NEBOSH IGC Solve Question Paper Task No 4

SCENARIO    

The warehouse

                           You are a newly-hired warehouse worker for the distribution organisation Miller-Oslo (MO). You work in one of their small warehouses with 14 other workers, including the warehouse manager (WM) and two supervisors. Goods weighing up to 1000kg are stored in sealed crates or stacked on pallets and then stretch wrapped. These are then stored on racking until required for shipment by distribution vehicles. There are two loading bays at the back of the warehouse, with floor ramps allowing goods to be loaded onto the vehicles by forklift trucks (FLTs). There is a small kitchen, rest area, toilets for workers, and two side offices - the larger office is the WM’s.

 Entrance to the warehouse is by ID card access. There is an intercom system to ring for non-card holders. Visitors who are expected will be escorted while inside the building, and unexpected visitors are denied entrance. On your first day of employment the supervisor on duty gives you a quick tour of the building to start your induction. They make sure you know where the fire exits are before rushing you into the smaller office. Inside, you are seated in front of an old television (TV). Next to the TV is a collection of VHS video cassettes labelled: ‘Induction Part 1’; ‘Part 2 - Fire Safety’; ‘Part 3 - Manual Handling’; and ‘Part 4 - What to Do in an Emergency’. The supervisor leaves you alone while you watch the videos.

The videos appear to apply to all MO warehouses. You learn from the ‘What to do in an emergency’ video that the first-aid box is in reception. You think back to the tour of the building and do not remember seeing a reception area or first-aid box. You learn that personal pagers should be turned off during working hours, and that all accidents or near misses should be reported to your health and safety officer. The video happily states that the health and safety officer will teach you ‘everything you need to know’ about health and safety after the induction ends, and your specific warehouse’s health and safety policies and procedures.

The supervisor returns four hours later when you have finished watching the videos. They have a box of high visibility vests, hard hats and gloves, that you sort through to find your closest size. With the induction training complete, they give you an ID card then take you back into the warehouse for your job training. You cannot see any painted traffic lines on the ground separating the pedestrian path and FLT routes, as shown in the videos, so you ask the supervisor if the videos were incorrect. They sigh and tell you that the lines have needed repainting for a long time. You ask who the health and safety officer is and learn that the warehouse has been trying to hire someone for that position “for years”

Over the next week you are taught your job tasks by the other workers and become friendly with them. They teach you a few methods to save time, but they are not sure if these methods are causing overloading of the racking closest to the loading bay. Later that day you hear the WM shouting at an FLT driver for taking too long to load an order onto a delivery vehicle. The WM gives the FLT driver an immediate verbal warning for causing delays. You overhear the WM muttering that they will not let their reputation of keeping the warehouse ahead of schedule be ruined. The workers nearby whisper “avoid the WM because they only come out of their office when angry”. They also mention that this driver has not even been given time off to complete their FLT training.

The crash

Later that day, as you pass a loading bay you see an FLT speeding around the corner towards you. The driver notices you, panics and desperately tries to change direction. This driver is the one who was shouted at earlier. You jump back onto the loading bay ramp to avoid the FLT. You slip and twist your ankle. You fall to the ground screaming and your ankle swells painfully. The driver swerves the FLT away from the ramp, but the vehicle begins to tilt. They try to recover the situation but within seconds the FLT topples sideways into the nearby racking. The racking collapses and an avalanche of metal and pallets buries the driver.

A week later, after the warehouse has reopened, the workers call a meeting. You are on sick leave for your injured ankle but decide to attend. When you arrive, you hear shouting from the smaller office. The shouting does not stop as you enter, and you see all of the workers are there, except the FLT driver. Several people are having a loud argument with the WM. The WM notices you sitting down and resting your leg in an ankle brace on a chair. They sneer and point out that this meeting cannot be so important if the FLT driver cannot be ‘bothered’ to show up. The room goes silent. Everyone is horrified by the WM’s comments. One of the workers informs the WM that the FLT driver is in hospital. As a result of the accident they are in a coma and have a crushed skull. The WM finally stops arguing.

Your colleagues demand change. This was the worst accident so far and “cannot be ignored this time”. Eventually the WM reveals that MO are hiring a health and safety consultant to make recommendations for improvements. The WM then starts arguing again, blaming the FLT driver entirely for the accident. They claim this meeting is an excuse for everyone not to work and that they will never allow a worker-demanded meeting again

The health and safety consultant (HSC)

The HSC arrives two days later. They spend the first day talking with the WM and looking through paperwork. The next day the HSC gathers the workers and supervisors together, deliberately excluding the WM. They introduce them self, then explain that they will speak to everyone as a group to better understand the warehouse and workforce. They will also speak to everyone individually but assure them that conversations will be confidential.

The two supervisors welcome the HSC because “management might finally listen”. Everyone had been complaining about time pressure and safety concerns for months. They were ignored, so they stopped trying to talk to the WM about it. One of the supervisors says that they are meant to be taking a NEBOSH qualification on behalf of the warehouse, but they have repeatedly been refused time off to study. Another worker furiously recalls that the traffic route lines were meant to be repainted yearly, but the WM always cancelled it because the work would “cause delays”.

Task 4: Actions to fulfil health and safety management roles and responsibilities 

What actions could the WM take to fulfil their role and responsibilities more effectively? 

 Note: You should focus on roles and responsibilities and not the health and safety management system OR legal duties. 

Note: You should support your answer, where applicable, using relevant information from the scenario.

Task 4: Actions to fulfil health and safety management roles and responsibilities In the context of the scenario, the Warehouse Manager (WM) could take several actions to fulfill their role and responsibilities more effectively in terms of health and safety. Here are actions the WM could consider:

• Prioritize Safety Over Productivity:

The WM should prioritize safety as the highest concern, even if it means some short-term impacts on productivity. This entails emphasizing that no task is more important than the well-being of employees.

• Promote a Strong Safety Culture:

The WM should actively promote and reinforce a strong safety culture within the organization. This involves leading by example and consistently communicating the importance of safety to all employees.

• Regular Safety Training:

Organize regular safety training sessions for all employees, including new hires. Ensure that training covers critical topics like forklift operation, emergency procedures, and hazard recognition.

• Hire a Health and Safety Officer:

Make it a priority to hire a dedicated health and safety officer to oversee safety practices and policies. Having a qualified professional in this role can significantly enhance safety efforts.

• Address Safety Concerns Proactively:

Encourage employees to report safety concerns and near misses without fear of reprisal. The WM should take these concerns seriously and address them promptly to prevent accidents.

• Investigate Incidents Thoroughly:

In the event of accidents or near misses, ensure that thorough investigations are conducted to identify root causes. Implement corrective actions based on the investigation findings to prevent similar incidents.

• Reinforce Proper Procedures:

Regularly reinforce the importance of following proper safety procedures, including the use of personal protective equipment (PPE) and adherence to traffic routes and markings.

• Implement Safety Checks:

Establish routine safety checks and inspections to identify potential hazards or safety violations. These checks should encompass equipment, facilities, and work practices.

• Provide Adequate Resources:

Ensure that the necessary resources, including budget allocations, are provided for safety initiatives, training programs, and the purchase of safety equipment.

• Support Employee Well-being:

Show genuine concern for the well-being of employees, especially those who have been injured or experienced accidents. Provide support and accommodation as needed to aid their recovery.

• Encourage Open Dialogue:

Foster open and transparent communication channels where employees feel comfortable discussing safety concerns and making suggestions for improvement.

• Involve Employees in Safety Decision-Making:

Involve employees in safety-related decision-making processes. This can include safety committees or forums where employees can contribute ideas and feedback.

• Monitor Safety Metrics:

Implement key performance indicators (KPIs) to monitor safety performance regularly. Use data to assess progress and identify areas for improvement.

• Provide Leadership Training:

Invest in leadership training for supervisors and managers to equip them with the skills and knowledge necessary to lead safety initiatives effectively.

• Demonstrate Empathy and Compassion:

Show empathy and compassion toward injured employees and their families. Express support and concern for their well-being.

• Comply with Reporting Requirements:

Ensure that all workplace accidents are reported to the competent authority as required by law and that the organization complies with regulatory reporting procedures.

• Regular Safety Audits and Inspections:

Conduct regular safety audits and inspections of the warehouse facility. These audits should be systematic and comprehensive, focusing on identifying potential hazards, equipment maintenance needs, and compliance with safety protocols. Implement corrective actions based on audit findings promptly.

• Engage in Continuous Learning:

Demonstrate a commitment to continuous learning and improvement in health and safety practices. Stay updated on the latest safety regulations, industry best practices, and emerging technologies or tools that can enhance safety measures.

• Safety Training for Supervisors:

Ensure that all supervisors and team leaders receive specialized safety training. Equipping supervisors with the skills and knowledge to lead by example and address safety issues within their teams can have a significant impact on overall safety culture.