Of these 65,427 RIDDOR reports; 29% were attributed to slips trips or falls, 19% were attributed to manual handling, 11%struck by moving objects, 9% Acts of violence and lastly 8% Falls from height. 

The number 1 and number 2 workplace injury rate per 100,000 workers during 2019/20 was Construction and Agriculture, forestry and fishing. These industries have a statistically significantly higher risk of injury compared to other industries. Although recent trending suggests that the injury rate has been falling over the last decade, it is now starting to plateau across the board, this includes Self reports, RIDDORS and fatalities. 

Injuries at work do not only affect the individual but also the employers, it is estimated that nearly 6.3 Million working days were lost due to non-fatal workplace injuries. 

. Despite this understanding employee learning is limited to compliance training only, with little or no commit to investing in employees beyond this. Usually this decision is due to limits in financial resources or lack of understanding of how learning can transform their businesses. With this in mind we have put together some practical advice on how businesses may overcome these limits and be more innovative about how they can translate learning into business results. 

 

Firstly, it is important to understand where it is suggested learning takes place using the 70:20:10 model: 

 

As shown, this particular model suggests that most learning takes place through practice and experience rather than through formal training courses. This is important as it enables any business to invest in their employees by providing them with continuous opportunities to learn at work. To achieve this continuous learning employers can adopt the following: 

In the first instance, it is a legal requirement that employees are competent to undertake required tasks in a safe way. The Health and Safety at Work etc. Act (HSWA) 1974 states that employers need to provide whatever information, instruction, training and supervision is necessary to ensure, "so far as is reasonably practicable", the safety of their employees and others affected by their activities. 

 

The Management of Health and Safety at Work Regulations (MHSWR) 1999, outlines where safety training is most important, e.g. when people start work, on exposure to new or increased risks and update skills and knowledge where needed. The MHSWR require employees to consider the capabilities, training, knowledge and experience of workers and ensure that the demands of their work do not exceed their ability to carry out their role without risk to themselves and others. 

Yet research shows that most change initiatives fail to get their intended outcomes and may even limit business potential. The effects of not managing change effectively can be devastating, so it’s important that business owners understand the issues and techniques to support effective change. So, with this in mind we have put together a number of points to help with implementing business change during challenging time. 

 

Fires do not have to be deadly, if you know the early signs of a possible accidents and the associated fire safety measures you must take to protect yourself and more importantly everyone else on the premise. 

Below are some things that will prepare you for a fire accident in your premises, so loss of lives and property is minimal; 

• Create time in the working day for other activities that can help reduce stress. 

• Take time out to rest after busy periods: take regular breaks and use your annual leave entitlement. 

• Don’t work when you’re unwell. 

• Avoid working excessive hours or emailing employees outside working hours. 

• Encourage your team to do the same. 

 

• Are you fair, open, and consistent? If so, your team is more likely to cope well under pressure. 

• Do you regularly give positive and constructive feedback? 

• Are you approachable and comfortable having sensitive conversations? 

• How do you handle conflicts or cases of bullying/harassment? 

• Do you adapt your management style to suit the needs of individuals? 

• Do you give your team members as much autonomy and support as you can? 

• Do you communicate change effectively and support your team through it? 

• Do you give people who work alone or in the work environment opportunities to form relationships with others? 

Who are the duty Holders under the CDM 2015 regulations? 

1. Clients are organisations or individuals for whom a commercial construction project is carried out and have control of the decisions relating to the build. They must; 

a. Appoint a Principal Designer and Principal Contractor in writing or accept their duties themselves and assess their competence; 

b. ensure an F10 notification is submitted to the HSE, if the project is over 500 person days or over 30 days with more than 20 persons on site at any one time; 

c. Ensure suitable welfare facilities are in place from day 1 of construction 

d. provide Pre-Construction Information (PCI) to every designer and contractor appointed 

e. before the construction phase begins, a Construction Phase Plan (CPP) is in place 

f. a Health and Safety File for the project is prepared when construction is complete 

We can all agree that consultation with employees during difficult and changing times has always been important. Going forward, it will become even more important as we move toward to our new normal, with new and innovative ideas on how we can work and live our lives safely and securely. So, with this in mind we have put together a number points that will help employers achieve meaningful consultation to enable businesses to reap the associated benefits, such as, better decision-making and problem solving, cost reduction, improved innovation and productivity. 

 

• Be open and honest. Not only will it help build trust in decision- making, it will also help to create a culture where employees feel able to speak up. 

• Be proactive and involve employees in the design of information and consultation arrangements. 

• Ensure there is a strategic focus at all meetings and provide employees with training so they can correctly identify this type of strategic issue. 

1. Are your employees fit to come to work or are their immediate family are infected or vulnerable, 

2. Should they be isolated, 

3. What happens if they show symptoms at work, 

4. Can your employees work from home and use technology 

5. Can you stagger shifts to reduce numbers at premises at any one time 

6. How are your employees getting to work, driving, using public transport, cycling or walking 

7. How are they signing in and out safely 

8. How is social distancing being managed within the workplace, 2m spacing, and moving around the workplace 

9. Use of desks, workstations, people in shared rooms or using shared working platforms. 

Leeds Magistrates’ Court heard how, on 28 April 2016, Mr Smith, aged 36, was working at Stone Gappe Hall, Lothersdale, Keighley, owned by Richard McAlpine, a director of the McAlpine team of companies. Mr Smith was attaching straps to a water tank while preparing to pass it to a decrease flooring of a water tower at the property, in order to paint the floor. 

 

An investigation by the Health and Safety Executive (HSE) observed that Mr Smith fell through an opening that did not have fixed aspect protection. As a result, he sustained serious injuries including: a tibial shaft fracture, a distal fibular fracture, a fracture to the left patella, orbital and nasal fractures, lacerations to the face, a concessional head injury, damage to his ribs and he was hospitalised for 9 days.