“If there’s one thing I’ve noticed over the last ten years it’s that you have those safety risks that are clear for everybody to see,” says Paul Wright. “If there are trip hazards on a walkway, you can see them and do something about them. But quite a lot of what we do brings up risks that are only noticeable for a few seconds or only come to light at some stages of the activity or the day.
Rating: The author provides a step-by-step guide for auditing external safety, health, environment and quality (HSEQ) standards: ISO 9001 (quality), ISO 14001 (environment) and (ISO 45001), while also aligning to ISO 19011, the international standard for management systems auditing.
Why should each group be afraid of each other, when actually each group is working towards the same goal of constructing and delivering the entity they produce to their customers? Unfortunately, the groups don’t want to give or hear bad news to or from each other. So, the best way for each group to operate is to function within their own silos, or so they think, as it is safe and comfortable, and everybody thinks and does the same. No-one rocks the boat
The agreement between the government and the construction sector focuses on innovation, arguing that digital techniques and offsite manufacture will improve the safety of buildings (see our feature Here’s one I prepared earlier).
We know the costs of bad safety and health at work. Work-related ill health and occupational disease caused almost 26 million lost work days in Britain in 2016-17. In the UK, sickness absence costs the economy billions of pounds in lost productivity every year – £8bn alone is due to mental ill-health. Presenteeism – working when ill – costs a further £15bn per annum, maybe more.I strongly believe any company can make significant gains by concentrating on supporting a culture where employees are healthy, happy and motivated.
A more significant factor these two landmark safety failures have in common is that they were both enabled by flawed alterations.At Grenfell Tower, the building’s concrete frame and block infill had contained domestic fires to the flats where they started for four decades. The rainscreen cladding panels and architectural crown feature fixed to it in 2015 added both fuel and a conduit for fire to race vertically and horizontally over the facades.
The book is taught in business schools around the world. In the mid-1970s, Kahneman changed the way we thought about thinking. With his friend Amos Tversky, Kahneman explained that the brain creates cognitive shortcuts to resolve problems. He defined these “heuristics” as simple procedures that help to “find adequate, though often imperfect, answers to difficult questions”.Kahneman outlines the System 1 (fast) and System 2 (slow) thinking modes of the human brain and explains how we use heuristics to aid decision-making.
The research, which explored how human factors issues contribute to fatalities, reviewed 18 of the 58 fatal incidents between 2008-09 and 2013-14, and drew on firsthand accounts from the HSE inspectors who investigated the cases. For 12 of the fatal incidents, there was a suggestion of poor safety culture in organisations, which was characterised by a combination of a deliberate disregard for safety and a lack of ownership and control of safety and health.
Tony Hetherington, who has worked with the UK’s HSE since 1986, will take up the new role in August.Hetherington has more than 30 years’ experience with the HSE and spent his first ten years working as a field inspector. He then worked on the implementation of the original Construction Design and Management (CDM) Regulations. Before taking on the role as director of the HSE’s energy division in November 2014, he worked in the Hazardous Installations Directorate from 2010.