1.2  Analyse how organisational culture interlinks with health and safety culture.

1.3  Assess the main differences between traditional and proactive safety management models.

1.4  Critically analyse how perception of risk can affect health and safety in an organisation.

• Indicators of health and safety culture and measuring health and safety climate.
• Positive or negative health and safety culture or climate (ie, management commitment and leadership, high business profile of health and safety, provision of information, involvement and consultation, training, promotion of ownership, setting and meeting targets organisational change, lack of confidence in organisation’s objectives and methods, uncertainty, management decisions that prejudice mutual trust or lead to confusion regarding commitment)

• Problems and pitfalls (ie, attempts to change culture too rapidly, adopting too broad an approach, absence of trust in communications, resistance to change)
• The elements and levels of the British HSE’s Safety culture maturity model with reference to OTO 2000/049 report
• Human sensory receptors and their reaction to stimuli, sensory defects and basic screening techniques
• Perception and the assessment of risk, perception and the limitations of human performance, filtering and selectivity as factors for perception.

2.2  Evaluate the reasons for managing a health and safety management system.

2.3  Explain the principles and content of an effective health and safety management system including the reasons for integration with other management systems.

2.4  Outline the importance of competence in both individuals and the organisation and its effect on safety performance.

• Moral: – the duty of reasonable care – the unacceptability of putting the health and safety of people at risk – society’s attitude to moral obligations – national accident/incident and ill-health statistics – the effect of size of organisation on accident/incident rates
• Legal: – preventive – punitive – the compensatory effects of law – the principle of self-regulation
• Economic: – the costs associated with accidents/incidents and ill-health and their impact on society and on organisations – the insured and uninsured costs – the financial benefits of effective health and safety management.

• The legal requirements to manage health and safety: – written health and safety policy – the arrangements for effective planning, organisation, control, monitoring and review of preventive and protective measures – access to competent health and safety advice.
• Application of the plan, do, check, act cycle (with reference to ‘Managing for health and safety (HSG65)’)
• Health and safety policy – the legal requirements relating to health and safety policies and arrangements – the role of the health and safety policy in relation to a health and safety management system and as a vehicle for communicating health and safety information – the requirements for a written health and safety policy and for recording arrangements in relevant standards – the general principles and objectives of a health and safety policy document.
• The key elements/components of ISO 45001:2018 (Occupational health and safety management systems)

3.2  Critically review the current health and safety practices of an organisation.

3.3  Justify areas for potential improvement to the health and safety practices in the organisation.

3.4  Create a time-bound development plan with justification and reasoning.

• Organisational structures and functions – including formal and informal; hierarchical vs flat management structures; organisation charts; role of management.
• Structure could relate to responsibility and accountability. Lines of reporting and specific tasks or duties relating to health and safety.
• Review current practice

• Investigate, assess and evaluate issues and events that have an impact on the business; use a range of tools and techniques to support the analysis to facilitate successful outcomes to problems.
• Reflect on changes impacting on the organisation and respond by recommending modifications to safety and health management systems and risk control strategies.
• Improvements could relate to reviews of safe working methods, increased or decreased monitoring and/or supervision, wider participation, use of technology, awareness
• SMART Objectives for development plan:
  • Specific
  • Measurable
  • Achievable
  • Relevant
  • Time-bound
• Evaluation: critically examine a process collecting and analysing information, make judgments, improve effectiveness, and/or to inform decisions
• Present the outcome ie reports/presentations
• Negotiate constructively with SMT to achieve value-added results and outcomes.