IOSH EDINBURGH BRANCH
Minutes of 200 Edinburgh Branch Meeting
Merchiston Campus, Napier University, Edinburgh – Thursday 12 March 2009 – 1:30pm
Sederunt:
A Sharman H Pearson P Graham M Dunne M Bancroft R Brownlee K Boers
R Lovering K McDonnell E Young S Boucher C White MBE B Howden I Sinclair
W Potts L Saunders M Chanters G Leadsfoth H Richards N Mcleod K Lloyd
J Reid P Stollard R Innes A Bell M Johnstone A Cunningham
B Ross J Brannigan S Scott A Chalmers F Johnston T Graveson R Goldie
H Graveson G McGregor A McLeod J Hepburn H McCree L Murray P Brown
G Forsyth L Roberts M Grimmer J Scott M Hanson S Daly S Page
P Walkingshaw D Ward H Granger R McLean I Murray R Wilson
R Walker J Little M Haig J Fisher N Oliver D Brewley B Forrs
A Line R Lardner A Diment J Peoples N Freeman J Hackitt C Pender
D McCormick S Forbes G Lyall B Gippett S McMorland L Jacob A O’Neil
V Stewart J Sinclair J Burt N Docherty A Linton J Shepherd B Cherrie
R Turner R Speedie C Maley P Veitch G Macmillan B Pill A Murphy
K Breech R Brown K Hunter D Cawkwell R Sinclair S Waddell J Labert
K Drum A Reid P Selwoord J Fell J Roberts K Darling A Reid
R Wilson J Lamb S Tor G MacGregor S Wilson J Battles C Fenton
M Saunders K Murray L Cameron C Turnbull R Miles E Scott
Apologies:
Graeme Pearson, Graeme Russell, Robert Bradford, Tony Sear, Bob Cox,
1 Chair:
Andrew Sharman took the Chair and outlined the safety arrangements (Fire) and reminded the audience to switch off their mobiles. Andrew informed the group that this was our 200th meeting, and what a great achievement this was. Very few other Branches had reached 200 meetings. This was due to the great dedication and support of the membership. Andrew showed members a letter sent to the Branch on behalf of HRH The Queen congratulating the Branch on its achievement. Andrew peppered the meeting with facts relating to the number 200. Andrew also thanked Steven Brown from Caledonian Beer for the bottles of beer in the members’ goody bags. Andrew encouraged people to stay at the end of the meeting and meet others and have a piece of birthday cake.
2 Minutes of previous meeting: February 2009
2.1 Receipt
Anyone not in receipt please email Secretary; pearson@mabbett.com
2.2 Accuracy
Proposed by – Sid Wilson
Seconded by – Marion Johnstone
2.3 Matters arising
None
3 Presidential Address
IOSH President Nattasha Freeman gave a speech and expressing what a great honour it was to be invited to such a special event. Nattasha said that having 200 meetings was 200 opportunities to meet with like minded people and learn from each other. Nattasha mentioned that there are 35,062 members in IOSH with 23,000 using the online CPD programme. She had also done some research on the Branch; and gave details of its members and which categories we all fell into.
Nattasha also stressed the importance of the Branch Committee and the work they do behind the scenes and that they bring the movers and shakers in H&S to meetings to present talks to help members increase knowledge. The Committee help members with their CPD both professionally & personally.
Nattasha then had a surprise for Andrew – she presented him with his Fellowship Certificate and congratulated him on his Award. Andrew was speechless – a first! He then thanked Natasha for bringing it up with her.
4 Group Reports
Branch Education Development Adviser
Liz Young gave an update on the CPD workshop and said that there was no need to collect piles of paper. The workshops had been a success and there would hopefully be more in the future.
Forth & Tay District:
Had their AGM last month & Karen McDonnell has stepped down as Chair, Paul Szawlowski has taken over.
Fire Risk Management Group are holding an event on 22 April 2009 Lomond Suite, Hampden Park,
Glasgow (time to be announced) dealing with Part 3 of the Fire (Scotland) Act
2005 (as amended) and Fire Safety (Scotland) Regulations 2006 including
workshops & lunch.
Approx costs: £55 IOSH Members & £65 non – members. Please contact Paul
Graham for further information: paul.graham55@o2.co.uk
Environment and Waste Management Group:
“Sustainability – improve your environmental performance”
• Nelson Suite, Leicester Racecourse, 1 April 2009.
• IOSH members: £35 inc VAT, Non-members: £45 inc VAT. Fee includes lunch and refreshments.
• Further details from Secretary: pearson@mabbett.com
5 Members Items
•
Event at Westminster
Title: Past the Performance Plateau: A New Strategy for Health and Safety
Date: Tuesday, 17th March 2009
Time: 10.40am – 2.00pm
For further details please contact Secretary pearson@mabbett.com
• Wednesday April 29th 2009, Central London, 09:30 - 14:00 (half day) Health at Work: Working for a Healthier Tomorrow, Today http://insidegovernment.msgfocus.com/c/12F44swhMuwH8ZCO
• InterConstruct 09
•
“Connect – the IOSH e-communication”.
Do you have any concerns or questions? We would like your feedback so that we
can discuss it with the Communications Team at the Grange.
Please can you see Ali McLeod after the meeting or email your query to ali_mcleod@btinternet.com before 27 March.
• AGM is coming up in May and members are invited to stand for posts. Forms will be appearing on the website - www.oocities.org/ediniosh to download this week.
5.1 Job Spot.
• Scottish Parliament needs a Fire Safety Adviser (Part-time 22 hrs/3 days per week) - 3 Year Fixed Term Appointment. Application Forms can be downloaded from http://www.scottish.parliament.uk/corporate/recruitment/vacancies/AD-FireSafety.htm. Closing Date; 27th March 2009
5.2 From the floor?
One of the members asked if anyone had any experience in seeking legal advice / taking action with regard to liable. Andrew suggested that he speak to Laura Cameron of McGrigors who was present in the room after the meeting had closed.
6 Edinburgh Branch Practitioner of the Year Award – NEW!!!!
This is kindly being donated by Andrew as a legacy to the Branch.
• Eligibility: open to all Edinburgh Branch members at any grade / level;
• Runs throughout the year, up to closing date 1 month prior to Branch AGM;
• Written submission of 4 x A4 pages maximum (plus appendices);
• Demonstrate achievement in one or more ‘Impact Categories’:
Ø Performance Improvement
Ø Business Impact
Ø Cultural/Behavioural Evolution
Ø Innovative Approach
Ø Leadership and Management Commitment
• Submission may contain additional evidence as appendices e.g. employer statements, policy/procedure documents, performance data, etc.
• Entry form available soon on Edinburgh Branch website;
• Winner’s presentation to be made at Edinburgh Branch Annual General Meeting – May 2010
– Engraved glass trophy
– Certificate
– One year membership subscription
7 Dr Paul Stollard, Director – Scotland, Health & Safety Executive
Dr Paul Stollard gave a introduction and said that the HSE is amongst friends at IOSH and we are all striving for the same goal – a safer working environment. Paul was looking for feedback from members on the HSE Strategy Document. He is keen that HSE and other H&S professional bodies – IOSH, ROPA, BSC etc work together.
8 Appreciation Award
Andrew presented Laura Cameron. Partner at McGrigors Law Firm, with an Appreciation Award due to the support McGrigors had given the Branch by sponsoring the Parliament Event and for Laura herself providing regular legal updates to members.
9
Guest Speaker:
Ronny Lardner: “Influencing Health and Safety Behaviour”
The speaker was introduced as a Chartered Occupational Psychologist and Director of the Keil Centre, Edinburgh.
Ronny gave a brief review of his background: he was a Detective Constable in 1980 and was very much interested in understanding people’s motivations and decided to study psychology as a mature student. On qualifying he became involved with work and industrial psychology and in particular works shift handovers
Ronny gave a short history of the Keil centre and stated that it has won two practitioner of the year from the British Psychological Society of Occupational Psychologists; one in 2006 and one in 2008.
The Keil Centre overview
Chartered Psychologists - occupational, clinical and counselling; ergonomist and chemical engineer
Applying psychology to promote organisational success -human and organisational factors in health and safety
Private, limited company established 1983; 20 staff & associates; based in Edinburgh with an international client base
Influencing Health and Safety Behaviour
Ronny is involved in two key projects: Proactive and Reactive methods of influencing Health and Safety behaviour, the objectives of which are: -
Proactive – development, implementation and validation of the “health and safety behaviour standard”. Ronny noted that there is a need to recognise the limitations of traditional behaviour safety programmes, which are that they are based on the safety performance of front line staff without the support of the leadership of the organisation.
Reactive – which involves the education of health and safety professionals in how to use "human factors analysis tools" to understand and influence behaviour after incidents occur
The speaker asked, “What do we mean by 'human factors' in hazardous industries?” and stated that the HSE define 14 human factors issues where mismanagement can lead to significant failures. These issues were listed as follows: -
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Proactive approach.
One the Keil Centre’s clients wanted to develop new practical tools for human factors and behaviour, but which were different from traditional methods that would integrate managers and front line staff and would promote a unified health and safety culture.
From this Ronny and the Keil Centre developed the “health and safety behaviour standard”. The standard provides a clear idea of what types of health and safety behaviours are needed and wanted from everyone, without ambiguity.
Developing the standard
Three types of employee were recognized: managers (level 1&” leaders); Supervisors (Level 3 managers and shift managers) and everyone (i.e. all employees and contractors). Analysis showed themes running through each set and consequently four sets of behaviour were identified for each sector these are shown below.
Topic
Everyone
Supervisors
Managers
Standards
®
Follow rules
«
Ensure competence
«
Set high standards
Communication
®
Speak up
«
Encourage the team
«
Communicate openly
Risk management
®
Be mindful
«
Promote risk awareness
«
Confront risk
Involvement
®
Get involved
«
Involve the team
«
Proactively involve
The saying “managers tend to get the behaviour they deserve from their staff” indicates that everyone’s behaviour needs to change. The training to educate the management and gain commitment had to be tangible, jargon-free, and simple to explain using company-specific examples and language, based on a non-technical competency model for health and safety and needed to involve the workforce and contractors.
Analysis before and after the health and safety behaviour standard had been implemented showed a significant improvement across all factors: it was also the longest period that the particular client had had of ‘no incident history’.
Reactive - Human Factors Analysis
The speaker asked the audience if we had done any of the following at any time in our lives? Did we know what the differences between the red and black text was?
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The Red text indicates Violations; the Black text indicates Errors.
As can be expected most of the audience admitted to having done one or more of these, but can you assume that they deliberately caused a violation? This would be the same in any workplace.
This identifies a need for an integrated toolkit, which was developed for use by investigators for human error analysis and ABC analysis. The toolkit has structured worksheets with guidance on writing suitable recommendations and is designed to integrate with existing root cause analysis tools. The toolkit has been peer reviewed by human factors practitioners from a range of industry sectors. The Keil Centre has trained over 500 investigators in many organisations.
Human factors analysis tools
Step 1 specify behaviour(s) to be understood
Step 2 determine if the behaviour is intentional or unintentional
- If intentional – use ABC Analysis
- If unintentional – use Human Error Analysis
The definition of behaviour is ‘what a person did or did not do’ – it is an action and it is observable. It does not include emotions or attitudes.
Human Error Analysis
Recognising human error is the start of the investigation not the end. Human error analysis tries to understand why unintentional behaviours occur; to understanding why is to be able to fix it. The analysis is based on how people process information
The toolkit is based on a systematic method to ensure thorough analysis and has been developed for air traffic control, adapted for use elsewhere.
People process information by making a decision based on their perceptions of the information received from the outside world and information from their memories of training, procedures, recent events etc. Then they take action based upon this decision. An error means a failure in one step of the process: the toolkit aims to identify which step of the process and why. The error can be sorted into different types, e.g.: -
· Unintentional behaviour = dialling the wrong phone number from your mobile
· Perception error - mistaking a '3' for and '8'on the display screen
· Memory - recalling 0131 667 8059 as 0131 677 8059
· Decision error - dialling home from abroad and getting connected to a local number
· Action error – miss-keying two adjacent numbers
Each error type leads to a different solution to prevent recurrence.
ABC Analysis
The first step in changing behaviour is to understand why people are currently behaving as they are
ABC analysis helps you to understand behaviour from the other person's perspective
Antecedents ‘get us going’; consequences ‘keep us going’.
Antecedent
Þ
Behaviour
Þ
Consequence
Something that comes before a behaviour and sets the stage for the behaviour to occur
e.g.
-Suitable tools & equipment
-Information, signs
-Skills & knowledge
-Training
-Other’s expectations
-Rules
-Procedures
What the person does
What happens to the person as a result of the behaviour
Certain types of consequence strongly influence behaviour
Different types of consequences affect the person’s behaviour differently. Positive, immediate and certain consequences strongly influence the person’s behaviour. ABC analysis helps to understand and influence the antecedents and consequences. ABC Analysis is a useful technique to understand and influence unsafe behaviour by managers, colleagues, contractors, visitors etc.
Analysis and evaluation of response from health and safety professionals is that the reactive human factors analysis is not suitable for everyone. Therefore a careful selection of delegates required: they need to have a keen interest in understanding human behaviour; an open enquiring mind and a willingness to suspend judgement until the analysis is complete. Use of the Human Factors analysis needs enthusiastic and frequent practice
Recommended background reading: details will be available on the Edinburgh IOSH website http://www.oocities.org/ediniosh/home.html.
Human Factors Analysis Tool
-Process safety and environmental protection journal article
-Safety & health practitioner magazine article
-Energy institute review of human factors investigation methods
Health and Safety Behaviour Standard
-Institute of chemical engineering hazards journal article
In conclusion
There is a continuing need to understand and influence behaviour. Two practical examples of how this can be done: -
Ø Is your standard of health and safety behaviour clear and strongly reinforced?
Ø Does your incident investigation get to underlying "human factors"?
10 Closing details
Please stay and have a coffee and a piece of cake and meet your colleagues.
10.1 Dates of next meetings:
Edinburgh Branch:
09 April – Transport Management – workplace and
traffic impact assessment.
Cameron McVean, Director, Ashton Fleet Safety.
Forth & Tay District:
02 April 2009 - Director involvement. Gena Falconer, Aberdeen City Council.
Helen Pearson MIIRSM, CMIOSH
Branch Secretary
Ali McLeod, CMIOSH
Events Organiser