different audiences.

He also recommends research carried out by Dr Amy Irwin at Aberdeen University on behavioural analysis and farmers’ attitudes to risk (see Resources).

Tina Morgan has been speaking to Lantra, one of the leading awarding bodies for land-based industries in the UK and the Republic of Ireland, as it currently delivers the HSE’s ACEs. ‘We should have farm mentors where a farmer who has been proven to have a successful farm with good practices and a positive attitude to safety can work with other farmers,’ she says. ‘There should be a funded nationwide farm mentoring scheme where farmers can contact identified mentors to help them with farm safety. Farmers listen to farmers.’

Ploughing different furrows Tina also commends the approach taken by the Irish-based farm safety educational platform AgriKids, which targets young children, and adds that agriculture health

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NEWS ANALYSIS

PHOTOG RAPHY: GE TTY / SHUTTE RSTOCK / ALAMY

and safety should be part of the curriculum in all rural schools.

She would also like to see farm safety embedded into courses at agricultural colleges: ‘That’s where the OSH professionals need to be looking to get their influence.’

IOSH supports the Vision Zero strategy but Tina says there

needs to be complete buy-in from every part of the industry. She would welcome an all-party parliamentary group on agriculture fatalities to focus minds.

‘With the best will in the world, everybody has been working separately and individually to push change and it’s not making a big enough difference,’ she says. ‘It needs to be a full approach, from manufacturers to suppliers, from trainers to consultants and through to enforcement. Advice is important but it needs to be enforced.’

As with the wider population, mental wellbeing has risen in prominence as an issue and exacerbated by the current pandemic.

In February, the Farm Safety Foundation (also known as Yellow Wellies) launched its fourth annual Mind Your Head campaign

to raise awareness of mental ill health.

The event was timely as recent statistics revealed there had been 133 suicides in Great Britain in 2019 relating to those working in farming and agriculturerelated trades.

You are the liability The foundation has undertaken research over the past six years, polling 450 young farmers on their views.

‘Two years ago, 80% said that mental ill health was the biggest hidden danger in farming but that’s jumped to 88%,’ says Stephanie, who has penned The Little Book of Minding Your Head to raise awareness.

‘Eighty-five per cent have said there is a link between mental health and farm safety. You have got to understand that if you are not in the right head space when you are about to do a job, then it’s not the machinery that is the most dangerous, it’s you that is the liability.’

Farm safety has no borders and new innovation approaches with an international reach can be invaluable to help spread good practice.

Elizabeth Creed, farm safety consultant and vice-chair of IOSH’s Rural Industries Group, came up with one such idea that she launched on Twitter in April.

Designed to change attitudes and save lives, #FarmSafetyHour is a weekly, onehour discussion forum that has a reach of 1.8 million international followers, including in Australasia and West Africa.

Engagement levels have been so high that Elizabeth is planning a newsletter and website.

‘Although there have been some great campaign weeks and farmers do take a lot from them, it’s very easy to fall back into what they’ve always been doing,’ she says on the idea behind Farm Safety Hour.

TOP EIGHT

Killers in agriculture 1

Transport accidents (being run over or vehicles overturning)

2

Falls from height (through roofs, from trees)

3

Being struck by falling or moving objects (machinery, buildings, bales, tree trunks)

4

Drowning (in slurry tanks, grain silos, water reservoirs)

5 6 7 8

Handling livestock (attacked or crushed by animals, zoonotic diseases) Contact with machinery (unguarded moving parts) Entrapments (under collapsed structures, DIY building) Electricity

‘Even if they don’t have any time in the week to think about safety, they know that at 7.30pm every Thursday, there’s something on Twitter all year long that they can dip into. They can take what’s discussed and look at how they can implement it in their business.’

The anticipated spike in fatalities in the HSE’s forthcoming annual statistics is a reminder that the sector cannot afford to take its eye off the ball. Despite pandemic restrictions, a concerted effort by all stakeholders is critical to reverse the upswing in deaths and to reiterate the importance of safe working practices.

IOSH MAGAZINE

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UPDATE

Seeing our members through one of the profession’s most challenging years has driven us at IOSH. Here’s how you’ve been engaging with us over the last 12 months and more.

DEDICATED H&S TECHNICAL LINE

2768

TOP TOPICS INCLUDED COVID Employment law RIDDOR

calls were received in 2020

Training

VIRTUAL MEETINGS AND WEBINARS From March 2020 to March 2021, 417 branch meetings and webinars were held with a total of 32,033 attendees

In ,033 32 17,500 touch with you A total of 43 group events were also held, with:

registrations

We’ve hosted 30 free COVID-19 webinars, seeing:

, 000 43 registrations

16

More than

284,000

visits to the IOSH website’s COVID-19 pages since March 2020

JULY/AUGUST 2021 | IOSHMAGAZINE.COM

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DID YOU KNOW..?

CAREER HUB

3097

Our Career Hub was launched in May 2020 to support members through the pandemic. It saw:

active users

47,698

14,239

activities completed

logins

HOTTEST TOPICS

Teamworking

Personal brand

Managem Management

Self-awareness

Mentoring

1152 relationships built

1337

Communication

mentees registered

TOP REQUESTED COMPETENCIES OSH management systems Being the trusted adviser

897 mentors

A HU

SOCIAL MEDIA

GE T

Strategy development Influencing Personal responsibilities and accountabilities

for tes engag jus ting t ing w t dr ime op s ith us . Any us as a li ne feedb we na at C ack vig SC@ is a ate ios lway throu h.c om s wel gh th com ese e,

From March 2020 to May this year, our 319 COVID campaign posts received:

HAN

K YO

U

10,576 1374 7987 clicks

RTs/shares

likes IOSH MAGAZINE

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UPDATE RV FOR PLACES HOM PEOPL ES [2 E 021] U K CA S E LAW

Hand-arm vibration case penalties cut for non-profit firm Places for People Homes successfully reduced its fine by showing how vulnerable people would suffer.

I

18

organisation, the judge reduced this to £900,000. Finally, because Places for People Homes submitted an early guilty plea, the fine was reduced by a third, leading to the final amount of £600,000.

Places for People Homes’ appeal was based on three main points: the judge had wrongly adjusted the starting point for the fine based on the size of its turnover; the judge should have taken into account the organisation was a not-for-profit and invested its money back into the organisation; and the judge had failed to make a sufficient enough reduction in the fine to reflect the impact it would have on its vulnerable beneficiaries.

The appeal judge said the original trial judge was right to put an initial uplift in the starting fine to £2m. From here the judge could consider mitigating factors, which included no previous convictions, a good health and safety record and measures to remedy the issue before HSE inspection to prevent recurrence, at a cost of £600,000. The judge said the reduction in fine to £1.25m based on mitigation measures was adequate.

On the second ground of appeal regarding funds, the appeal judge said this was to be considered in profitability of the organisation in the next step of the sentencing fine.

The judge said not enough allowance was made to reflect the impact of the fine on the beneficiaries of the appellant’s activities The final ground of appeal, which focused on the impact of the fine on the organisation’s vulnerable beneficiaries, was key in this case. The appeal judge said not enough allowance was made to reflect the impact of the fine on the beneficiaries of the appellant’s activities. Places for People Homes was in a comparable position to a charity, and it was clear the potential beneficiaries of its activities would suffer more from a larger fine than the organisation itself.

Consequently, the appeal was allowed and the judge issued a more appropriate fine of £400,000.

PHOTOG RAPHY: ISTOCK / SHUTTE RSTOCK

n 2019, the GB Health and Safety Executive (HSE) prosecuted Places for People Homes under the Health and Safety at Work Act after five employees suffered from hand-arm vibration syndrome and/or carpal tunnel syndrome, resulting from their work. Places for People Homes was found guilty of failing to ensure the health, safety and welfare of its employees. It was fined £600,000 and ordered to pay £13,995 in prosecution costs. Places for People Homes appealed against the fine.

Places for People Homes is a not-forprofit organisation that manages and provides affordable social housing, as well as undertaking improvements to properties and organised social initiatives that aim to support vulnerable people.

In deciding the original fine, the judge applied the sentencing guidelines for health and safety offences. The judge said the company’s turnover significantly exceeded the £50m threshold for large companies ‘by five or six times’. This led the trial judge to increase the starting amount for the fine from £1m to £2m. With no aggravating factors and substantial mitigation, the original fine was reduced to £1.25m. To balance the effect this would have on the people who benefit from the

JULY/AUGUST 2021 | IOSHMAGAZINE.COM

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LEGAL This sponsored content has been provided by Cedrec Information Systems, available at cedrec.com

LEGISLATION, GUIDANCE AND CONSULTATION

DANGEROUS GOODS

Emergency Action Code List 2021 The National Chemical Emergency Centre has published the new Dangerous Goods Emergency Action Codes (EAC) list, in conjunction with the UK Home Office. This new version supersedes the 2019 EAC list and is mandatory from 1 July 2021. EACs, sometimes referred to as Hazchem codes, are used by emergency services to inform their response in incidents involving dangerous goods. Duty holders under the Carriage of Dangerous Goods and Use of Transportable Pressure Equipment Regulations must use the EAC list 2021 to ensure they apply appropriate EACs when moving dangerous goods. cedr.ec/7m2

BIOCIDAL PRODUCTS

Expiry dates for renewals of active substances extended The GB Health and Safety Executive (HSE) has agreed with the decision taken to extend the approval expiry dates for a series of active substances until 24 July 2023.

This decision has been taken because approval of these substances is likely to expire before a decision has been taken on its renewal, through

no fault of the applicant. The substances covered by this extension are propiconazole, metofluthrin, sulfuryl fluoride, alphachloralose, aluminium phosphide releasing phosphine, boric acid and disodium tetraborate pentahydrate. cedr.ec/7m6

O F F S HORE

Competent authority changes name The Offshore Safety Directive Regulator (OSDR) is changing its name to the Offshore Major Accident Regulator (OMAR). Set up in 2015, the OSDR oversaw safety in the UK’s offshore sector as required under Directive 2013/30/EU on offshore oil and gas operations. Now the UK has left the EU there is no requirement to follow that directive, and consequently they will remove the reference in the regulator’s title. The duties undertaken by OMAR won’t change, and they will maintain the same legal obligations under UK law that implemented the requirements of the EU Directive. cedr.ec/7m4

V E HI CL E REPA IR

Safe Motor Vehicle Repair and Maintenance The Health and Safety Authority for the Republic

of Ireland has published a new information sheet aimed at those working in motor vehicle repair and maintenance. This type of work is classed as highrisk, with some activities undertaken in this field carrying a risk of severe injury or death. The guidance covers the main causes of injury and ill health in this work, along with advice on proper vehicle maintenance risk management. It also identifies many practical control measures that can be taken to reduce the risks to workers. cedr.ec/7m3

E X P LOSIV ES

New licensing handbook The GB HSE has produced guidance for its staff that covers key tasks and technical measures that they would be expected to consider when processing applications for licences granted under the Explosives Regulations 2014, that aren’t ‘fixed’ rule licences.

Although predominantly aimed at HSE employees, it is useful guidance for applicants for a new or varied explosives licence. cedr.ec/7m1

AGRICULTURE AND FORESTRY

New European policy brief on agriculture and forestry challenges The European Agency for Safety and Health at Work (EU-OSHA) has published a new policy brief focused on serious challenges to occupational safety and health in the agricultural and forestry industry. This sector is one of the most dangerous in Europe, with many serious accidents involving machinery, vehicles and livestock as well as risks from exposure to vibrations, noise and chemicals. The brief looks at the traditional risks that dominate this sector and also considers emerging risks from things like stress, pesticides and zoonotic diseases. cedr.ec/7mt

ASBE STOS

Consultation on asbestos regulations The GB HSE is undertaking a consultation on the Control of Asbestos Regulations 2012.

This will inform the second post-implementation review of these regulations, and ensure legislation continues to meet its objectives. cedr.ec/7om

IOSH MAGAZINE

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UPDATE

S U RRE Y

Builder jailed for failing to report leg amputation

NEWCASTLE

RAIL OPERATOR FINED £1.5M OVER WORKER’S FATAL ELECTROCUTION THE CASE The Office of Rail and Road (ORR) has prosecuted Metro operator Nexus after a worker was killed.

John Bell was electrocuted at the company’s South Gosforth depot in July 2014 while working on high-voltage overhead lines, after grabbing a live wire that he believed was isolated from the power supply.

Where? On 8 January 2019, Simon Lewis was clearing a site in New Malden, Surrey, with an excavator so that a new house could be built. The vehicle tipped while digging and it crushed his leg, resulting in amputation.

Westminster Magistrates’ Court was told that Lewis had requested a threetonne model but a smaller, 1.7-tonne excavator was provided, and he was pressured to use it.

Why? Site manager Paul Adams failed to investigate and report the incident to the GB Health and Safety Executive (HSE) as required under RIDDOR.

The HSE was only able to start an investigation more than eight months later when the victim complained. By this time crucial evidence relating to the cause of the incident was unobtainable and the work was almost completed.

There was no health and safetyrelated documentation and there was no employers’ insurance cover for Lewis to claim against. Adams had not obtained any health and safety-related training during his 50 years in the construction industry.

What? Adams pleaded guilty to a breach of Regulation 3(1) of RIDDOR. He was jailed for 24 weeks and ordered to pay costs of £2033.

Read more about the case at ioshmagazine.com/paul-adams

IN COURT At Newcastle-upon-Tyne Crown Court, Nexus agreed the failures involved were a significant cause of the death of its employee.

The company was fined £1.5m and ordered to pay £172,390 in costs.

Read more about the case at ioshmagazine.com/nexus-john-bell

P HOTOGRAPHY: S HUT TERSTOCK

Who? A site boss has been jailed for six months for failing to report a serious incident in which a worker had to have his leg amputated.

THE INVESTIGATION Investigators found safety-critical procedures were ignored and lessons were not learned despite Bell’s death, putting people at risk for a substantial period thereafter.

‘Nexus’ working practices were poor and continued so for a long time,’ said Ian Prosser CBE, HM chief inspector of railways at ORR. ‘This meant Nexus did not have the right measures in place to assess whether the Metro was being maintained safely.’

20 JULY/AUGUST 2021 | IOSHMAGAZINE.COM

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ESSEX

Pub owner jailed for boy’s garden electrocution death What’s the story? A pub landlord has been handed a nine-year prison sentence for gross negligence manslaughter after a child was electrocuted at his premises.

What happened?

Harvey Tyrell, 7, died from an electric shock after he touched a defective lighting fixture at the King Harold pub in Romford, Essex, on 11 September 2018.

What did the investigation reveal? An investigation found that while playing with a friend in the garden at the pub, Harvey had sat on a light and touched a railing causing an electric shock that proved fatal.

Landlord David Bearman often undertook electrical jobs at the pub, including the garden lighting. He would also use friends and family to complete work, including his brother-in-law Colin Naylor.

Naylor, an electrician by trade, had installed the lighting around the edge of the garden.

Investigators discovered that the pub had its last full health and safety checks in 2009, in which there were electrical defects listed,

A ROUN D T HE G LOBE

PROSECUTIONS

£1M FINE AND TWO JAILED OVER VIADUCT COLLAPSE WHO? Kim Peow (OKP) Contractors has been handed a $1m fine over the 2017 Pan-Island Expressway viaduct collapse in Singapore that left one worker dead and 10 injured. Two of its senior employees, project director Yee Chee Keong and project engineer Wong Kiew Hai, were jailed for 13 months and 11 months respectively.

WHAT? The firm and the two employees were found guilty of recklessly endangering workers after failing to call for all work to be stopped when cracks on crucial brackets of the viaduct, which was under construction, were spotted.

They also obstructed the course of justice by deleting messages and photographs relating to the accident and lying to the authorities.

including issues with wiring, cabling and no current electrical test certificate for the premises.

An illegal unmetered electrical supply was also found.

What happened in court? The court was told the metal casing of the light Harvey touched was live with electricity, and the full distribution board serving the hts was not earthed. garden lights rman, 73 Bearman, 73, was sentenced to nine yyears in prison for gross neglig ughter and negligence manslaughter abs tricity. Naylor, abstracting electricity.

74 ntenced to 12 74, was also sentenced m on for failing months in prison der the to discharge a duty under Health and Safety at Work Act. H evious acquitted d of He was previously gr gligence manslaughter. gross negligence Read more e about the case at ioshmagazine.com/ hmag -bearm david-bearman

WHY? The technical cause of the collapse was the failure of the temporary corbels supporting the superstructure.

STEEL FIRM FINED $275,000 OVER LEG AMPUTATION WHO? A steel plate-cutting company in New Zealand has been ordered to pay $275,000 after a worker’s leg was crushed by a 2289kg package of steel, resulting in amputation.

HOW? The victim was moving the steel to a laser cutter using his body weight to counterbalance the load. As he lowered the heavy end of the package to the ground, it slipped out of the strop.

WHY? A WorkSafe investigation found that although CNC Profile Cutting Services had health and safety documentation, it was outdated, generalised and did not include a safe system of work document for the method being used. There was too much reliance on on-the-job training and instruction to manage hazards, the regulator said.

IOSH MAGAZINE

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C OVER STO RY 25 MINS

E

ver since the first Summer Games in 1896, the Olympics have been much more than an international sports competition. Their importance in promoting unity, cooperation and global understanding cannot be overstated. Holding an international sporting event of this magnitude can profoundly change host cities, leaving them a valuable legacy, with benefits linked to socioeconomic growth, cultural influence and, in some cases, long-term sustainable urban development.

And at the heart of the Games, World Cups and every other major sporting event, the athletes’ (or sports) village represents a home-from-home for participants, a place to prepare for competing and a forum for cultural exchange.

Building a successful village that adequately responds to athletes’ needs is central to the success of any international competition. As with all large projects

IT TAKES A VILLAGE The athletes’ village sits at the heart of every global sporting event. But building these temporary cities against the clock requires a robust OSH culture.

WORDS LÉ A SU RUGU E I LLUSTRATIO N ARUNAS KACINSKAS

22 JULY/AUGUST 2021 | IOSHMAGAZINE.COM

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SPORTS VILLAGES

of this nature, many stakeholders from the construction industry are involved in commissioning, designing, developing, building and delivering apartments for the athletes alongside other on-site facilities. Clinical and occupational health professionals, and hostelry and security staff also play a key role in the management of the village.

Commissioning and development ‘Building an athletes’ village is very different from building a touristic complex,’ says Dr Mark Robinson, associate professor in organisational psychology at the University of Leeds. ‘It’s essentially building a small city with temporary transport links, sports grounds, accommodation, and with all the different actors usually involved in construction, urban planning – but also security and hospitality – having to work together to tight schedules.’

Since developing a sports village is such a complex endeavour, specific health and safety risks need to be properly assessed before the project starts. Different issues will arise depending on the overall health and safety culture of the host country, but also on aspects such as the climate and whether existing venues are being repurposed or construction is starting from scratch. From World Cup venues in the Qatar desert to an Olympic park in east London, the starkly different requirements will be reflected in the health and safety measures that are implemented.

But regardless of the project, robust health and safety protocols

need to be in place for its different phases – construction, operation and decommissioning. ‘The stakeholder management will be the same in principle for any large international event,’ says Simon Garrett, managing director at X-Venture Global Risk Solutions.

‘At corporate level, this requires a strong policy and risk assessment-based approach that takes into account the unique context of the event. The key stakeholders need to be accredited as competent with regard to health and safety and then this is verified by the organisers to create safety plans – one of which would be for the athletes’ village.’

The project must also be infused with a robust health and safety culture

SAFET Y CULT URE

6

Checklist for success The GB Health and Safety Executive reported on the instillation of a strong safety culture during the construction of the London Olympic Park and village in 2012. What are these tips for success?

1

Set safety as a priority and integrate into companies and contractors from the outset.

2

Ensure the entire supply chain is culturally aligned, with consistent commitment to OSH standards.

3

Engage tier 1 contractors to develop their own good practice and drive their own performance.

4 5

Management should be visible, approachable and lead by example.

Use credible champions and incentives to encourage positive behaviours, such as donating money to charity for observations submitted.

Create regular opportunities for workers to discuss health, welfare, safety and environmental issues with managers and ensure agreed actions are followed through.

7

Develop risk assessments following a structured process, with involvement from appropriately experienced workers who are familiar with the work tasks being assessed.

8

Develop a variety of reporting methods, communicate these to workers and consider ways of refreshing the methods adopted to keep their importance at the forefront of workers’ minds.

9

Devote time and resources to enable workers to develop strong, positive, working relationships, and take responsibility for their own and others health and safety.

10

Begin planning of work early to ensure resources (human and equipment) are agreed and allocated prior to the project start date and to ensure enough time is allocated to complete the work safely.

IOSH MAGAZINE 23

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C OVER STO RY

from the design phase. While the UK’s Construction (Design and Management) Regulations 2015 place duties on designers to consider the health and safety implications of their designs in relation to the construction, use and maintenance of structures, a recent IOSH report (see Resources) suggests the majority fail to recognise the impact on health and safety they can have – and that can be especially problematic in the context of an international sporting event.

Early engagement with design teams and further training on OSH awareness for designers and architects are good practices to implement if health risks are to be more effectively ironed out before they reach construction sites.

Smooth runnings During the event, promoting a culture of health and safety within the village is imperative. The services commissioned by the organiser should keep the wellbeing of athletes in mind at all times.

‘Running the accommodation – temporary or otherwise – essentially becomes a building service contract,’ explains Simon. ‘Security and fire safety are paramount. Unlike an accommodation block in a university, one of the biggest factors that needs to be taken into account is the fact that all the occupants will be in unfamiliar surroundings, without necessarily a good

RESOURCES IOSH report – Improving designers’ knowledge of hazards: bit.ly/IOSH-designer-hazards HSE report, Occupational health provision on the Olympic Park and athletes’ village: bit.ly/ HSE-Olympic-village-OH HSE report, Safety culture on the Olympic Park: bit.ly/ HSE-Olympic-safety-culture BWI report – The dark side of the Tokyo 2020 Summer Olympics: bit.ly/BWI-Tokyo-dark-side ENR article, London Olympics construction is safest in recent times: bit.ly/ENR-LondonOlympics-safety IOSH funded research – Talk the talk – walk the walk: bit.ly/IOSH-Olympic-Park-safetyand-communications

command of English, so key information and signage needs to take this into account.’

Accommodation that allows the athletes to rest – and therefore perform at their best – should be factored in to the running

as well as the design of the village. ‘Sleep is of paramount importance for athletes in a competition; people are flying from different time zones, so they need time to adjust and recover from jet lag,’ says Mark. ‘You need to make sure you have adequate soundproofing and curtains that can block out daylight.’

Specific organisational aspects – such as the timing of when different sports disciplines will compete – also need to be considered. For instance, allocating apartments to a team that will compete early in the competition in the same area as a team who will compete later in the competition could be problematic, as the former group may want to relax just as the latter will need to focus.

Facilities management As with all events of this magnitude, challenges can arise – the site is a unique and untried construction, while the teams providing different on-site services may not have worked together and may be from a wide range of nations. Even so, there is little room for error: despite workers constructing up to the last minute, with no ‘old hands’ to learn from, and little chance of ironing out snags before ‘going live’, athletes will still expect everything to work seamlessly from the moment they arrive.

‘In any given village, some things are bound to go wrong and it’s impossible

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SPORTS VILLAGES

to test everything in advance,’ agrees Tony Sainsbury, London 2012 village general manager, who was in charge of the athletes’ village master planning and operational delivery. ‘During Sydney’s [2000] Olympics, for example, we discovered that we had water cascading into the car parks during a full security check, just as the athletes were about to arrive. You have to deal with it and have good teams in place to respond, because there’s no way to test everything in advance and make sure everything will go right.’

Strong communication between all stakeholders is crucial – which includes good collaboration between the staff working on-site and the teams’ managers. As Simon points out: ‘Primary responsibility for the athletes’ welfare rests with the team management and the chef de mission for each team. They know the needs of their individual athletes.

‘There have been many occasions in the past when teams had to make decisions even before travelling, such as with the Zika virus in Brazil. Presumably, the same will apply this year in Tokyo. The hosts have to supply the facilities to ensure this can be properly managed.’

strategies depends not only on protecting workers from injuries and death but also on promoting a culture of wellbeing that permeates all stages of the project and beyond.

But this is not always the case in practice.

A 2019 BWI report (see Resources), which was published after a delegation visited Tokyo, suggested poor working conditions and diminished labour rights were commonplace during the construction of the 2020 Olympic village. According to the study, migrant workers in particular were reported as having to work in poor conditions and ‘left to do only menial tasks,

OSH INVOLVEMENT

Lessons from London 2012

Welfare and sustainability

PHOTOG RAPHY: G ETTY

With events as visible and popular as the Olympics, the success of health and safety

The construction of the London Olympic Park and Village is widely viewed as one of the safest projects in the history of the Olympics, with no fatalities reported (although some media reports have disputed that claim).

While the exact model may not be replicable on all future projects – including the construction of future villages – some elements such as engagement with managers and workers on-site could be transferred across the industry, and/or appropriately scaled for more modest budgets.

The input of a dedicated team of OSH professionals can be essential for success, as the commissioning and build of London 2012’s Olympic Park suggests (see Resources, left). Here, an OSH service was set up as part of a commitment to protecting the health and safety of workers on the build.

As shown by a HSE report, OSH professionals worked in an integrated way to prevent and treat occupational ill health and promote healthy

behaviours, taking part in senior management meetings to hear about specific health and safety challenges.

Having both prevention and clinical services on-site can be helpful. This may mean employing occupational health nurses and physicians to procure health services for workers, including pre-employment and safety-critical medical checks, health surveillance and on-site emergency services – as well as occupational hygienists, who are skilled in the recognition of hazards and the evaluation and control of risks.

The London team developed a ‘health like safety’ approach; the aim of which was to integrate good practice into dayto-day working by using existing safety management tools, such as near-miss reporting and maturity matrices, as the basis for tools to target health risks.

The most successful projects are those where OSH professionals and managers on-site interact, include workers in their decisions around health and safety policies, and listen to their concerns.

IOSH MAGAZINE 25

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C OVER STO RY

K E Y STATS

Park life London’s East Village comprised

3300 apartments,

17,320 beds

5500

and a food hall with capacity for more than 5000 athletes at a time

30,000 people worked on the London Olympic Park and Village over its lifetime The three biggest hazards faced in OSH on the London site were: Manual handling

three times because no real planning had been done to take into account the risk of earthquakes or the potential discovery of an archaeological site,’ Tony explains. ‘It ended up being more than 20km [12.43mi] away from the city, in the middle of the countryside, and post-Games, it ended up vandalised, with a dislocated and impoverished community.

‘If you decide on the village’s location [once you’ve been named as host] without having done all the preliminary work to identify what will work in terms of viability, sustainability and long-term development for the city, you are in trouble,’ says Tony.

The eyes of the world are, quite literally, on the construction, use and afterlife of Olympic villages. Delays, accidents and deaths lead news bulletins, and spiralling budgets and zombie Olympic villages become shorthand for poor planning and sustainability. Too many slip-ups can make headlines around the world and damage national pride. But, as seen in Barcelona and London, by deeply embedding good health and safety practice, instilling a strong safety culture and putting future use at the heart of projects, the construction of Olympic villages can be sustainable and successful.

FINDING THE RIGHT LOCATION TO AVOID HAZARDS AND ENSURE THE VIABILITY OF THE PROJECT IN THE LONG TERM IS KEY

such as handling raw materials’.

Key to the legacy of a sports village is the degree to which health and safety strategies integrate elements of sustainability. This requires a clear vision for what the village and sports venues are to become once the event is over – or how it will be decommissioned.

In Tokyo, the Olympic village for the delayed 2020 Games has been constructed from 40,000 pieces of sustainable wood that can then be taken down after the event. And Japanese company Airweave has supplied modular cardboard beds and recyclable mattresses for athletes. Even medals will be made from gold, silver and bronze harvested from electronic devices.

Finding the right location to avoid hazards and ensure the viability of the project in the long term is also key. ‘The location of the Athens village was moved around

Dust and airborne particles Repetitive tasks in awkward positions

3675

occupational health briefings were carried out across 26 contractors

26 JULY/AUGUST 2021 | IOSHMAGAZINE.COM

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Collaborate SUPPORTING A SHARED VISION OF A SAFE AND HEALTHY WORLD OF WORK

IN THIS S E CT I O N

While countries around the world are having some success in bringing COVID-19 infections under control, the considerations for those who have Long Covid are still being discovered P30 | Shipbreaking is a dirty and dangerous business in some of the world’s poorest areas – and attempts to reform it are stuck at ‘dead slow’ P34 | The wider view: webinars, podcasts and reading lists P39

SH I PBREAK I NG

ON THE SCRAPHEAP

PHOTOG RAPHY: GETT Y

P34

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20 MINS

IN IT FOR THE LONG HAUL 30 JULY/AUGUST 2021 | IOSHMAGAZINE.COM

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LONG COVID

Vaccination may be winning the war against the pandemic in some countries, but for those with Long Covid, the fight is only just beginning. How does it affect people, who are at risk, and how can OSH professionals help sufferers return to work? Dr Karen Michell answers these questions and more.

L

ong Covid, also known as Long-haul Covid or postacute sequelae of COVID, is a syndrome characterised by diverse symptoms in those who have tested positive for infection with SARS-Cov-2, and who still experience symptoms after 28 days. It is estimated that it affects 10% of people who contract COVID-19 (Office for National Statistics (ONS), 2020).

The UK’s NICE guideline gives two definitions of Long Covid: ongoing symptomatic COVID-19 for people who still have symptoms four to 12 weeks after the start of acute symptoms, and postCOVID-19 syndrome for people who have symptoms more than 12 weeks after the start of acute symptoms (Venkatesan,

2021). Long Covid symptoms are diverse, affecting multiple systems in the body (respiratory, cardiovascular, nervous system, musculoskeletal).

Commonly reported symptoms include fatigue, shortness of breath, muscle pains, chest pain, cognitive impairment (‘brain fog’), headache and psychological disorders such as depression and post-traumatic stress disorder (Scherlinger et al, 2021; Sudre et al, 2020). Symptoms reflect systemic damage to the body rather than active infection. Patients describe exhaustion from simple daily activities and a devastating impact on their lives. The diverse nature of the symptoms means multiple strategies are required to address sufferers’ health and social needs.

Who gets Long Covid and what are the risks?

It is not only those who were hospitalised with severe COVID-19 who develop Long Covid – even people with mild cases report symptoms weeks and months later. However, it is more likely in those with pre-existing health conditions such as diabetes, asthma or hypertension, those aged over 50, those with a high body mass index, and

women (Chand and Meshram, 2021).

Another predictive factor is the number of symptoms the sufferer experiences. In cases where five or more symptoms were experienced in the first week of COVID-19 infection, the person was significantly more likely to develop Long Covid (Sudre et al, 2020; Tenforde et al, 2020). The scale of the health and economic problem is evident when the duration and diversity of presentations are considered in relation to the number of positive cases. As of 25 May 2021, the World Health Organization reported 167,011,807 confirmed cases of COVID-19 globally (WHO, 2021). If 10% of cases progress to Long Covid, more than 16 million people will suffer the condition. In the UK alone, it is estimated that 1.1 million people are suffering varying degrees of Long Covid (ONS, 2021).

How to manage Long Covid The key to managing Long Covid is understanding that this is a debilitating and evolving condition. Our understanding of it will improve with research, and as we gain insights from patients’ experiences.

Healthcare is based on rehabilitation and symptom management aligned to medical guidelines and government policies. Multiple body systems may be affected, requiring an adaptive approach.

Treatment requires a multidisciplinary

N OT G ETT I NG BET TE R

What we know about Long Covid so far

While the precise duration of Long Covid is not known, many people may suffer from it for at least 12 weeks

Long Covid affects 10% of people who contract COVID

In the UK, Long Covid is more prevalent in females than men

In the UK, as many as 1.1 million people may be suffering varying degrees of Long Covid

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team including clinicians, physiotherapists, occupational therapists, psychologists, social workers, safety practitioners and occupational health (OH) professionals. A worker’s health may vary from one day to the next as symptoms progress or resolve, and particular attention should be given to workers with cardiac, respiratory or neurological symptoms that do not improve.

The OSH professional needs to be aware of changes reported by workers who are also patients. UK NICE guidelines detail protocols to assist health professionals caring for people with Long Covid (Venkatesan, 2021), and OH organisations have developed guidelines to assist OH practitioners and managers with return-towork (RTW) processes. In the UK the NHS has established 69 Long Covid clinics to address the health needs of these patients.

Is Long Covid an occupational disease?

NHS, Supporting your recovery after COVID-19: yourCOVIDrecovery.nhs.uk

To be termed an occupational disease, the health outcome must have a causative link to exposure in the workplace. Health workers who contract COVID-19 after treating a COVID-positive patient will be assessed as having contracted the disease as a direct consequence of their work. If they progress to Long Covid, it would be deemed a continuation of the COVID-19 and thus occupational. A person may argue that they acquired COVID-19 from a co-worker and so have an occupational disease. The difference is that you may have come across this same person in a supermarket queue and it would not be a consequence of your work.

More important than determining if COVID-19 is occupational are efforts to prevent the virus spreading, through effective infection prevention and control measures. Co-workers may be concerned they will catch Long Covid from a sufferer who has returned to work. Typically, a person with COVID-19 is infectious for 10 days, and has a fever and persistent new cough. The majority of Long Covid patients test negative for the virus, despite symptoms, and are not infectious.

NICE Long Covid guidelines: nice.org.uk/guidance/ng188

Returning to work

RE S O URCES IOSH resources: iosh.com/coronavirus

Faculty of Occupational Medicine, Guidance for healthcare professionals on return to work for patients with long-COVID: bit.ly/FOMlong-covid-guidance Society of Occupational Medicine, COVID-19 return to work guide for managers: bit.ly/SOM-RTW-guide Long Covid Support: longcovid.org

For many workers it is not a case of returning to work after Long Covid but with Long Covid, especially in countries lacking strong social security systems and where COVID-19 is both an economic and a health issue. In some cases, survival is dependent on ability to work. A US-based survey reported that 35% of COVIDpositive patients had not returned to work 14 to 21 days after testing positive, with the highest rate of no return reported in those aged 50 and over (Tenforde et al, 2020).

In another study (Alwan, 2021), 75% of those with Long Covid said it affected

their work, and 60% reported taking time off because of ill health. The significance for OSH professionals is the potential for prolonged absence and the possible need to provide supportive and adaptive RTW processes. RTW may be complicated and require an individualised approach to accommodate a worker’s capabilities in relation to their job specifications.

A worker whose job requires manual labour and who is experiencing fatigue and shortness of breath will tire easily and not cope with their job’s physical demands. An office worker may have to give constant attention to detail while suffering from headaches and brain fog. A worker with a respiratory deficit may be unable to wear a respirator while working in their usual dusty environment, and have to be transferred to another job profile where the need to wear a respirator is not a concern. Or you may have to manage a worker with more than one systemic effect of COVID-19, making these scenarios even more challenging.

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LONG COVID

TABLE 1

Control measures to mitigate exposure to COVID-19 Engineering controls Physical barriers Proper ventilation Using disposable tools and instruments

In all of these cases, workers are unable to cope with their job for different reasons, showing the need for an individualised approach. Success will be based on a planned, coordinated response, addressing physical and cognitive limitations, sickness absence and presenteeism.

PHOTOG RAPHY: ISTOCK

The OSH role Work is good for physical and mental health, and a worker does not need to be 100% fit to be able to work (Faculty of Occupational Medicine (FOM) of the Royal College of Physicians, 2021). OSH professionals are obliged to facilitate a timely but safe RTW for employees to retain their skills within the workforce.

Considerations given to a worker’s return in the context of Long Covid must be consistent with those in normal circumstances: risk driven and based on the hierarchy of control (examples highlighted in Table 1).

The most significant aspect of the RTW process for those with Long Covid will be the assessment

Personal protective equipment (PPE)

Administrative controls Preventing entry of sick workers Hygiene and PPE training for staff Reducing staff hours Restricting staff gatherings Work from home/flexible working hours Vaccination Rapid lateral flow testing Continuous cleaning Disinfection

of their ability to assume normal work based on the disease’s impact on their health.

Symptoms affecting functionality and the ability to cope at work include shortness of breath, fatigue, brain fog and chest pain (FOM, 2021). An OH practitioner is best suited to assist with this assessment and, if given an accurate job specification, will be able to advise on adaptations required.

A key issue is the inclusion of the line manager, who is responsible for the day-to-day safety and health of workers under their control, as well as a decisionmaker. Ask the worker for suggestions on adjustments such as working from home, flexible or reduced hours and assistive equipment. Address mental health issues by listening to their concerns and fears, and providing realistic reassurances and advice. Case management must be based

THE KEY TO MANAGING LONG COVID IS UNDERSTANDING THAT THIS IS A DEBILITATING AND EVOLVING CONDITION

Correct masks/ respirators Eye protection Gloves Special clothing (aprons, visors)

on the worker’s ability rather than their inability, with a focus on activities that can be performed and taking into account the impact and duration of the activity.

This is particularly relevant in safetycritical tasks, where lapses in energy levels and/or concentration may be disastrous.

Reallocation to tasks with reduced working hours, the ability to sit on the job, and more frequent rest breaks may be required.

Workers will experience highs and lows, and may need to be monitored from day to day to accommodate these transitions.

What next?

COVID-19’s impact has been massive, and continues through the effects of Long Covid. As an emerging syndrome, it is still unclear how long it will take workers to recover, and OSH professionals could be managing workers with Long Covid for years. Successful integration of sufferers into the workplace requires a coordinated and collaborative approach between safety and health professionals, at the centre of which is the worker’s wellbeing.

Dr Karen Michell is an IOSH researcher.

To access the references for this article, visit ioshmagazine.com/long-covid

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20 MINS

M

ohammed Ibrahim is just one of the many victims of ship recycling, also known as ‘shipbreaking’.

The 35-year-old fitter at Khawja shipbreaking yard in Chattogram, Bangladesh, was killed on 25 December 2020 when he was hit by a piece of iron when dismantling the bulk-carrier Stellar Hermes. It’s only five years since 29 people died in a series of explosions on board the former supertanker Aces in what is considered the worst disaster in the history of global shipbreaking. A further 59 suffered severe injuries.

Breaking of large vessels, often many years old, not only exposes the workforce to a range of hazardous materials but can also release toxic and carcinogenic compounds into the environment: the environmental and human impacts of shipbreaking can be significant.

You could write a book about what is needed to reform OSH in shipbreaking – in fact, the International Labour Organization did just that in 2004, with its 223-page code of practice. The big question is, why has progress been seemingly so slow?

Based on underground information and local newspaper reports, the NGO Shipbreaking Platform claims that at

WORDS STEVE SMETHURST

TURNING

THE TIDE The ship-recycling industry has long been under pressure to reform health and safety. Now, it seems that slow progress is finally being made to reduce the number of deaths and serious injuries. least 11 workers lost their lives at South Asian shipbreaking yards in the past six months alone. This isn’t unusual. Since 2009, almost 7000 large vessels have been beached in South Asia, and more than 400 people have died while working on them.

Self-interest rules Ingvild Jenssen is executive director and founder of Shipbreaking Platform,

set up to coordinate the activities of environmental, human rights and labour rights organisations interested in ship recycling. She tells IOSH magazine that approximately 90% of world tonnage is broken down on only three beaches, in Pakistan (Gadani), India (Alang) and Bangladesh (Chattogram).

Shipbreaking Platform reports that Turkish ship recyclers – the main

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SHIPBREAKING

SUSTAIN ABILIT Y IN OSH

The IOSH perspective ‘There’s a fundamental

which considers people and the OSH

right to work in a safe

considerations and contribution to

and healthy environment

sustainable development.

PHOTOG RAPHY: GET TY / ALAMY / RS R

– and there’s very

alternative if looking for yards that meet international standards – ‘have continued to improve practices, including aligning the legal framework with international environmental conventions’. Furthermore, the yards have ‘opened their doors to independent researchers, consultants and experts’. However, even in Turkey, concerns remain about the high accident rates and low awareness of occupational diseases at the Aliaga yards.

And so, while Turkey’s ship recycling yards meet European standards, it costs the ship owners significantly more to recycle there, and the main market for recycled steel is in South Asia. As such, most large ships at the end of their lives are sailed to one of these beaches and aimed at the sand. Once beached, they are dismantled using blowtorches, usually with a minimum of PPE, training or safety protocols.

The oily sand of the ship graveyards provides employment for thousands.

It’s been likened to a gold rush for the local population, most of whom willingly accept that a job that might kill them is better than the alternatives. A large ship can keep 500 people in work for six months, and the money generated by shipbreaking feeds many more mouths in downstream industries, from steel rolling to scrapyards.

The International Maritime Organization’s (IMO) Hong Kong Convention (HKC) established minimum standards for the industry in 2009, but it has never entered into force. Ingvild explains: ‘The parties asked to implement this law are the flag states and the

‘It’s important we identify hazards

little protection in ship

and consider risks holistically,’ says

recycling [in South Asia],’

Ruth, ‘from the design stage, to the

says IOSH head of health and safety

build, then usage, end of life and

Ruth Wilkinson. ‘IOSH encourages

disposal with “people” at the centre.

a holistic approach to preventing

‘Thinking about sustainability

deaths due to occupational injuries

reporting, are large organisations

through multifaceted governmental

considering and disclosing information

and corporate prevention strategies,’

on social aspects, such as workforce and

she says.

human capital? We need that circular

The way ships are recycled ties in

thinking and action as human and social

with a new IOSH campaign around

factors can interface with environmental

human capital and sustainability,

factors and economic outcomes.’

VESSELS OFTEN HAVE FALSE INVENTORIES OF HAZARDOUS MATERIALS, CLAIMING THEY ARE TOXIN-FREE recycling states. Flags such as Comoros, St Kitts & Nevis and Tuvalu are particularly popular at end of life and well known for their poor implementation of maritime legislation. So where is the capacity or interest in implementing or stringently interpreting the convention?’

Even so, many consultancies have issued shipbreaking yards with ‘statements of compliance’ with the HKC, suggesting that things are improving. ‘The convention sets extremely low standards,’ says Ingvild.

‘Ninety of the yards in Alang have a statement and some have been audited several times by the European Commission, but none have been approved because there

are still considerable problems, especially related to downstream waste management and the lack of a hospital in the vicinity of the yards in case of a serious accident.’

Flags of convenience Even without the HKC, the EU Waste Shipment Regulation, the Basel Convention and many national laws ban the export of end-of-life ships containing asbestos and other toxic materials to non-OECD countries, yet most still find their way to South Asia.

The process that leads them there is far from transparent. ‘These vessels typically pass through cash buyers, who are basically scrap dealers,’ says Ingvild.

‘They reregister them to new owners, often anonymous postbox companies, then reflag the vessels to typically blackor grey-listed flags.’

Compounding this, in a joint investigation with the UK’s Finance Uncovered, the Daily Star newspaper in Bangladesh has discovered that

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C OLLA B O RAT E Watch video: The human cost of Asia’s ‘ship graveyard’

U R G EN T ACT I O N R E QUI RED

No Time to Lose: asbestos IOSH continues to call for urgent action to tackle the huge global toll from work-related exposure to asbestos, which is estimated to cause more than 230,000 work-related deaths each year.

One of the issues that goes under the radar in shipbreaking is the amount of

vessels often have false inventories of hazardous materials, claiming that the vessels are toxin-free.

‘These false documents are made by the cash buyers,’ says Ingvild. ‘The lack of transparency, and the inability to hold companies to account when you don’t know who’s behind it, makes it extremely challenging for the authorities in India, Bangladesh and Pakistan.

‘If you sell to a facility in Turkey or the EU,’ says Ingvild, ‘you can make a business transaction directly with the facility. So these cash buyers are inherently linked to the beaching method and to the worst yards, and any attempts to say otherwise is greenwash, because their business model depends on the continued use of these facilities.’

hazardous materials on board. Asbestos is common on older vessels, but also in

Moving in the right direction

newbuilds in the gaskets, for example.

Not surprisingly, this view is disputed by the cash buyers. Dr Nikos Mikelis, who led the development of the HKC for the IMO and is now a non-executive director at GMS, the largest cash buyer of end-of-life vessels. He maintains that it is a ‘reasonable expectation that the HKC will enter force within the next few years’. He adds that Shipbreaking Platform has shown ‘a total lack of knowledge and interest to learn how shipping and ship recycling work. It is a “self-appointed judge”,’ he says.

Furthermore, he says its campaigns are ‘more often than not, impractical or unworkable’.

Simon Christopher Bergulf, regulatory affairs director at global

All types of asbestos fibres are potentially harmful and IOSH believes that risk awareness and risk management principles should be embedded throughout national administrations, education and training systems worldwide, and in organisations, to track and manage this hazard.

It may take decades for exposure to lead to an asbestos-related disease, so it can be challenging to secure individual, corporate and national action on asbestos.

For free, practical resources, visit IOSH’s No Time to Lose campaign at notimetolose.org.uk/free-resources/ asbestos-pack-taster

36 JULY/AUGUST 2021 | IOSHMAGAZINE.COM

container company Maersk, agrees the market for ship recycling is still ‘dominated by substandard labour and environmental practices unchanged for decades’. He feels the onus is on the shipping and the ship-recycling industries to change this.

‘We urge our peers in the industry to show leadership to change the industry, becoming a driving force for safe and responsible, global shiprecycling practices,’ he says.

Ingvild can see progress: the Bangladesh and Indian governments recently banned the entry of mercuryladen floating storage and offloading tankers, for example, but doesn’t share Simon’s confidence in the industry leading change. She says: ‘There’s more awareness within enforcement authorities on the circumvention of international waste law. We’re seeing several criminal investigations.

‘Another opportunity lies within the new European Green Deal and the circular economy. There is engagement from pension funds, and large shipping banks are laying down demands in their loan agreements with shipping companies.’

She acknowledges that some yards have concreted secondary cutting zones, that there are more cranes and more hard hats. ‘But the primary cutting of the vessel is still conducted in the intertidal zone,’ she notes.

So what can the OSH profession do to help clean up ship recycling standards globally?

ALMOST 7000 LARGE VESSELS HAVE BEEN BEACHED IN SOUTH ASIA, AND MORE THAN 400 PEOPLE HAVE DIED WORKING ON THEM

SHIPBREAKING D E M O LI T I O N S AL ES THE VOYAGES OF MARCO POLO

Large vessel delivery locations The countries – mostly located in South Asia – that handle the vast majority of the

The cruise ship Marco Polo –

world’s end-of-life shipbreaking and scrappage. The figures below are the total

belonging to UK-based Cruise &

number of ships delivered to these respective countries between 2012 and 2021.

Maritime Voyages, which entered administration in 2020 – was sold at auction to an offshore company, HighSeas Ltd, for around £2m. After the sale, it was allowed to leave UK waters on the condition it would be used for further trading. HighSeas

29

said the ship would be used as a

TURKEY/EU

24 OT H E R S

318 PAK I STAN

490

floating hotel in Dubai. However,

627

263 CHIN A

BAN GLADESH

‘the intended buyers refused to take delivery’ and after the change of ownership, the vessel was sold as scrap for £4m and headed for Alang.

Marco Polo is believed to contain high amounts of asbestos.

I NDI A

‘I’d like to see organisations such as IOSH be more vocal on best practice and all the legislation that UK shipping companies need to follow when taking vessels apart – something that’s impossible to achieve when operating on a tidal beach,’ says Ingvild.

She also believes there’s an important role for OSH professionals around raising awareness of the hazards on vessels and the effects they can have on human health. She says: ‘These risks are being transferred to shipbreaking workers in developing countries. It’s high time double standards are curbed – and that risks related to hazardous wastes are managed where standards can guarantee best practice.’

With regard to South Asian yards, Simon adds: ‘OSH professionals need to engage locally and secure a presence throughout the dismantling to maintain high standards based on the stakeholders they represent and the stipulated requirements.’

P U T T I N G R I G H T PAST W R O N G S

Maersk takes the initiative Global container company Maersk

Since then, Maersk has worked with

developed further its Responsible Ship

six yards and recycled 14 vessels in Alang

Recycling Standard in 2016. This was the

with no serious safety or environmental

year that the North Sea Producer, which

incidents. Positive changes also include:

was part-owned by Maersk, was sold

More than 35 external HSE audits

for scrap on a redployment basis to cash

from Class Lloyd’s Register

buyer GMS.

More than 20 environment

Unknown to Maersk, it eventually

monitoring programmes and robust

landed at Chattogram (formerly

hazardous materials handling and

Chittagong) in Bangladesh. The case is

disposal systems

under investigation. Once this came to

More than 30 code-of-conduct audits

light, Maersk apologised profusely and

to verify compliance with laws on

announced tightened procedures to

labour and human rights, including

minimise financial incentives for buyers

building ILO-compliant dormitories

to recycle irresponsibly.

for 1200 workers.

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Are you looking to keep your OSH knowledge and skills up-to-date?

Our Continuing Professional Development (CPD) courses will help you do just that.

Covering a variety of areas, they will give you the tools and resources to ensure you learn, develop and exceed in your career.

Search for ‘CPD courses’ at iosh.com and keep yourself updated

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OPINION

The wider view WHAT’S NEW?

Watch: dangers of shipbreaking Our latest video exposes the reality of one of the most dangerous businesses in the world: shipbreaking. Since 2009, almost 7000 large vessels have been beached in Pakistan, India and Bangladesh, and more than 400 people have died while working on them. Our article on page 34 of this issue investigates the industry’s seemingly slow progress to reduce the number of deaths and injuries, and our new video looks at what OSH professionals can do to help clean up ship recycling standards globally. ioshmagazine.com/videos

READING LIST A personal touch in response to the pandemic As home-working comes to an end for many, and workforces begin to transition back to the office, we spoke to commercial explosives and blasting specialist EPC-UK to find out how it responded to the pandemic, which included a carefully thought-out communications strategy to keep all employees on message, plus individualised return-to-work support for vulnerable employees. ioshmagazine.com/covid/epc

ILLUSTRATION: SHUTT ERSTOCK

Ferrovial’s silver lining If supporting employees’ mental health was a low priority for some employers pre-pandemic, then the disruption of the past 18 months may bring about the sort of change health and safety professionals have been advocating for years. That is the view of Benjamin Legg, global health, safety and wellbeing director at Ferrovial, who believes the pandemic has reminded organisations of the value of their people.

IOSH INTERACTIVE WEBINARS IOSH magazine has delivered two more webinars recently.

Leveraging mobile for health and safety operational continuity In partnership with Intelex, this webinar focused on how to leverage mobile for health and safety operational continuity.

Lauren Charbon, senior product marketing manager at Intelex, guided attendees through mobile environment, health and safety (EHS) best practices and explained how to use mobile technology to increase agility, engagement and efficiency across EHS programmes.

The journey to data-driven excellence Our webinar in partnership with EcoOnline saw a panel of experts consider the journey to data-driven safety excellence.

Declan McLogan, director of safety, health, environment and quality at McAleer & Rushe, and Darragh Geoghegan, CEO and co-founder at Engage EHS, were joined by IOSH head of health and safety Ruth Wilkinson to discuss the challenges with data collection and management for effective health and safety governance, best practice solutions to facilitate staff engagement for participation-led OSH management, and technology’s role in enriching data.

Watch both webinars on demand and add to your CPD record at ioshmagazine.com/webinars

PODCAST Latest episode now streaming In the latest episode of our podcast, ‘In conversation with the OSH profession’, we discuss lone workers – including the difficulties that companies have faced looking after home workers during the pandemic. Don Cameron, CEO of StaySafe, explains the grey areas in lone worker legislation and how advice differs internationally. Don also talks about how organisations can ensure that staff actually use lone worker solutions to protect themselves, and offers practical tips on assessing risks and creating lone worker policies.

Listen at ioshmagazine.com/podcast

ioshmagazine.com/ covid/ferrovial

IOSH MAGAZINE 39

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Influence EMPOWERING HEALTH AND SAFETY PROFESSIONALS AROUND THE WORLD

IN THIS S E CT I O N

New IOSH chief executive Vanessa Harwood-Whitcher looks to the future with her plans and priorities P42 | Working at extreme heights might look exceptionally risky, but the real danger arises when managers fail to adopt the mindset where any height poses a risk P46 | Remote working requires greater attention to worker wellbeing – so what do employers need to know? P50

EXTREME HEIGHTS

A long way to go

PHOTOGRAPHY: ALAMY

P46

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I NFLU ENC E

F

or Vanessa Harwood-Whitcher, every challenge represents an opportunity.

And for those in the OSH profession, there will be plenty of opportunities in the years to come.

‘We are ready for it,’ says Vanessa.

‘And we will respond. We need to stretch the boundaries of what we do now.’

At the beginning of August, Vanessa succeeds Bev Messinger as IOSH chief executive. Planning for the change in leadership to ensure a smooth transition has been underway for some time now, and Vanessa is keen to ensure members continue to be fully supported throughout her tenure.

Uncertainty and changes in the business landscape, accelerated by the COVID-19

WORDS MARCUS BOOCOCK

Vanessa HarwoodWhitcher becomes chief executive of IOSH on 1 August. We spoke with her about the plans to take IOSH forward.

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INTERVIEW

VANESSA’S CV

A life in professional services 2017-2021 Director of professional services, IOSH

2013-2017 Director of learning, Association of Corporate Treasurers

2012-2013 Chief operating officer and interim chief executive, Association of MBAs

2010-2012 Managing director, Celodus Ltd

2005-2010 Director of corporate services, Chartered Institute of Purchasing and Supply

2003-2005 New Technology Institute centre manager, Coventry University

2001-2003 Product development manager, Chartered Management Institute

1999-2001 learndirect development manager, University for Industry

1993-1999 Economic Development, Education and Adult Learning project management, Greater Peterborough Chamber of Commerce, Training and Enterprise

pandemic, are among those challenges facing OSH professionals that can be turned into opportunities.

‘Think about where people work, the design of workplaces and the type of work people are doing,’ she says. ‘These things were always going to change, but they have been brought forward by the pandemic. As a profession, we have to adapt and focus on how we can support these changes.’

But there is much more, says Vanessa.

‘We are also facing changes brought about by technology, including the use of artificial intelligence in organisations. We need to understand the implications of humans interacting with different machines. There are big macro issues to consider, particularly in countries with ageing demographics.

Whether for political or business reasons, people are staying in work longer, but this means there are more considerations around managing chronic illnesses or mental health problems.

‘And we have a societal change in terms of public attitudes to sustainability and the importance of doing good ethical business.

Pulling these together, we need to stretch the boundaries of the profession, looking beyond being purist OSH professionals to much broader roles.’

Evolution, not revolution Vanessa has already been closely involved in the developments within the OSH profession and at IOSH itself in recent years, having served as director of professional services since 2017.

Among her priorities in her new role will be supporting the Board of Trustees, Council and presidential team with the development of IOSH’s new five-year strategy to succeed WORK 2022. Once agreed, she will be responsible for its delivery.

Vanessa says the fact she is becoming chief executive as an internal appointee will play a significant role in helping with continuity – and she says her focus is very

much around ‘evolution, not revolution’.

‘The advantage of coming into the role as an internal is that I’m already party to development around the new strategy,’ she said. ‘So much success has come from WORK 2022. We’re now seen as a hugely credible operator on a global stage, our influence has increased substantially, we have clear professional standards and pathways for members, and the voice of the profession is being heard loud and clear in the boardroom, as well as with investors and regulators.

‘All of this, added to the pandemic situation and the focus on health, safety and wellbeing as businesses recover, means IOSH is in a supremely strong position to continue to influence on a global stage.’

Vanessa believes her time overseeing IOSH’s professional services, coupled with her previous experience at other professional bodies – including a spell as interim chief executive at the Association of MBAs – means she knows exactly what it takes for a professional body to be successful.

‘I started my management career early, just three years after completing my first degree, when I took on a general management role in a small charity that focused on providing educational opportunities in the local community.

It was at this point that I got the bug for learning and this extended to seeing others develop.

‘This passion took me into the world of professional bodies, and I’ve held senior roles involving education and qualification activities, running commercial subsidiaries and policy and research, as well as my current role at IOSH. This breadth of experience has helped me understand what a good professional body looks like, and I’m delighted to be able to bring this into my new role.

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I NFLU ENC E

‘I have also run a small business, where I was the person responsible for OSH. This role really taught me the importance of OSH and I absolutely share our members’ determination to make sure people are protected at work.’

DID YOU KN OW? Vanessa once shared a red carpet with the queen of Bhutan. While working for another professional

Big steps forward

body, she helped develop new

Vanessa adds that she has been able to learn a huge amount from Bev, someone

regulations and an educational programme and made several trips there.

A I M I N G TO D EL I VER

Three top priorities

1

NEW STRATEGY DEVELOPMENT

My role is to support the Board of Trustees, the presidential team and Council in shaping our next strategy, to ensure we continue the success of WORK 2022.

2

STRATEGY IMPLEMENTATION

Once the strategy is agreed, my role really kicks in, to work with IOSH’s senior leadership team, other colleagues throughout the business and our volunteers to implement the strategy, ensuring there are clear delivery plans in place.

3

POSITIVE WORKING ENVIRONMENT

Life has changed because of the pandemic and we have learned new ways of doing things, both internally and through our volunteers’ network. One of the great learning points has been how agile we can be, something I’m determined we continue to demonstrate.

she describes as ‘an inspirational leader’ and is determined to continue to put people at the heart of IOSH as she takes over as chief executive.

As part of this drive, she is keen to ensure that equality, diversity and inclusion is at the core of how the Institution operates.

It is a guiding principle of the development of the new strategy.

‘For IOSH as an employer, for our membership and the wider profession, it’s so important that we have an inclusive approach,’ said Vanessa. ‘I don’t like lip service to be paid to important areas like this; I want to get it right into the fabric of how we do things. It will take time to achieve this, but as an employer and a professional body we must allow an environment where people can bring their whole selves to work. It is absolutely right that IOSH drives this agenda.’

With continuing to facilitate a positive working environment high on Vanessa’s priority list, she pinpoints the four principles of ‘modern agile’ – make people awesome, make safety a prerequisite, experiment and learn rapidly, and deliver value continuously – as something the organisation can strive towards.

Achieving this, she says, can help IOSH continue to deliver for its members as they move forward and start to make the most of the opportunities that lie ahead.

Returning to those opportunities, in the more immediate term the key one for OSH professionals is to ensure what they do is front and centre within their organisations and in the minds of senior leaders – and she urges members to be bold and demonstrate

On one of those trips, she found herself on the same flight as the queen, who was returning from a shopping trip in Thailand.

Vanessa recalls: ‘As I followed her off the plane, the steps were covered in red carpet, which stretched across the tarmac and into the airport. I thought ‘I can’t get off the plane now’ but I was waved down the steps, so I followed her in the entourage all the way through the airport.’

what they bring to their employers.

‘OSH has always been crucial to the success of any organisation,’ she says.

‘But, as they focus on their recovery from COVID-19, protecting people is what is likely keeping senior leaders awake at night. So, there is an opportunity for OSH professionals to demonstrate how they can be trusted advisers and enablers, ones who can cope with the demands and changes being faced by businesses.’

As someone who takes great pride and job satisfaction in seeing people develop themselves, Vanessa is looking forward to continuing to witness this among IOSH’s staff and its members and describes her appointment as chief executive as one of her proudest achievements.

‘I enjoy helping people go on to bigger and better things,’ she said. ‘It’s all down to them but being able to make a difference in someone’s life is incredibly satisfying.’

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ADVERTISEMENT FEATURE

WORKING AT HEIGHT

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Headlines such as these still appear far too often in the press.

There were 40 fatalities during the 2019/20 period and the HSE report that nearly half of all construction related accidents were related to falls from height, so why after years of publicity and education do the statistics tell such a depressing story?

Under-estimating the risk…

We are used to the force of gravity, it is after all what keeps our feet on the ground, but when that is not the case gravity causes us to accelerate downwards at an increasing rate of 9.8 metres/sec/sec. That means that after 1 second you are traveling at 9.8 metres/sec but after two seconds you are traveling at 19.6 metres/second. That is a speed of 43.88 mph. Scary in a car, potentially deadly in freefall.

Familiarity with the danger reduces the perceived risk. A construction site is an inherently dangerous SODFH DQG LW LV YHU\ GLɝFXOW WR NHHS everyone sensitive to the threats

p45.IOSH_JulAug21.indd 45

which surround them every day.

Over a period of time, the impact of the original message will wane and it is a challenge to keep awareness high.

Awareness will not be always 100% - and it is in these moments, the moments that are often not even recalled after the event, that attention drifts and accidents happen. ...O .. .Ove verr-es esti tima mati ting ng tthe he u urg rgen ency cy A construction site is an environment of deadlines. At the very least the weather causes deadlines to drift backwards and sites are always playing catch-up. As a result, everything is always urgent.

This is another reason for lack of compliance.

7KHUH LV DOZD\V D WUDGH R΍ EHWZHHQ speed of execution and the risk involved. If everything could be foreseen and everything went according to plan then risk could be entirely planned out of the building sequence, and that certainly is the direction of travel of the modern building process. However, there are DQ LQȴQLWH QXPEHU RI LQWHUUXSWLRQV and unforeseen events where we are forced to adjust.

What serves us best on those occasions is equipment which is both rapid and easy to deploy and

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I NFLU ENC E

15 MINS

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s the construction industry starts to rebound in the UK, buildings will be heading upwards rather than outwards. According to a report by New London Architecture, there are 525 buildings with 20 floors or more planned for London alone. OSH professionals will be increasingly facing the problem of how to consistently operate safely at height.

‘Some people seem to struggle with what work at height actually is,’ says Ray Cooke, health and safety adviser to the No Falls Foundation charity (nofallsfoundation. org) and former head of the GB Health and Safety Executive’s (HSE) Construction Sector Safety Team. ‘Reporting of injuries [RIDDOR] used to distinguish between low and high falls, and many seemed to think that low falls somehow did not pose any

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EXTREME HEIGHTS

significant risk. That was false thinking.

Work at height applies to situations where a person could fall any distance liable to cause personal injury [Work at Height Regulations 2005], and the measures set out in the regulations must be followed.’

How differences in height impact working conditions are important to recognise, he argues, because all too often at-height assessments typically default to ‘height’ as a catch-all concept, creating complacency and a failure to think clearly about risk. ‘Training alone isn’t enough.

The specifics of the task, the equipment and the systems of work must all be considered too.’

Redefining risk

P HOTOGRAPHY: G ETTY / ALAMY

HSE figures bear out the risks: falls from height comprised around a quarter of fatal accidents at work last year. Of the 111 fatalities in 2019-20, falls from height caused the most deaths – 29. This figure may be down on the 40 fatalities from height that occurred during 201819, but Ray says the numbers are still shockingly high. ‘Height may be the headline, but in my experience,’ he says, ‘injury or death at height is always the result of poor management, planning or organisation. How we talk about height needs rephrasing more as a management and planning issue rather than one purely about equipment.’

Experts agree on some common safety omissions – for example assessments undertaken for on-site details without specific visits. Objects falling from height can often be forgotten, while options on how to rescue people in trouble can also

Death at height is always the result of poor management, planning or organisation

CASE STU DY

Head for heights

be overlooked. This includes whether there is access for rescue services, and if emergency services have the equipment needed – local fire brigades didn’t have long enough ladders at the Grenfell Tower disaster, for instance.

It’s with thorough planning that surprises can be avoided. ‘We have a clear system for designing out risk, where we have eight “gates” and you can’t move to the next without adequately completing the one you’re currently on,’ says John Dowling CMIOSH, the newly appointed health, safety, environment and sustainability director at Balfour Beatty. ‘We have to be assiduous writing down what we think all the challenges are, assessing a project each time on its own merits, and not thinking we can cut and paste from something similar we’ve done before.

‘Even when we return to a familiar building, we have to factor in new variables, such as dilapidation, and new environmental factors, such as the weather.’

High-rise mindset ‘The whole area of at-height work needs constant attention,’ argues Malcolm Shiels CFIOSH, chair of IOSH Construction Group, and framework safety, health and environment manager at Costain Group.

‘There’s still a case of needing to get the

Peter Cullen, GKR Scaffolding, says: We are ambassadors for designing out risk, ensuring that working at height risks are eliminated or minimised.

At Battersea Power Station, we constructed hanging scaffold for the iconic wash towers at ground level and then crane-lifted them into place. We fabricated a specific lifting beam and lifted a complete scaffold onto the north wall to reduce working at height and minimise handling components at height.

We have a strong legacy finding practical safety solutions from working on the Shard in London. There, GKR developed the ‘Elimin8’ fitting, which we use to tether materials to eliminate the risk of them falling from height. We also introduced a 100% tool tethering policy and issued Petzl climbing hard hats with chin straps as standard PPE. This has since become our industry standard.

basics right – for instance whether there are steps that can be taken to not be at height at all, such as using extendable tools – but also if there are policies to minimise how far someone falls if a fall happens.’

He continues: ‘The key is assessing for risk, not height. At Costain we operate a lot on bridges and gantries – two to six metres [6.56ft to 19.69ft] tall. But while we have the right evaluations in place, what’s more concerning is some SMEs, who don’t often have systems or resources to assist on health and safety. In these cases, they often just want to get on with the job and go home safely. A better culture of accident prevention is still needed there.’

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It’s a mindset Peter Cullen CMIOSH, health and safety director at GKR Scaffolding, shares. ‘We see more near misses and incidents in terms of slips, trips and falls at lower level at GKR, despite the fact we have worked on the highest buildings in the UK. So I often talk about the ‘high-rise mindset’ for all jobs.’ He adds: ‘At ground level and four metres [13.12ft] up on a pavement gantry, complacency can set in. This is where the potential for incidents is higher.’

If workers on Balfour Beatty-run projects identify anything they think has changed from the brief they are encouraged to stop, evaluate and return at a later date. John says empowering staff to call out any on-site risk is a vital part of at-height safety management.

GKR and Balfour Beatty also have a 360-degree review of all projects, where lessons are discussed and written back into best practice, with Balfour Beatty bringing in OSH professionals to sit in on these meetings. Peter adds: ‘We’ve done a lot of work building psychological safety within

C O N ST R U CT ION FATAL I TI ES

Deadly projects

60

The number of deaths recorded building the World Trade Center

20

The number of workers who died building the Brooklyn Bridge

teams so that our people can speak up without fear of blame, reprisals or not being listened to.

‘A blame culture suffocates learning.

Near misses go unreported, and we miss the opportunity to prevent an incident or find a better way of working.’

Technology advantages But where there are exciting moves is in innovation. Technology is making planning much easier. ‘We worked on the North Bridge in Edinburgh, which presented us with the issue of accounting for pedestrians and cars underneath,’ says John. ‘In 3D and even 4D, we can zoom in, and this gives us a fantastic

way of visualising potential at-height work issues.’

Drones, says Ray, are much cheaper and more effective now, and can even determine whether at-height work by a human is even needed at all. ‘Sometimes the best planning is to determine that no at-height work is even needed,’ he says.

Peter adds: ‘Good technology delivers an advantage. We have been able to recreate scenarios that would be dangerous to recreate in real life to deliver the physiological reaction that traditional training simply couldn’t.’

Could more be done? Of course.

Working at height, vigilance will always prevent more accidents. But with planning, reviewing and learning from each project, height should be something that is as everyday as working at ground level.

For step-by-step guidance on working from height, turn to page 72.

1

Officially there was just one fatality during the building of the Burj Khalifa in Dubai. However workplace injuries and fatalities in the United Arab Emirates are ‘poorly documented’, according to Human Rights Watch

DESIGN IN G IN S A F ET Y

11

The number of workers who died building the Golden Gate Bridge

16

The number of workers who died building the Sydney Harbour Bridge

Dos and don’ts Think about every eventuality: Leave no stone unturned.

Proper planning prevents poor performance.

Learn from last time: But don’t be complacent. A thorough review should provide action plans for the next at-height job.

Don’t copy and paste: Each new job will have its own unique hazards. The height might be similar, but the dangers will be different.

Don’t assume your safety gear will save you: Most accidents and loss or life are caused not by faulty equipment but by failure to plan properly.

48 JULY/AUGUST 2021 | IOSHMAGAZINE.COM

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I NFLU ENC E

15 MINS

Remote working will remain a permanent fixture of work life, writes Nicole Vazquez. Employers should be prepared to tackle the challenges of isolation, stress and anxiety lone workers can face.

Anywhere goes

F

or many years, digital connectivity has meant that businesses and workers could embrace the freedom of remote working, but lack of preparation for the dramatic change brought about by lockdowns left many workers in the UK feeling ill-equipped for lone working. Many businesses failed to recognise the challenges for staff and lacked the knowledge or skills to manage their teams at a distance. In a survey of 700,000 employees worldwide

by Leesman, UK businesses proved to be some of the least well prepared for mass home working last year (see Resources, overleaf ).

Many businesses faced challenges including inexperienced staff, inadequate infrastructure and a lack of procedures in place to manage the risks to their staff and organisation. And yet, as UK businesses open their doors once again, remote working is likely to continue for many.

Nearly all of the UK’s 50 biggest employers have said they do not plan to bring staff back to the office

full-time, according to a BBC survey (see overleaf ). Remote working has undoubtedly shown significant benefits, not least of which are financial savings for businesses, flexibility for workers and environmental gains for the planet.

The past year has shown us that once systems are in place it is possible for remote teams to stay connected and productive at a distance. Lockdown experience backs up research from Bloom et al (2015) that showed that working from home is more productive by 13%. However, businesses need to consider far more than productivity and it should be remembered that Bloom’s research and the government mandate to work from home were both intended to be temporary.

Lone or remote workers The GB Health and Safety Executive (HSE) defines a lone worker as ‘someone who works by themselves without close or direct supervision’.

Call it blended, flexible, hybrid, location-independent, distributed or agile, it equates to the same thing

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REMOTE WORKING

NOT WORKING OUT

Troubles at home Why a remote location may not always be conducive to work: Some remote workers may not have ideal home lives and find allowing access to their private space (via virtual meetings) to co-workers and bosses uncomfortable.

Young workers who still live with parents may find themselves cocooned in their childhood bedroom for most of the time.

Parents with children at home may find it difficult to switch focus between parent and worker (even when there is another carer around).

Where both partners work from home there may be friction over competing demands of time and space.

People who live alone may have no human interactions for many days at a time.

Without clear boundaries (of time and location), it may be difficult to know when to switch off when workloads are heavy or where workers feel the pressure to be ‘on’ all the time.

Issues with broadband or phone signal can impact on remote workers’ ability to communicate and increases stress levels.

– people working in isolation without the psychological and physical support of their colleagues. This needs to be recognised and then proactively addressed if businesses are to continue with the remote working model in the longer term.

Typically, lone workers are split into three main categories: those who work at base alone (office, retail, warehouse and so on), those who work alone remotely in the community (including other people’s homes) and those who work from home.

For the first time, in its 2020 revised guidance on protecting lone workers, the HSE specifically recognises home workers, and calls upon employers to consider the negative impact that lone working can have on work-related stress levels, mental health and wellbeing as well as the risks of workrelated violence.

work, there is the backlash from the pandemic to be considered. Service users may have higher levels of stress, frustration or anger over cuts to services during the pandemic. It is likely that service users may still be cautious (or even fearful) about letting professionals into their homes. These emotions can lead to triggers for aggression, verbal abuse or even physical violence.

It’s not just the service users that are feeling reticent about visits. Recently, workers from a public service provider have reported to Worthwhile Training that they have their own fears about re-engaging with the public. They are concerned about continuing COVID controls, apprehensive about workloads and worried about their own skills fading. ‘I feel like I have forgotten how to manage difficult situations when face to face with frustrated and Almost half of angry people,’ one worker employees across the said. ‘I’m really out of practice globe will continue – what before felt relatively to work remotely after COVID-19 easy, now feels scary.’ Workers

PHOTOGRAPHY: ISTOCK / GETT Y

50%

What are the risks?

As social workers, housing officers, utilities workers and the like reinstate community

IOSH MAGAZINE

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WORKING WELL

may be out of practice when it comes to interactions, and this can have an impact on both confidence and ability.

Working in the community when based at home may mean that risk information prior to engaging with service users is not communicated.

And if an incident occurs, it is less likely that there will be immediate support available, leading to increased psychological impact.

Steps to support remote workers If organisations want to reap the benefits of remote working long term, they need to consider the actions that can be taken to protect staff.

Missing the office Many home workers miss social interaction, which can lead to feelings of isolation, a lack of connection with their peers and detrimental impacts on mental wellbeing.

For some workers, home can be a place of mental, physical, or emotional abuse. Work provides an escape, and can be one of the few places survivors of domestic abuse feel safe to speak out.

If organisations are to make working from home permanent, this is an area that must be addressed.

Workers with mental health conditions may not fare well if working from home full-time. For some, the structure of getting up and getting out

1

2

3

RE S O U RCES

4 Leesman survey on measuring remote working: bit.ly/Leesman-index BBC article on no full-time return to the office for many: bit.ly/BBC-big-50-survey Bloom et al. (2015) Does working from home work? Evidence from a Chinese experiment: bit.ly/Bloomhome-working HSE guidance, Protecting lone workers – how to manage the risks of working alone: bit.ly/HSE-lone-workers

5

Engage with workers to explore remote working practices that will work for both the business and its employees. Putting in place structures that design in flexibility and offer choice for workers are more likely to work long term.

Consider having workspaces available for those where working from home simply doesn’t work. Bloom et al’s research demonstrated the value of allowing a choice of workplace.

Consider systems that ask people to report how they are feeling and coping. If handled in an accessible, inclusive and non-judgemental way, this may offer opportunities for those struggling with domestic abuse or mental health issues to seek support.

Provide managers with appropriate training on how to spot potential signs of team members struggling and equip them with the skills to have appropriate conversations about mental health, stress and wellbeing.

Put in systems to record the feedback and levels of concern, so that you can monitor and make changes before a crisis occurs (both for individuals and the business).

into the world is positive for their mental wellbeing. The clear divide and ‘changing state’ between work and home can be positive for those with anxiety or depression. A lack of choice and social interactions may exacerbate conditions, and employers need to take responsibility for how the changes to working practices have an impact.

As well as considering the stresses of working from home (see Steps to support remote workers), ensure that community-based teams can offload and share experiences in person regularly.

If people are new to remote working or colleagues have not been in clientfacing situations for some time, they may not have or may be out of practice using the behavioural skills required to manage difficult or aggressive situations. Businesses need to ensure these risks are controlled. Workshop training on conflict avoidance and conflict management skills can offer opportunities for sharing concerns and practising skills in a safe environment.

If remote working is to be successful long term, now is the time to review risk assessments, consider and implement any modifications to your existing controls, set out new systems and procedures and rebuild the knowledge and confidence of your employees and managers.

Nicole Vazquez is director at professional training and coaching company Worthwhile Training.

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Enhance DEVELOPING THE SKILLS AND COMPETENCIES OF ALL OSH PROFESSIONALS

IN THIS S E CT I O N

Finding the truth – how to conduct an investigative interview P56 | Managing construction mega projects P60 | The competency framework in action – in the retail sector P66 | Karen Godfrey on gaining Chartered status on maternity leave P68 | Future Leader Sam Smith on the parallels of fire safety and OSH P70 | Back to basics: working at height P72 | Talking shop: human capital P74

P60

CON ST RUCT ION

PHOTOGRAP HY: TIDE WAY

GOING MEGA

IOSH MAGAZINE 55

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ENHA NC E

C

ontrary to popular belief, the aim of an accident investigation interview is not to find out who is guilty and who can be blamed: it is to discover the truth. Once that is known, measures can be put in place to stop the accident happening again.

Unlike a management interview, where the manager drives things forward, an accident investigation interview has totally different dynamics. Because the interviewee might have something to hide – they might have done something wrong, they might be protecting a friend – there is the potential for a hidden agenda.

That means the manager could be the one under scrutiny, even if they don’t realise it.

The interviewee will listen very carefully to what is being asked and to what is not being asked. They will focus on how the interviewer responds to things. And they will even see if the interview can be manipulated.

But, with a careful approach, the interviewer can still keep the upper hand.

HIDE AND SEEK

Opening gambits

INTERVIEW MATT LAMY

You can’t blindly go into an interview and hope for the best – you’ll miss half the important information. You’ve got to plan where you’re going and how you’re going to

Andy Farrall CMIOSH, health and safety accident investigator, explains how to conduct an effective accident investigation interview.

15 MINS

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ACCIDENT INVESTIGATION

get there. And be prepared for surprises on the way.

The interview room must be somewhere quiet. Police interview rooms are quite spartan for a reason: you don’t want anything to distract the interviewee, you want them to concentrate solely on the interview.

Whether you use a desk or two chairs next to each other depends on the situation. Police will put children or somebody who has been assaulted in a comfortable room rather than an office, and there is an argument that putting a desk between you is a psychological barrier. But a more formal setting also concentrates the interviewee’s mind, especially useful if you suspect somebody is a potential offender.

Have ready access to any documents you might need: training records, service schedules, emails. You don’t want to get to a crucial part of the interview and say you need to go to find a form – you want the flow of the interview to continue.

PHOTOG RAPHY: ISTOCK / SHUTT ERSTOCK

Body language Put the interviewee at ease, ask if they want a drink and check they’re comfortable. Outline what the interview is about, so they’re as relaxed as possible.

You should make mental notes: what is their tone of voice like, do they look you in the eye, are they nervous, are they shuffling, or are they relaxed and confident? That gives you a baseline regarding their normal behaviour.

As you question the interviewee, watch their reactions. You may find that someone suddenly won’t look you in the eye after a particular question.

On its own, that is not an indication of lying. So look for clusters with two or three anomalies all happening at the same time. For example, they are no longer looking you in the eye, there’s a significant change in voice, and now they’re crossing their arms. It’s not a

COMMON MISTAKES

Playing the long game A classic mistake is to say:

know all about it, there’s no

‘I know all about this.

point me being here, I’m off

I’ve got all the witnesses,

for a cup of tea.

you can just come clean.’

Note taking is important,

A frightened person will

but it can also be a

admit it but somebody who

giveaway. Scribbling

has got all their wits about

furiously indicates they

them will say, well, if you

are saying something of

guarantee there’s something going on, but it is a sign of something to follow up.

The right length Interviews can go on for as long as is necessary, but be realistic. You don’t want to stop if you’re almost at the crucial point and somebody is struggling to dodge your questions.

But you also have to think ahead. If for some reason an interviewee is later dismissed from their job, they might claim that it was an unfair dismissal following an oppressive interview where they were questioned for five hours and never let out.

So give them a break, but try not to let them go for a walkabout where they can gather their wits. Politely offer them a coffee or a sandwich in the interview room and, of course, let them go to the loo, but keep the impetus going.

Dynamics Take it steady, don’t rush in and don’t be overawed. Have only one interviewer – any more can be overpowering and you may end up working at cross purposes.

I recommend using a softly-softly approach. Rather than saying the interviewee isn’t being clear, be apologetic and say it’s your own fault but you can’t quite follow. Don’t offend

interest to you. So take notes out of sequence.

If the interviewee says something really interesting, do nothing, carry on as if you know all about it. Only when they say something totally innocuous later, pretend that’s interesting while actually writing down notes from the answer three questions before.

interviewees – that will give them an excuse to leave the room and rethink.

Be aware that you might be under scrutiny in the interview – the interviewee may be trying to steer you in the direction they want to go. If you say, ‘I didn’t know that, tell me more,’ you’re showing an area where you have – apparently – little knowledge and they can decide which direction to point you. However, sometimes it might suit the investigator’s position to feign ignorance to see what the interviewee does. It’s verbal chess.

Conversation management

1

Interviewee stage. The subject tells their story in their own time and without interruptions. If they drift off topic, bring them back gently, but let them talk. As they speak, make noises to indicate you are actively listening and they should carry on. The more they talk, the more information they reveal, so keep them talking.

Investigator stage. Ask questions in order to clarify any points that aren’t clear, but don’t challenge. You’re just trying to get details, although even that will give interviewees problems if they’re lying because liars generally don’t have very detailed backstories.

But at this stage, you’re just confirming what’s being said.

2

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3

Challenge stage. Does the story hold up, does it make sense? If so, you say thank you and take a statement. If not, move on to the challenge stage.

Politely pointing out where details don’t match up means the lying interviewee now has a problem. They’ve got to try and patch up any cracks with another lie, that lie has got to fit in with what they’ve already said, and they’ve got to do it all while they’re talking to you. That’s what’s called cognitive load.

The more challenges you put in, the more they’ve got to lie, and the more complicated it becomes for them.

Liar psychology Sometimes untruths could be an honest mistake by the witness. Normally, people correct themselves and slightly adjust what they remember as it all becomes clearer. One indicator of a liar is that they can recite the story top to bottom with no mistakes.

This approach to lying is what I call linear sequencing. What you need to do is disrupt the sequence. Ask them to go through it but don’t start at the beginning: start in the middle and then go to the beginning, or the end. Bounce all over the place asking them questions because this will send their cognitive load through the roof.

Another option is to ask them to tell the story in reverse, starting with the incident and working backwards. You could explain that people remember more detail this way, so you’re not trying to trap them.

But if they’re lying, it will show.

Questions and answers If the person wants to mislead you, they will say whatever is convenient. And if

T HE RIGHT SKILLS

Interviewing competencies Health and safety increasingly emphasises using the ‘soft’ skills found in IOSH’s competency framework, and never are these more necessary than in accident investigation interviews.

However, the mix of competencies involved in accident investigations can sometimes be slightly different to those required for ‘routine’ management interviews.

For example, while management interviews are often underpinned by competencies such as problem solving, communication and working with others, effective accident investigation interviews will also benefit from skills such as incident investigation, health and safety competence, selfawareness and active listening.

Any competent health and safety manager should be able to achieve this – but it requires them to refocus and be aware of the potentially unusual circumstances they may face.

they just want to get the interview over with, they’ll say whatever they think you want to hear. So rather than asking ‘Did you see Fred driving the forklift truck?’ you should ask ‘Did you see who was driving the forklift truck?’ If they answer ‘Yes’ you should ask ‘If you did, can you identify them?’ If they answer ‘No’ to the first question move on to something else.

After the interview, you may need to take a statement. A common mistake is to ask the witness to write this. It ends up being short and leaves out the detail.

During the interview, you should have covered all the important relevant details: date, time, setting, where the witness was, what happened, who was involved, what injuries there were, who reacted, what they did, and so on. All those details must go in the statement.

Seeking specialist help Most health and safety officers – unless they’ve done training with the Institute of Industrial Accident Investigators – can go slightly adrift with accident investigations. In the case of a serious accident – especially one that could lead to significant legal proceedings – it could be worth bringing in a health and safety accident investigation specialist.

In the case of interviews, outside specialists also have no prior history with anybody involved. They are simply there to independently find out what happened. This, after all, is the whole point of the investigation.

To read the full interview, go to ioshmagazine.com/andy-farrall/ accident-investigation and for a review of Andy’s book on the subject by IOSH’s head of advice and practice Duncan Spencer CFIOSH, visit ioshmagazine.com/book-review/ investigative-interviewing. For more on Andy, visit managementandsafety.co.uk

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oday, OSH professionals need far more than technical expertise and safety knowledge. But which capabilities and attributes are crucial to work successfully on mega construction projects, to move them forward from conception to completion, and from policy to practice?

Tideway project The Tideway tunnel is a £4bn construction project under the River Thames in London.

The seven-metre-diameter [22.97ft], 25km-long [15.5mi] sewer will prevent millions of tonnes of raw sewage spilling into the river every year, and is being built by three joint ventures (representing eight major construction companies) and their complex supply chains. The project began in 2016, with tunnelling starting two years later. Completion is due in 2025.

Construction is a challenging sector for OSH because of the project-based nature of the work, and a culture driven by tight deadlines and low profits (typically about 2%). There is an onus on high-visibility projects such as Tideway to demonstrate the highest standards of OSH. Between 2016 and 2019, Loughborough University, part-funded by IOSH, worked alongside Tideway to understand how OSH practices unfold on mega projects.

As researchers interviewed key individuals and observed meetings, a frequent topic of discussion was the required skills, capabilities and even personalities exhibited by OSH professionals. It was clear that their roles could differ substantially from other parts of the sector in terms of job scope and scale, with added challenges arising from the size of the OSH team and the complexity of the mega project delivery model.

From ‘visionary’ to ‘delivery’ A key finding from the research was the way in which OSH leadership changes as a mega project moves forward. Common qualities were ascribed to those leading OSH at all stages of the project, including being able

20 MINS

TOO BIG TO FAIL Alistair Gibb, Wendy Jones and Eleanor Harvey discuss moving mega construction projects forward – what knowledge and skills do OSH professionals need?

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MEGA PROJECTS

PHOTOG RAPHY: TIDEWAY

MANY CHARACTERISTICS ARE IMPORTANT AT ALL PHASES OF A MEGA PROJECT: BEING PERSUASIVE, FLEXIBLE, ABLE TO ENGENDER TRUST AND INNOVATIVE to delegate and being business-minded.

Beyond this, there were distinctions drawn as interviewees described a shift from a need to be strategic and visionary to the importance of being delivery-focused.

Leaders in the early stages, according to interviewees, considered the legacy of the project right from the start: they had to be ambitious, creative, risk-taking – even eccentric. They also needed to sell their ideas to others. This creative approach enabled bold innovation on Tideway, in line with the expectation that the project should be ‘transformational’ and drive change in the whole sector. An example of this is the introduction of EPIC, a one-day, actor-led induction event for everyone working on the project, where delegates are exposed to a ‘real-life’ scenario involving a fatal accident on a construction site.

‘Without him [a senior OSH leader] and his drive, this would not have happened,’ one of those involved said. ‘We touted this idea out to other people… and they said no.

And when he heard us, he said yes.’

For those leading OSH later, as construction got under way, interviewees described different characteristics. Good leaders at this stage were described as confident, focused, authoritative and disciplined. It was also important that they could defend and support the OSH team, and be optimistic and collaborative.

Change over time was also reported for OSH professionals in other roles on the project. Many interviewees drew a distinction between the ‘OSH planners’, who were best suited to the early stages of the project, doing the preparation and groundwork in an office environment,

focusing on policy and procedures; and the ‘OSH doers’, who came later, who were more pragmatic and collaborative.

‘Maybe it’s why I only ever get involved in a job when it gets into construction because I am not the type of person that wants to be at pre-construction, writing works information and pushing paper around,’ one said.

‘Within a year those same people move onto another job, because they’re not delivery-focused, they’re not on the ground when we need to get it done now rather than talk about it… when it gets to delivery it’s a different set of characters,’ said another.

Despite these distinctions, many characteristics are important at all phases of a mega project: being persuasive, flexible, able to engender trust and innovative: one interviewee talked about the importance of being able to ‘spin many plates’.

It is also important that the distinction between different phases is not taken as absolute, otherwise there is a risk that the ‘planners’ will never stay on a project long enough to see the impact of their decisions – and the ‘doers’ will miss opportunities to drive good policies and practices, based on what they have learned.

Technical scope Regardless of the stage of the project, a high level of expert OSH knowledge is needed for those working on mega projects due to the breadth of activities and innovative techniques and designs. This could include oversight of topics outside of OSH: interviewees on Tideway described how their role at different times had encompassed security, quality, facilities, onboarding and environment.

Specific hazards arising from the nature

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MEGA PROJECTS

The new OSH role

of the project included tunnelling and the interface with the marine environment.

OSH professionals were mostly allocated by location rather than by specialism, and had to become knowledgeable about these in addition to dealing with the more common OSH construction hazards such as fire safety, working from height and the use of heavy lifting equipment.

Tunnelling brings with it many health hazards – silica dust from sprayed concrete in tunnel linings, diesel fumes from the use of locomotives underground, and noise exposures from the use of heavy machinery, often in confined areas.

As the management of health hazards in construction has generally lagged behind those of safety, not all OSH professionals have high expertise in these areas, and work on Tideway pushed the boundaries of their technical knowledge. These included a requirement for shift workers in tunnels to work for no longer than 10 hours a day, and the use of management tools such as the health impact frequency rate to drive improved health management practices.

Many adopted this new learning enthusiastically, but also acknowledged their limited expertise and benefited from working alongside occupational hygienists and occupational health advisers embedded on the project.

‘We have hygienists looking at the hand-arm vibration syndrome monitoring regime or the noise levels, or the noise protection zones, or the dust management.

Traditionally in construction, the health

and safety guys probably wouldn’t really know a great deal about it,’ one contributor said.

Developing this knowledge and cascading it to the wider construction sector is an important priority in the same way that good safety practices have ‘trickled down’ from flagship projects to small- and medium-sized enterprises (SMEs) in the past 10 to 20 years.

Interventions on Tideway and other major projects to support development of good occupational health practices in the supply chain (for example, through the use of occupational health maturity matrices) are helping with this, but an increased health content in industry OSH courses might also be a useful approach.

RESOURCES Hugh Maxwell on reframing your vision with the competency framework: bit.ly/iosh-reframing-your-vision Tideway: ‘On the tools’ article: ioshmagazine.com/tideway-tools Journal paper on ‘Raising the bar for occupational health management in construction’: bit.ly/raising-the-bar-in-construction

The size and scope of Tideway meant that many OSH professionals were working in strategic roles, and had to step back from the details. Many also had roles that focused largely on assurance: setting OSH standards for others to follow and assessing them. Practitioners employed by Tideway ensured that the joint ventures were working safely; those employed by the joint ventures oversaw the practices of the SMEs in their supply chain. Some found this less hands-on role more difficult. It will be a new working style for those who are used to being responsible for implementing good OSH practices.

‘I have to be a bit harder. It doesn’t feel natural for me personally, because I’m a helpful guy, but in this role I’m Tideway and we’re absolutely assurance,’ one respondent said.

However, there was also recognition of the positive impact that could be achieved when an OSH professional was skilled in this assurance role: ‘He works with us and he is trying to both push us to improve, but at the same time understand the blockers and deal with them.’

OSH management on mega projects can involve unfamiliar commercial tasks.

On Tideway, many central functions such as security, occupational health provision and some training services were contracted out, so that specifying and overseeing contracts was the responsibility of OSH professionals. Procuring new PPE and workwear was a particular challenge, having to balance health and safety factors (such as conspicuity and thermal comfort), diversity (designs were

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developed to fit women as well as men, and included adaptations for Muslim women) and company brand, with Tideway’s visual identity. The participation of OSH professionals in purchasing decisions is critical, but they are often either not included or not adequately skilled. It is important that practitioners have the skills to get involved in procurement, including learning the language to influence others involved in the decision-making.

Because if they have assertive and influencing skills, they will be able to influence the procurement, they’ll be able to influence the directors.

Without those skills, what’s the point?’

The benefits of diversity

Interact, engage, deliver Many interviewees talked about the importance of communicating effectively.

They spoke most enthusiastically about engaging with and influencing frontline workers. They were keen to use their skills on-site, conducting briefings and training sessions, and also to create opportunities to gather the views of the workforce.

It was also identified that not all OSH professionals are expert in these areas.

‘The confidence and the ability to engage… if you haven’t got that you are going to lose people in places during the induction. You have to have that ability to interact, deliver and present to a workforce and keep them engaged,’ one said.

These skills, while important for all OSH professionals, are perhaps even more critical in construction where there are short timeframes, rapid turnover of the workforce, and pockets of resistance to good OSH practice from those who hold onto an image of the sector as ‘macho’ and dangerous. Some found it frustrating that they had less direct involvement with the workforce than in the past, and emphasised the importance of keeping their visibility and relationships onsite, even if their core duties lay elsewhere.

The complexity of the delivery model meant that communication with peers was also key. Forty or more OSH professionals could be working on the project at any one time, in the central offices or on-site, as OSH generalists or specialists. Collaboration and relationship building were therefore essential.

‘I think [the three of us] work as kind of one function, we’re a support function.

Obviously we have different employment lines, but we’re working for the good of the project. And it’s whether the project teams choose to take that advice or not,’ one interviewee said.

The importance of influencing those outside of OSH was recognised by one or two, but was not as widely mentioned as working with peers or engaging with the workforce, suggesting that there may be a bigger skills gap in this area.

One interviewee commented: ‘You see with main companies they do leadership programmes and give it to project managers. I say: “Why are you not upskilling the health and safety professionals?”

THE BEST OUTCOMES ARE FROM DIVERSITY: A MIX OF PERSONALITIES, SKILLS AND EXPERTISE...

THE RIGHT PEOPLE ARE IN THE RIGHT ROLE AT THE RIGHT TIME

A great advantage of mega projects is the scope for a team approach. There are many opportunities to learn from others and see good practice in the planning and in action. The best outcomes are from diversity: a mix of personalities, skills and expertise, ensuring that the right people are in the right role at the right time. OSH professionals on Tideway came from a range of backgrounds: those who had come ‘from the tools’, with excellent practical knowledge and credibility with the workforce; new graduates, with good flexibility, willingness to learn and high ambition; and ex-military, with experience of organising, leading and influencing.

Nevertheless, this research has highlighted some areas where OSH professionals may need training to be most effective in these roles.

Technical knowledge will remain important, and increased knowledge of health hazard management is critical for many. However, this is of little value without the broader skills to support it. To be effective, OSH professionals must engage and influence the workforce, and speak the language of the business.

Alistair Gibb is a professor of construction engineering management at Loughborough University. Wendy Jones and Eleanor Harvey are both research associates at Loughborough University.

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16/06/2021 12:21

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INTERVIEW MATT LAMY

Chartered Member James Carter explains how the IOSH competency framework has helped him navigate the fast-paced world of retail safety during the pandemic.

REMOVING THE BLINKERS J

ames Carter CMIOSH’s LinkedIn page reads like a who’s who of UK supermarket brands, with stints at the Co-op, Asda and most recently Marks & Spencer. But looking back, he is well aware of just what he didn’t know when he started.

‘When I began my career, I was really focused on the technical aspects,’ James says. ‘I was always focused on chasing the next qualification. But, actually, all the other areas around the core and behavioural competencies are equally important.

‘So it’s interesting to reflect on where I’ve been and what I’ve done. This job is all about how people see and work alongside risk. Some people can tolerate risk, others are averse. For me, it’s a question of understanding why that is.’

Collaboration is key The question of risk perception has never been more apparent than over the last year as we have all had to readdress our personal approach to health and safety in light of COVID-19. But for James, the professional challenges were clear.

‘The priority for me has been keeping colleagues and customers safe,’ he says. ‘A large part of that has been keeping up to speed with guidance and collaborating with both internal stakeholders and external agencies. You also need to stay attuned to the public’s understanding. You can very quickly be left behind, and that’s when risk develops, so you have to make sure that safety always remains part and parcel of the plan and on the agenda. Part of that comes with being consulted, and in turn consulting others along the journey.’

For James, the key competencies required to fulfil his job during this period have been the behavioural competency of collaboration and the core competencies of stakeholder management and strategy development.

‘Strategy is absolutely crucial to me – I’m a big believer in building the plan and making sure it’s fair,’ he says.

‘You must have a clear idea of how we can develop and move forward, and understand who we want to tie into our journey, and make sure that everyone is fully aware of the expectations involved.’

‘The leadership and management core competencies are important, too. How you act and behave is crucial to how you get the people around you to buy into the process.

As a safety lead, you can’t deliver your strategy on your own – you need full buy-in across the entire business. When eyes aren’t on them, are they going along with what we expect?’

Different strokes James moved to Marks & Spencer in November 2020 to become its network health and safety manager in clothing and home logistics. Immediately after his arrival, he turned to the IOSH competency framework to help find his feet.

‘In a new role, you can use the competency framework to assess where the business is and work with it. I have come to understand where we are and what the strategy is for us as both a business and as a specific site. I wanted to know what the business wants to

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COMPETENCY FRAMEWORK

achieve, not just in terms of safety-related performance but in business-related performance too.’

Such a challenge isn’t entirely new for him. Even within a single business, James has seen how strategy and the competencies

PHOTOGRAPHY: ISTOCK

I O S H C OM PETENCY FRAMEWORK The IOSH competency framework has been designed to help OSH professionals build capability and keep pace with rapid change in the workplace. It’s a useful reference tool for recruiting and developing individuals or a team.

To find out more, visit iosh.com/ my-iosh/competency-framework

required to achieve it can vary from department to department.

‘The Midcounties Co-op was a very broad business, including retail, childcare and funeralcare,’ he says. ‘Across those different areas, people’s opinion of safety can differ significantly. In childcare, the whole business is risk averse because of child protection requirements. But in funeralcare and masonry sites, they saw risk differently. By using the competency framework, I could understand the factors that underpin all of that, and how people understand the message differently in different sectors, so stakeholder management was key.

‘One thing I’m always mindful of as a safety professional is, when I’m walking through an operation, I have to put my safety lens to the back of my mind and understand what the operation looks like from the perspective of the operators involved. It’s the same in return – operators will look at an operation with the focus on the operation itself. I have to work with them to remove those blinkers and ensure they keep the safety perspective in mind alongside the operation.

‘Even in the fast-paced world of retail, it’s all to do with how you talk about safety. Safety isn’t a stick to beat people with. Safety is a value. If you operate a business that is safe and people buy into that and understand that, then you are going to thrive. We shouldn’t be standing on a podium and dictating; we should listen and help people engage so that everybody is involved in the process.’

JAMES’S ADVICE

‘Don’t be daunted’ While James firmly believes the IOSH competency framework has had a hugely positive effect on his career, he’s also aware that young safety professionals who look at all 69 competencies could be overawed. ‘I’ve never been shy to try to understand where I am on that journey, and there are certain aspects I’d like to address.

‘One of the draws into my new role is the focus on sustainability and making sure things are progressing as they should be, especially in the case of human capital considerations.’

James has one message: don’t be daunted. ‘Take a step back and look through all the areas of the competency framework – the technical, core and behavioural competencies – then break them down and think about where your focus is going to be. That will help to support your own professional performance and also help you to progress in your own areas of development.

‘Addressing the competency framework can’t be done in five minutes – you need to invest some time to get the most out of it. Read through it and use it as a tool for guidance. It’s a document that won’t only make you successful in safety – it’ll also make you successful in business.’

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FLYING HIGH Achieving Chartered status during maternity leave was just one among many impressive achievements for Karen Godfrey – safety, health and environment manager at Morgan Sindall Construction (Yorkshire and North East).

INTERVIEW JOCELYN DORRELL

passionate advocate for raising female representation in her profession and industry – she’s an IOSH mentor and a member of the Women in Health and Safety Group – Karen’s CV includes some impressive achievements. Not only did she gain IOSH Chartered status while on maternity leave with her first child in 2012, but in 2018 she was named Best Woman in Health and Safety at the Women in Construction and Engineering Awards, a pivotal moment for her professionally and personally.

‘I was completely shocked when I won,’ she recalls. ‘It was a complete game changer for me, a real watershed. In my opinion, women often aren’t good at shouting about what they’ve done, but pulling together the submission for the award made me realise that actually I’d achieved a lot. I’m now much more likely to put myself forward and try things I’m uncertain about.’

It’s this confidence that Karen hopes to nurture in women entering the profession, alongside her belief that health and safety professionals should be strategic enablers, working within senior management teams rather than alongside them.

Strategic skills It was a module on the Health and Safety at Work Act in Karen’s master’s degree in management and business law that sparked her interest in health and safety. She wrote her dissertation on corporate killing legislation – specifically its effects on the construction and rail industries – which helped secure her first job: a graduate health and safety role at Balfour Beatty Rail. She has since worked for a number of tier 1 contractors, including Mansell Construction Services, as a safety, health environment and quality (SHEQ) adviser, manager and auditor.

‘The first project I worked on was Heathrow Terminal 5, so I couldn’t have asked for a better start!’ she says. ‘But with a project so large, you couldn’t see the real impact you were having. I moved to the rail industry, but it is so highly regulated that

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MEMBER INTERVIEW KAREN GODFREY

I didn’t feel I could influence things as much as I wanted, so I moved back into construction. It was a risk, but it worked out really well.’

Gaining experience in SHEQ across national and regional projects has been important in building a career, she says, adding that the skills OSH professionals develop are easily transferable to a variety of roles and disciplines.

‘This is why the IOSH competency framework is a breath of fresh air. It’s rounded: it talks about wider skills on a strategic level, because as safety and health professionals we should be strategic.’

Communication, communication, communication While Karen’s career path may be a less well-trodden one for women, she has had ‘no negative experiences or discrimination whatsoever’ in a male-dominated environment.

‘I’ve never had a problem getting my voice heard. The key thing is how you communicate with people. As long as you’re speaking on the same level as the person in front of you, there isn’t a problem. Possibly I’ve been lucky, but you have to be a certain sort of character to want to work in construction. It’s not for everyone, female or male.’

Karen is keen to see more women joining both the OSH profession and the construction industry – and not just in the more traditional HR or admin roles.

‘What’s clear is that behavioural safety

PHOTOGRAPHY: ALAMY

C H A RT ERED MEMBERSH I P OF IOSH If you need advice about Chartered membership or changing membership categories, call 0116 257 2198 or email the IOSH membership team at professional.development@iosh.com

BEHAVIOURAL SAFETY IS BECOMING MORE IMPORTANT: PEOPLE ARE MORE TUNED INTO THE IMPORTANCE OF COMMUNICATION is becoming more important: people are much more tuned into the importance of communication. And construction is great for communication: I talk to different sorts of people every day.’

KAREN ’S T I PS

For gaining Chartered status Set yourself a deadline Reach out to your IOSH branch for support Seek the help of a mentor, through IOSH or colleagues Use IOSH resources as much as possible It can seem daunting but once you’ve started the process, it gets easier Have confidence: if you think you’re ready, you’re ready!

Women supporting women Karen cites being named Best Woman in Health and Safety as one of her proudest achievements, not least because the nomination for the award came from an area director she worked alongside who wanted her strategic contribution to be recognised.

Another significant achievement was returning to work after the birth of her first child with Chartered status under her belt. ‘On reflection, it was really important to me to go back to work with Chartered status. I was quite anxious to come back full-time – but having Chartered status gave me confidence and showed commitment.’

Karen is now working towards IOSH Fellowship. As with her Chartered status, she has put a deadline on it – something she recommends others do: ‘Make someone hold you to account for it! In my case, I’m being supported by the Women in Health and Safety CFIOSH support group, set up by Lindsay Sedwards.’

In future, Karen is keen to promote mental health and wellbeing in construction – she is about to deliver her first training course as a qualified mental health first aid instructor – and to continue to champion women in health and safety and in construction. Balancing the needs of three

APPLYIN G F O R JO B S

Karen’s advice for women Be confident in your skills Think about how your broad experience fits the job specification: you can demonstrate skills and experience in lots of different ways from work life and general life The technical aspects of a job are only one part of the picture: softer skills are crucial, too You don’t need to know everything right now – you can learn.

children and a full-time career is the ‘greatest challenge’, she says, but the key is ‘being present in the moment, resisting guilt about what you’re not doing, and being kind to yourself.’

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ENHA NC E

Q&A

SAM SMITH, BEIERSDORF Sam Smith CMIOSH explains how his first career in the fire service prepared him for a health and safety role looking after Beiersdorf ’s potentially volatile aerosols and flammable personal care products.

What prompted you to move from the fire service to skincare?

I joined the fire service when I was 19. They were some of the best days of my life, but I wanted more. I looked at where else I could use my skills, and fire safety and health and safety go together very well.

How has your old role equipped you for your current role?

In the fire service, you’re putting yourself in all sorts of unexpected

and dangerous positions and you have to make split-second decisions that can save or cost lives. You have to be a problem-solver, too.

Empowering people and leadership is a big part of my job as well. I often use stories from my time in the fire service, where I attended industrial accidents that used similar processes to my current site. If change is suggested, there is a tendency for people to say there’s no need, or the disaster will never happen, but I can tell people in a very watered-down way where the unexpected did happen and how I

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FUTURE LEADER SAM SMITH

have experienced it. That has helped me to influence change.

What is involved in your current role?

The main part of my role is at Beiersdorf ’s warehouse in Birmingham, which is an upper-tier COMAH (Control of Major Accident Hazards) site because we store huge amounts of aerosols and flammable liquids for cosmetic products.

There are tens of millions of cans – 800 tonnes of aerosols and 200 tonnes of flammable liquids. The primary concern is risk mitigation of a fire or an explosion at the site, because that would be a major incident.

The secondary hazard is workplace traffic. We have external traffic with heavy goods vehicles in the yard, and internal traffic with maybe 25 forklift trucks driving around the place at any one time. We’ve had to further open up areas and work on behavioural training so that staff give at least a couple of metres [6.56ft] between forklifts.

And then there’s the combination of the two dangers. The biggest single risk of a fire at our site is an aerosol can being run over by a forklift truck. It only needs one can to fall off a pallet and a truck to drive over it, and that can be the ignition source that begins the chain reaction.

PHOTOG RAPHY: G ETTY / ALAMY

What challenges do you face daily and how do you overcome them?

The biggest issues are behavioural challenges and a reluctance to change.

People might have worked in a job all their adult lives, and to have someone come in who is as young as their children, telling them how to drive a forklift or telling them how to do something, a lot of them think: ‘Well, what do you know? I’ve being doing this job longer than you’ve been alive and I’m okay.’

The biggest thing I’ve learnt is to involve people in change. Even if I know what I need to achieve, I will involve the operators and ask them how they think this will work, and how we can make it better. At that point they will happily change things.

TOP TAKEAWAYS

You are also currently in your final year of study for a BEng in fire safety engineering – how do you manage studying and working full-time?

It’s extremely tricky. Not only is the subject matter very, very technical and mathematical, but the work/life balance is hard. I thought doing the degree would mean just going to university for eight weeks a year, but it’s almost like having a second full-time job.

What is your best piece of advice for people starting their OSH careers?

1

Don’t try to take on too much.

When I go on LinkedIn, I get the impression that many people are taking on too much: they might be studying for four qualifications at once, for example. You need to learn things in manageable chunks and then apply them to real-life scenarios if you can.

2

Don’t rush things. I was lucky that I could become a Chartered safety practitioner at 27 but you’ve got to be careful not to beat yourself up if you’re not at the level you want to be at yet. Take it slowly, understand what you learn and apply it practically if you can – until you do something in real life, you don’t know how it works properly.

Why did you choose hazardous substances and fire safety – both among the more highrisk areas of OSH – as your professional interests?

I just have a love for all things fire – I’m obsessed with it, and my friends and family laugh at me about it all the time.

I never switch off from it. I thought I knew a lot about explosions and fire behaviour from my time in the fire service, but when I started this degree I realised I knew nothing. We’re down to looking at the molecular structure of flames and smoke. There have been a lot of disasters across the world, and I would like to be able to contribute to preventing them in future.

What does the future hold for Future Leaders in OSH? We’re going to need to adapt to change in terms of technology, robotics and artificial intelligence. On one hand, we’re making the workplace safer, but on the other, a robot can come along and just pick someone up and send them across the warehouse without even thinking about it. So we’re going to

have to spend a long time understanding how these things work as they become more advanced.

Read more about Sam’s experiences online – the full interview is on the IOSH magazine website. Go to ioshmagazine.com/ future-leader-sam-smith

IOSH MAGAZINE

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ENHA NC E

1

Define it

Drawing on the GB Health and Safety Executive’s definition, IOSH defines work at height as follows: Working in any place where a person could fall a distance liable to cause personal injury. This can be above or below ground level. Work at height also covers places where objects could be dropped onto and injure a person (or persons) below.

Examples include working: On a flat roof From a ladder Near or adjacent to fragile materials At ground level, adjacent to an open excavation From scaffolding From access equipment Anywhere else where there is a risk of falling.

2

Identify physical hazards

The main hazards in working at height are either workers or objects falling from height.

Identifying these hazards is key to correctly assessing the risks of working at height. There are many causes of these hazards, including: Unsafe, faulty or poor design of access equipment, including harnesses and lanyards Unprotected edges of roofs and services, including fragile roofs, unprotected openings and excavations Siting of access equipment: for example, unstable surfaces and covers of sewer access points not able to support the weight of access equipment Weather conditions that relate to hazards, such as lightning (to which people working at

72

The full introductory guide to working at height will be available to download from iosh.com later this year

BACK TO BASICS

STEP BY STEP In a new series exploring core OSH topics and your role in ensuring their risks are well managed, we look at working at height.

height can be more exposed), or that contribute to a person or objects falling from height Thermal effects: for example, embrittlement of metal ladders in very cold weather Unintended use of access equipment Carrying or moving heavy loads at height Zoonoses and animal interaction Geological activity: earthquakes, landslides, floods Interaction with other machinery Workplace transport Poor planning and organising of work-at-height activities Not providing a safe system of work and ensuring it is followed.

3

Identify personal hazards

4

Conduct risk assessment

These include: Workers’ attitudes and behaviours Medical conditions and disabilities Young workers Lone workers Workers with insufficient or inadequate information, training, instruction or supervision.

As with any risk assessment, those for working at height are usually undertaken using this five-step process:

1

Identify the hazards

2

Who can be harmed and how?

3

Assess the risk

4

Decide on what controls are needed. Reassess the risks

5

Record significant findings, communicate them and review assessment as necessary

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BACK TO BASICS

Risk rating Hazards can be identified by workplace inspections or by methods such as ‘what if ’ or task analysis.

Any existing control measures should be considered. Risk assessments can be either qualitative (an educated opinion) or quantitative (using measurement and calculations).

A risk assessment can be used to estimate the impact of the risk, based on its likelihood and consequence (risk = likelihood × consequence). An example is shown below.

Increasing consequences

5

5

10

15

20

25

20-25

Stop Stop activity and take immediate action

4

4

8

12

16

20

15-16

Urgent action Take immediate action and stop activity if necessary. Maintain existing controls rigorously

3

3

6

9

12

15

8-12

Action Improve within specified timescale

2

2

4

6

8

10

3-6

Monitor Look to improve at next review or if there is significant change

1

1

2

3

4

5

1-2

No action No further action, but ensure controls are maintained and reviewed

1

2

3

4

5

Increasing likelihood

Risk assessments are recorded on templates like this What is the hazard?

Existing risk control measures

Implement controls

For training courses on risk assessment, go to iosh.com/ managingsafely and iosh.com/ managingoccupationalhealth andwellbeing

Risk rating

Additional controls

New risk rating (residual risk)

The selection of work equipment linked to the hierarchy of control

ELIMINATE Desirable

Once work-at-height hazards are identified and assessed, they need to be eliminated or controlled. Good practice within OSH is to use a hierarchy of control (HOC) to choose the appropriate control measures for each hazard.

HOC is a method of prioritising controls to reduce risks – from most effective to least (this might be a result of a risk-cost analysis).

The diagram to the right, from Workplace New Zealand, highlights the different control measures for working at height, linked to the corresponding hierarchy of control category.

Undesirable

5

Who might be harmed and how?

Eliminate the height hazard by avoiding work at height if you can. If you don’t need to go up there, don’t! For example, by assembly at ground level.

Work equipment

Group control measures

Personal control measures

Isolates the height hazard

Edge protection systems, barriers, scaffolding, guardrails, multi-user Mobile Elevating Work Platform (MEWP), safety mesh

Total restraint system, single-user MEWP, platform (podium) ladder, mobile guarding system, man cages

Minimises height and the consequence of the height hazard

Safety nets at high level, remote soft landing system

Work positioning systems, industrial rope access, fail arrest system

Minimises the consequence of the height hazard

Safety nets at low level (<6m [19.69ft]), remote soft landing systems

Life jackets, inflating air suits

Minimises through management controls

Trestles, hop-up trestles, platforms

Ladders, stepladders, stilts

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HUMAN CAPITAL

TA LK I NG S H O P

EMMA LARKINS CMIOSH

SAMANTHA MEPHAM CMIOSH

Consultant and tutor, The Bradley Group

Partner, health and safety, Rider Levett Bucknall

Investing in people through training, mentoring and support will help the UN achieve its SDGs of good health and wellbeing, quality education, and decent work and economic growth. Knowing more about OSH risks, and developing good risk-aware habits, could help businesses achieve higher standards of health and safety. This will improve productivity because they will be driven more by consensus than demand.

Everyone has a role to play in translating this within our business, from having more open and challenging conversations between the professional staff to giving more knowledge and help to support staff.

Without human capital, businesses are unlikely to be sustainable. As OSH’s fundamental priority is to protect people, its interest is understandable but the use of human capital to create a better future goes beyond those attempting to keep people healthy, safe and well. Businesses need to consider it holistically and encourage buyin from all: the board driving collaborative strategies, human resources investing in training, internal sustainability teams using their knowledge to educate, and procurement ensuring suppliers apply the same principles within their own workforce. We all have our part to play in the protection of our people and our planet.

PLAYING OUR PART

JOHN MCNAMEE CMIOSH Co-founder and principal

Four industry leaders explain the OSH human capital implications for business set out in the UN’s Sustainable Development Goals (SDGs).

consultant at Ravensdale Health, Safety & Wellbeing

As many industries and businesses are rarely proactive in adopting long-term undefined strategies such as the UN’s SDGs, many organisations will tick the boxes that clients require. As industry is often reliant on legislation, insurance requirements or media focus to drive change, recent events have demonstrated that, in times of real crisis, society and industry rely upon the goodwill and compassion of many people. Senior leadership teams, particularly HR and business development departments, will need to define, develop and clearly communicate the organisation’s direction, while also investing to cultivate the economic and social value their people bring.

HAVE YOUR SAY… 74

AMY GOLDSBROUGH CMIOSH Regional health and safety manager (North West), Unite Students

Within the SDGs, wellbeing stands out as it’s such a large part of our industry now, particularly considering our experiences in 2020. Ensuring our teams and colleagues are coping has become part of our daily check-ins with each other. The benefits of this are felt throughout the business, and key collaboration colleagues would include finance, HR and operations.

HR would be particularly beneficial in the creation and roll-out of inclusive wellbeing programmes that go beyond standalone initiatives.

How have you translated the OSH perspective of human capital in the UN’s Sustainable Development Goals for your business? Let us know.

TWE E T: @ I O S Hma ga zi n e

JULY/AUGUST 2021 | IOSHMAGAZINE.COM

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