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1.0 Unit 6: Principles of control

Unit 6: Principles of control

Aims

understand:

fundamental strategies for controlling hazards and reducing risk; the various hazard control and risk reduction methods available.

Specific outcomes:

The intended learning outcomes of this element are that candidates will be able to:

describe the general principles of control and a basic hierarchy of risk reduction measures that encompass technical, behavioural and procedural controls;

develop and apply safe systems of work for general work activities; explain the key elements of a safe system applied to the particular

situations of working in confined spaces, lone working, and working and travelling abroad;

explain the role and function of a permit-to-work within a safe system of work;

assess the adequacy of emergency procedures and provision.

Rreference:

First-Aid at Work (ACOP) (L74), HSE Books.

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Safe Work in Confined Spaces (ACOP) (L 101), HSE Books.

Permit-to-Work Systems (INDG98), HSE Books.

Safety in the Global Village, IOSH Information Sheet, 1999.

Tuition time: 6 hours.

1.2

Continuation of unit 5

Let us now consider evaluating unavoidable risks. You will note that we have discussed this earlier in Unit 5, Risk Assessment, so we will now consider an example to enhance your understanding.

Working at heights is a good example to use when discussing assessing unavoidable risk.

When working at heights, falls and falling objects are two hazards that we need to consider. In this example, we will consider the fall of a person from a height of 100 metres. We could use a shorter distance from which the person is at risk of falling, but 100 metres will concentrate your thoughts on the possible outcome.

Let us now assess the risk of a fall using the scenario below, aided by the sketch.

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The photograph above is of two workers setting rivets to an H section of a steel upright on the Empire State Building (New York USA). You will note that the controls in place are almost nil, unless you consider that the scaffold board on which they are standing is an adequate control measure.

Before we continue, let us remind ourselves of the five steps to risk assessment:

Five Steps to Risk Assessment:

STEP 1

Look for the hazards.

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STEP 2

Decide who might be harmed.

STEP 3

Evaluate the risks and decide whether the existing precautions are adequate or whether more should be done.

STEP 4

Record your findings.

STEP 5

Review your assessment and revise it if necessary.

1.2.1

Continuation of unit 5 cont.

We will not concern ourselves with all the five steps at this point. We are considering the evaluation of unavoidable risk, so steps three, four and five can be ignored for now.

The risk assessment for this particular operation would be:

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Activity : Fixing steel frame H section to outer side of building.

Hazard : Fall from a height (100 metres).

There are other hazards of course, such as tripping and falling at the same level, vibration from the pneumatic rivet tool, manual handling from lifting and carrying, etc. However, we are considering the unavoidable risk of working at height.

Risk rating chart.

Using the simple risk rating chart below, (fig 1.1) we can consider the risk of a fall (very likely); in our risk rating chart, this has a number value of 5 (five).

Risk of fall: Very Likely (5)

Likely outcome: Death (5)

Risk Rating: ten (10)

How did we evaluate the risk as a five?

Number of people at risk: two (this does not take into account that the falling person(s) may fall onto another person.)

We took into consideration many factors as follows:

Barriers are not in place i.e. hand rails, intermediate rails, catch nets, etc.

The standing area for the workers is a scaffold board that is approximately 23 cm (9") in width.

The nature of the work activity.

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We could stop here; the fact that the working platform is less than adequate and no fall arrest equipment is in place would, for this example, be sufficient to assess the risk as a very likely fall of a person.

We have included the following suggestions why the worker will fall.

The workers have no fall arrest equipment.

The board will flex to some degree.

Considering the safety management at this site, it is doubtful that the boards have been inspected.

The board may become wet and slippery, as it is exposed to the elements of weather.

The board may become slippery if oil or other materials/substances come into contact with it.

The weather conditions are also a concern; ice, rain, high winds or sudden unexpected gusts of wind.

The worker may become distracted because of high noise levels or a sudden noise.

The worker may become ill or disorientated. The rivet gun, or work equipment may snag violently,

causing the worker to react and become unbalanced.

The reason we did not rate this activity as a certainty or a number value of 6 is that while many workers were killed because of falls from a height while building these skyscrapers, accident statistics showed that it was not all workers that fell. Also, in this case the workers have a particular skill.

In other cases or work activities, the risk is certain - for instance when a source of ignition is added to a highly flammable vapour, gas or liquid. It is certain that without adequate controls, a fire or explosion would occur.

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Let's go back to our example. We can control the risk of the fall by putting into place suitable and adequate control measures. The objective would be to put into place control measures that would reduce the risk to very unlikely, a number value of one. This could be achieved by using a suitable working platform, issuing fall arrest equipment and ensuring that management controls were in place.

Having said this, if the person(s) fell for any reason, i.e. failure of the platform and the fall arrest equipment, the person(s) would certainly die and perhaps many others along with them (falling equipment i.e. the working platform).

Assessing unavoidable risk, i.e. the likelihood of an unplanned event and its consequences is central to safety management. Evaluating unavoidable risks requires knowledge of the tasks and work activities, a thorough appreciation of safety techniques/management and a degree of skill learned over a number of years.

2.0 Continuation of unit 5 cont.

Probability/RiskMaximum Possible Loss

Very Unlikely

Unlikely Even chance

Probable Very likely

Certain

No loss 1 2 3 4 5 6First Aid Required/short rest/recovery

2 4 5 6 7 8

Fracture of a major bone or mild temporary illness

3 5 6 7 8 9

Loss of limb, eye or permanent illness

4 6 7 8 9 10

Fatality 5 7 8 9 10 11

2.1 Unit 6 – Introduction

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In this unit, we will deal with controlling risks and describe various classifications of risk control measures.

Sections within this unit are as follows:

1. Strategies of risk control. 2. Methods of Risk Control. 3. Training as a control method. 4. Safety Signs. 5. Information, Instruction Supervision. 6. PPE . 7. First Aid . 8. Emergency Plans and Actions. 9. Lone Working (supplement).

You will need to refer to the statutory instrument as required and the HSE leaflets. In addition to these, you will find that each unit throughout your study materials discusses control measures for a particular subject i.e. the Work Equipment unit discusses engineering controls, the Fire unit discusses ignition controls etc.

2.2 Risk Control

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Because there are many different types of risk, there

are many different types of control measures that require designing, implementing and of course maintaining.

We will consider the general principles associated with risk control and we will do this by examining risk control measures from different points as follows:

1. Effects on likelihood. 2. Methods of risk reduction. 3. Hierarchies of risk control measures. 4. Risk rating and risk control measures. 5. Hierarchy of controls. 6. Permits to work. 7. Safe Systems of Work.

You may want to refer back to the Risk Assessment section to remind yourself of some of the terms used.

Risk - the definition:

Risk is the likelihood of a hazard being realised (the possible outcome) and to add to this the severity of that outcome.

2.2.1

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Likelihood x severity

It follows therefore that from this definition, there are only three possible ways that a risk control measure can reduce risk:

1. Reduce the likelihood. 2. Reduce the severity. 3. Reduce both likelihood and severity.

It really is that simple, it really is that obvious and that's why it is often overlooked by even the most experienced of safety practitioners.

Once the risk has been identified and calculated, it may be necessary to implement controls or further controls. It is now a matter of identifying which risk control measure to implement.

We need to take into account a number of factors when making this decision. However, an important question to ask is - to what extent will the control measure reduce the risk? If we do not consider this, we cannot make an informed decision on which control measure to choose.

2.3

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9 - General principles of preventionManagement Regulations Hierarchy.

The hierarchy given below is quoted from the UK's Management of Health and Safety at Work Regulations 1999. Where an employer implements any preventive and protective measures, he/she shall do so on the basis of the principles set out in Schedule 1 of the Regulations which are as follows:

1. avoiding risks;

2. evaluating the risks which cannot be avoided;

3. combating risks at source;

4. adapting the work to the individual, especially as regards the design of workplaces, the choice of work equipment and production methods, with a view, in particular, to alleviating monotonous work and work at a predetermined work rate and to reducing their effect on health;

5. adapting to technical progress;

6. replacing the dangerous by non-dangerous or less dangerous;

7. developing a coherent overall prevention policy which covers technology, organisation of work, working conditions, social relationships and the influence of factors relating to the working environment;

8. giving collective protection measures priority over individual protective measures;

9. giving appropriate instructions to employees.

There are other hierarchies from other regulations/ACoPs etc.

HSG65 Hierarchy. Technical, procedural and behavioural Hierarchy. Airborne hazardous substances Hierarchy.

It is not really important which hierarchy is used in selecting a risk control measure or combination of risk control measures. What is important is that it is recognised that some types of risk control measures are more effective, in the long term, than others and that this is taken into account when deciding which risk control measures to recommend.

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2.3.1 Avoiding risks

These methods attempt to do something about the hazard, either by eliminating the hazard altogether or by reducing the potency of the hazard so far that it is eliminated.

An example of this is to replace a noisy machine with a less noisy machine or to make the noisy machine less noisy by running it slower, by employing better maintenance or design modifications.

Hazardous chemicals can be replaced by a non-hazardous chemical or by using a less hazardous chemical.

Injury from manual handling may be completely avoided by eliminating the need to use manual handling or by reducing the weight of packages or by providing mechanical aids.

This is also discussed in the Risk Assessment section and Manual Handling sections.

It stands to reason that elimination of a hazard (not doing something that is dangerous) would be a preferred method and must be considered first.

Construction is inherently dangerous but many risks can be avoided. For example, to avoid risks of falls on a building project, construct scaffolding as the building grows in height. Consider planning the project by avoiding simultaneous and incompatible construction operations (worker distractions are responsible for many occupational accidents). Carefully consider the appropriate amount of time to be allotted for the

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performance of different tasks to minimise the pressure that might otherwise accompany an unrealistic work goal.

2.3.2

Evaluating unavoidable risks

We started this unit off with an example of an unavoidable risk.

We also need to consider the preparation of Inspection and Monitoring Plans for all relevant operations in terms of risks involved. Consider the technical maintenance, pre-commissioning checks and regular checks on installations and equipment with the objective of correcting any faults which might affect the safety and health of workers.

Where avoidance is not possible, we will need to consider one or more of the other categories.

2.3.3

Controlling hazards at source

All workplace hazards (chemical, physical, etc.) can be controlled by a variety of methods. The goal of controlling hazards is to prevent workers from being exposed to these hazards. Some methods of hazard control are more efficient than others, but a combination of methods usually provides a safer workplace than relying on only one method.

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Some methods of control are cheaper than others but may not provide the most effective way to reduce exposures.

The most effective method of controlling hazards is to control at the source by eliminating the hazard or by substituting a hazardous agent or work process with a less dangerous one.

In simple terms, if steps are slippery, replace or treat them rather than just putting up a warning sign.

Consider ways of confining and neutralising the risk at the source. Reduce the noise generated by equipment by selecting equipment that has been engineered to generate less noise. Consider also the sound-proofing of the engine's compartment. Consider air-conditioning the driver compartment on earth-moving equipment so that the work can be performed with closed windows, therefore avoiding exposing the driver to noise and other environmental hazards as dust and fumes.

2.3.4

Adapting work to the individual

It may be possible to adapt the work to the individual, especially as regards the design of workplaces, the choice of work equipment and the choice of working methods, with a view in particular to alleviating monotonous work and work at a pre-determined work-rate and thereby reducing the effect on their health.

2.3.5

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Adapting to technical progress

Keep up to date and informed on new developments in ways of working that reduces or eliminate hazard/risk.

2.3.6

Replacing the dangerous by the less/non-dangerous

Reduce hazards by using vegetable-based oil forms instead of dangerous oils;

replace materials based on dangerous asbestos with other equivalent and non-dangerous materials;

be aware of the conditions under which the hazardous materials are to be removed (e.g. existing dangerous asbestos);

consider the demarcation and laying-out of areas for the storage of various materials, in particular where dangerous materials or substances are concerned; and

plan the storage and disposal or removal of waste and debris.

2.3.7

Developing a coherent prevention policy

Develop a coherent overall prevention policy which covers technology, organisation of work, working conditions, social relationships and the influence of factors related to the working environment.

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Consider a formal health and safety (prevention) policy provided by each contractor on site.

Ensure co-operation between employers and self-employed persons.

Consider the interaction with industrial activities at the place within which, or in the vicinity of which, the premises are located.

Choose the location of workstations bearing in mind how access to these workplaces is obtained, and determine ways or areas for the passage and movement of equipment.

Keep the premises in good order and in a satisfactory state of cleanliness.

Consider the conditions under which various materials are handled.

Implement periodic health and safety audits and inspections.

2.3.8

Priority of collective protective measures

Give collective protective measures priority over individual protective measures i.e. isolate workers from the hazard/risk by enclosing the process rather than giving out protective equipment.

Consider, for example, safety nets and/or guardrails for fall protection and safety harnesses (together with all other mandatory personal protective equipment, including hardhats and safety shoes).

We will discuss other protective measures i.e. engineering controls later in this unit.

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2.3.9

Provision of appropriate training, information and supervision.

Instructions should be simple and only as detailed as needed; consider visual communications; consider different languages for these instructions according to the origin of workers on site, and promote health and safety meetings.

Employees need to understand what they need to do to protect themselves.

3.0

Health and safety and the safe person concept

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The Health and Safety at Work Act 1974 places a duty on employers to ensure (so far as is reasonably practicable) the health, safety and welfare at work of their employees. Traditionally, a hierarchy of measures has been applied which consists of three broad groupings of strategies relating to:

Safe place. Safe person. Safe practice.

3.1

Safe place

Safe place strategies are the steps required to make sure the physical aspects of the workplace, its location, surroundings and the equipment and plant used are safe.

This is the strategy of first choice as it removes all hazards and removes, or reduces, potential risk from the workplace.

3.1.1

Safe person

It is only after all reasonably practicable strategies for safe place and safe practice are in place that consideration should be given to safe person strategies.

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These strategies are related to the use of Personal Protective Equipment (PPE). They also include making sure that people are properly trained and behave in a way that ensures safety.

The aim of the safe person concept is to make sure that management systems are primarily designed to focus on making certain that people are safe, rather than creating safe working places or safe practices.

3.1.2 Safe Practice

It is a relatively new and revolutionary concept as it represents a change from the traditional approach to safety applied in most other industries. The concept is about management systems and not just about an individual's responsibilities, although competence of all staff is central to the whole idea.

Whilst individuals do have responsibilities, it is vitally important that management systems take account of the frailty and vulnerability of human beings.

The system has a number of key component management systems that include:

Systems of work. Training . Equipment.

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Information. Supervision. Personal Protective Equipment (PPE). Personnel selection, recruitment and

development.

The concept provides a framework in which the management system approach can be developed and is fully compatible with the development of a competence framework. Indeed, it relies upon the management system identifying the skills, knowledge and equipment that employees need so that when they are at work, they are able to do it safely.

This is achieved by using engineering measures, good design and good specifications to prevent hazards from arising, stopping hazards from escaping (i.e. gases, toxic chemicals) or separating people from the hazards (such as by guarding).

4.0

A new framework for health and safety

The new health and safety policy statement and the supporting Safety Management System (SMS) document in the Authority report aim to give a strategic framework for the more detailed work that will be carried out over the next few years. The new policy and SMS has been designed in consultation with the HSE.

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Training, Information and Supervision.

4.1 Training

A safety awareness strategy should start off with training presentations, preferably involving action-based training techniques, so that the audience does not just sit there and listen. Your message must avoid negative attitudes at all costs (by which we mean concentrating on gruesome accidents and warnings of unpleasantness). You must make sure you are targeting those people who are at some risk, and address them in a way that arrests their attention without going over the top in your technique.

The message should be simple and specific; if the subject matter is complex, make full use of visual or audio presentation to explain it. Your message must also be

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credible, which it will not be if the audience is suspicious of the motivation behind it. Whatever results you are looking for, they must be achievable and represent a positive gain for your audience.

The general duty of care which employers owe to their employees under s.2 (1) is defined in more detail in s.2 (2) of the HSW Act and includes:

(a) the provision and maintenance of plant and systems of work that are, so far as is reasonably practicable, safe and without risk to health;

(b) arrangements for ensuring, so far as is reasonably practicable, safety and absence of risks to health in connection with the use, handling, storage and transport of articles and substances;

(c) the provision of such information, instruction, training and supervision as is necessary to ensure, so far as is reasonably practicable, the health and safety at work of employees.

4.1.1

Common Health and Safety Training Needs

The Management of Health and Safety at Work Regulations 1999 specify the training needs applicable to all organisations. These have long been recognised as being critical in maintaining the health and safety of all employees.

Regulation 11 specifies that employers must provide adequate health and safety training when:

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(a) new employees join the company;

(b) employees are required to take on new responsibilities;

(c) employees are required to use new work equipment or when existing equipment is changed;

(d) new technology is introduced into the workplace affecting employee activities;

(e) new or changed systems of work are introduced.

4.1.2

Induction Training

Induction training for new employees will be required in all circumstances as they are more likely to have accidents than existing employees, due to the unfamiliarity of the work environment and the work systems or equipment.

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The prime objective of induction training is to orientate new employees into the existing health and safety climate and culture.

4.1.3

Task-specific training

Task-specific training will be required for most jobs and will require:

appropriate skills training; discussion of legal requirements and duties; discussion of the significant risks associated with

the task; details of the necessary preventative measures and

any use of personal protective equipment; and   discussion of the special procedures to be followed

in the event of an emergency, imminent danger or the use of permits to work.

4.1.4

Training for managers and supervisors

Training for managers and supervisors will be required at all levels to ensure that responsibilities and objectives are fully understood.

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It is important for managers and supervisors to appreciate the health and safety legal framework, the importance of specific rules, and the business consequences of accidents, accident causation models, likely sources of risk, preventative techniques and disciplinary procedures.

This will help them enforce health and safety procedures, develop a greater awareness of health and safety issues and inform and motivate their employees positively in the safety effort.

4.1.5 Specific training needs

Specific training needs might be required in some circumstances, particularly if there is a specific legislative requirement.

Examples include first aid training, driver training (eg fork-lifts) and training in fire evacuation procedures or fire fighting.

4.1.6 Refresher training

Refresher training will be required at appropriate intervals; this is a need which is frequently overlooked.

These intervals will be identified as part of the analysis of training needs.

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In general terms, this will be determined through observation of employees and will relate to the complexity of the task and information required to perform it safely, the degree of risk associated with it and the frequency with which it is performed.

4.1.7

Ensuring Successful Health and Safety Training

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Several conditions need to be satisfied if training programmes are to be successful.

1. There must be active commitment, support and interest from management. Any training programme will require resourcing and it is also important for managers to realise the part they have to play in its success. Managers must lead by example; training will be futile if the breaking of health and safety rules is condoned or encouraged.

2. The organisational culture must encourage learning and the use of recently-acquired skills and knowledge. This is linked to 1 above.

3. Suitable and competent trainers must be used. Trainers need to be knowledgeable, capable of applying their expertise to the working environment and familiar with individual organisational practices, procedures and rules.

4. Training courses should not be provided in isolation. They will be most effective if the organisation also recruits and places personnel on the basis of an assessment of capabilities, identifies training needs and provides the necessary information and support.

4.1.8

Motivating for Health & Safety

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Motivation, in organisational terms, attempts to encourage individuals to achieve the aims and objectives of that particular organisation or company.

The central problem for the health and safety manager is how to encourage individuals or groups of people to be motivated towards an organisational objective, i.e. to have regard for their own health and safety and that of others.

Unfortunately for health and safety managers and other managers alike, achieving motivation across all levels of the organisation is not a simple process. This is because individuals are complex and unique, their behaviour can be affected by peer groups and organisations and they are adaptable, changing their behaviour as a result of learning.

Nonetheless, individuals are generally better motivated towards the activities they perceive as having the greatest benefit in the short term, with the fewest inconveniences and they will prioritise their goals on this basis.

Here lies one of the difficulties for the health and safety manager when attempting to motivate for safety. For example, when talking about chronic occupational health conditions, such as noise-induced hearing loss, the preventative measures may be disregarded for short-term benefits because the effects take a long time to be realized.

However, few people actively decide to injure themselves. Some decide to ignore safety procedures because they believe that non-observance of rules is expected of them by managers and supervisors. Others take unsafe action because of the poor design of work equipment, whereas others may simply not appreciate the risk of injury.

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It is also important to realize that if employees are taking risks, it may not be because they are poorly motivated but because they have not been motivated in such a way that health and safety is given a high priority over other objectives, such as "getting the job done".

Often, the health and safety manager may simply have to motivate people in the right direction to achieve greater health and safety awareness among the workforce.

4.1.9

Selection and Placement

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Required by MHSWR, the assessment of capabilities and correct placement of personnel reduces the risk of injury.

Some British Standards, for example, now specify certain physical attributes to carry out certain work, such as the recommendations made regarding eyesight requirements for crane operators in Safe use of cranes.

Training can provide knowledge and skill for a return of positive motivation. It cannot compensate for poor procedure, inadequate selection or weak management.

Supervision plays an important role in ensuring the implementations of standards and motivating staff. Many accidents occur as a result of poor supervision.

Special emphasis programmes are useful in targeting key areas of risk or pinpointing requirements under new health and safety regulations. For example, in response to the Manual Handling Operations Regulations 1992 and the Health and Safety (Display Screen Equipment) Regulations 1992, an emphasis programme could target the reduction of musculo-skeletal injuries.

Safety media will only motivate a receptive audience. By involving employees in the setting of health and safety standards, motivation is achieved through increased responsibility and recognition.

Providing a monitoring system that prioritises improvements of health and safety procedures adds to this increased responsibility and motivates through a sense of achievement. The sharing of information, particularly inspection reports can also be a positive motivational tool.

Employers must ensure that employees receive training

1.   ?   Comfortable with their work activities

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2.   ?   Commensurate with their work activities

3.   ?   Appropriate with their work activities

5.0

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Safety Signs

The Health and Safety (Safety Signs and Signals) Regulations 1996 apply to all safety signs, no matter when they were first placed.

They must comply with BS5378, which defines combinations of geometric shapes, colours and pictorial symbols to provide specific information or instructions.

There are also standard requirements which cover coded systems of acoustic signals, verbal communications and hand signals (e.g. see BS6736 and BS7121).

Refer also to L64 The Health and Safety (Safety Signs and Signals) Regulations 1996, Guidance on Regulations, HSE Books; and the free leaflet INDG184 Signpost to the Safety Signs and Signals Regulations 1996. HSE Books.

There are four categories of signs as follows:

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5.1

Prohibition Sign

Prohibition: round with white background, red border and cross bar.

Prohibition/ Dangerous;

(Stop; alarm shutdown; emergency cut-out devices; evacuate)

Examples of this are: No Smoking. No Entry. No Naked Lights. Prohibited Area.

Supplementary text may be added to each category of safety sign, so long as it does not interfere with the symbol.

Some examples are shown below.

Examples of safety signs:

(a) Prohibition.

(b) Warning.

(c) Mandatory.

(d) Safe Condition.

Also note that a combination of the types of signs can be used.

Prohibition34

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5.1.1 Warning Signs

Warning: triangular with yellow background and black border.

Warning: be careful; take precautions; examine.

Examples are:

o Deep Water.

o Radiation . Toxic

Substances. Irritant . Corrosive .

o Electricity.o Explosive .

Warning

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5.1.2 Mandatory Signs

Mandatory: round with solid blue background and white symbol.

Mandatory: Specific behaviour or action means that this is something you must do.

Examples are: Wear Ear Protection. Hard Hat. Wear Protective Gloves. Keep Fire Doors Shut. Wash Your Hands. Safety Boots Must Be Worn.

Mandatory.

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5.1.3 Safe Condition Signs

Safe Condition: square or oblong with white symbols on green background.

Leads you to a safe condition - Emergency Doors; exits; escape; escape routes: first aid.

Examples are:

First Aid . Emergency Showers. Emergency/Fire Exit.

Safe Condition39

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5.1.3 Other Safety Signs

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5.1.5 Safety Signs cont.

Examples of safety posters

Where the marking of dangerous locations is deemed necessary (e.g. highlighting the edge of a raised platform or area or restricted heights), yellow & black or red & white stripes may be used.

The marking of traffic routes should take the form of continuous lines, preferably yellow or white.

Fire fighting signs are rectangular or square with a white pictogram on a red background. All signs must have a pictogram upon them, including fire exit (safe condition) signs; existing signs combining the relevant pictogram and a written message are still acceptable.

Pipe work containing dangerous substances must be marked, particularly at sampling or discharge points (not forgetting that water under pressure or in the form of steam is dangerous).

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There is also a requirement that unfamiliar signs must be explained to employees.

Package and container markings or labels may be covered by the Chemicals (Hazard Information and Packaging for Supply) Regulations 2009, as amended.

Traffic management signs are covered by the Road Traffic Acts.

Recently, those who are `Occupiers of Premises` are adding braille to some signs, particularly to fire exit signs on doors.

Under the Regulations an employer must ensure that comprehensible and relevant information on the measures to be taken in connection with safety signs is provided to all employees, who must receive suitable and sufficient instruction and training in the meaning of safety signs.

Posters in the work place have proven to be very effective. In one case, a large food processing company engaged the children of the factory workers in designing a safety poster. The local school was also involved. A competition was held to find the best poster. All of the children's posters were put up in the works canteen. One poignant message on these posters read, 'Daddy Come Home Safe'.

You will be aware that many companies position posters at the entrance to the works. Examples are 'Safety Starts Here'. On construction sites, you will often see the poster, 'No Hat, No Boots, No Job'.

The use of posters should ideally be only one part of a campaign or strategy for communicating your safety awareness message.

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What are the following main colours of these safety signs?

1. Prohibition 2. Safe Condition 3. Mandatory 4. Warning

6.0

General hierarchy of control

We will remind you of the hierarchy of controls again in this section. Please

note that an explanation of this can found in the unit on Risk Assessment.

Order of Control Measures Priority

1 ) Total elimination or avoidance of the hazard at source.

2 ) Substitution of the hazard at source.

3 ) Placing a guard of some kind.

4 ) Remove the employee from the hazard.

5 ) Reduce the exposure of the employee from the risk.

6 ) Produce a safe method of working, safe system, safe procedure, that is known to the employee and followed.

7 ) Ensure adequate and suitable levels of supervision.

8 ) Training.

9 ) Make safety rules, or issue instructions.

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10 ) Issue Personal Protective Equipment (PPE).

A useful mnemonic is  ESP, RRP, STiRPE = Hierarchy

If I could read people's minds, (ESP), I would use respiratory equipment, (RPE) so that I don't get contaminated with stripes (STiRPE)?

You will note that some of the control measures

will require additional measures, for instance, training on the job may require close supervision, issuing PPE will require training in its

use, etc.

It is essential that you can recall this list in the

correct order for your NEBOSH examination.

Principles of Control

Congratulations - end of lesson reached

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