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Certificate
UNIT NGC1
Management of Health and Safety
An electronic copy of the RRC student textbook (course notes) for the course, supplied for use by the tutor as
reference only.
A helicopter plan (MS Word) an overview of how the course will be delivered over its duration.
Daily lesson plans (MS Word) a suggested breakdown of how the detailed subjects specified in the qualification
syllabus will be covered on each day of the course
Slides (MS PowerPoint) full-colour slides addressing the subjects specified in, and following the structure of, the
qualification syllabus.
Depending on the course, some Packs also contain additional resources, to be used at the tutors discretion.
Some third-party resources may be suggested in the Lesson Plans, or in the notes to the slides for example, video footage,
further reading, etc. These are not essential and they are not included as part of the licensed Trainer Pack it is up to the
tutor to source the suggested material, should he or she wish to do so.
This Sample Trainer Pack contains a selection of pages from a lesson plan, a number of corresponding slides, and the
relevant pages from the course textbook. These pages and slides are representative of the presentation, design and language
of the full materials.
If you like what you see and wish to order a complete Trainer Pack for the course you want to deliver, please contact RRCs
customer advisors on +44 208 944 3100, or e-mail info@rrc.co.uk
NEBOSH Certificate Unit NGC1 Week 1 - Day 3
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Approx. Timing
0900
Welcome Back
Content and Tutor Activity
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0915
Run through todays programme
ELEMENT 3 ORGANISING
Human Factors Influencing H&S Related Behaviour PowerPoints and/or flip chart
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Perception students asked to count the number of Fs on
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Individual, Job and Organisational Factors slide.
Follow-up by discussing factors which influence perception.
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Improving Health and Safety Behaviour PowerPoints and/or flip chart List methods of communicating in your workplace. Divide
Management, Commitment and Leadership them into:
Competent Staff Verbal communication
Effective Communication Written communication
L E Graphic communication
What are the advantages and disadvantages of each?
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PowerPoints and/or flip chart What is the difference between consulting with, and
informing employees?
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Trade Union Safety Representatives/Representatives of PowerPoints and/or flip chart What makes an effective committee?
Employee Safety Committees
1045
Training
S A PowerPoints and/or flip chart Design a health and safety induction training programme for
new starters
What topics should be included?
In what order?
How long should the induction take?
When are you going to do it?
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Emergency Procedures PowerPoints and/or flip chart
What problems might be involved?
What emergencies could occur other than fire?
Importance of Developing Emergency Procedures
Arrangement for Contacting Emergency Services
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NEBOSH National General Certificate Unit NGC1 - Day 3 Page 2 of 3 RRC
Approx. Timing Content and Tutor Activity Aids and Equipment Student Activity
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First Aid
First-Aid Requirements
First-Aid Facilities and Equipment
First-Aid Personnel and Coverage
PowerPoints and/or flip chart
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Discuss the issues that you would need to consider to decide
the level of first aid cover in your workplace.
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1230-1330
1330
LUNCH BREAK
Review
The Importance of Planning
Handouts
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Review Questions Element 3
Suggested Syndicate Group Exercise
The Management System
Setting SMART Objectives
Keeping Up-to-date
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Write down the specific hazards that works in your own
workplace are exposed to. These should be addressed in the
Arrangements section of the Health and Safety Policy.
Principles and Practice of Risk Assessment
Legal Requirements
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PowerPoints and/or flip chart
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Definitions/Risk Assessment
1500 AFTERNOON BREAK
Objectives of Risk Assessment
Types of Incident
The Risk Assessors
Suitable and Sufficient Criteria
Five Steps
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PowerPoints and/or flip chart Suggested Syndicate Group Exercise
Consider a specific hazard and discuss the differences between:
The hazardous properties
The risk of harm occurring
Feedback
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Suggested Alternative Syndicate Exercise
Carry out a risk assessment on these premises using a numerical
scoring system.
Feedback to group.
1700
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Review of the day and finish
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NEBOSH National General Certificate Unit NGC1 - Day 3 Page 3 of 3 RRC
NEBOSH National General AL
Certificate in Occupational
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Safety and HealthT E
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Element 3: Organising
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Learning Outcomes L
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On completion of this element, you should be able to
demonstrate understanding of the content through the
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application of knowledge to familiar and unfamiliar
situations. In particular you should be able to:
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Outline the health and safety roles and responsibilities
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of employers, directors and managers
Explain the concept of health and safety culture and its
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significance in the management of health and safety in
an organisation
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Learning Outcomes (Contd.) L
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Outline the human factors which influence
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health and safety A T
behaviour at work in a way that can affect
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Organising L
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Organisational Health and Safety
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Roles and Responsibilities
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Organisational Roles of Directors L
and Senior Managers I A
Directors and senior managers:
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give direction and
set priorities A T
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directors to: LE
Leading health and safety at work requires
Plan
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Deliver
Monitor
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Demonstrating Top Management L
Commitment IA
Resourcing health and safety
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Defining roles and
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responsibilities
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Appointing a health and
safety champion at board
level
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S A
Appointing competent
persons
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The Concept and Significance of
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Safety Culture
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Definition of Culture L
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The safety culture of an organisation is the
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Group Syndicate Exercise L
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How does the media portray health and
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safety in our current culture?
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Culture and Performance L
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Positive Culture R
Negative Culture
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Safety is important
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Health and safety is
not important
Strong policy
Clear leadership
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Poor training
Good management LE Unnecessary
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Influences worker No clear direction
Poor management
behaviour
S A Unsafe behaviour
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H&S Culture Indicators L
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Accidents
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Sickness rates
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Absenteeism
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Staff turnover
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Compliance with safety rules
Worker complaints
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Influence of Peers L
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Interaction
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Influence
Hierarchy AT
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Peer group pressure
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Good indicator of H&S culture
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ELEMENT
ORGANISING
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LEARNING OUTCOMES
On completion of this element, you should
be able to demonstrate understanding of
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the content by applying what you have
learnt to familiar and unfamiliar situations.
In particular, you should be able to:
Outline
the organisational health and safety roles and
responsibilities of employers, directors and managers.
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Explain the concept of health and safety culture and
its significance in the management of health and
safety in an organisation.
Outline
the human factors which influence behaviour
at work in a way that can affect health and safety.
Explain
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how health and safety behaviour at work can
be improved.
Outline
the need for emergency procedures and the
arrangements for contacting emergency services.
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ORGANISATIONAL HEALTH AND SAFETY ROLES AND RESPONSIBILITIES 3-3
Organisational Roles of Directors and Senior Managers 3-3
Demonstrating Top Management Commitment 3-3
Revision Question 3-4
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Definition 3-5
The Correlation between Culture and Performance 3-5
Negative Culture 3-6
Indicators Used to Assess Culture 3-6
Influence of Peers 3-7
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Revision Questions 3-8
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Individual Factors 3-11
Revision Questions 3-12
SUMMARY 3-26
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KEY INFORMATION
Directors and senior managers have a duty to ensure that their organisation meets its legal obligations. In
particular, they are responsible for planning, delivering, monitoring and reviewing policy.
They must demonstrate clear commitment to health and safety by allocating adequate resources, defining roles
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and responsibilities, appointing a champion at board level, appointing competent advisers and reviewing
performance at a board level.
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ORGANISATIONAL ROLES OF DIRECTORS DEMONSTRATING TOP MANAGEMENT
AND SENIOR MANAGERS COMMITMENT
Directors and senior managers give an organisation its Directors and senior managers are not always closely
direction and set its priorities. They decide what the involved in the day-to-day management of the operational
organisation does and how it does it. In effect, they control side of an organisation. Their role does not always involve
the corporate body. They are, therefore, responsible doing (except in smaller organisations), but it does
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for ensuring that all of the legal requirements that rest involve setting strategy.
with the employer are met. And as was seen in Element
Directors and senior managers can demonstrate their
1, Section 37 of HSWA makes it clear that directors
commitment to health and safety through their strategic
and senior managers can be prosecuted for offences
thinking by:
committed by the corporate body if they consented or
connived in the offence or were negligent in their duties. Ensuring availability of resources so the occupational
health and safety management system is established,
implemented and maintained.
Defining roles and responsibilities so that the line
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management responsibility and accountability for
health and safety is clear.
Top Tier Management Appointing a member of top management with
The HSE publication Leading Health and Safety at Work specific responsibility for health and safety so that it is
(INDG417) provides guidance to directors and senior championed at board level.
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managers in organisations of all sizes. It highlights four key Appointing one or more competent persons and
areas for action: adequate resources to provide assistance in meeting
Plan - by establishing a health and safety policy that the organisations health and safety obligations.
is an integral part of the organisations culture, with Reviewing performance at board level, perhaps
board members taking an active lead in promoting annually.
health and safety throughout the organisation.
Directors and senior managers have an enormous
Deliver - the policy through an effective management influence over their organisation and its priorities. This
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system that ensures that risks are dealt with sensibly, influence does not simply come from their strategic
responsibly and proportionately (this clearly links to decision-making, but also from the way they are perceived
HSG65 and other SMSs). by those lower in the management hierarchy. They must
Monitor - to provide the board with reports on the demonstrate clear commitment and leadership with regard
performance of their policy. to health and safety.
Review - performance to allow the board to establish The influence of visible management commitment and
whether the management system is effective in leadership on safety culture is discussed later in this
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REVISION QUESTION
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KEY INFORMATION
The safety culture of an organisation is the way that all the people within the organisation think and feel about
health and safety and how this translates into behaviour. It can be defined as the shared attitudes, values, beliefs
and behaviours relating to health and safety.
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There is a strong link between safety culture and health and safety performance. Organisations with a strong,
positive culture tend to have good performance, whereas those with a weak, negative culture perform poorly.
The safety culture of an organisation can be assessed by looking at indicators such as accidents, sickness rates,
absenteeism, staff turnover, compliance with rules and worker complaints.
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Workers are often influenced by their peers - the people around them at work who do not have any direct
authority over them. This peer group pressure occurs indirectly by social interaction and can have a significant
effect on behaviour. The influence of peer group pressure is a good indicator of safety culture.
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All organisations have a culture. It is not written down, or AND PERFORMANCE
even easily stated. It is a subtle mix of formal and informal An organisation will have either a positive safety culture or
rules, relationships, values, customs, etc., which, taken a negative one.
together, describe the distinctive feel of the organisation.
On one level, this is to do with how the organisation gets
things done its particular way of working. On another
Positive Culture
level, it is to do with how people perceive the organisation, In an organisation with a positive safety culture, the
e.g. how friendly it is. majority of the workers think and feel that health and
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safety is important. There is a strong policy and clear
Organisational culture is a characteristic of the organisation leadership from the top because senior management have
that exists at every level, from senior management to this attitude, which runs through the whole organisation,
shop-floor workers. No one person determines the from top to bottom. Managers think about the health and
culture of the organisation; all staff working for the safety implications of their decisions and workers share the
organisation determine it collectively. same view and work safely.
Organisations can be described as having a health and
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A workplace with a negative safety culture, resulting in unsafe behaviour
is not important; they are poorly educated in health and their priorities. These are intangible concepts and almost
safety and see it as unnecessary or not important. There impossible to measure. So, rather than trying to assess
is a lack of clear direction and leadership from senior the safety culture directly, it is perhaps better to assess it
management. Managers do not think about health and indirectly by looking at the tangible outputs that can be
safety in their decision-making and so let other priorities used as indicators. There is no single indicator that can
dictate their actions. Workers behave unsafely, often be used to assess safety culture; instead several indicators
because they do not know any better. must be examined together.
Safety-conscious workers are in the minority and are likely
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Looking at the standard of investigation that follows Where there is a negative safety culture, quite the reverse
an accident and the effort that is put into preventing a is apparent. Workers do not follow the rules, either
recurrence is another way of using accidents as an indicator because they do not know what they are doing (perhaps
of safety culture. In an organisation: due to poor training) or because they know the rules
but do not want to follow them (perhaps due to poor
With a positive safety culture, much time and effort
attitude). Workers are free to break the rules because
will go into investigating accidents, writing investigation
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of poor supervision; they know that they will not be
reports and introducing follow-up action to prevent a
punished.
recurrence.
With a negative safety culture, superficial accident Complaints About Working Conditions
investigations are carried out, reports are of poor
There is an obvious link between safety culture and the
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quality and follow-up action is either not taken, or is
ineffective. number and type of complaints made by workers (and
workers safety representatives) to management. An
organisation with a positive culture may actively encourage
Sickness Rates complaints, but few serious ones will be made. An
A lot of ill health is caused, or made worse, by work. For organisation with a negative safety culture may actively
example, in many countries, a huge number of working discourage workers from complaining and many of the
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days are lost due to back pain and a significant proportion complaints made will be legitimate and serious ones.
of that back pain will have been caused or made worse
by the work that individuals are doing. So sickness rates INFLUENCE OF PEERS
can be used in the same way that accident rates are, as an
When people are put together into groups they interact.
indicator of safety culture.
Some individuals will come to have a lot of influence over
the group; others will have little influence. In this way a
Absenteeism hierarchy is established within the group. Certain ways
A high level of worker absenteeism indicates that workers of behaving will become the norm, which will often be
are either not able, or not willing, to come to work. If they established by the more influential members of the group.
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are not able, this might indicate that they are suffering ill A person wishing to become a member of the group will
health caused or worsened by work, as we noted above. If have to comply with the group norms. This pressure to
they are not willing, it indicates that they are withholding comply with group norms is peer group pressure.
their labour for some reason. This is usually caused by poor Peer group pressure is an important factor to take into
workforce morale, which in turn can sometimes be linked account when thinking about safety-related behaviour. If a
to poor safety culture. group is already working safely then peer group pressure
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will keep most people in that group in line. But if the group
Staff Turnover is working unsafely then peer group pressure will tend to
An organisation with a positive safety culture is often a force more and more workers to behave unsafely in an
good place to work. Workers feel safe, morale is good, attempt to fit in with group norms. Even though workers
training is available, and workers are consulted about their may know that what they are doing is wrong and may want
working conditions. As a result, workers stay with their to do it the right way, the pressure to comply with their
employer for a long period of time, so low staff turnover social group overcomes their personal apprehensions.
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may indicate a good safety culture, while high staff The behaviour of peer groups and the influence that
turnover may indicate the opposite. peer group pressure has been allowed to exert on worker
behaviour is often a good indicator of safety culture.
Compliance with Safety Rules In an organisation with a positive culture, peer group
In an organisation with a positive safety culture, the pressure is in line with safe behaviour. In an organisation
majority of workers want to work safely, so they comply with a negative culture, peer group pressure is driving
with the safety rules and procedures laid down by the unsafe behaviours and this has not been challenged by
organisation. When a formal, or informal, safety inspection management.
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REVISION QUESTIONS
2. Define health and safety culture.
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