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![Page 1: Health and Safety Executive Health and Safety Executive Management of contractors: short duration & fragile roof work Liz Standen HM Inspector of Health.](https://reader038.fdocuments.in/reader038/viewer/2022110321/56649cfe5503460f949ce3aa/html5/thumbnails/1.jpg)
Health and Safety Executive
Health and Safety Executive
Management of
contractors: short duration
& fragile roof workLiz Standen
HM Inspector of Health and Safety
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KEY ELEMENTS OF MANAGEMENT SYSTEM
Managing for Health & Safety
Worker Involvement
Risk profile
Competent workforce
Legal duties
Managing Business Risks
Leading Managing(including business processes)
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Outline of WAH Regulations
• Requirements for:-
• Organisation, planning & supervision (Reg 4)
• Competence (Reg 5)
• Avoidance of risk from WAH (Reg 6)
• Selection and use of work equipment for WAH (Reg 7)
• Requirements for work equipment (Reg 8)
• Risk assessment approach
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Selection of equipment – regulation 7
• Choice of work equipment must take account of:
• Working conditions and the risks to persons safety
• Access and egress and the distance to be negotiated
• Distance and consequences of a fall
• Duration and frequency of use
• Ease of rescue/evacuation
• Risk of use, installation and removal of equipment
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Safe means of access onto roof
• Existing means, internal/external staircase or ladder and roof access hatches
• General access scaffolds
• Stair towers
• Fixed or mobile scaffold towers
• Mobile access equipment
• Ladders
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Preventing falls
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Verge edge protection
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Fall mitigation
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Short duration work
• Tasks measured in minutes rather than hours
• Includes inspection, replacing a few tiles, adjusting TV aerial
• May not be RP to install edge protection or independent scaffold
• Precautions depend on overall assessment of risk
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Minimum requirements for short duration work on roofs
• Safe means of access to roof level (secured ladder to eaves as a minimum)
• Safe means of working on the roof e.g.:– On a sloping roof a properly constructed and
supported roof ladder– On a flat roof a fall restraint harness secured
to suitable anchor points– Fall arrest as last resort – importance of
rescue plan– MEWPS – particularly appropriate for short-
duration minor work
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Demarcation of access routes and work areas
• For short-duration limited work on sections of flat roof where edge protection not reasonably practicable
• Simple form of continuous physical barrier which identifies work area and access routes – “safe area”
• Barrier must be at least 2 m from edge of roof, leading edges and fragile materials
• No unprotected holes, breaks or fragile materials within “safe are” unless suitably protected
• Barriers should be durable and immediately obvious to all –bunting, tape, markings at foot level not acceptable
• Use of demarcation barrier requires high level of supervision and discipline
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The things we see when out and about!
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Fragile roofs
• Falls through fragile roofs account for 22% of all fatal falls
• An average of 7 deaths a year
• Not just construction – maintenance repair and cleaning
• Single layer roof lights
• Non-reinforced fibre cement sheets
• Corroded metal sheets
• Glass (including wired glass)
• Rotted chipboard
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Fragile roofs
• Roof materials and fixings will degrade overtime (erosion, weather damage, UV, etc) and result in fragility
• All roofs should be treated as fragile until a competent person has confirmed they are not
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Fragile roof hierarchy
• Work from underneath using a suitable work platform
• Work from a MEWP basket
• Perimeter edge protection and staging/crawling boards which spread load across roof (should span at least two purlins)
• Staging should be fitted with guardrails otherwise fall mitigation required (crash-decks, birdcage, nets, soft landing systems, fall arrest)
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Work from below
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Fragile roof protection
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Fragile roof protection
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Fragile roof protection
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Health and Safety Executive
Health and Safety Executive
Fragile roof case
studies
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Key elements of successful contractor management
• Procurement
• Competence & leadership
• Planning & selection of equipment
• Good communication
• Strong supervision
• Workforce buy-in
• Behavioural culture
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What it looks like when done effectively What it looks like when it is done badly or not at all.
Leaders: -Maintain attention on the significant risks and implementation of adequate controls.-Demonstrate their commitment by their actions, they are aware of the key health and safety issues; -Ensure consultation with the workforce on health and safety.-Challenge unsafe behaviour in a timely way
Leaders:-Set no health and safety priorities-Don’t understand the need to maintain oversight.-Do not meet their own organisation’s standards/procedures e.g. wearing correct PPE on site/shop floor.Lack of engagement with health and safety by workers.Health and safety is seen as an add-on, irrelevance or nuisancePoor incident history (accidents, near misses, plant damage or other indicators e.g. poor maintenance, poor housekeeping).
Management of health and safetyA systematic approach is used to manage health and safetyPeople understand the risks and control measures associated with their work. Contractors adhere to the same standardsAppropriate documentation is available: current, organised, relevantPeople understand their roles and those of others.Performance is measured – to check controls are working and standards are being implemented, and learn from mistakes after things go wrong.Beyond compliance:A formal system (such as BS OHSAS 18001, ISO 9001) is used: has it been externally accredited?Health and safety is integrated into business processesBenchmarking is used to compare performance with others.Supply chains are influenced to improve health and safety.A ‘Wellness’ programme is in place.
Management of health and safetyIncomplete or missing paperwork. Does not link to actual risks in workplace.Confusion over roles, inaction as no one takes responsibility for health and safety, distrust of management motives.Widespread, routine violations of procedures. No oversight of contractors.Information is not passed on, not understood, or not implemented.Managers are unaware of employee concerns or do not respond appropriatelyLessons are never learnt.
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Tips for managing contractors
• Use PAS91 for procurement competence
• Get early input from competent CDMC & designer
• Clear job spec with benchmarks & penalties for non-conformance
• Check supervisory competence
• Mechanism for RA review for job revisions
• Monitor actual site performance
• Clear communication, roles & responsibilities
• End of project review with contractor’s director
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References
• PAS 91: http://www.bis.gov.uk/assets/biscore/business-sectors/docs/b/bsi-specification-pas91-construction-procurement.pdf
• Managing Health & Safety in Construction: http://www.hse.gov.uk/pubns/books/l144.htm
• INDG368 http://www.hse.gov.uk/pubns/indg368.pdf
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More references
• http://www.cpa.uk.net/p/MEWPS-and-Overhead-Crushing/
• http://www.hse.gov.uk/construction/lwit/index.htm
• http://www.ipaf.org/en/publications/technical-guidance-notes/
• http://www.roofworkadvice.info/
• http://www.management-standards.org/standards/full-list-2008-national-occupational-standards
• http://www.hse.gov.uk/pubns/subscribe.htm
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