Source: https://www.scribd.com/document/62569910/Hsg245-Investigating-Accident-Incidents
Timestamp: 2017-12-11 12:31:01
Document Index: 70954985

Matched Legal Cases: ['art 1', 'art 2', 'art 3', 'art 4', 'arts 2', 'art 2', 'art 2', 'art 3', 'art 3', 'art 3', 'art 3', 'art 3', 'art 3', 'art 3', 'art 3', 'art 4', 'art 4', 'art 4', 'art 4', 'art 4', 'art 4', 'art 1', 'art 1', 'art 2', 'arts 2', 'art 3', 'art 4', 'art 1', 'art 2', 'art 2', 'art 3', 'art 3', 'art 3', 'art 3', 'art 3', 'art 3', 'art 3', 'art 3', 'art 4', 'art 4', 'art 4', 'art 4', 'art 4', 'art 4', 'arts 2', 'art 1', 'art 1', 'art 3', 'art 1', 'art 4', 'art 2', 'art 2', 'art 3', 'art 3', 'art 3', 'art 3', 'art 3', 'art 3', 'art 3', 'art 3', 'art 4', 'art 4', 'art 4', 'art 4', 'art 4', 'art 4']

Hsg245 - Investigating Accident & Incidents | Risk | Occupational Safety And Health
Uploaded by John Maynard
© Crown copyright material is produced with the permission of the Controller of HMSO and Queen's Printer for Scotland
A workbook for employers, unions, safety representatives
© Crown copyright 2004 First published 2004 Reprinted 2005 ISBN 0 7176 2827 2 All rights reserved. No part of this publication may be
Reducing risks and protecting people Understanding the language of investigation The causes of adverse events Why investigate? A step by step guide to health and safety investigations
Step one Step two Step three four
Gathering the information Analysing the information Identifying risk control measures The action plan and its implementation
Adverse event report and investigation form: Worked examples Adverse event report and investigation form: Blank form Adverse event analysis: Rooting out risk Adverse event analysis: Worked examples Adverse event analysis: Blank form
21 49 59 65 77
The investigation and analysis of work-related accidents and incidents forms an essential part of managing health and safety.Reducing risk and protecting people Recent figures show that an average of 250 employees and self-employed people are killed each year as a result of accidents in the workplace.1 A further 150 000 sustain major injuries or injuries that mean they are absent from work for more than three days. However.3 over 40 million working days are lost through work-related injuries and ill health. learning the lessons from what you uncover is at the heart of preventing accidents and incidents.3 million cases of ill health are caused or made worse by work. The findings of the investigation will form the basis of an action plan to prevent the accident or incident from happening again and for improving your overall management of risk. Your findings will also point to areas of your risk assessments that need to be reviewed.2 According to the Labour Force Survey.5 This guide will help you to adopt a systematic approach to determining why an accident or incident has occurred and the steps you need to take to make sure it does not happen again.5 billion. collation and analysis. Blaming individuals is ultimately fruitless and sustains the myth that accidents and cases of ill health are unavoidable when the opposite is true. Over 2. Costings show that for every £1 a business spends on insurance. . combined with adequate supervision. This guide will show you how. Identify what is wrong and take positive steps to put it right. An effective investigation requires a methodical. it can be losing between £8 and £36 in uninsured costs. there are good financial reasons for reducing accidents and ill health. causing suffering and distress to an ever-widening circle of workers and their families. This link with risk assessment(s) is a legal duty. Well thought-out risk control measures. at a cost to business of £2. Health and safety investigations are an important tool in developing and refining your risk management system. try an accident Chairman of Easy Group Clearly. structured approach to information gathering.4 Carrying out your own health and safety investigations will provide you with a deeper understanding of the risks associated with your work activities. If you think safety is expensive. monitoring and effective management (ie your risk management system) will ensure that your work activities are safe.4 The same accidents happen again and again.
undesired circumstance: a set of conditions or circumstances that have the potential to cause injury or ill health. incident: near miss: an event that. (In this guidance. the term near miss will be taken to include dangerous occurrences).Understanding the language of investigation Certain key words and phrases will be used regularly throughout this guide. has the potential to cause injury or ill health. Figure 1 Accident Figure 2 Near miss Figure 3 Undesired circumstance . 'Adverse event' includes: accident: an event that results in injury or ill health. while not causing harm. eg untrained nurses handling heavy patients.
rare: so unlikely that it is not expected to happen again. Hazard: the potential to cause harm. production pressures are too great etc. Schedule 1). minor injury: all other injuries. amputations. Underlying cause: the less obvious 'system' or 'organisational' reason for an adverse event happening. There may be several immediate causes identified in any one adverse event. . Root causes are generally management. unlikely: it is not expected to happen again in the foreseeable future. (This guidance only deals with events that have the potential to cause harm to people. serious injury/ill health: where the person affected is unfit to carry out his or her normal work for more than three consecutive days. damage to property. Risk: The level of risk is determined from a combination of the likelihood of a specific undesirable event occurring and the severity of the consequences (ie how often is it likely to happen. including ill health and injury. Consequence: fatal: work-related death. Diseases and Dangerous Occurrences Regulations 1995 (RIDDOR). as defined in the Reporting of Injuries. where the injured person is unfit for his or her normal work for less than three days. requiring resuscitation or requiring admittance to hospital for more than 24 hours. loss of sight. equipment. the employee slips etc. production losses or increased liabilities.Understanding the language of investigation Dangerous occurrence: one of a number of specific. the environment or production losses. any injury or acute illness resulting in unconsciousness. Immediate cause: the most obvious reason why an adverse event happens. likely: it will reoccur. eg the guard is missing. possible: it may occur from time to time. but not as an everyday event.) Likelihood that an adverse event will happen again: certain: it will happen again and soon. major injury/ill health: (as defined in RIDDOR. eg pre-start-up machinery checks are not carried out by supervisors. a burn or penetrating injury to the eye. products or the environment. plant. how many people could be affected and how bad would the likely injuries or ill health effects be?) Risk control measures: are the workplace precautions put in place to reduce the risk to a tolerable level? Root cause: an initiating event or failing from which all other causes or failings spring. including fractures (other than fingers or toes). damage only: damage to property. reportable adverse events. planning or organisational failings. the hazard has not been adequately considered via a suitable and sufficient risk assessment.
on analysis. the substance. root causes: the failure from which all other failings grow. What may appear to be bad luck (being in the wrong place at the wrong time) can. low priority given to risk assessment etc).The causes of adverse events Adverse events have many causes. underlying causes: unsafe acts and unsafe conditions (the guard removed. . To prevent adverse events.) These causes can be classified as: immediate causes: the agent of injury or ill health (the blade. the ventilation switched off etc). underlying and root causes. the dust etc). be seen as a chain of failures and errors that lead almost inevitably to the adverse event. often remote in time and space from the adverse event (eg failure to identify training needs and assess competence. you need to provide effective risk control measures which address the immediate. (This is often known as the Domino effect.
Information and insights gained from an investigation An understanding of how and why things went wrong. and act on. Your investigation findings will also provide essential information for your insurers in the event of a claim. Following the Woolf Report6 on civil action. risk control measures are put in place to reduce the risks to an acceptable level to prevent accidents and cases of ill health. If there is a serious accident. stoppage. regulation 5. Employees will be more cooperative in implementing new safety precautions if they were involved in the decision and they can see that problems are dealt with. Legal reasons for investigating To ensure you are operating your organisation within the law. which will enable you to improve your management of risk in the future and to learn lessons which will be applicable to other parts of your organisation. but you can't make things better if you don't know what went wrong! The fact that you thoroughly investigated an accident and took remedial action to prevent further accidents would demonstrate to a court that your company has a positive attitude to health and safety.Why investigate? There are hazards in all workplaces. The development of managerial skills which can be readily applied to other areas of the organisation. (Workers may find short cuts to make their work easier or quicker and may ignore rules. The fact that an adverse event has occurred suggests that the existing risk control measures were inadequate. Learning lessons from near misses can prevent costly accidents. . A true snapshot of what really happens and how work is really done. Health and safety investigations form an essential part of this process. monitor and review their health and safety arrangements. You need to be aware of this. An understanding of the ways people can be exposed to substances or conditions that may affect their health.) You need to investigate adverse events for a number of reasons. lost orders and the costs of criminal and civil legal actions. requires employers to plan. (The Clapham Junction rail crash and the Herald of Free Enterprise ferry capsize were both examples of situations where management had failed to recognise. The fear of litigation may make you think it is better not to investigate. the regulatory authorities will take a firm line if you have ignored previous warnings.) Identifying deficiencies in your risk control management. Benefits arising from an investigation The prevention of further similar adverse events. The Management of Health and Safety at Work Regulations 1999. The prevention of business losses due to disruption. control. previous failings in the system. you are expected to make full disclosure of the circumstances of an accident to the injured parties considering legal action. organise. An improvement in employee morale and attitude towards health and safety.
It is best practice to investigate all adverse events which may affect the public. but the first step in preventing future adverse events. This is not simply good practice. A good investigation will enable you to learn general lessons. The value of investigating each adverse event is the same. union safety representatives. employee representatives and senior management/directors may all be involved. you must also consider the potential for learning lessons. the need to investigate near misses and undesired circumstances may not be so obvious. their families and a demoralised workforce.' Which is the likely response to a near miss and which to an accident? More importantly. the number of accidents is half that of workplaces where there is no such employee involvement. More general lessons on why the risk control measures were inadequate must also be learned. standards and legal requirements. When should it start? The urgency of an investigation will depend on the magnitude and immediacy of the risk involved (eg a major accident involving an everyday job will need to be investigated quickly). in what depth. it is common sense . The investigation team must include people who have the necessary investigative skills (eg information gathering. It is essential that the investigation team is either led by. it is essential that the management and the workforce are fully involved. The investigation should identify why the existing risk control measures failed and what improvements or additional measures are needed. Adverse events where no one has been harmed can be investigated without having to deal with injured people. For example if you have had a number of similar adverse events. Who should carry out the investigation? For an investigation to be worthwhile. members of the team should be familiar with health and safety good practice. Which events should be investigated? Having been notified of an adverse event and been given basic information on what happened. adverse events should be investigated and analysed as soon as possible.7 This joint approach will ensure that a wide range of practical knowledge and experience will be brought to bear and employees and their representatives will feel empowered and supportive of any remedial measures that are necessary. For example: Is the harm likely to be serious? Is this likely to happen often? Similarly. you must decide whether it should be investigated and if so. health and safety professionals. investigating near misses and undesired circumstances is as useful. However. and without the threat of criminal and civil action hanging over the whole proceedings. even if each single event is not worth investigating in isolation. A joint approach also reinforces the message that the investigation is for the benefit of everyone.Why investigate? While the argument for investigating accidents is fairly clear. which can be applied across your organisation. It is the potential consequences and the likelihood of the adverse event recurring that should determine the level of investigation. Provide the team with sufficient time and resources to enable them to carry out the investigation efficiently. or reports directly to someone with the authority to make decisions and act on their recommendations. As well as being a legal duty. not simply the injury or ill health suffered on this occasion. (Consider the following: 'I mistakenly turned the wrong valve which released the boiling water because the valves all look the same' or 'I don't know how John was scalded. In general. supervisors. An investigation is not an end in itself.memory is best and motivation greatest immediately after an adverse event. interviewing. which is the most useful?) It is often pure luck that determines whether an undesired circumstance translates into a near miss or accident. evaluating and analysing). When making your decision. Depending on the level of the investigation (and the size of the business). line managers. Witnesses will be more likely to be helpful and tell the truth. and very much easier than investigating accidents. In addition to detailed knowledge of the work activities involved. . the causes of a near miss can have great potential for causing injury and ill health. it may be worth investigating. it has been found that where there is full cooperation and consultation with union representatives and employees.
(ie organisational and management health and safety arrangements ­ supervision. Be wary of blaming individuals. training. organisational or planning failures. or is management failing to ensure that health and safety measures remain in place and are effective at all times? If not. poor attitude to health and safety. The root causes of adverse events are almost inevitably management. is timely. Question everything. Man slipping on a patch of oil Inadequate maintenance Inadequate housekeeping Management not being committed to health and safety Inadequate health and safety management Lack of supervision and monitoring What makes a good investigation? To get rid of weeds you must dig up the root. underlying causes and root causes are all identified and remedied. Similarly it is only by carrying out investigations which identify root causes that organisations can learn from their past failures and prevent future failures. honest and objective throughout the investigation process. A good investigation involves a systematic and structured approach. Investigations that conclude that operator error was the sole cause are rarely acceptable. your health and safety policy needs to be changed. procedures. possibly with more serious consequences. resources allocated to health and safety etc). to identify what went wrong and determine what steps must be taken to prevent the adverse event from happening again. Don't assume you know the answer and start finding solutions before you complete the investigation. not placing blame. Attempting to apportion blame before the investigation has started is counterproductive. what allowed it to happen. the underlying/root causes that were not addressed will allow conditions to develop where further adverse events are likely. Look carefully at your health and safety policy and how it is reflected in the workplace. lack of management commitment. The investigation should be thorough and structured to avoid bias and leaping to conclusions. because people become defensive and uncooperative. the weed will grow again. The objective is to establish not only how the adverse event happened. what is not known and records the investigative process. job guides etc). physical (the scene of the incident). setting out clearly what is known.Why investigate? What does it involve? An investigation will involve an analysis of all the information available. identifies underlying causes. verbal (the accounts of witnesses) and written (risk assessments. Information gathering: explores all reasonable lines of enquiry. If you only cut off the foliage. identifies the immediate causes. Simply dealing with the immediate causes of an adverse event may provide a short-term fix. is structured. But. Only after the investigation has been completed is it appropriate to consider whether any individuals acted inappropriately. Do staff understand the health and safety message in general and in particular those parts that relate to their work? Is something missing from the policy? Is it implemented. Investigations should be conducted with accident prevention in mind. It is essential that the immediate. . It is important to be open. ie actions in the past that have allowed or caused undetected unsafe conditions/practices. the equipment or the people involved in an adverse event may blind you to the real causes. instructions. but more importantly. identifies the sequence of events and conditions that led up to the adverse event. in time. monitoring. Analysis: is objective and unbiased. poor equipment design. For example inadequate training and supervision. Underpinning the 'human error' there will be a number of underlying causes that created the environment in which human errors were inevitable. identifies root causes. Pre-conceived ideas about the process.
For large. underlying and root causes. include arrangements to ensure the action plan is implemented and progress monitored. compare conditions/practices as they were with that required by current legal requirements. . the full benefits of the investigation will not be realised and in the long term nothing will change. The Approved Code of Practice5 attached to the Management of Health and Safety at Work Regulations 1999 regulation 3 (paragraph 26). states that adverse events should be a trigger for reviewing risk assessments). though essential. provide meaningful recommendations which can be implemented. Agreed. should be fed back into a review of the risk assessment. communicate the results of the investigation and the action plan to everyone who needs to know. But woolly recommendations such as 'operators must take care not to touch the cutters during run-down' show that the investigation has not delved deep enough in search of the root causes. are often overlooked. a less complicated approach. provided a methodical approach with full employee participation is adopted. Action plan and implementation: provide an action plan with SMART objectives (Specific. identify additional measures needed to address the immediate. and identifying root causes. complex or technically demanding investigations. ensure that the action plan deals effectively not only with the immediate and underlying causes but also the root causes. will be appropriate. address the issues and are realistic. analysing adverse events. provide feedback to all parties involved to ensure the findings and recommendations are correct. But.Why investigate? Risk control measures: identify the risk control measures which were missing. inadequate or unused.it is for you to choose which techniques suit your company. However. Realistic and Timescaled). eg assessments of skill and training in competencies may be needed for other areas of the organisation. without them. The last three steps.8 HSE does not endorse any one method . these techniques may be essential in determining not only how the adverse event happened. Techniques for analysing adverse events There are many tools and techniques for structuring the investigation. These techniques are simply tools. not an end in themselves. such as that set out in this publication. but also what were the root causes. Measurable. codes of practice and guidance. include lessons that may be applied to prevent other adverse events.
Although phoning is the quickest and most convenient way of informing the enforcing authorities. Note: The prompt notification of RIDDOR reportable events is a legal requirement.riddor. make the area safe (in some cases this may need to be done first). you need to decide on the scale of the investigation.A step by step guide to health and safety investigations Steps to take following an adverse event Emergency response: •	•	take prompt emergency action (eg first aid). Fatalities and major injuries (as defined in RIDDOR) must be reported immediately. Where appropriate.gov. the resources required and brief the investigation team. this information must be notified to the Incident Contact Centre (ICC) by phoning 0845 300 9923.com Fax (local rate): 0845 300 9924 Post: Incident Contact Centre Caerphilly Business Park Caerphilly CF83 3GG A copy of your report will be provided for your records. decide who will carry out the investigation.gov. You also need to enter details of the accident in an accident book.uk Email: riddor@natbrit. you can also make reports to the ICC in the following ways: Internet: www. whether you are HSE or LA-enforced. note the names of the people. free of charge. RIDDOR For those accidents and dangerous occurrences that are reportable under the provisions of RIDDOR (the Reporting of Injuries. Do not wait until you have carried out a thorough investigation before you report it to the ICC. . report the adverse event to the person responsible for health and safety who will decide what further action (if any) is needed. Initial report: •	•	preserve the scene. And. Diseases and Dangerous Occurrences Regulations 1995). equipment involved and the names of the witnesses.uk or link in via the HSE website: www. Where a death has occurred the police may take charge and they should be notified immediately. •	Initial assessment and investigation response: •	report the adverse event to the regulatory authority if appropriate. Those accidents where employees have been absent from work (or moved to other duties as a result of the accident) for greater than three days must be reported within ten days of the accident date.hse.
or as soon as practicable. A high level investigation will involve a team­ based investigation. underlying. These set out in detail the information that should be entered onto the adverse event investigation form. It will be carried out under the supervision of senior management or directors and will look for the immediate. Likelihood of recurrence Certain Likely Possible Unlikely Rare Potential worst consequence of adverse event Serious Major Fatal Minor (The definitions of 'consequence' and 'likelihood' are set out in the section on 'Understanding the language of investigation') Risk Investigation level Minimal Minimal level Low Low level Medium Medium level High High level In a minimal level investigation. A low level investigation will involve a short investigation by the relevant supervisor or line manager into the circumstances and immediate. The question numbers correspond to those on the form. If necessary. Step one Gathering the information Find out what happened and what conditions and actions influenced the adverse event. underlying and root causes of the adverse event. especially those who saw what happened or know anything about the conditions that led to it. It is important to capture information as soon as possible. and root causes. involving supervisors or line managers. guards replaced etc. work must stop and unauthorised access be prevented. but had the potential to cause major or fatal injuries). Begin straight away. underlying and root causes. the health and safety adviser and employee representatives and will look for the immediate. This stops it being corrupted. Remember you must consider the worst potential consequences of the adverse event (eg a scaffold collapse may not have caused any injuries. eg items moved. A medium level investigation will involve a more detailed investigation by the relevant supervisor or line manager. Talk to everyone who was close by when the adverse event happened. The investigation The four steps include a series of numbered questions. health and safety advisers and employee representatives. the relevant supervisor will look into the circumstances of the event and try to learn any lessons which will prevent future occurrences. to try to prevent a recurrence and to learn any general lessons.A step by step guide to health and safety investigations The decision to investigate The table below will assist you in determining the level of investigation which is appropriate for the adverse event. .
experiences. All these factors should be recorded here in chronological order. measurements. the number of employees engaged in the various activities. If working conditions or processes were significantly different to normal. note the position of those injured. Was the way the changes. in different locations. both immediately before and after the adverse event. including all the relevant details. . These notes should be kept at least until the investigation is complete. or if they have not been adequately prepared to deal with the new situation. were operatives aware of it. you will not detect. This information can usually be obtained from a nameplate attached to the equipment. why not? Learning how people deal with unfamiliar situations will enable similar situations to be better handled in the future. This information can be recorded initially in note form. health and safety representatives and fellow workers to find out what happened and who did what. machine number and year of manufacture and any modifications made to the equipment. the way they were positioned and any details about the way they were behaving etc. if possible. avoid apportioning guilt. Be precise and establish the facts as best you can. Note the position of the machinery controls immediately after the adverse event. eg that a machine or particular piece of equipment has been moved around and caused injuries on separate occasions. a number of chance occurrences and coincidences combine to create the circumstances in which an adverse event can happen. That includes opinions. the adverse event. Some of the information gathered may appear to have no direct bearing on the event under investigation. Collect all available and relevant information. This information may help you to spot trends and identify risk control measures. and was it being followed? If not. employees may find it difficult to adapt. 3 How did the adverse event happen? Note any equipment involved. Where. why was this? Describe what was new or different in the situation. observations. Many important things may emerge at this stage of the process. Be objective and. the equipment/materials being used. Hard work now will pay off later in the investigation. 5 Was there anything unusual or different about the working conditions? Adverse events often happen when something is different. check sheets. There may be a lack of information and many uncertainties. You should consider approaching the supplier if the same machine has been implicated in a number of adverse events. temporary or otherwise. Describe the chain of events leading up to. Unless you precisely identify plant and equipment. were introduced a factor? Were the workers and supervisors aware that things were different? Were workers and supervisors sufficiently trained/experienced to recognise and adapt to changing circumstances? Gathering detailed information: How and what? Discovering what happened can involve quite a bit of detective work. as far as possible. Very often. This may enable you to make your workplace safer in ways you may not have previously considered. In particular. 4 What activities were being carried out at the time? The work that was being done just before the adverse event happened can often cast light on the conditions and circumstances that caused something to go wrong. eye witnesses. model type. When faced with a new situation. but not all of them will be directly related to the adverse event. Note all the details available. with a formal report being completed later. Was there a safe working method in place for this situation. Work out the chain of events by talking to the injured person. model number. eg the surroundings. However. sketches. this information may provide you with a greater insight into the hazards and risks in your workplace. assigning responsibility or making snap judgements on the probable causes. Shop floor process and layout changes are a regular occurrence. and immediately after. when and who? 1 Where and when did the adverse event happen? 2 Who was injured/suffered ill health or was otherwise involved with the adverse event? Plant and equipment that had a direct bearing on the adverse event must be identified clearly. Provide a good description. the manufacturer. but you must keep an open mind and consider everything that might have contributed to the adverse event. permits-to-work and details of the environmental conditions at the time etc. Be precise. photographs. particularly if the sources of danger are unknown to them.A step by step guide to health and safety investigations The amount of time and effort spent on information gathering should be proportionate to the level of investigation. line managers.
are done too late or are done in the wrong order. 9 Was the risk known? If so..he has been working on that machine for years and knows what to do. inappropriate working procedures may mean certain steps in the procedures are omitted. a machine. a broken bone etc. were caused? It is important to note which parts of the body have been injured and the nature of the injury . crushing.. high production targets and piecework may result in safety measures being degraded and employees working at too fast a pace...ie bruising. Be as precise as you are able. A judgement can be made as to whether the risk assessment was 'suitable and sufficient'.. lack of planning may mean that some tasks are not done. Here are some examples. eg. so that potential gaps in the communication flow may be identified and remedied. Facts such as whether the injured person was given first aid or taken to hospital (by ambulance.had to play in the adverse event. it may seem artificial to differentiate between the accident itself (question 3) and the mode of injury. If the site of the injury is the right upper arm. irrespective of what part procedures. The way in which it happened might. What was it about normal practice that proved inadequate? Was a safe working method in place and being followed? If not.A step by step guide to health and safety investigations 6 Were there adequate safe working procedures and were they followed? Adverse events often happen when there are no safe working procedures or where procedures are inadequate or are not followed. a colleague etc. there are many more: standards of supervision and on-site monitoring of working practices may be less than adequate. The object that inflicted the injury may be a hand-held tool like a knife. but when the accident is more complicated the differences between the two aspects become clearer and therefore precise descriptions are vital. 7 What injuries or ill health effects. a cut. 8 If there was an injury. assign responsibility or stipulate cause.' often lead to the injured person getting the blame.or the lack of them . how did it occur and what caused it? Where an accident is relatively straightforward. . due to the standard of its guarding. as required by law5 and whether the risk control measures identified as being necessary were ever adequately put in place. training and supervision . lack of skills or knowledge may mean that nobody intervenes in the event of procedural errors.. The mode of injury concerns two different aspects: the harmful object (known as the 'agent') that inflicted the injury. not fully appreciated or not understood. if any. Precise descriptions will enable you to spot trends and take prompt remedial action.' or '. why wasn't it controlled? If not. be that the employee cut themselves or spilt chemicals on their skin. 10 Did the organisation and arrangement of the work influence the adverse event? The organisational arrangement sets the framework within which the work is done. say so. employees' actions and priorities may be a consequence of the way in which they are paid or otherwise rewarded. You should note what is said and who said it. why not? You need to find out whether the source of the danger and its potential consequences were known. Remember you are investigating the processes and systems. not the person. Comments such as '.) should also be recorded here. or a chemical. The aim is to find out why the sources of danger may have been ignored. and whether this information was communicated to those who needed to know. For example it could be that what appears to be a safe piece of equipment. it is important to pose these questions without attempting to apportion blame. is actually causing a number of inadvertent cut injuries due to the sharp edges on the guards themselves... or a vehicle etc. The existence of a written risk assessment for the process or task that led to the adverse event will help to reveal what was known of the associated risks. midway between the elbow and the shoulder joint. because they are too difficult and time­ consuming. a burn. why not? Was there adequate supervision and were the supervisors themselves sufficiently trained and experienced? Again.we've been doing it that way for years and nothing has ever gone wrong before. and the way in which the injury was actually sustained.
and any injured parties. a lack of respect for the risks involved. should also be asked for their opinion. the workplace may be organised in such a way that there is not enough circulation space. plant or equipment was adequate. eg heavy and awkward materials. . poorly stored materials on the floor in and around the work area will increase the risk of tripping. tools not in immediate use should be stored appropriately and not left lying around the work area. which arise more easily when employees lack understanding of the usual routines and procedures in the organisation. eg during fork lift truck movements. it may be impossible to see or hear warning signals. ice.A step by step guide to health and safety investigations 11 Was maintenance and cleaning sufficient? If not. workplace arrangements should discourage employees from running risks. quality or packaging. poisonous chemicals etc. problems due to the immaturity. hazardous. poor handling of dangerous materials or tools. together with witnesses. due to employees not being properly informed about how things should be done correctly. Hazardous or highly inflammable fumes may be produced in areas where operatives work or where there are naked lights. uneven floors may make movement around the workplace. This is particularly the case when the normal routine is changed. You must assess the risks to young people before they start work. The fact that someone has been doing the same job for a long time does not necessarily mean that they have the necessary skills or experience to do it safely. Was the state of repair and condition of the workplace. Lack of maintenance and poor housekeeping are common causes of adverse events. Employees should be able to see the whole of their work area and see what their immediate colleagues are doing. dirt and other contaminants on stairs or walkways make it easier to slip and fall. or tamper with the machine to get the work done. eg providing a clear walkway around machinery will discourage people from crawling under or climbing over it. Or. badly maintained lighting may make carrying out the task more difficult. People should also be matched to their work in terms of health. especially vehicle movements. misunderstandings. splinters. due to ignorance of the potential consequences. when any lack of understanding can become apparent. Or. they will have a good idea of what is acceptable and whether conditions had deteriorated over time. explain why not. The workplace should be organised in such a way that safe practices are encouraged. mental ability and physical stature. 12 Were the people involved competent and suitable? Training should provide workers with the necessary knowledge. Those working in the area. Some of the problems that might arise follow: a lack of instruction and training may mean that tasks are not done properly. Working in the area. skills and hands-on work experience to carry out their work efficiently and safely. weight. inexperience and lack of awareness of existing or potential risks among young people (under 18). In other words. materials with sharp edges. strength. a noisy environment may prevent employees hearing instructions correctly as well as being a possible cause of noise-induced hearing loss. plant and equipment such that they contributed to or caused the adverse event? Were the brakes on the forklift truck in good working order? Were spills dealt with immediately? Was the site so cluttered and untidy that it created a slipping or tripping hazard? Was there a programme of preventative maintenance? What are the instructions concerning good housekeeping in the workplace? You should observe the location of the adverse event as soon as possible and judge whether the general condition or state of repair of the premises. There is no substitute for adequate health and safety training. 14 Did the nature or shape of the materials influence the adverse event? As well as being intrinsically hazardous. Injuries may be caused by sharp table edges. Consider the role the following factors may play: a badly maintained machine or tool may mean an employee is exposed to excessive vibration or noise and has to use increased force. materials can pose a hazard simply by their design. 13 Did the workplace layout influence the adverse event? The physical layout and surroundings of the workplace can affect health and safety.
unauthorised interference in a process or job task. defective supplies or equipment. it is more likely to be used as it is intended . determining what happened and why. Keep an open mind. All of these items should be designed to suit the people using them. 16 Was the safety equipment sufficient? You should satisfy yourself that any safety equipment and safety procedures are both sufficient and current for all conditions in which work takes place. personal protective equipment (PPE). Make a note of whether the safety equipment was used. A number of formal methods have been developed to aid this approach. eg an extract ventilation system. This is referred to as ergonomic design. due to their timing or the way they interact. For example: disagreements or misunderstandings between people. Consider user instructions here. The causes of adverse events often relate to one another in a complex way. the weather. 18 What were the immediate. If the equipment meets the needs of the individual user. For example: extra technical safety equipment at machines. sometimes only influencing events and at other times having an overwhelming impact. so all the possible causes and consequences of the adverse event are fully considered. underlying and root causes and it is for you to choose whichever method suits you best. Do not reject a possible cause until you have given it serious consideration. The analysis should be conducted with employee or trade union health and safety representatives and other experts or specialists.8 One useful method for organising your information. Step two Analysing the information An analysis involves examining all the facts. the analysis must be carried out in a systematic way. 15 Did difficulties using the plant and equipment influence the adverse event? Plant and equipment includes all the machinery. identifying gaps and beginning the analysis is Events and Causal Factor Analysis (ECFA). plant and tools used to organise and carry out the work. eg a particularly hazardous material may be required. whether or not it was in good condition and was working properly etc. as appropriate. 17 Did other conditions influence the adverse event? 'Other conditions' is intended to cover everything else that has not been reported yet. Analysis There are many methods of analysing the information gathered in an investigation to find the immediate. such as trespass or sabotage. where the focus is on the individual as well as the work task the item is specifically designed to carry out. A machine that requires its operator to follow a complicated user manual is a source of risk in itself. and the root causes in particular. The analysis must consider all possible causes. Poor quality may also result in materials or equipment failing during normal processing. but which might have influenced the adverse event. building safety systems. As the analysis progresses.ie safely. To be thorough and free from bias.A step by step guide to health and safety investigations The choice of materials also influences work processes.9 which is beyond the scope of this guidance. whether it was used correctly. The information gathering and analysis are actually carried out side by side. All the detailed information gathered should be assembled and examined to identify what information is relevant and what information is missing. systematic and objective look at the evidence. underlying and root causes? It is only by identifying all causes. deliberate acts. including the provision and use of any extra equipment needed for employees' safety. The emphasis is on a thorough. . causing malfunctions and accidents. power supply isolation equipment and procedures. This team approach can often be highly productive in enabling all the relevant causal factors to emerge. further lines of enquiry requiring additional information will develop. that you can learn from past failures and prevent future repetitions.
'Why?' because by doing so you will arrive at the real causes of the adverse event. and the authority to make changes to the management system. Record the underlying failings in the overall management system (ie the root causes of the adverse event) and the remedial action required at management level. set out the reasons why this happened. you can now determine the causes of the adverse event systematically. Do not be concerned at the number of times you ask the question. work through the questions about the possible immediate causes of the adverse event (the place. You will not be able to do that unless your workforce trusts you enough to co-operate with you. the hazard. This first line should identify: the vulnerable person. Checklist/question analysis of the causes Using the adverse event analysis work sheets and checklist (in the Adverse Event and Investigation Form). eg 'Why was the hazard of falling present?' Answer: 'Gravity'. through suitable risk control measures. the circumstances that brought them together. What if 'human failings (errors and violations)'10 are identified as a contributory factor? If your investigation concludes that errors or violations contributed to the adverse event. eg John fell off the ladder. The starting point is the 'event'. the analysis suggests underlying causes which may have allowed the immediate causes to exist. The objective of an investigation is to learn the lessons and to act to prevent recurrences. This 'Management' section of the analysis must be carried out by people within the organisation who have both the overall responsibility for health and safety. Consider the underlying/root cause questions suggested by the immediate causes. This guidance uses the simple technique of asking 'Why' over and over. On the line below. the plant. Some lines of enquiry will quickly end. the people and the process) and identify which are relevant. For each immediate cause. The final step of your analysis is to consider the environment in which the organisation and planning of health and safety was carried out. . Continue down the page asking 'Why' until the answers are no longer meaningful. Worked examples of the Adverse Event Report and Investigation Form are on page 23. eg John has broken his leg. The root causes of almost all adverse events are failings at managerial level. Record all the immediate causes identified and the necessary risk control measures. eg falling due to gravity. eg John on a ladder. consider carefully how to handle this information. Having collected the relevant information and determined what happened and why. For each of the reasons identified ask 'Why?' and set down the answers. Record those that are relevant and note the measures needed to remedy them.A step by step guide to health and safety investigations John breaks his leg John is on ladder Falling due to gravity John falls off Access to the roof The ladder slips The ladder is not tied Figure 5 What happened and why? The first step in understanding what happened and why is to organise the information you have gathered. until the answer is no longer meaningful (see Figure 5). Not addressing the 'human' factors greatly reduces the value of the investigation.
A step by step guide to health and safety investigations Laying all the blame on one or more individuals is counter-productive and runs the risk of alienating the workforce and undermining the safety culture. uses his or her knowledge and works from first principles. If human failings are identified as a cause of an adverse event. eg colour coding. For example when the warning light comes on indicating that the cooling system pump is overheating. is there a rule for what to do? If not. Slip Skill-based errors Human failings Lapse Rule-based Mistake Knowledge-based Violation Figure 6 . and that person's action is not as planned. The provision of training. This type of behaviour can be foreseen. Human failings can be divided into three broad types and the action needed to prevent further failings will depend on which type of human failing is involved. bear in mind the fact they do not happen in isolation. crucial to creating and maintaining a safer working environment. Will anyone be open and honest with you the next time an adverse event occurs? What you should aim for is a fair and just system where people are held to account for their behaviour. turn it off. eg operating the wrong switch on a control panel. based on the belief that the rules are too restrictive and are not enforced anyway. your regime of supervision and monitoring of performance should have detected and corrected these unsafe behaviours. Skill-based errors: a slip or lapse of memory: slips happen when a person is carrying out familiar tasks automatically. simple practical rules. See Figure 6. eg operating a circular saw bench with the guard removed. lapses happen when an action is performed out of sequence or a step in a sequence is missed. or shut down the whole unit? Training. cutting corners to save time or effort. an interlock etc. eg a road tanker driver had completed filling his tanker and was about to disconnect the hose when he was called away to answer the phone. Invite them to explain why they did what they did. do you leave the pump on. Violation (rule breaking): deliberate failure to follow the rules. comprehensive safe working procedures and equipment design are most important in preventing mistakes. but comes to a wrong conclusion. it may be counter-productive to take disciplinary action against those involved. without being unduly blamed. knowledge-based mistakes happen when a person is faced with an unfamiliar situation for which he or she has no rules. When considering how to avoid human failings. and removing the guards saved valuable time. consider the following factors that can influence human behaviour. Unless you discover a deliberate and malicious violation or sabotage of workplace safety precautions. In any event. maybe the workload is too great for one person etc. On his return he forgot that he hadn't disconnected the hose and drove off. This may not only help you better understand the reasons behind the immediate causes of the adverse event. but may offer more pointers to the underlying causes: perhaps the production deadline was short. Speak to those involved and explain how you believe their action(s) contributed to the adverse event. Mistakes: errors of judgement (rule-based or knowledge-based): rule-based mistakes happen when a person has a set of rules about what to do in certain situations and applies the wrong rule. These types of error can be foreseen and measures can be taken to prevent or reduce their likelihood. and routine supervision and monitoring of performance will reduce this type of behaviour. without thinking. a checklist.
which sets out what needs to be done. what and where? Having concluded your investigation of the adverse event. Plant and equipment factors: how clear and simple to read and understand are the controls? is the equipment designed to detect or prevent errors? (For example different-sized connectors are used for oxygen and acetylene bottles to prevent errors in connecting the hoses). 20 Do similar risks exist elsewhere? If so.A step by step guide to health and safety investigations Job factors: how much attention is needed for the task (both too little and too much can lead to higher error rates)? divided attention or distractions are present. 21 Have similar adverse events happened before? Give details. is the workplace layout user-friendly? Step three Identifying suitable risk control measures The methodical approach adopted in the analysis stage will enable failings and possible solutions to be identified. when and by whom. inadequate procedures. measures that rely on engineering risk control measures are more reliable than those that rely on people. if they had been in place. alcohol or drugs. These solutions need to be systematically evaluated and only the optimum solution(s) should be considered for implementation. . You should now draw up a list of all the alternative measures to prevent this. they should be carefully prioritised as a risk control action plan. management beliefs in health and safety (the safety culture). 19 What risk control measures are needed/recommended? Your analysis of the adverse event will have identified a number of risk control measures that either failed or that could have interrupted the chain of events leading to the adverse event. quality of supervision. skill and experience). competence (knowledge. fatigue. stress. adverse events. Evaluate each of the possible risk control measures on the basis of their ability to prevent recurrences and whether or not they can be successfully implemented. Assign responsibility for this to ensure the timetable for implementation is monitored. measures which combat the risk at source. availability of sufficient resources. measures which minimise the risk by relying on human behaviour. but make an evaluation as to whether the risks are the same and the same or similar risk control measures are appropriate. Some of these measures will be more difficult to implement than others. If several risk control measures are identified. time available. such as a water-based product rather than a hydrocarbon-based solvent. eg provision of guarding. long hours. If there have been similar adverse events in the past why have they been allowed to happen again? The fact that such adverse events are still occurring should Human factors: physical ability (size and strength). eg use 'inherently safe' products. or similar. on this site or at another location? What steps can be taken to avoid this? Adverse events might not have occurred at other locations yet. but this must not influence their listing as possible risk control measures. the use of personal protective equipment. consider the wider implications: could the same thing happen elsewhere in the organisation. morale. eg safe working procedures. In deciding which risk control measures to recommend and their priority. The time to consider these limitations is later when choosing and prioritising which measures to implement. you should choose measures in the following order. Organisational factors: work pressure. In general terms. where possible: measures which eliminate the risk.
should be involved. In deciding your priorities you should be guided by the magnitude of the risk ('risk' is the likelihood and severity of harm). who have the authority to make decisions and act on the recommendations of the investigation team. Employees and their representatives should be kept fully informed of the contents of the risk control action plan and progress with its implementation.5 24 Have the details of adverse event and the investigation findings been recorded and analysed? Are there any trends or common causes which suggest the need for further investigation? What did the adverse event cost? In addition to the prompt notification of RIDDOR reportable events to the regulatory authorities you should ensure that you keep your own records of adverse events. You will.A step by step guide to health and safely investigations be a spur to ensure that action is taken quickly. no doubt. Remember that there is value in investigating near­ misses and undesired circumstances: it is often only a matter of luck that such incidents do not result in serious injuries or loss of life. It is also useful to estimate the cost of adverse events to fully appreciate the true cost of accidents and ill health to your business. safety professionals. Agreed. senior management. The action plan should have SMART objectives. It is important that you take a step back and ask what the findings of the investigation tell you about your risk assessments in general. is made responsible for ensuring that the action plan as a whole is put into effect. management. be subject to financial constraints. Step four The action plan and its implementation 22 Which risk control measures should be implemented in the short and long term? The risk control action plan At this stage in the investigation. You must either reduce the risks to an acceptable level. with Timescales. 23 Which risk assessments and safe working procedures need to be reviewed and updated? All relevant risk assessments and safe working procedures should be reviewed after an adverse event. Deciding where to intervene requires a good knowledge of the organisation and the way it carries out its work. Not every risk control measure will be implemented. Each risk control measure . Ask yourself 'What is essential to securing the health and safety of the workforce today?' What cannot be left until another day? How high is the risk to employees if this risk control measure is not implemented immediately? If the risk is high. It is for you to decide which approach suits your business best.11 The step by step approach that is set out in this guide is only one of a number of possible approaches. To find out more about the costs of accidents and incidents visit HSE's website cost calculator. It is crucial that a specific person. should be assigned a timescale and a person made responsible for its implementation. Any significant departures from the plan should be explained and risk control measure rescheduled. their causes and the remedial measures taken. This will enable you to monitor your health and safety performance and detect trends. you should act immediately. Progress on the action plan should be regularly reviewed. The findings of your investigation should indicate areas of your risk assessments that need improving. employees and their representatives should all contribute to a constructive discussion on what should be in the action plan. For those risks that are not high and immediate. For the risk control measures proposed to be SMART. partner or senior manager. if appropriate. This person doesn't necessarily have to do the work him or herself but he or she should monitor the progress of the risk control action plan. or stop the work. ie Specific. An action plan for the implementation of additional risk control measures is the desired outcome of a thorough investigation. and Realistic. preferably a director. Measurable. Are they really suitable and sufficient? Failing to review relevant risk assessments after an adverse event could mean that you are contravening the Management of Health and Safety at Work Regulations 1999 regulation 3(3). but the ones accorded the highest priority should be implemented immediately. You will be particularly open to criticism if you as an organisation ignore a series of similar accidents. but failing to put in place measures to control serious and imminent risks is totally unacceptable. the common causes of adverse events and so improve your overall understanding and management of risk. the risk control measures should be put into your action plan in order of priority.
Health and safety statistics 2000/01 Report HSE Books 2001 ISBN 0 7176 2110 3 Health and Safety Statistics Highlights 2002/03 Report MISC623 HSE Books 2003 European Social Statistics: Labour Force Survey Results 2001 ISBN 9289436050 The cost to Britain of workplace accidents and work­ related ill health in 1995/96 HSG101 (Second edition) HSE Books 1999 ISBN 0 7176 1709 2 Management of health and safety at work. Management of Health and Safety at Work Regulations 1999. Approved Code of Practice and guidance L21 (Second edition) HSE Books 2000 ISBN 0 7176 2488 9 (Regulations 3(3) and 5 refer) Access to Justice: Final report by the Right Honourable Lord Woolf, Master of the Rolls July 1996 available on the Lord Chancellor's Department website www.lcd.gov.uk/civil/finalfr.htm Safety representatives and safety committees L87 (Third edition) HSE Books 1996 ISBN 0 7176 1220 1 Root causes analysis: Literature review CRR325 HSE Books 2001 ISBN 0 7176 1966 4 Events and Casual Factors Analysis is a technique developed for the United States Department of Energy. A full description of the technique is available via their Environmental Health and Safety internet information portal at http://tis.eh.doe.gov/analysis/trac/14/trac14.htm Reducing error and influencing behaviour HSG48 (Second edition) HSE Books 1999 ISBN 0 7176 2452 8 Advice and case studies relating to the costs of accident/incidents in the workplace may be obtained from HSE's Ready Reckoner website at www.hse.gov.uk/costs
Five steps to risk assessment Leaflet INDG163(rev1) HSE Books 1998 (single copy free or priced packs of 10 ISBN 0 7176 1565 0) Directors' responsibilities for health and safety Leaflet INDG343 HSE Books 2001 (single copy free or priced packs of 10 ISBN 0 7176 2080 8) RIDDOR explained: Reporting of Injuries, Diseases and Dangerous Occurrences Regulations Leaflet HSE31(rev1) HSE Books 1999 (single copy free or priced packs of 10 ISBN 0 7176 2441 2)
Management of health and safety at work. Management of Health and Safety at Work Regulations 1999. Approved Code of Practice and guidance L21 (Second edition) HSE Books 2000 ISBN 0 7176 2488 9 A guide to the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995 L73 (Second edition) HSE Books 1999 ISBN 0 7176 2431 5 Successful health and safety management HSG65 (Second edition) HSE Books 1997 ISBN 0 7176 1276 7 Reducing error and influencing behaviour HSG48 (Second edition) HSE Books 1999 ISBN 0 7176 2452 8 Improving maintenance: A guide to reducing human error Guidance HSE Books 2000 ISBN 0 7176 1818 8
The purpose of this form is to record all adverse events. The term accident is used where injury or ill health occurs. The term incident includes near-misses and undesired circumstances, where there is the potential for injury. Part 1 should be filled out immediately by the manager or supervisor for the work activity involved. Part 2 should be completed by the person responsible for health and safety. Part 3 should be completed, where appropriate, by the investigation team. Part 4 should be completed by the investigating team, together with managers who have the authority to take decisions. When completing Parts 2, 3 and 4 refer to the guidance under 'A step by step guide to health and safety investigations'.
R Osmund
Incident III health Minor injury
23.06.03 10.00am
Serious injury Major injury
Brief details (What, where, when, who and emergency measures taken)
Norman Brown was trying to fix a problem on the edge gluer when the
machine operated. Norman cut his right hand quite badly. He was given first
aid and taken to hospital.
The fuses have been taken out of the edge gluer and a sign hung on it.
23.06.03 11.00am
Adverse event report and investigation form Part 2 Initial assessment
Part 2 Initial assessment (to be carried out by the person responsible for health and safety) Type of event
Entry in accident book Y/N
Y/N Priority
Peter Peterson (fitter), J o h n Evans (foreman) and Richard Wills
He opened the interlocked lid where the skirting boards are sawn off and planed down. Machines should be isolated before carrying out repairs. . This machine normally is used with mdf skirtings. so he could operate the machine with the guard open. Sharpcut Mk1 200mm diameter circular saw blade. 6 Were there adequate safe working procedures and were they followed? No. 5 Was there anything unusual or different about the working conditions? Yes. Norman discovered a defect in the edge gluing machine. 4 What activities were being carried out at the time? Norman was working on the edge gluing machine on a batch of aluminium skirtings. The cross cut saw operated and cut Norman's hand. so he could see what was wrong. not aluminium.Adverse event report and investigation form Part 3 Investigation information gathering Part 3 Investigation information gathering 1 Where and when did the adverse event happen? Woodmachine shop Monday 23rd July 2003 at 11.Injured person woodmachinist No witnesses* 3 How did the adverse event happen? (Note any equipment involved). Wilmatron 44O edge gluing machine series No 1234/23 1998.00 am 2 Who was injured/suffered ill health or was otherwise involved with the adverse event? Norman Brown . Norman put his pencil into the interlock switch.
Adverse event report and investigation form Part 3 Investigation information gathering Part 3 Investigation information gathering 7 What injuries or ill health effects. if any. explain why not. he decided to get it fixed. but Norman had been having trouble with the machine all morning. how did it occur and what caused it? The rotating blade of the cross cut saw. After the coffee break. 10 Did the organisation and arrangement of the work influence the adverse event? No. 8 If there was an injury. were caused? Severe laceration to the top of the right hand at the knuckles resulting in severing of tendons. 11 Was maintenance and cleaning sufficient? If not. but Norman thought he would be OK having a look inside the guard. Yes . why not? Yes. 9 Was the risk known? If so. why wasn't it controlled? If not.
the machine was being used with aluminium rather than the normal mdf skirtings. 15 Did difficulties using the plant and equipment influence the adverse event? Yes.the interlock switch was of a type easily defeated.access to the edger is difficult. 16 Was the safety equipment sufficient? No . He had worked on the edge gluing machine for 3 y e a r s . 14 Did the nature or shape of the materials influence the adverse event? Yes . in that the edge gluer way malfunctioning. Access to the viewing window in the guard is difficult. 17 Did other conditions influence the adverse event? No . 13 Did the workplace layout influence the adverse event? Yes .Adverse event report and investigation form Part 3 Investigation information gathering Part 3 Investigation information gathering 12 Were the people involved competent and suitable? Norman was a qualified wood machinist with 9 years' experience.
under power A B C . underlying and root causes? Analysis (see 'Analysis' under 'Step two') Norman Brown lacerates his hand Why? on the edge gluing machine Because Norman was working on the machine Because Why? Norman was investigating a fault The saw blade made a stroke N o r m a n ' s hand was in the danger area Because The guard was open Why? Because The machine was 'live'.Adverse event report and investigation form Analysis and further action Analysis and further action 18 What were the immediate.
Adverse event report and investigation form Analysis and further action Analysis and further action 18 What were the immediate. underlying and root causes? Analysis (see 'Analysis' under 'Step two') A Why? Norman was investigating a fault Because Why? There was a fault on the machine There were no procedures for reporting/repairing faults Because The machine was being used for aluminium There were no arrangements for carrying out maintenance Because Duties/responsibilities not clearly set out Why? .
Adverse event report and investigation form Analysis and further action Analysis and further action 18 What were the immediate. underlying and root causes? Analysis (see 'Analysis' under 'Step two') B Why? The machine was live Because The machine way not isolated Because No isolation procedures N o r m a n not aware of need to isolate Interlock of a type easily defeated Because Because assessment did not anticipate violations Because Supervision was poor Poor attitude to health and safety The interlock had been defeated Because Norman decided to defeat safety system Why? Why? Because Risk assessment did not deal with t h i s risk Norman not competent for maintenance work .
underlying and root causes? Analysis (see 'Analysis' under 'Step two') C Why? The guard was open Because Norman was investigating a fault Norman wanted to see the machine operate under power Access to the viewing port way obstructed Because Workplace layout was inadequate .Adverse event report and investigation form Analysis and further action Analysis and further action 18 What were the immediate.
Analysis and further action 18 What were the immediate. underlying and root causes? Analysis (see 'Analysis' under 'Step two') How/Why 1 Edge gluer was used for aluminium without adjusting to suit 2 The saw blade was tearing the end of the section s 3 The operator decided to investigate the cause 4 The operator decides that to find the cause he has to run the machine 5 The operator is unable to see through the viewing port 6 The operator opens the g u a r d s and defeats the interlocks 7 The machine m a k e s a cutting stroke 8 The operator's hand is cut by the saw blade Immediate causes 1 Not enough room around the machine to do the job 2 The saw set up was not s u i t a b l e for use on aluminium 3 The interlocks fitted were of a type easily defeated 4 There were no safe working procedures for the job 5 Operative not fully competent Underlying causes 6 Poor workplace layout 7 No risk a s s e s m e n t s for use/maintenance of machine 8 Risk assessments didn't a d d r e s s use of other material s 9 Risk assessments didn't address violation s 10 SWPs were not prepared following risk assessments 11 Operators not trained on machine maintenance and safety devices 12 Level of supervision not adequate .should have detected violation s 13 All staff to be reminded of their d u t i e s and essential health and safety measures Roo t causes Management commitment to H&S not communicated to employees Health and safety assistants not fully competent and resourced Unclear lines of communication and responsibilities .
Adverse event report and investigation form Part 3 Investigation information gathering Part 3 Investigation information gathering 19 What risk control measures are needed/recommended? 1 Replace interlock s w i t c h with tongue type s w i t c h 2 Rearrange machine to allow access to window 3 Procedures for isolation of machine 4 Procedures for reporting/repairing defects 5 Clear allocation of duties 6 Review risk assessment 20 Do similar risks exist elsewhere? If so.there are similar interlock switches on the multi-headed moulder/planer 21 Have similar adverse events happened before? Give details. what and where? Yes . No .
3.04 1.03 1.12. For machinery 3 4 . For workplace Completion Date 1st week in July 1st week in July Person responsible Richard (H&S) Richard (H&S) 2 Risk Assess.03 4 5 Prepare/review risk assessments 23 Which risk assessments and safe working procedures need to be reviewed and updated? Name of risk assessment safe working procedure 1 Risk Assess.03.Adverse event report and investigation form Part 4 The risk control action plan Part 4 The risk control action plan 22 Which risk control measures should be implemented in the long and short term? Control measure Completion Date Before use Person responsible Peter (fitter) John (foreman) Richard (H&S) John (foreman) R i c h a r d (H&S) John (foreman) Richard (H&S) Richard (H&S) 1 Replace interlocks 2 Rearrange workshop Before use 3	Prepare SWPs for isolation and reporting and repair/maintenance Assess c o m p e t e n c e and training need s & deliver training 1.12.03 1.
no trends or common causes .need to check quality of risk assessment.Adverse event report and investigation form Part 4 The risk control action plan Part 4 The risk control action plan 24 Have the details of the adverse event and the investigation findings been recorded and analysed? Are there any trends or common causes which suggest the need for further investigation? What did the adverse event cost? Details have been recorded . Estimated cost of accident £3.700 25 Signed on behalf of the investigation team Name Signature 26 Members of the investigation team Name Richard Wills John E v a n s Peter Peterson H&S Officer foreman fitter Position .
K. Rep . Director W.S Manager A. union and employee safety representatives Person Signature Date A.Adverse event report and investigation form Part 4 The risk control action plan Part 4 The risk control action plan 27 The findings of this investigation need to be communicated to the following managers.
when. Part 1 Overview Reported by: Date/time of adverse event Adam Jones (Wages Dept) Incident III health Minor injury Unknown Serious injury Major injury X Brief details (What. Part 1 should be filled out immediately by the manager or supervisor for the work activity involved. Part 2 should be completed by the person responsible for health and safety. who and emergency measures taken) Sick paper received from J o h n Smith together with a note from his GP which asthma states that he is suffering from occupational Forwarded to: Date Time 09. where there is the potential for injury. where.03 10. When completing Parts 2. Part 3 should be completed. Part 4 should be completed by the investigating team. together with managers who have the authority to take decisions.Adverse event report and investigation form Part 1 Overview Ref no Adverse event report and investigation form The purpose of this form is to record all adverse events.11. The term accident is used where injury or ill health occurs. where appropriate.30 am Paul Melish . 3 and 4 refer to the guidance under 'A step by step guide to health and safety investigations'. The term incident includes near-misses and undesired circumstances. by the investigation team.
03 Low level Medium level X Basic Initial assessment carried out by: Date Paul Melish Further investigation required? Y/N Priority 09.11.11.Adverse event report and investigation form Part 2 Initial assessment Part 2 Initial assessment (to be carried out by the person responsible for health and safety) Type of event Injury Actual/potential for harm Fatal or major III health X Serious X Near-miss Minor Undesired circumstance Damage only RIDDOR reportable? Y/N Date/time reported Y Entry in accident book Y/N 11.30 am Date entered/reference Y Investigation level High level 09. workshop manager and foreman .03 Yes For investigation by: Immediate P Melish.
Windflow Mark 3 serial no 12345/97 Spray g u n s .sometime over last 6 months? John Smith was taken on 6 months ago as a paint sprayer 2 Who was injured/suffered ill health or was otherwise involved with the adverse event? John S m i t h .Wearmask model 12 with AXP3 filters 4 What activities were being carried out at the time? Duties carried out would have been limited to the mixing and spraying of isocyanate-based spray paint in the spray booth 5 Was there anything unusual or different about the working conditions? Nothin g different 6 Were there adequate safe working procedures and were they followed? As normal . Booth .Paintspraymaster model 2 Gun wash .Cleanomax m a r k 4 serial no 247/99 Half mask .Adverse event report and investigation form Part 3 Investigation information gathering Part 3 Investigation information gathering 1 Where and when did the adverse event happen? Spray shop .paint sprayer Also othe r sprayers Peter John and Roger Wilson 3 How did the adverse event happen? (Note any equipment involved.) John works in the paint spray booth.
compressed air quality to air-fed musks not tested.existing controls assumed to be sufficient Poor air quality not known 10 Did the organisation and arrangement of the work influence the adverse event? No supervision or monitoring of paint spray shop . why not? Risks of paint known . Both subsequently found to be inadequate . if any. were caused? Reported Occupational Asthma 8 If there was an injury.based paint suspected Also possible poor quality of air fed to mask 9 Was the risk known? If so. Spray booth not examined for 2 years .for small j o b s half -masks were sometimes used (suitable for working with isocyanate s but NOT suitable for spray painting) 11 Was maintenance and cleaning sufficient? If not. explain why not. how did it occur and what caused it? Exposure to isocyanate .Adverse event report and investigation form Part 3 Investigation information gathering Part 3 Investigation information gathering 7 What injuries or ill health effects. why wasn't it controlled? If not.air-fed mask not always used .
Adverse event report and investigation form Part 3 Investigation information gathering Part 3 Investigation information gathering 12 Were the people involved competent and suitable? John Smith was an experienced paint sprayer with 2½ y e a r s ' experience with his previous employer 13 Did the workplace layout influence the adverse event? No 14 Did the nature or shape of the materials influence the adverse event? Yes solvent-based isocyanate paints are respiratory sensitisers 15 Did difficulties using the plant and equipment influence the adverse event? No 16 Was the safety equipment sufficient? Spray booth air flow was found to be inadequate Air quality to air-fed masks was poor . 17 Did other conditions influence the adverse event? No .contaminated Correct Respiratory Protective Equipment not always used.
underlying and root causes? Analysis (see 'Analysis' under 'Step two') John Smith develops occupational asthma Because He is exposed to contaminated air He is exposed to isocyanate paint His deteriorating health is not detected A B C .Adverse event report and investigation form Analysis and further action Analysis and further action 18 What were the immediate.
underlying and root causes? Analysis (see 'Analysis' under 'Step two') A Why? He is exposed to contaminated air Because The compresse d air supply to his air-fed mask is contaminated Because The air supply was not tested for quality Because Contamination was being fed into the air supply (faulty Why? Why? pump) The risk assessment did not identify the risk No-one had responsibility for maintenance management .Adverse event report and investigation form Analysis and further action Analysis and further action 18 What were the immediate.
Adverse event report and investigation form Analysis and further action Analysis and further action 18 What were the immediate. underlying and root causes? Analysis (see 'Analysis' under 'Step two') B Why? John Smith exposed to isocyanate paint Because Spray booth extraction inadequate Because No information instructions or procedures for use of RPE Because Risk assessment and procedures inadequate Sprayers sometimes used inadequate RPE Because Why? Why? Booth way not tested Supervision inadequate Because No one had overall responsibility for maintenance .
underlying and root causes? Analysis (see 'Analysis' under 'Step two') C Why? Deteriorating health not detected Because Why? No-health screening on recruitment Because Risk assessment not adequate No health surveillance including lung function test Because .Adverse event report and investigation form Analysis and further action Analysis and further action 18 What were the immediate.
Adverse event report and investigation form Analysis and further action Analysis and further action 18 What were the immediate.training/instruction on use/choice of RPE 5 Risk assessment didn't recognise risk from previous employment exposure 6 No arrangements for health screening Root Causes No senior partner in overall charge of H&S H&S performance to be monitored Responsibilities unclear .not tested/maintained 2 Air quality to air-fed masks had deteriorated . underlying and root causes? Analysis (see 'Analysis' under 'Step two') How/why might he have been exposed to substances which caused occupational asthma 1 The compressed air supply to the breathing equipment was contaminated 2 The spray booth extraction was not adequate 3 Sprayers sometimes used RPE which was not adequate Immediate Causes 1 Spray booth performance had deteriorated .not tested/maintained 3 Incorrect RPE sometimes used 4 No safe working procedures for RPE and booth Underlying Causes 1 Risk assessments inadequate for spraying operations 2 No one in overall charge of testing/maintenance 3 Supervision and monitoring of work practices inadequate 4 Sprayers not fully competent .
Adverse event report and investigation form Part 3 Investigation information gathering Part 3 Investigation information gathering 19 What risk control measures are needed/recommended? 1 2 3 4 5 6 Spray booth & air to be tested Health surveillance & screening for sprayers Responsibilities for maintenance to be allocated Refresher training on h a z a r d s and PPE Increased supervision and monitoring Partner appointed to manage H&S 20 Do similar risks exist elsewhere? If so. No . what and where? No 21 Have similar adverse events happened before? Give details.
Adverse event report and investigation form Part 4 The risk control action plan Part 4 The risk control action plan 22 Which risk control measures should be implemented in the long and short term? Control Measure 1 Completion Date Immediate Jan 2003 Jan 2003 Person responsible Maintenance fitter Peter Riley Maintenance fitter Peter Riley All foreman/Peter Riley P Melish Booth and air to be tested Health surveillanc e and screening Maintenance schedule Training PPE 2 3 4 Jan 2003 Jan 2003 Jan 2003 5 Supervision/monitoring Partner appointed to review 6 23 Which risk assessments and safe working procedures need to be reviewed and updated? Name of risk assessment safe working procedure Completion Date Person responsible 1 Spray painting Jan 2003 Peter Riley 2 3 .
700 25 Signed on behalf of the investigation team Name Signature Paul Melish 26 Members of the investigation team Name Paul Melish A Coome P Berry T Roberts Partner Work Manager foreman Employee rep Position .Adverse event report and investigation form Part 4 The risk control action plan Part 4 The risk control action plan 24 Have the details of the adverse event and the investigation findings been recorded and analysed? Are there any trends or common causes which suggest the need for further investigation? What did the adverse event cost? No trends Estimated total cost £2.
union and employee safety representatives Person Signature Date A. Representative . Supervisor A. Manager A.Adverse event report and investigation form Part 4 The risk control action plan Part 4 The risk control action plan 27 The findings of this investigation need to be communicated to the following managers.
When completing Parts 2. Part 1 Overview Reported by: Date/time of adverse event Incident III health Minor injury Serious injury Major injury Brief details (What. who and emergency measures taken) Forwarded to: Date Time . Part 1 should be filled out immediately by the manager or supervisor for the work activity involved. The term incident includes near-misses and undesired circumstances. when. 3 and 4 refer to the guidance under 'A step by step guide to health and safety investigations'. Part 3 should be completed.Adverse event report and investigation form Part 1 Overview Ref no Adverse event report and investigation form The purpose of this form is to record all adverse events. Part 4 should be completed by the investigating team. Part 2 should be completed by the person responsible for health and safety. by the investigation team. where appropriate. where there is the potential for injury. together with managers who have the authority to take decisions. where. The term accident is used where injury or ill health occurs.
Part 2 Initial assessment (to be carried out by the person responsible for health and safety) Type of event Injury Actual/potential for harm Fatal or major III health Serious Near-miss Minor Undesired circumstance Damage only RIDDOR reportable? Y/N Date/time reported Entry in accident book? Y/N Date entered/reference Investigation level High level Low level Medium level Basic Initial assessment carried out by: Date Further investigation required? Y/N Priority For investigation by: .
) 4 What activities were being carried out at the time? 5 Was there anything unusual or different about the working conditions? 6 Were there adequate safe working procedures and were they followed? .Adverse event report and investigation form Part 3 Investigation information gathering Part 3 Investigation information gathering 1 Where and when did the adverse event happen? 2 Who was injured/suffered ill health or was otherwise involved with the adverse event? 3 How did the adverse event happen? (Note any equipment involved.
why not? 10 Did the organisation and arrangement of the work influence the adverse event? 11 Was maintenance and cleaning sufficient? If not.Adverse event report and investigation form Part 3 Investigation information gathering Part 3 Investigation information gathering 7 What injuries or ill health effects. how did it occur and what caused it? 9 Was the risk known? If so. . if any. were caused? 8 If there was an injury. explain why not. why wasn't it controlled? If not.
Adverse event report and investigation form Part 3 Investigation information gathering Part 3 Investigation information gathering 12 Were the people involved competent and suitable? 13 Did the workplace layout influence the adverse event? 14 Did the nature or shape of the materials influence the adverse event? 15 Did difficulties using the plant and equipment influence the adverse event? 16 Was the safety equipment sufficient? 17 Did other conditions influence the adverse event? .
Adverse event report and investigation form A n a l y s i s and further action Analysis and further action 18 What were the immediate. underlying and root causes? Analysis (see 'Analysis' under 'Step two') .
Adverse event report and investigation form Part 3 Investigation information gathering Part 3 Investigation information gathering 19 What risk control measures are needed/recommended? 1 2 3 4 5 6 20 Do similar risks exist elsewhere? If so. . what and where? 21 Have similar adverse events happened before? Give details.
Adverse event report and investigation form Part 4 The risk control action plan Part 4 The risk control action plan 22 Which risk control measures should be implemented in the long and short term? Control measure Completion date Person responsible 1 2 3 4 5 23 Which risk assessments and safe working procedures need to be reviewed and updated? Name of risk assessment safe working procedure 1 Completion date Person responsible 2 3 4 .
Adverse event report and investigation form Part 4 The risk control action plan Part 4 The risk control action plan 24 Have the details of the adverse event and the investigation findings been recorded and analysed? Are there any trends or common causes which suggest the need for further investigation? What did the adverse event cost? 25 Signed on behalf of the investigation team Name Signature 26 Members of the investigation team Name Position .
union and employee safety representatives Person Signature Date .Adverse event report and investigation form Part 4 The risk control action plan Part 4 The risk control action plan 27 The findings of this investigation need to be communicated to the following managers.
which will suggest other areas to consider.) 10 Were weather conditions a factor? 11 Were the noise levels within acceptable levels? 12 Were the appropriate warning signs in place? 13 Were contractors provided with adequate information on access/egress and the hazards within the premises? Design . If there was anything about the condition of the workplace that contributed to the adverse event. the Process and the People). temperature and ventilation) suitable? Did the ergonomics of the workstation suit the person using it? Was the work area clean and tidy? (Routine cleaning programme and dealing with spills. For example if the answer to the first question below 'Were the access and egress adequate?' is 'no'. the Plant. go to 'Plant. then this is an immediate cause of the adverse event under investigation.Adverse event analysis: Rooting out risk 1 The place or premises where the incident happened Adverse event analysis: Rooting out risk Using the information gathered during your investigation. equipment and substances'. answer the following question. Risk assessment Communication Implementation Co-operation Competence Control 1 2 3 4 5 6 7 8 9 Were the access and egress adequate? Were the access and egress points being used? Was the workplace suitable for the task in hand? Was there sufficient space for the task in hand? Was the workplace being used as intended? Were people segregated from hazardous areas/processes/machinery? Was the work environment (lighting. After identifying the immediate causes. If not. If the answer to any of the questions is 'no'. you should consider whether the design of the workplace and the risk assessment for workplace access/egress were adequate. Immediate causes The place or premises where the incident happened The place or premises where the incident happened. direct your attention to the potential underlying causes (which are set out to the right of the immediate causes identified) and consider the questions under the relevant headings. go through each of the four sections on the immediate causes (the Place.
or the substances/materials used or generated. go to 'Process/procedures'. contributed to the adverse event. Risk assessment Communication Implementation Co-operation Competence Control 1 Were the most suitable plant and equipment available for the job? 2 Were the plant and equipment used suitable for the person using them? 3 Were the plant and equipment used suitable for the job? 4 Had the plant and equipment been chosen. was the correct PPE used? 19 If the correct PPE was used. equipment and substances (used or generated) The plant.Adverse event analysis: Rooting out risk 2 The plant. equipment and substance (used or generated) Immediate causes The plant. or modified. so that its health and safety efficiency could not be improved? 5 Were plant and equipment in working order and adequately maintained? Was there a routine maintenance programme? Was there a procedure for repair when a defect was discovered? 6 Were the plant and equipment being properly used? 7 Were there adequate controls or guards for the safe use of the equipment? 8 Were the controls or guards fitted. was it safe to do the job without PPE? 17 If necessary. was suitable PPE available? 18 If necessary. was it used correctly? Design . maintained and properly used? 9 Were the controls well laid out and easy to understand? 10 Were the most suitable materials or substances available for the job? 11 Were the correct materials being used? 12 Were the materials as specified? 13 Were the materials or substances used suitable for the job and person? 14 Were the materials or substances being properly used? 15 Was exposure to hazardous materials and by-products adequately controlled? 16 If the need for personal protective equipment (PPE) had not been identified. If not. which will suggest other areas to consider. equipment and substances (used or generated). answer the following questions. If the equipment being used.
7 If there were safe working procedures. were they used as part of training? 11 Were contractors working in accordance with agreed method statements and safe systems of work? 12 Were contractors informed of the safe working procedures they should adopt? Design . If the procedures. contributed to the adverse event. were they provided or readily available to those carrying out the work? Include contractors. instructions or information (or the lack of them).Adverse event analysis: Rooting out risk Immediate causes The process/procedures The process/procedures. accurate and adequate? 4 If there were safe working procedures and instructions. did they deal with the circumstances of the adverse event? 5 If there were safe working procedures and instructions. go to 'People'. answer the following questions. 9 Were the training needs for this activity identified? 10 If there were safe working procedures and instructions. Risk assessment Communication Implementation Co-operation Competence Control 1 Were there safe working procedures and instructions for the tasks under consideration? 2 If there were safe working procedures and instructions. If not. were they realistic. were the correct ones followed? 6 If there were safe working procedures and instructions. were they up to date? 3 If there were safe working procedures and instructions. which will suggest other areas to consider. were they policed? 8 Was the level of supervision adequate? Include contractors.
working excessive hours. consider: Design . ie too much or too many things to do? • too little time? • taking substances. knowledgeable and experienced)? Was the health of people who could be affected monitored? 3 Were the people performing their work as expected? 4 Were workers employed by contractors suitable and competent? 5 Was the event free of human failings? Was it a mistake? If it was a mistake consider: Was it a slip or lapse caused by: • fatigue . ie breaking the rules or taking short cuts. eg angry. medicines or drugs? If it was a violation. already tired? • lack of motivation or boredom? • being distracted? • being preoccupied. such as alcohol. Risk assessment Communication Implementation Co-operation Competence Control 1	•	• 2 Were the people involved suited for their job? physically and emotionally (young people need special consideration)? competence (skilled. If there was anything about the people involved that contributed to the adverse event.Adverse event analysis: Rooting out risk 4 The people involved Immediate causes The people involved The people involved. or excited? • being under too much pressure.not enough rest breaks. answer the following questions which will suggest other areas to consider.
how we do things and how we make sure they are done correctly Competence: Training and suitability 1 Were the people involved assessed as suitable for the work in terms of health and physical ability? 2 Were the health and safety training needs of people identified? • on recruitment. consider the relevant 'Underlying and Root Causes' section. • periodically as part of refresher training? 3 Were the training requirements for particular jobs identified? 4 Was the training effectively delivered? •	with adequate resources? •	effectively? •	and assessed? •	were training records kept? 5	Was the competence of contractors. and co-ordination of. •	when changes in the work are proposed.Adverse event analysis: Rooting out risk Underlying and Root Causes If your answers to the Place. equipment and materials were available? 2 Were there arrangements for ensuring that sufficient and suitable labour was available? 3 Was there adequate cover for leave or sickness absence? 4 Were suitable contractors appointed? 5 Were there adequate arrangements for cleaning? 6 Were there adequate arrangements for reporting defects in plant and equipment? 7 Were there adequate arrangements for carrying out maintenance work? 8 Were there adequate arrangements for reporting health and safety concerns? 9 Were there adequate arrangements for reporting near-misses and undesired circumstances? 10 Were there adequate arrangements for carrying out health surveillance? 11 Were there adequate arrangements for carrying out air monitoring/sampling? (If required) 12 Did production targets take account of health and safety? 13 Were there adequate arrangements for appointing and controlling contractors? Control 1 Were the workplace and work activities adequately supervised and monitored in order to ensure that risk control measures were effective and implemented as intended? 2 Did the supervisors have adequate resources to carry out their duties? 3 Were people held accountable for their performance in carrying out their duties with regard to Health and Safety? 4 Were there adequate arrangements for overseeing and controlling contractors? Co-operation 1 Were trade unions. • on changing jobs. ORGANISATION . up-to-date information to enable good decisions to be made? 5 Were there adequate arrangements for passing on information at shift changes? 6 Were written instructions. and suitable. preparing risk assessments and safe working procedures? 2 Did the individuals involved in the incident share information? 3 Were there arrangements for cooperation with. Procedures and People sections identified any immediate cause. displays etc of plant and equipment designed to reduce the risk of. or prevent. employees and their representatives involved in determining workplace arrangements. safe working procedures and product information sheets practical and clear? 7 Were the instructions and procedures available to all who needed them? 8 Was communication between workers and supervisors effective? 9 Was the communication between different departments effective? 10 Were there effective communications with contractors? . plant. contractors? Communication 1 Were responsibilities and duties clearly set out? 2 Were they clearly understood by those involved? 3 Did everyone involved know who they report to and who reports to them? 4 Was there sufficient. employees and agency workers checked? Planning and Implementation: How we prepare to do things effectively and efficiently Design 1 Were the workplace and equipment layouts designed considering health and safety? 2 Were the controls. Plant. human error? For example mis-reading dials or operating the wrong switch Implementation 1 Were there arrangements for ensuring that sufficient.
safety officers. partners and managers? Were sufficient people appointed to assist with health and safety measures? Were the people appointed to assist with health and safety measures adequately trained and competent? Did the health and safety assistants have sufficient authority to carry out their duties? Were the tasks of carrying out risk assessments and preparing safe working practices given to competent persons? Was the carrying out of risk assessments a high priority? Were adequate resources allocated to health and safety? Was it your policy to learn from adverse event investigations and improve your health and safety performance? Were the recommendations and findings of the health and safety team acted on? Was the work of the health and safety team (including managers. Measurable. had they been investigated? 7 Were adverse events recorded. Agreed. investigated and the findings fed back into the risk assessments? 8 Did the risk assessments include the risks from work carried out by contractors? A 'no' answer to any of the questions in the underlying or root cause section identifies an underlying or root cause. directors and senior managers made responsible for health and safety arrangements? Was there an adequate commitment to health and safety at a senior level? Was this commitment reflected in the actions of directors. Realistic and Timescaled) objectives? 4	Were responsibilities for implementing the risk control action plan set out? 5 Had the risk control action plan been implemented? 6 If there had been similar adverse events in the past. These underlying or root causes in turn point to failings in the health and safety management system. safety assistants. supervisors and safety representatives) monitored? Were the health and safety team held to account for their performance? Were there clear and integrated lines of communication and control? Was there a conflict between production and health and safety? Was health and safety performance measured and monitored? Did you seek to improve your health and safety performance as a result of your dealings with the regulatory authorities and other health and safety professionals? .Adverse event analysis: Rooting out risk Risk assessment Risk assessments involve identifying the hazards. Management: How we create the environment and set the standards under which all other health and safety activities take place Was there a written health and safety policy statement? Did all employees know and understand the health and safety policy statement? Were named partners. identifying who may be affected and putting in place suitable arrangements to eliminate or reduce the risks to an acceptable level. Senior management should consider all the questions in the following 'Management' section to identify weaknesses in the overall risk control management of the organisation. 1 Were there risk assessments for the work in question? 2 Were they adequate? •	did they correctly identify the risks? •	were they up-to-date and reviewed as necessary? •	were correct technical standards used? •	were adequate risk control measures identified? •	were safe working procedures developed? •	were there clear conclusions and recommendations? •	were employees involved in preparing them? 3	Did the risk assessments result in a risk control action plan with SMART (Specific.
Finally enter the remedial measures required to remedy the underlying/root cause. consider the questions in the immediate cause sections. For each immediate cause the checklist suggests possible underlying/root causes.Adverse event Ref no Adverse event analysis Using the 'Adverse event analysis: Rooting out risk' checklist. Consider each of these potential underlying/root causes and enter those that are relevant. Enter each of the immediate causes identified in the table and enter the risk control measures required. Place or premises Immediate cause: Point Risk control measure required Underlying/root causes Measures to remedy underlying/root cause .
Consider each of these potential underlying/root causes and enter those that are relevant. Enter each of the immediate causes identified in the table and enter the risk control measures required. Finally enter the remedial measures required to remedy the underlying/root cause. Plant equipment and substances Immediate cause: Point Risk control measure required Underlying/root causes Measures to remedy underlying/root cause Point 5 Equipment not being routinely maintained Spray booth to be examined immediately and air quality to sprayers masks to be checked Risk assessment inadequate did not recognise risks where booth extraction and air quality had deteriorated Review risk assessments where deterioration in safety equipment wilt lead to increased risks Point 15 Exposure to hazardous materials not controlled Spray booth and air quality to be tested immediately to ensure safe Control .sprayers not fully aware of risks and limitations of RPE Instructions and training of sprayers on risks and limitations of RPE .introduce monitoring of actual use Competence .No clear responsibilities for ensuring equipment working effectively Maintenance fitter to be made responsible for testing of spray booth and air quality Point 18 Correct PPE not used Ensure only air-fed masks are used for all spray painting Supervision and monitoring inadequate Ensure supervisors check that correct PPE is used .Adverse event Ref no Adverse event analysis Using the 'Adverse event analysis: Rooting out risk' checklist. For each immediate cause the checklist suggests possible underlying/root causes. consider the questions in the immediate cause sections.
consider the questions in the immediate cause sections. For each immediate cause the checklist suggests possible underlying/root causes. Processes and procedures Immediate cause: Point Risk control measure required Underlying/root causes Measures to remedy underlying/root cause Review risk assessment and prepare SWPs for the maintenance and use of the s p r a y booth and air-fed masks Point 1 No safe working procedures (SWPs) or instructions Prepare SWPs and i n s t r u c t i o n s for the safe use of the s p r a y booth and the RPE required Risk Assessments and SWPs inadequate . Finally enter the remedial measures required to remedy the underlying/root cause. Consider each of these potential underlying/root causes and enter those that are relevant. Enter each of the immediate causes identified in the table and enter the risk control measures required.Adverse event Ref no Adverse event analysis Using the 'Adverse event analysis: Rooting out risk' checklist.
Adverse event Ref no Adverse event analysis Using the 'Adverse event analysis: Rooting out risk' checklist. Consider each of these potential underlying/root causes and enter those that are relevant. Enter each of the immediate causes identified in the table and enter the risk control measures required. For each immediate cause the checklist suggests possible underlying/root causes. consider the questions in the immediate cause sections. People Immediate cause: Point Risk control measure required Underlying/root causes Measures to remedy underlying/root cause Point 1 People not suited for the job Ensure that recruitment of Sprayers includes health checks Risk assessment inadequate and no health screening on recruitment Ensure risk assessments recognise need to screen people for ill health which may be made worse by their work Ensure that risk assessments recognise where health monitoring can detect the onset of ill health and yet up the necessary arrangements Point 2 No health monitoring Spray painters to have annual lung function tests as a part of their health monitoring Risk Assessments inadequate . Finally enter the remedial measures required to remedy the underlying/root cause.
What weaknesses in the overall management of health and safety allowed the underlying/root causes of the adverse event to exist? No one in overall charge of health and safety at senior level Remedial action Appoint partner to take overall charge of managing Health and Safety The work of the people responsible for day-to-day health and safety a r r a n g e m e n t s was not monitored Partner to monitor health and safety performance No clear lines of communication and control Responsibilities and line s of communication on health and safety matter to be established . underlying/root causes identified earlier in the analysis.Adverse event Ref no Adverse event analysis Health and safety management issues This section should be completed by managers/directors/partners with the authority to make decisions on the management of health and safety. It should be completed using the management section of the 'rooting out risk' checklist and with reference to the immediate.
investigating accidents and incidents .
Consider each of these potential underlying/root causes and enter those that are relevant.Adverse event Ref no Adverse event analysis Using the 'Adverse event analysis: Rooting out risk' checklist. consider the questions in the immediate cause sections.not adequate Review risk assessments .look at safe working access to all area s of machinery for operation and maintenance . Finally enter the remedial measures required to remedy the underlying/root cause.design of layouts Risk assessments . Enter each of the immediate causes identified in the table and enter the risk control measures required. For each immediate cause the checklist suggests possible underlying/root causes. Place or premises Immediate cause: Point Risk control measure required Underlying/root causes Measures to remedy underlying/root cause Point 4 Not enough room for the job Re-arrang e machinery to allow access to viewing port Planning .
For each immediate cause the checklist suggests possible underlying/root causes. Plant equipment and substances Immediate cause: Point Risk control measure required Underlying/root causes Measures to remedy underlying/root cause Equipment not suitable job for the Risk assess machine for use with Machine not to be used on aluminium until manufacturer's Risk assessment didn't deal with aluminium Procedures for use with literature checked and use for other materials aluminium to be produced and adjustments made instructions/training given Arrange for interlocks to be charged for better design All employees to be reminded of need for interlocks. Enter each of the immediate causes identified in the table and enter the risk control measures required. Consider each of these potential underlying/root causes and enter those that are relevant. Finally enter the remedial measures required to remedy the underlying/root cause. Review how tamperproof safety equipment is Remind workforce of the importance of safety measures and procedures and the importance the business places on H&S Point 4 Equipment not most effective interlocks of a type easily defeated ­ Risk assessments not adequate didn't anticipate violations - .Adverse event Ref no Adverse event analysis Using the 'Adverse event analysis: Rooting out risk' checklist. consider the questions in the immediate cause sections.
training Monitor . locking off and i s o l a t i o n . Processes and procedures Immediate cause: Point Risk control measure required Underlying/root causes Measures to remedy underlying/root cause Point 1 No safe working procedures (SWP) for Job Prepare SWP for working for repairs. Enter each of the immediate causes identified in the table and enter the risk control measures required. For each immediate cause the checklist suggests possible underlying/root causes. Consider each of these potential underlying/root causes and enter those that are relevant. Finally enter the remedial measures required to remedy the underlying/root cause. consider the questions in the immediate cause sections.Adverse event Ref no Adverse event analysis Using the 'Adverse event analysis: Rooting out risk' checklist. repairs. locking off and isolation procedures Training Risk assessments and procedures Update risk assessments and prepare and communicate procedures for reporting of defects.
use of equipment and hazards of job during maintenance Training in need for interlocks and isolation/locking-off. People Immediate cause: Point Risk control measure required Underlying/root causes Measures to remedy underlying/root cause Point 1 Competence . Training on hazards and accepted use of machine Competence .defeating of interlock guards fit less easily defeated switches Instruction to all operatives Control and communication . consider the questions in the immediate cause sections.training requirements not assessed or delivered Ensure all necessary information on machinery is available and training needs are identified and suitable training given Staff to be reminded of need for and consequences of interfering with safety equipment Levels of supervisio n and monitoring to be increased Point 4 Violation . Finally enter the remedial measures required to remedy the underlying/root cause. For each immediate cause the checklist suggests possible underlying/root causes. Consider each of these potential underlying/root causes and enter those that are relevant. Enter each of the immediate causes identified in the table and enter the risk control measures required.Adverse event Ref no Adverse event analysis Using the 'Adverse event analysis: Rooting out risk' checklist.
underlying/root causes identified earlier in the analysis. It should be completed using the management section of the 'rooting out risk' checklist and with reference to the immediate.as set out in our policy s t a t e m e n t Ensur e those responsible for preparing risk assessments/SWPs and in charge of maintenance are adequately trained and have time to carry out their d u t i e s Ensure all staff aware of their own duties and how they fit i n t o the organisation No clear lines of communication and control and unclear responsibilities .Adverse event Ref no Adverse event analysis Health and safety management issues This section should be completed by managers/directors/partners with the authority to make decisions on the management of health and safety. What weaknesses in the overall management of health and safety allowed the underlying/root causes of the adverse event to exist? Employees not fully aware of management commitment to health and safety Health and safety a s s i t a n t s not fully competent and resourced Remedial action Ensure all employees are aware of management commitment to health and safety .
Place or premises Immediate cause: Point Risk control measure required Underlying/root causes Measures to remedy underlying/root cause . Consider each of these potential underlying/root causes and enter those that are relevant. consider the questions in the immediate cause sections.Adverse event Ref no Adverse event analysis Using the 'Adverse event analysis: Rooting out risk' checklist. Enter each of the immediate causes identified in the table and enter the risk control measures required. For each immediate cause the checklist suggests possible underlying/root causes. Finally enter the remedial measures required to remedy the underlying/root cause.
Adverse event Ref no Adverse event analysis Using the 'Adverse event analysis: Rooting out risk' checklist. Plant equipment and substances Immediate cause: Point Risk control measure required Underlying/root causes . Enter each of the immediate causes identified in the table and enter the risk control measures required. consider the questions in the immediate cause sections. Finally enter the remedial measures required to remedy the underlying/root cause. For each immediate cause the checklist suggests possible underlying/root causes. Consider each of these potential underlying/root causes and enter those that are relevant.
Consider each of these potential underlying/root causes and enter those that are relevant. For each immediate cause the checklist suggests possible underlying/root causes. Finally enter the remedial measures required to remedy the underlying/root cause. consider the questions in the immediate cause sections.Adverse event Ref no Adverse event analysis Using the 'Adverse event analysis: Rooting out risk' checklist. Enter each of the immediate causes identified in the table and enter the risk control measures required. Processes and procedures Immediate cause: Point Risk control measure required Underlying/root causes .
Consider each of these potential underlying/root causes and enter those that are relevant. Finally enter the remedial measures required to remedy the underlying/root cause. Enter each of the immediate causes identified in the table and enter the risk control measures required. People Immediate cause: Point Risk control measure required Underlying/root causes Measures to remedy underlying/root cause . consider the questions in the immediate cause sections.Adverse event Ref no Adverse event analysis Using the 'Adverse event analysis: Rooting out risk' checklist. For each immediate cause the checklist suggests possible underlying/root causes.
It should be completed using the management section of the 'rooting out risk' checklist and with reference to the immediate. What weaknesses in the overall management of health and safety allowed the underlying/root causes of the adverse event to exist? Remedial action . underlying/root causes identified earlier in the analysis.Adverse event Ref no Adverse event analysis Health and safety management issues This section should be completed by managers/directors/partners with the authority to make decisions on the management of health and safety.
Printed and published by the Health and Safety Executive C80 03/05 .
com or write to: HSE Information Services Caerphilly Business Park Caerphilly CF83 3GG HSE website: www.gov.hse.co.MAIL ORDER HSE priced and free publications are available from: HSE Books PO Box 1999 Sudbury Suffolk CO10 2WA Tel: 01787 881165 Fax: 01787 313995 Website: www.uk .hsebooks.uk RETAIL HSE priced publications are available from booksellers HEALTH AND SAFETY INFORMATION HSE Infoline Tel: 0845 345 0055 Fax: 02920 859260 e-mail: hseinformationservices@natbrit.
As a new step by step guide. Learning the lessons and taking action may reduce. Investigating accidents and incidents explains why you need to carry out investigations and takes you through each step of the process: Step one Step two Step three Step four Gathering the information Analysing the information Identifying risk control measures The action plan and its implementation £9.accidents and incidents Every year people are killed or injured at work. it will help all organisations. This workbook gives organisations an opportunity to find out what went wrong.50 . or even prevent. particularly smaller businesses. to carry out their own health and safety investigations. Over 40 million working days are lost annually through work-related accidents and illnesses. accidents in the future.
Documents Similar To Hsg245 - Investigating Accident & Incidents