Task 1: Behavioural Safety Observations:
Benefits of Using a Checklist During Behavioural Safety Observations
1. Ensures Consistency Across Observations
o A checklist provides a standardized approach to behavioural safety observations.
o In the scenario, observers will be using a common checklist across all areas of the store, ensuring uniformity in how observations are conducted.
2. Identifies Both Safe and Unsafe Behaviours
o A well-structured checklist captures both positive safety behaviours and unsafe practices.
o The observers in the scenario are expected to provide positive feedback on safe behaviour and challenge unsafe actions, making a checklist a useful tool to track both.
3. Facilitates Objective and Systematic Data Collection
o The checklist ensures that observations are based on facts rather than opinions.
o It helps avoid biases and ensures that observers focus on predefined critical behaviours rather than subjective interpretations.
4. Encourages Effective Communication
o The follow-up conversations between the observer and store workers will be more structured with a checklist.
o This ensures that feedback is specific and linked to observable behaviours rather than vague criticisms.
5. Supports Trend Analysis and Continuous Improvement
o The scenario mentions that completed checklists will be collated, allowing management to identify trends over time.
o This data can help in making targeted improvements in safety practices.
6. Aids in Compliance and Incident Prevention
o The store had previous near misses that were not investigated. A checklist helps document observations and can prevent accidents like the forklift incident from happening again.
7. Encourages Worker Participation and Engagement
o Involving trained volunteer observers creates a peer-driven safety culture rather than just top-down enforcement.
o A structured checklist helps these observers feel more confident in conducting their observations effectively.
8. Provides a Basis for Training and Awareness
o The scenario mentions that training is provided for observers. A checklist can be used as a training tool to ensure that all observers are aligned with what to look for and how to assess behaviours.
9. Enhances Management Decision-Making
o The data collected from checklists can be shared in weekly team briefings, ensuring that safety decisions are based on real observations rather than assumptions.
10. Encourages Accountability
With a structured checklist, store workers know that safety practices are being monitored regularly.
It ensures that unsafe actions, like the pressure to rush work leading to the forklift accident, are addressed proactively.
11. Improves Documentation and Record-Keeping
In case of future incidents or regulatory inspections, having completed checklists serves as evidence of proactive safety measures.
This is particularly important after the health and safety officer’s inquiry following the customer complaint.
12. Simplifies Version Control and Standardization
The scenario mentions that all forms, checklists, and procedures will be carefully version-controlled, ensuring that safety monitoring is up to date and systematically managed.
13. Helps Overcome Resistance to the BSP
The MD and some supervisors are not convinced about the value of the BSP.
Using a checklist provides clear evidence of safety improvements, making it easier to justify the importance of behavioural safety initiatives.
14. Encourages Proactive Safety Culture Instead of Reactive Measures
Instead of responding only after accidents happen, the checklist helps identify risks early, reducing the likelihood of incidents like the customer injury and forklift damage.
Task 2. Poor Health and Safety Leadership of the MD
1. Lack of Commitment to Health and Safety
o The MD has no interest in health and safety and does not see it as their responsibility.
o This attitude sets a negative example for the entire organisation, discouraging a proactive safety culture.
2. Focus on Sales Over Safety
o The MD ignores the SM’s concern about stock shortages and instead pressures workers to meet sales targets.
o This creates a work environment where speed is prioritised over safety, contributing to unsafe behaviours.
3. Failure to Allocate Resources for Safety
o The MD does not provide any resources for health and safety, reinforcing the belief that safety is just "common sense."
o This leads to unsafe practices, such as workers using an FLT in customer areas without proper controls.
4. No Investigation of Near Misses
o Several near misses have occurred, especially in the warehouse-to-store doorway, but the MD has not ensured they are investigated.
o Ignoring these warning signs contributed to the serious FLT accident involving the customer.
5. Resistance to Safety Initiatives
o Even after the accident, the MD is not convinced about the value of the Behavioural Safety Programme (BSP).
o They would rather spend resources on sales and promotions than on safety training.
6. Failure to Enforce Accountability
o The MD has not held supervisors or workers accountable for unsafe behaviours.
o The sales supervisor pressures workers to rush tasks, leading to reckless FLT operation. The MD’s failure to intervene allows this culture to continue.
7. Reactive Rather Than Proactive Approach
o The MD only acknowledges health and safety after a public complaint leads to an investigation by the local authority.
o This reactive mindset increases the risk of reputational damage and legal consequences for the store.
8. Poor Influence on Organisational Culture
o Since leaders shape workplace culture, the MD’s disregard for safety influences supervisors and workers to take shortcuts.
o This is evident in how the sales team regularly takes risks to meet targets, creating an unsafe work environment.
Task 3: Workers’ responsibilities in the workplace
How Worker A Did Not Follow Their Obligations Under ILO Recommendation 16(a)
The International Labour Organisation’s (ILO) Occupational Safety and Health Recommendation 16(a) states that workers must take reasonable care for their own safety and that of others who may be affected by their actions. However, Worker A failed to meet these obligations in several ways:
1. Operating the FLT While Distracted and Unwell
o Worker A was suffering from severe toothache and lacked sleep, which affected their concentration.
o Despite feeling unfit for work, they still operated the FLT, increasing the likelihood of an accident.
2. Failing to Sound the FLT’s Horn
o Worker A did not sound the horn when approaching the doorway, violating a key safety precaution.
o This failure contributed to the collision with the pile of boxes, which ultimately injured a customer.
3. Driving the FLT Too Quickly
o In response to the pressure from the sales supervisor and other workers, Worker A rushed their task and turned a corner too fast.
o This reckless behaviour led to the FLT tipping over, damaging stock and the store’s flooring.
4. Ignoring Their Own Initial Safety Concerns
o Worker A questioned the instruction to move stock while customers were present, showing awareness of the risk.
o However, they still proceeded without taking necessary precautions, leading to the customer injury.
5. Not Securing the Load Properly
o The pallet contained cleaning products, which spilled and damaged the floor after the FLT tipped over.
o Ensuring that loads are stable is a basic worker responsibility that was not followed.
6. Contributing to an Unsafe Workplace for Others
o Worker A’s actions directly led to harm—a customer suffered a head injury, and another worker had to deal with the emergency.
o The accident could have been prevented if Worker A had followed proper safety protocols.
Task 4: Moral reasons for managing health and safety
Prime Plaza’s Negative Health and Safety Morals
Prime Plaza demonstrates poor moral responsibility towards health and safety, prioritizing sales and profits over worker and customer well-being. Below are key examples from the scenario that highlight this issue:
1. Lack of Concern for Worker and Customer Safety
o The MD and SM do not prioritise health and safety and see it as “common sense” rather than a responsibility.
o This attitude endangers both workers and customers, as seen in the serious FLT accident that resulted in a customer’s head injury.
2. Pressuring Workers to Prioritise Speed Over Safety
o The SM instructed supervisors to speed up stock replenishment, ignoring potential risks.
o This pressure caused workers to take shortcuts, leading to reckless FLT operation and a serious accident.
3. Tolerating Unsafe Work Practices
o Workers regularly take risks to achieve sales targets and earn financial bonuses.
o The sales supervisor forced Worker A to operate the FLT in an unsafe manner, even after Worker A questioned the task.
o Near misses in the warehouse-to-store doorway were ignored, showing a disregard for proactive accident prevention.
4. Failure to Investigate and Learn from Accidents
o Before the serious FLT accident, no investigations were conducted on past near misses.
o Even after the accident, the MD remained unconvinced about improving safety, only responding due to external pressure from a public complaint.
5. No Support for Workers' Well-being
o Worker A was shouted at for being late, despite having toothache and lack of sleep.
o This created a stressful work environment, which contributed to Worker A’s poor concentration and unsafe FLT operation.
6. Inadequate Emergency Preparedness
o There were no clear procedures in place for handling accidents, leading to workers reacting on their own initiative.
o The SM had to manually assign workers to cordon off the area and clean up the spill, instead of a pre-planned response being in place.
7. Lack of Ethical Leadership
o A company has a moral duty to protect employees and customers.
o The MD refused to allocate resources for health and safety and wanted to use funds for sales promotions instead.
8. Unsafe Work Environment
o Prime Plaza allowed unsafe FLT operations in customer areas, resulting in serious injuries.
o Corrosive cleaning substances were spilled, damaging the floor—showing poor chemical safety management.
9. Reputational Damage
o A customer complaint led to a local authority investigation, which could result in fines, lawsuits, or loss of customers.
o Poor safety morals harm the store’s reputation, making it a less attractive place to work or shop.
10. Reacting Only When Forced
Head office only acted after a public complaint triggered an investigation.
The introduction of a Behavioural Safety Programme (BSP) was a reactive measure rather than a proactive commitment to safety.
Task 5: Accident investigation
(a)
Underlying Causes of the Accident
Underlying causes are the immediate factors that directly contributed to the accident. Based on the scenario, these include:
1. Worker A’s Poor Physical Condition
o Worker A was fatigued and distracted due to severe toothache and lack of sleep, affecting their ability to operate the FLT safely.
2. Excessive Work Pressure
o The SM instructed all workers to speed up due to stock shortages, rushing tasks at the expense of safety.
o The sales supervisor pressured Worker A, ignoring their concern about customers in the store.
3. Unsafe FLT Operation
o Worker A failed to sound the horn when approaching the narrow warehouse-to-store doorway.
o They turned too quickly, leading to a loss of control and tipping over the FLT.
4. Obstructed Aisle and Poor Housekeeping
o There were boxes in the aisle, which were knocked over and struck a customer.
o The spillage of cleaning chemicals caused further damage and hazards.
5. Lack of Supervision on Safe Practices
o The sales team was allowed to work however they wanted, which encouraged unsafe behaviours.
(b)
Root Causes of the Accident
Root causes are deep-seated management and organisational failures that led to the accident. Based on the scenario, these include:
1. Poor Health and Safety Culture
o The MD and SM viewed health and safety as ‘common sense’, refusing to allocate resources for improvement.
o Unsafe behaviours were tolerated and normalized across departments.
2. Lack of Accident Prevention Measures
o Previous near misses in the warehouse-to-store doorway were ignored, meaning hazards were not addressed before the accident.
3. Prioritization of Sales Over Safety
o The MD’s primary focus was on meeting sales targets, not ensuring worker and customer safety.
o Financial bonuses encouraged risky behaviours to maximize productivity.
4. Inadequate FLT Safety Management
o FLTs were operated during store hours with customers present, increasing risks.
o No clear procedures were enforced for safe FLT operation in shared spaces.
5. Lack of Leadership and Training
o The MD and supervisors were not actively involved in enforcing safety measures.
o Workers were not trained or reminded of safe FLT operation practices.
(c)
Positive Actions Taken to Collect Evidence
Despite poor safety culture, some positive steps were taken in the accident investigation:
1. Immediate Response and Securing the Scene
o The SM instructed workers to cordon off the area and display ‘no entry’ signs, preventing further injuries.
2. Providing First Aid Support
o Worker B, a first-aider, quickly assisted the injured customer and Worker A.
o An ambulance was called immediately, ensuring proper medical attention.
3. Calm and Supportive Approach to Worker A
o The SM reassured Worker A, helping them calm down before gathering information.
o The SM’s approach encouraged honest disclosure from Worker A.
4. Interviewing Key Witnesses
o The SM interviewed Worker A and two other witnesses, collecting multiple perspectives.
5. Using Mobile Phone to Record Observations
o The SM video-recorded the accident scene, capturing important evidence before cleanup.
o Photographs were taken to document the FLT damage, spilled chemicals, and aisle conditions.
6. Recording Worker A’s Statement
o Worker A’s explanation was recorded on the SM’s mobile phone, ensuring accuracy in their testimony.
7. Informing Head Office Promptly
o The SM called the MD, ensuring that senior management was aware of the situation.
8. Worker B’s Continued Support for Worker A
o After treating the injured customer, Worker B checked on Worker A, showing a worker-focused approach to well-being.
9. Following Up on the Customer’s Condition
o The customer’s family was contacted, demonstrating responsibility for public safety.
10. Evidence Collection Before Local Authority Involvement
Although the investigation was reactive, the store gathered crucial evidence before the local authority intervened, which may help in regulatory reviews.
Task 6: Training recommendations
Training Recommendations to Improve Health and Safety Competence
The accident investigation at Prime Plaza highlights a general lack of health and safety awareness across all levels of workers. To address this, targeted training programs should be implemented for different categories of workers.
1. Training for the Managing Director (MD) and Senior Management
Training Type: Health and Safety Leadership&Legal Responsibilities
Why? The MD does not believe health and safety is their responsibility and prioritizes sales over safety.
Key Areas Covered:
Legal Duties&Liabilities (e.g., employer obligations under health and safety laws).
The Moral and Financial Importance of Health&Safety (e.g., impact on reputation, worker well-being, and costs of accidents).
Developing a Positive Safety Culture (e.g., leading by example, promoting safety-first behaviors).
Expected Impact:
Improved leadership commitment to safety.
Allocation of resources for health and safety improvements.
2. Training for the Store Manager (SM) and Supervisors
Training Type: Risk Management&Incident Prevention
Why? The SM and supervisors do not prioritize health and safety and assume it is just “common sense.”
Key Areas Covered:
Incident Investigation&Reporting (e.g., proper root cause analysis, reporting near misses).
Hazard Identification&Risk Assessments (e.g., identifying risks in FLT operations, stock movement).
Health and Safety Communication&Engagement (e.g., conducting effective team briefings on safety).
Expected Impact:
Stronger supervisory enforcement of safety procedures.
More proactive hazard identification and near-miss reporting.
3. Training for Sales Team&General Workers
Training Type: Basic Health and Safety Awareness&Safe Work Practices
Why? Many workers ignore safety to maximize bonuses, leading to risky behaviors.
Key Areas Covered:
General Workplace Safety (e.g., proper housekeeping, safe storage of stock).
Safe Manual Handling&Equipment Use (e.g., proper lifting techniques, avoiding unsafe shortcuts).
Understanding Risk & Consequences (e.g., impact of unsafe behaviors on customers and colleagues).
Expected Impact:
Workers will prioritize safety over speed.
Reduction in unsafe behaviours in the store.
4. Training for Forklift Truck (FLT) Operators
Training Type: FLT Safety&Competence Certification
Why? Worker A operated the FLT while distracted and failed to follow safety procedures (e.g., sounding the horn, maintaining safe speed).
Key Areas Covered:
FLT Operational Safety (e.g., speed control, maneuvering in tight spaces).
Pedestrian&Customer Safety Awareness (e.g., FLT use in shared areas).
Emergency Procedures for FLT Incidents (e.g., what to do if an FLT tips over).
Expected Impact:
Reduced FLT accidents and safer warehouse operations.
Better compliance with FLT safety procedures.
5. Training for First-Aiders (e.g., Worker B)&Emergency Responders
Training Type: Advanced First Aid&Emergency Response
Why? Worker B provided good first aid support, but more training would ensure better emergency handling.
Key Areas Covered:
Handling Chemical Spills&Exposure (e.g., appropriate response to hazardous substances).
Serious Injury Response (e.g., dealing with head injuries like the one suffered by the customer).
Evacuation&Emergency Coordination (e.g., ensuring proper communication during major incidents).
Expected Impact:
Faster and more effective response to workplace injuries.
Improved accident reporting and emergency coordination.
6. Training for New&Temporary Workers
Training Type: Health&Safety Induction Training
Why? New workers may not be aware of workplace risks and might repeat unsafe behaviors.
Key Areas Covered:
Store-Specific Safety Rules&Expectations (e.g., procedures for moving stock safely).
Accident Reporting&Emergency Contacts (e.g., who to report hazards to).
Safe Work Practices for Handling Equipment (e.g., correct use of trolleys, ladders, FLTs).
Expected Impact:
New workers will adopt safe habits from the start.
Fewer incidents due to lack of awareness.
7. Training for Volunteer Observers in the Behavioural Safety Programme (BSP)
Training Type: Observation&Positive Reinforcement Training
Why? Observers will monitor safety behaviors, so they need proper training on how to engage with workers effectively.
Key Areas Covered:
How to Conduct Safety Observations (e.g., using the critical behavior checklist effectively).
Positive Reinforcement & Coaching (e.g., how to correct unsafe behaviors without discouraging workers).
Data Collection&Reporting Findings (e.g., tracking trends and giving feedback to management).
Expected Impact:
More constructive safety feedback for workers.
Better compliance with safety procedures due to continuous monitoring.
Task 7: Understanding arrangements in ISO 45001: 2018 (Plan, Do, Check, Act)
Here are the correct ISO 45001:2018 (Plan, Do, Check, Act) classifications for each arrangement:
(a) Active monitoring (implementing BSP) → Check
(b) Occupational health and safety (OH&S) objectives (for the whole store) → Plan
(c) Hazard identification (hazards identified on site) → Plan
(d) Control of documented information (careful version control) → Do
(e) Managing incidents/accidents (accident investigation to identify root causes) → Check
(f) Emergency response (first aid by a store first-aider) → Act
This classification ensures continuous improvement of workplace safety at Prime Plaza.
Task 8: Developing a safe system of work (SSoW)
(a)
Why Should Workers Be Involved When Developing the Safe System of Work (SSoW)?
1. Workers Have First-Hand Experience – Employees performing restocking activities daily understand the practical challenges and risks better than management. Their insights help create a system that is realistic and effective.
2. Identification of Specific Hazards – Workers can highlight hidden risks, such as FLT movement, stock placement, and customer interactions, ensuring a comprehensive risk assessment.
3. Increased Compliance and Engagement – Involving workers in SSoW development makes them feel valued, increasing their willingness to follow safety procedures.
4. Encourages a Positive Safety Culture – When workers contribute, they develop a stronger sense of responsibility for health and safety, reducing risky behaviors like ignoring safety for speed.
5. Improved Practicality of the SSoW – Employees provide realistic solutions that work in practice, preventing the creation of impractical or overly complex procedures.
6. Enhances Communication and Teamwork – Collaborative SSoW development promotes open discussions between workers and management, improving teamwork and problem-solving.
7. Reduces Resistance to Change – Workers are more likely to accept and follow a new system if they had a role in shaping it, rather than feeling it was imposed on them.
8. Identification of Training Needs – Worker involvement helps recognize gaps in training, such as manual handling techniques or FLT operation safety, leading to better targeted training programs.
9. Ensures Compliance with Legal and Safety Standards – Workers can provide feedback on regulatory gaps, ensuring the SSoW meets legal and ISO 45001 standards.
10. Encourages Reporting of Near Misses and Hazards – When workers feel involved, they are more likely to report safety concerns, helping to prevent future accidents.
(b)
Why Should This SSoW Be Recorded or Written Down?
1. Provides a Clear Reference Guide – A documented SSoW ensures that all workers follow the same standardized safety procedures, reducing confusion and errors.
2. Legal and Regulatory Compliance – Written records demonstrate compliance with health and safety laws, protecting the company from legal liability in case of an accident.
3. Supports Training and Consistency – A recorded SSoW can be used in worker training, ensuring new employees and temporary staff understand the correct procedures.
4. Enables Review and Continuous Improvement – Having a written document allows regular review and updates, ensuring the system remains effective and relevant as conditions change.
Task 9: The influence of peers
The Influence of Peers at Prime Plaza
1. Peer Pressure for Speed: Workers, including Worker A, are pressured by peers (e.g. get a move on) to work quickly and meet targets, prioritizing speed over safety, leading to unsafe practices.
2. Sales Team Culture: The sales team believes that getting the job done and meeting targets is more important than health and safety, a mindset encouraged by the peer group culture.
3. Supervisor’s Influence: The sales supervisor’s behavior influences the team to take risks, as they insist on speeding up restocking, disregarding safety concerns, which encourages unsafe actions.
4. Group Norms Around Safety: Peer influence promotes a culture where workers are reluctant to challenge each other’s unsafe behavior and may even feel pressured to ignore health and safety to avoid being seen as slow or inefficient.
5. Impact on Worker A’s Decision: Peer pressure to work quickly contributes to Worker A’s decision to disregard safety, such as not sounding the horn or turning carefully with the FLT, ultimately causing the accident.
6. Lack of Health and Safety Conversations: There are no peer discussions about health and safety, so unsafe behaviors are normalized and go unchallenged within the team.
7. Absence of Accountability: With a lack of active peer monitoring, workers feel there is no peer accountability for safety practices, reinforcing unsafe behavior in the workplace.
8. Perceived Safety Norms: Peers reinforce the idea that safety protocols are secondary to performance and achieving targets, thereby discouraging safe work practices in favor of quick task completion.
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