Module 1:

Introducing managing safely

This is the first slide of the course. Every time

you finish a module, you’re returned to this
slide. Always position the cursor at the top
of the slide to progress easily through the
presentation.

Tried clicking on the IOSH logo? Your

delegates might like to know a little bit about
IOSH before they begin the course. Click to
enter Module 1.

• Start the day by introducing yourself and thanking all the delegates for coming.

• Explain to the delegates that this is a four/five-day course consisting of eight

modules.

• Run through the timings and format of the day – tell delegates the times and
provisions for breaks and lunch and what time you expect to finish.

• Quickly explain the domestics:

• location of the toilets

• fire and emergency procedures
• mobile phones
• asking questions
• making notes.

• Remind delegates that they’ve been given a workbook but they’re advised not to turn
the pages until asked to do so.

• Explain to delegates that you’re about to start Module 1.

13
This is the introduction slide for Module 1. Click
to move on to the next slide.

• Briefly discuss the key learning points with delegates. Note: they’re phrased as
questions so that you can ask delegates to answer them at the end of this module.

• The key learning points are listed in the workbook (page 3). Note: there’s space in
the workbook for delegates to add notes if they want to, or if you’d like to provide
them with additional key learning points. Encourage delegates to make notes
throughout.

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This slide shows the first key learning point.
Click to move on to the next slide.

• This slide indicates that the following slides relate to this first key learning point. (You
can expand around the key learning point if you want.)

• Briefly explain to delegates before you click on to the next slide that it’s important to
understand that when an accident happens it has the potential to ‘snowball’ – there’s
a lot more to think about than just the initial accident.

15
This animation gives an introduction to
managing risks – the slide builds through the
animation as you talk through the scenario with
delegates.

• There are two ways to deliver this scenario. You can talk it through with delegates as
you click through the slides and the animation builds, or you can explain to
delegates that you’re going to show them a scenario and then ask them to them to
write down what they think is happening. They can do this on their own, in pairs or
small groups. You can then talk through the scenario with the delegates and explain
exactly what happened. Note: the slides will show the story you’re telling.

• Once you’ve worked your way through this scenario, we suggest that you show
delegates the film based on the life of Ken Woodward, called ‘Think what if, not if
only’. This film aims to get delegates to understand exactly why they’re on the
course and why it’s important to manage safely.

• Note: there’s space in the workbook for delegates to add their own notes (page 4).

• Ask delegates to think about a serious

accident happening in their organisation.
What would it mean to them and their
organisation?

16
• Click to show that they need to think about
the injured worker, their personal costs,
pain and suffering and the effect on their
families. Workers may have long hospital
stays and may never work again.

• Click to show that if it’s shown that the

accident happened because of a failure to
manage health and safety risks in the
organisation, the regulator may take
action, which in turn may lead to
prosecutions, fines and imprisonment.

• There may also be a personal injury claim

from the injured person. Maybe that
doesn’t alarm them too much – they’re a
reasonably comfortable outfit in financial
terms, and the costs aren’t going to hit
them too hard.

• But what about the replacement labour,

accident investigation, downtime and
increased insurance premiums? These are
much greater than the costs of fines and
compensation. Remember also that
insurance won’t pay the costs of criminal
fines.

• Click to explain what happens when the

local or even the national press and
television get hold of the story about the
accident. What’s the large multinational
company that’s recently placed an order
with their organisation going to think?
What will other potential customers,
clients, employees, contractors and the
local and national community think about
their organisation?
• Click to explain that they’ll probably find
their loss of reputation will cost a lot more
than those fines.

• Click to move on to the next slide.

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Serious accidents must be reported to the enforcing authorities. The Reporting of
Incidents, Diseases and Dangerous Occurrences Regulations 1995 (RIDDOR) require
the reporting of:

• deaths
• major injuries, such as amputation, loss of sight or eye injury, and accidents
leading to hypothermia, heat stress, unconsciousness, resuscitation or hospital
treatment for 24 hours
• injuries involving absence from work for more than three days
• dangerous occurrences, such as failures of lifting equipment or pressure
systems, scaffold collapse, explosion or fire
• reportable diseases, such as those caused by ionising radiation, carpal tunnel
syndrome, infections from biological agents, hepatitis, legionellosis, leptospirosis
and certain defined cancers.

If a reportable incident happens, the company must report it to the enforcing authorities.
The worker’s line manager should start the reporting process.

The enforcement authority may decide to prosecute the company for a breach of the
law. For serious matters that go to a Crown Court and are tried before a judge and jury,
the company can be handed an unlimited fine. Fines of over £100,000 are not
uncommon. However, the average fine in 2004/05 was nearly £19,000. You can’t get
insurance to cover criminal penalties.

However, the matter doesn’t end when you pay the fine. The injured worker may bring a
personal injury claim for their injuries. Damages are awarded on a range of factors,
including the loss of a faculty (such as sight or hearing), whether the injury is
permanent, and its effect on the claimant’s ability to earn a living. Employer’s liability
insurance provides cover for employers for claims against them by their employees for
bodily injury or disease sustained in the course of their employment. The minimum level
of insurance cover is £5 million.

However, there are further costs, such as those associated with replacement labour,
accident investigation time, downtime and increases in insurance premiums because of
a poor claims history.

The way the media portray serious accidents at work can have a significant impact on
public and commercial perception of a company and its business practices. This can
lead to loss of reputation and subsequently loss of business.

Finally, there are the personal and human costs. Pages 14–29 of ‘Health and safety
offences and penalties 2004/2005: a report by the Health and Safety Executive’ provide
details of seven case studies that clearly show these costs – go to
[Link]/enforce/off0405/[Link].

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Case study

A worker was using an unguarded drilling machine in a small engineering company

employing 15 workers. The sleeve of his jumper caught on the rotating drill, entangling
his arm. Both bones in his lower arm were broken and he suffered extensive tissue and
muscle injury. He spent 12 days in hospital undergoing major surgery and was off work
for three months. On his return he was placed on administrative duties for five months
and he was unable to operate machinery for eight months. The managing director was
prosecuted following the incident and the total costs to the business were around
£45,000. Another cost was that two employees not involved in the accident were made
redundant to prevent the company from going out of business.

Here is a breakdown of the costs to the company:

Wages for the injured worker over period £10,000

Loss of production and remedial work required £8,000+
Overtime wages to cover lost production £3,000+
Wages for replacement worker £7,000+
Loss of time of manager and managing director £4,000+
Legal expenses £3,000
Fines and court costs £4,000+
Increase in employers’ liability insurance premiums £6,000

Total cost to business £45,000+

For further examples visit [Link]/costs.

Case study

In 2000, the pharmaceutical manufacturer AstraZeneca started a ‘Well-being’

programme for employees, which focused on the home–work balance, rehabilitation
and treatment, and health promotion. The company benefited tremendously from this
strategy; in the UK alone, absence levels are 31 per cent lower than the UK average,
saving an estimated £5 million per year. There was a 53 per cent reduction in the
number of ergonomic-related health and safety cases per million hours worked by the
firm’s UK employees in the first 6 months of 2003, and a reduction in the number of
work-related stress cases.

Case study

Over the past ten years, management and employees at the GlaxoSmithKline
manufacturing site at Dartford have developed a programme that aims to improve
health and safety through greater transparency and sharing responsibilities. Since 2000,
GSK has enjoyed a 40 per cent reduction in employer’s liability claims, thanks to the
success of the programme.

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• Explain to delegates before you move on to the next slide that they’re now going to
watch a DVD. Note: please check the sound on your laptop/computer/DVD player is
not on mute.

• The DVD ‘Think what if, not if only’ presents Ken Woodward’s inspirational journey
from accident victim to passionate advocate of workplace safety. While working as a
production operative for Coca-Cola Schweppes Beverages in the UK, Ken was
involved in a disastrous chemical explosion. In an accident that could have easily
been avoided, Ken lost his sight and his senses of taste and smell. If it weren’t for
the unselfish act of a safety-aware colleague, he could have lost his life.

• This DVD highlights the importance of health and safety in the workplace and the
effect that an accident can have on the injured person, their family, friends and
colleagues, and the company.

Suggested tips:

• Encourage delegates to discuss their reactions to the DVD.

• Get delegates to reflect on the main messages within the DVD.

• Ask delegates whether watching the DVD has helped them to understand why it’s
important to manage safely.

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This slide shows the three key reasons to
manage safely.

• Explain to delegates that there are three key reasons to manage safely.

• Click for the first bullet point to appear.

• Explain that it’s not acceptable for workers

to suffer injury and ill health as a result of
doing their job. Demonstrating that the
organisation cares about the health and
safety of its staff will lead to a happier and
more productive workforce.

• Click for the second bullet point to appear.

• Explain that the law requires responsible

people in organisations to assess
reasonably foreseeable risks from the
company’s activities and to put in place
control measures that will reduce the risks
– so far as is reasonably practicable. This
is quite fair; after all it’s the companies that
create the risks!

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 • Click for the final bullet point to appear.

• Explain that as well as reducing the

likelihood of fines and personal injury
claims, managing health and safety can
save money through reduced insurance
premiums and safer and more effective
ways of working. A reputation as a health
and safety-conscious employer can also
open doors in gaining new business,
retaining staff and recruiting new staff.

Moral: Pages 14–29 of ‘Health and safety offences and penalties 2004/05: a report by
the Health and Safety Executive’ give seven case studies that clearly show these costs
– go to [Link]/enforce/off0405/[Link].

Legal: Meeting the requirements of the law should be the very minimum that a company
should set out to achieve. A company that manages health and safety just because the
law says so is missing out on the many opportunities that come with trying to do more
than just meet minimum legal standards.

Financial: Injury and ill health cost British employers an estimated £3.3 to £6.5 billion
each year. Most organisations don’t know what accidents and ill health really cost them
in time and money. There’s information on calculating the costs of accidents at
[Link]/costs/costs_overview/costs_overview.asp.

In 2004/05 the HSE brought 712 prosecutions and secured convictions in 95 per cent of
those cases. The average penalty for cases was £18,765 – this was 31 per cent up on
the level of penalties for cases in 2003/04.

In addition, the business benefits in financial terms are demonstrated by a number of

case studies. For example, see [Link]/businessbenefits/[Link].

• Explain to delegates before you click to the next slide that they’ve now completed
the first key learning point: why is it important to manage safely?

• If you think it’s necessary and you have time, you could at this point review what the
delegates have just learned.

22
This slide shows the second key learning point.
Click to move on to the next slide.

• Use this slide to highlight that you’re now moving on to the next key learning point.

• Explain to delegates that you’ve talked about ‘the company’ so far – now let’s talk
about them. As managers, they should already know that they have health and
safety responsibilities.

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This slide introduces a manager’s
responsibility.

• Explain to delegates that as managers, they’re in the front line of safety. As the
representatives of their employer, they’ll make decisions about local safety practice.
They’re in control of what really happens.

• Note: there’s space in the workbook for delegates to add their own notes (page 6).

• Click for the next point to appear.

• Click to move on to the next slide.

Responsibility is met by taking action. It’s therefore essential that managers learn to
bridge the gap between being responsible for managing safely and understanding what
they actually have to do to meet that responsibility.

24
This slide introduces a manager’s
accountability. Click to move on to the next
slide.

• Explain to delegates that responsibility leads to accountability. As managers, they

can delegate responsibility, but they can’t give away their accountability – they’re
ultimately accountable.

• Ask delegates to go back to the opening scenario where you asked them to think
about a serious accident happening in their organisation. Ask them to put
themselves in the position of the manager of the employee who’s had the accident.

• Explain that they’re accountable for assessing and managing the risks the employee
is exposed to. They’ll have to arrange replacement labour, carry out the accident
investigation, report to customers that their orders have been delayed, and
potentially liaise with enforcement officers, insurance company and the media.
They’ll have to tell their employee’s family that he or she won’t be coming home
tonight. Ask them to consider how they’d feel having to undertake this task.

• The following action point is in the workbook to encourage delegates to find out what
is appropriate in their organisation (page 7): when you return to your company, make
a list of your responsibilities and accountabilities as a manager.

• Note: there’s space in the workbook for delegates to add their own notes (page 8).

The actions that managers have to take to meet their responsibility are defined as their
accountability for health and safety. Therefore we’ll deliver accountability if we take the
actions needed to meet our responsibilities.

25
This slide shows what the course will help the
delegates to do.

• Explain to delegates that this course will help them identify their responsibilities and
accountabilities. They need to know when they need to act, how to act, when not to
act, when to pass things on to more senior managers, and when to call for help
because they’re out of their depth.

• Click for the first bullet point to appear.

Continue until all three have appeared.

• This image shows the slide when

everything has appeared.

• Click to move on to the next slide.

26
• Explain to delegates before you click to the next slide that they’ve now completed
the second key learning point: what are your responsibilities as a manager?

• If you think it’s necessary and you have time, you could at this point review what the
delegates have just learned.

27
This slide is the lead-in to the quiz that forms
the basis of the module. Click to move on to
the next slide.

• The aim of the quiz is to demonstrate to delegates why they need to manage safely.

• Ask delegates to turn to pages 9, 10 and 11 in their workbook. The quiz is made up
of twelve questions which deal with the moral, legal and financial reasons for
managing safely.

There are a couple of ways to deliver the quiz:

• As group work – place the twelve laminated cards (pizza slices) in the middle of
the table. Ask the group to consider all the answers and questions on the cards.
Then ask them to work through the answers and questions to form a circle
without looking in their workbook. The answer to each question is on a different
pizza slice. When you talk through the answers with them, they can then write
the correct answers in their delegate workbooks. Note: if you have a lot of
delegates, divide them into two or three groups (there are three sets of colour-
coded cards provided).

• Trainer-led – you could work through the presentation on screen and ask the
delegates as a group what they think the answer to each question is.

28
This slide shows the first question.

• Ask the delegates for the answer to the question.

• Click for the answer to appear.

• Click to show how many people are killed

at work each month and week.

• Click to move on to the next slide.

29
The table below shows how many people have been killed at work each year for the last
five years:

2000/01 292
2001/02 251
2002/03 227
2003/04 236
2004/05 220

Average 245

30
This slide shows the second question.

• Ask the delegates for the answer to the question.

• Click for the answer to appear.

• Click to show how often a serious work-

related injury happens.

31
 • Click to show how many employees are off
work for over three days for less serious
injuries.

• Click to move on to the next slide.

The table below shows how many serious work-related injuries have occurred each
year for the last five years:

2000/01 28,154
2001/02 28,940
2002/03 29,192
2003/04 31,972
2004/05 31,459

Average 29,943

And this table shows how many employees have been off work for over three days for
less serious injuries each year for the last five years:

2000/01 134,820
2001/02 130,572
2002/03 129,135
2003/04 132,131
2004/05 121,481

Average 129,628

Serious accidents must be reported to the enforcing authorities. The Reporting of

Incidents, Diseases and Dangerous Occurrences Regulations 1995 (RIDDOR) require
the reporting of:

• deaths
• major injuries, such as amputation, loss of sight or eye injury, and accidents
leading to hypothermia, heat stress, unconsciousness, resuscitation or hospital
treatment for 24 hours
• injuries involving absence from work for more than three days
• dangerous occurrences, such as failures of lifting equipment or pressure
systems, scaffold collapse and explosion or fire
• reportable diseases, such as those caused by ionising radiation, carpal tunnel
syndrome, infections from biological agents, hepatitis, legionellosis, leptospirosis
and certain defined cancers.

32
This slide shows the third question.

• Ask the delegates for the answer to the question.

• Click for the answer to appear.

• Click to move on to the next slide.

The table below shows how many days have been lost each year for four of the last five
years:

2000/01 40.2 million

2001/02 40.2 million
2003/04 38.6 million
2004/05 35.0 million

Average 38.5 million

There were no reported data from the HSE for 2002/03.

33
This slide shows the fourth question.

• Ask the delegates for the answer to the question.

• Click for the answer to appear.

• Explain that this equates to around 480

per week.

• Click to move on to the next slide.

34
This slide shows the fifth question.

• Ask the delegates for the answer to the question.

• Click for the answer to appear.

• Click to show how many organisations are

convicted each year.

• Click to move on to the next slide.

35
This table shows how many directors and managers have been prosecuted and
convicted each year for the last five years:

2000/01 31
2001/02 18
2002/03 11
2003/04 11
2004/05 6

Average 15

This table shows how many organisations have been convicted each year for the last
five years:

2000/01 1,490
2001/02 1,522
2002/03 1,273
2003/04 1,317
2004/05 999

Average 1,320

And this table shows the average penalty per conviction each year for the last five
years:

2000/01 £6,226
2001/02 £8,234
2002/03 £6,251
2003/04 £9,633
2004/05 £12,642

Average £8,597

There’s more information on enforcement statistics in the HSE’s ‘Offences and penalties
report’, downloadable from [Link]/statistics/enforce/[Link].

36
This slide shows the sixth question.

• Ask the delegates for the answer to the question.

• Click for the answer to appear.

• Explain to delegates that the number of

reportable injuries would be reduced to
around 45,000.

• Click to move on to the next slide.

37
This slide shows the seventh question.

• Ask the delegates for the answer to the question.

• Click for the answer to appear.

• Click to move on to the next slide.

38
This slide shows the eighth question.

• Ask the delegates for the answer to the question.

• Click for the answer to appear.

• Click to move on to the next slide.

39
This slide shows the ninth question.

• Ask the delegates for the answer to the question.

• Click for the answer to appear.

• Explain to delegates that effective health

and safety management can lead to:
- a saving of £12 for every £1 spent
- a 73 per cent reduction in employee
insurance claims
- 18 per cent fewer days lost to injuries
- a 50 per cent reduction in civil claims!

• Click to move on to the next slide.

The HSE’s website contains several examples of the business benefits of effective
health and safety management, including cost savings. Go to
[Link]/businessbenefits/[Link].

40
The slide shows the tenth question.

• Ask the delegates for the answer to the question.

• Click for the answer to appear.

• Explain to delegates that the insurance

industry pays out around £1.3 billion in
compensation each year.

• Click to move on to the next slide.

41
This slide shows the eleventh question.

• Ask the delegates for the answer to the question.

• Click for the answer to appear.

• Click to move on to the next slide.

42
This slide shows the twelfth question.

• Ask the delegates for the answer to the question.

• Click for the answer to appear.

• Click to move on to the next slide.

The costs to society are between £20 billion and £31.8 billion. The portions due to ill
health, injury and non-injury incidents are:

Ill health £11.3–17.3 billion

Injury £5.9–£10.7 billion
Non-injury £1.4–£5.3 billion

There’s more information on costs in the HSE’s interim update of the ‘Costs to Britain of
workplace accidents and work-related ill health’ – see
[Link]/statistics/pdf/[Link].

43
This slide explains why it is good to manage
safely.

• Explain to delegates that health and safety is another thing on their list as a
manager, along with budgets, discipline, communications, legal matters, HR matters,
sick leave, annual leave, resources and targets, to name but a few.

• Click for the first bullet point to appear.

Continue until all four bullet points have
appeared.

• Explain to delegates that managing health

and safety can give them a helping hand
with managing all the other things that they
have to deal with. In fact, managing health
and safety is key to their business. They
should integrate health and safety into
everything their business does and treat
health and safety matters with the respect
they deserve, just like other risks to their
business.
• This image shows the slide when
everything has appeared.

• Click to move on to the next slide.

44
This slide shows how you can keep your
business healthy and safe.

• Explain to delegates that it’s all well and good to say they agree with this, but they
also have to live up to what they say – their actions must match their words.

• Click for the first bullet point to appear.

Continue until all three bullet points have
appeared.

• This image shows the slide when

everything has appeared.

• Click to move on to the next slide.

45
This slide emphasises a manager’s
responsibility.

• Explain to delegates that managing health and safety is their job and not something
they do in addition to their job.

46
This last slide shows the key learning points.
Click to return to the menu screen.

• Explain to delegates that they should now be able to answer the questions on the
slide.

• Give them a couple of minutes to write down their answers in the workbook (page
13). Remember: if delegates have learned nothing else, they should be able to
answer these two questions.

• Work through the answers with the delegates.

47