Author Archives: Emma Walker

Mental Health at Work: In-depth

This topic provides practical tips on how to put in place workplace policies that support those struggling with their mental health.

Mental Health Awareness Week (14th-20th May)

Mental health issues are important in the workplace: it is said that one in six people in employment are having mental health problems at any one time. Employers have a key role in managing working conditions that can affect mental health, ensuring that people with mental ill health have the support they need, and taking appropriate steps to combat discrimination and stigma.

Employers’ Duties

  • Employers have a general duty to ensure, so far as is reasonably practicable, the health and safety at work of all employees under the Health and Safety at Work, etc Act 1974.
  • Under the Management of Health and Safety at Work Regulations 1999, employers must assess the risks to the health of their employees for all aspects of work. This includes psychological risks.
  • The Equality Act 2010 requires employers to make to make “reasonable adjustments” to the workplace and to work tasks to accommodate the needs of a disabled employee, ie those who have a long-lasting physical or mental impairment that impacts substantially on their ability to carry out day-to-day activities.
  • It is the duty of the employer under the Equality Act 2010 to prevent discrimination, bullying and harassment in the workplace.

Employees’ Duties

  • An employee is not generally obliged to tell an employer if he or she has a mental health condition or disability. However, although he or she may be wary of revealing the extent of any health condition, unless an employer is aware of the issues it may be handicapped in its ability to support the employee.

The Importance of Mental Health in the Workplace

The World Health Organisation defines mental health as “a state of wellbeing in which every individual realises his or her own potential, can cope with the normal stresses of life, can work productively and fruitfully, and is able to make a contribution to her or his community”.

Mental health issues are common and affect many employees and managers in workplaces. The Centre for Mental Health estimates that every year in the UK a total of 91 million days are lost to mental health problems and nearly half of all long-term sickness absences are caused by a mental health problem. The total annual cost is more than £30 billion.

Practical Action to Promote Positive Mental Health at Work

Happy, resilient employees mean less sickness absence and higher productivity — which is one of the reasons that increasing numbers of employers are looking at mental health as part of their wellbeing programmes. Obviously, mental ill health cannot be separated into separate boxes for work or personal life, but it is acknowledged that work can have a significant impact on mental health.

There are a number of practical actions that employers can take to promote positive mental health and resilience in their workplace. For example, the Health and Safety Executive’s Management Standards define the culture of an organisation where the risks from work-related stress are being effectively managed. Stress is not mental ill health, but stress can affect mental health.

Acas suggests a three-step approach to dealing with mental health problems at work.

  1. Train managers to spot the signs of employees who may be having psychological or emotional difficulties.
  2. Identify any work-related causes and make “reasonable adjustments” to support people.
  3. Promote awareness of mental health issues and create a culture where employees feel they can talk about their concerns.

Practically, this means:

  • enabling someone to act as the “mental health champion” in the workplace to build an open culture and destigmatise mental health issues
  • offering structured training to managers and other selected staff so people know what to do
  • communicating the ways that people can ask for help
  • giving managers and trained staff the information on how to respond (ie the options of where to refer staff, information on what is available in terms of time off, etc)
  • offering a range of options, so different people can be supported in different ways.

The first step in enabling employees to come forward with problems may well be improving the work culture to eliminate the stigma attached to mental ill health.

Spotting the signs will often mean identifying the common symptoms of mental ill health, including:

  • an increase in unexplained absences or sick leave
  • poor performance
  • poor timekeeping
  • poor decision-making
  • lack of energy
  • uncommunicative or distressed behaviour.

Acas suggests that managers start by having a quiet and confidential word with an employee causing concern. If the employee is returning from sickness absence a return to work discussion could be held. If a more formal follow-up meeting is required it should be scheduled. Where stress or over-work is identified as a cause in exacerbating an existing mental health condition then suitable action should be taken to resolve the situation in compliance with the organisation’s stress management policy.

Where required an employer should provide access to an occupational health service where a member of staff with a mental health issue can obtain confidential help and support.

Promoting awareness will be aimed at encouraging the workforce to be more tolerant of mental health and more understanding of the stresses and strains staff are subjected to and how these can be lessened. A starting point for an awareness campaign may be to undertake a survey of the workforce to find out more about their attitudes to mental health. Mental health champions can be identified and given additional training. Awareness days could be arranged. Applying for accreditation as a mental health aware organisation is another good strategy.

An initiative that has been found to be useful in many workplace settings is to train “mental health first aiders” to help colleagues. Mental Health First Aid (MHFA) England is a charity that provides the equivalent of physical first-aid training.


Benefits of Positive Workplace Mental Health Policies

The benefits for an employer taking a positive approach to mental health at work include the following.

  • It can help to retain valuable and experienced staff, reducing turnover, staffing and training costs.
  • It can reduce sickness absence, particularly from stress related mental health conditions.
  • It helps staff achieve their potential and sustain their careers.
  • It enhances safety and increases productivity.
  • It makes for a healthier, more tolerant workplace.
  • It demonstrates that an employer is socially responsible.

In its report, Added Value: Mental Health as a Workplace Asset, the Mental Health Foundation quotes research which suggests that people living with mental health problems contributed an estimated £226 billion gross value to UK GDP, nine times the estimated cost to economic output arising from mental health problems at work. It states that improving and protecting mental health secures that value and should help reduce cost.

Employers can demonstrate their commitment to supporting mental health in the workplace by signing up to schemes such as:

  • the Charter for Employers Who Are Positive About Mental Health established under the MINDFUL EMPLOYER campaign
  • the Time to Change campaign.

Benefits to People with Mental Health Issues from Working

Work is a key factor in supporting people who are living with mental health issues and in keeping them well. Studies show that work is generally good for people’s mental health. It not only provides financial reward. It gives many people self-esteem, companionship and status, as well as a chance to use their skills and to feel fulfilled.

Being employed has a positive effect on mental health symptoms. Being unemployed, conversely, can make symptoms worse.

Key Role of Line Managers

Line managers play a crucial role in the promotion of positive mental health at work. They are well placed to detect mental health issues in an employee. They are also in a position to help a worker who has mental health difficulties to cope with their work by providing additional support and by reducing work pressures and stress. They can also introduce flexible working conditions and help people to return to work following sickness absence if it is required.

Some managers will be concerned that by addressing mental health issues they will be getting involved in areas that they feel ill-equipped to deal with. They need the right level of support and training in order to fulfil their potential in supporting mental health at work needs.

Managers are not counsellors. They should not try to give advice about a mental health problem but should be furnished with the appropriate procedures and information to direct colleagues to experts who can help. They should work within their capabilities and use their management skills to focus on the practical things they can do to help. They should remember that their role is not to “cure” people, but to help them to cope at work and fulfil their potential.

Work-Life Balance and Working Hours

The concept of work-life balance is important when considering working arrangements for people with mental health issues. Flexible working arrangements are generally supportive of people with mental health issues, especially approaches that offer:

  • variable hours or start times
  • part-time working
  • homeworking
  • paid or unpaid leave for appointments related to health

An advisory booklet by Acas, Flexible Working and Work-life Balance, includes examples of flexible working that may be useful when supporting staff with mental health issues, such as term time working, job shares and changes to shift and rota patterns

Mental Health Policies

Every employer should have a mental health in the workplace policy. The policy should be supported by senior management. It should support an approach which promotes positive mental health and challenges stigma and discrimination.

Occupational Health

Occupational health services can be very effective in supporting people at work who have mental health issues. Any referral should be entirely confidential and should be discussed with the worker concerned.

Occupational health services can be particularly helpful if an employee is returning to work after illness and requires a rehabilitation programme. Such programmes may require a temporary period of reduced hours, an adjustment of roles and responsibilities, or additional support.

Some employers have Employee Assistance Programmes, designed to provide employees with counselling and advice for a wide range of personal and work problems.


Managers should keep all aspects of a member of staff’s condition confidential. Workers who have mental health issues have the same rights to confidentiality as any other employee.

Types of Mental Health Issues

Mental health issues are very common. The Department of Health estimates that one in four will suffer from a mental health problem at some point in their lives.

There are many different forms of mental health conditions which generally vary on a continuum from mild to severe. In addition, they will often fluctuate and people may have good days and bad days, just as everybody does. Most people with a defined diagnosis of mental illness will be able to perform normally at work.

The most common forms are:

  • depression
  • anxiety states
  • psychosis
  • bipolar illness.

Managers should beware the danger of “labelling” people with a mental illness. This can feed expectations and become self-fulfilling, or even encourage harassment. However, a general awareness of symptoms may assist managers in supporting people appropriately.


While most people sometimes feel low in mood from time to time, clinical depression is a serious health condition. In most cases it causes periods of intense low mood, hopelessness and helplessness. In severe cases, it can lead to a person losing their ability to cope with day-to-day living or even to attempt suicide.

Depression is probably the most common form of mental health issue, affecting one in 20 people.

Symptoms include:

  • low mood
  • low self-esteem and preoccupation with negative thoughts
  • feeling tired and lacking energy
  • loss of drive — often neglecting work, hobbies and interests
  • withdrawing from social contact
  • having suicidal thoughts or thoughts of self-harm
  • smoking more, or using more alcohol
  • change in appetite — not eating or overeating
  • poor sleep — waking up early, having difficulty getting to sleep
  • poor performance at work or difficulties in home and family life.

The causes of depression vary from person to person. Sometimes it will be a reaction to something that has happened, such as the loss of a loved one. Sometimes there is no discernible cause. Some people will have a history of bouts of depression that can last for weeks or months. Others may have a family history of depression. Depression is often linked to loneliness.

Depression is treatable and most people recover. It is usually diagnosed by a GP.

Mild to moderate depression can be helped by a range of methods including just helping someone to be more active, more socially engaged or to do more exercise. This helps to rebuild someone’s self-esteem and confidence. Those with a mild depression that fails to improve may be offered a form of talking therapy such as cognitive therapy or counselling.

Those with moderate to severe depression will often be prescribed anti-depressant medication, sometimes in addition to talking therapy.

Those with severe depression may be referred to specialist mental health services which could include seeing a psychologist, a psychiatrist, or a specialist mental health nurse.

Anxiety States

Feeling anxiety from time to time is quite normal, particularly when nervous or apprehensive about something. However, someone suffering from an anxiety disorder may suffer excessive anxiety and worry relating to a range of situations and issues, rather than one specific event. Some may go on to develop more severe problems, such as panic attacks, a phobia or obsessive compulsive disorder.

The physical symptoms of generalised anxiety disorders can include dizziness, drowsiness, tiredness, palpitations, muscle aches and tension, dry mouth, shortness of breath and stomach ache.

An experience of panic is quite normal in dangerous or stressful situations where a person may feel threatened. When having a panic attack a person suffers the same fight or flight response but in situations where most people would not perceive any danger. They start to panic for no reason and experience an overwhelming sense of fear, apprehension and dread.

Attacks can be precipitated by any tension or stressful situation, or even by the fear of having an attack itself, especially in public places. They can lead people to avoid any situations where they feel anxious and to become withdrawn and isolated.

In the case of a phobia, a person develops an exaggerated fear about a specific situation or object. If confronted with the thing they fear they may suffer a full-blown panic attack.

Anxiety disorders are usually diagnosed by a GP or a psychiatrist and treated with a combination of medication and psychological therapies.


Some of the more severe forms of mental ill health can involve a general loss of contact with reality and may include hallucinations, delusions and an impaired level of insight. These symptoms are often referred to as psychosis.

A number of different conditions can give rise to psychotic symptoms but the most common diagnosis is probably that of schizophrenia. Symptoms when unwell may include confused or jumbled thoughts, hearing voices and seeing and believing things that other people do not share. Behaviour may become bizarre in nature and usually includes difficulty with social interaction and carrying out daily life activities. Insight may be lacking. Sufferers can become confused and withdrawn and there is a danger of them acting on destructive delusions and harming others or themselves.

People with schizophrenia are usually in contact with mental health services and under the care of a consultant psychiatrist. They may be taking regular medication which helps to control their condition. When well there may well be little sign of the underlying condition.

Bipolar Disorder

People whose moods swing rapidly from one of uncontrollable excitement and impulsiveness to intense despair and apathy could be suffering from what is now known as bipolar disorder, formerly called manic-depressive illness.

Each type of “mood episode” will contain its own defining features. For example, a pattern of little or no sleep might be typical in an “high” phase and sleeping most of the time in a “low” phase.

People can be incredibly productive when in a “high” phase, but may also be irresponsible and impulsive.

Those with bipolar illness will typically be under the care of a psychiatrist. They will usually be taking medication which help to even out their mood.

Alcohol Dependency and Mental Ill Health

Alcohol dependency is a problem for people of all ages, and many people use alcohol to deal with loss and loneliness. Alcohol use can mask underlying depression.

Eating Disorders

A variety of different eating disorders are recognised as mental health issues, the most common being anorexia and bulimia.

For people with eating disorders the subject of food, and how much they weigh, is likely to be a constant preoccupation. A person with anorexia will commonly deny themselves food, even when they are very hungry. Those with bulimia may binge.

Eating disorders usually develop as a result of deeper issues in a person’s life and will usually respond to professional counselling and psychotherapy.

Suicide and Self-harm

Suicide is the biggest killer of men aged 49 and under and the leading cause of death in people aged 15–24. Most vulnerable are men with mental illness and those who self-harm. Managers and work colleagues should encourage anyone who is expressing suicidal thoughts to seek help immediately.

The Mental Health System

The UK has a well-established mental healthcare system that is structured as local community services and specialist in-patient services.

Most people with mild to moderate mental health issues will be looked after by their GP. The GP may diagnose the problems and prescribe medication to help. They will usually try to encourage a person to self-help, often with the help of the numerous self-help groups and charities that exist in most areas. Some GP practices host or have access to counselling services where people can talk their problems through with a trained counsellor.

Each area is covered by established NHS mental health services. These consist mostly of acute in-patient facilities and community mental health teams.

In combination with GPs, community teams look after most people with moderate to severe mental health issues. They are comprised of staff such as psychiatrists (doctors who specialise in mental health) and specialist mental health nurses supported by psychologists, occupational therapists and mental health social workers.

Community teams will visit people in their own homes or see people in clinics.

There is a general movement in mental health away from treatments solely consisting of medication towards more psychological treatments and therapies.

Psychological treatments are often referred to as “talking therapies” by some. Usually provided by psychologists, psychotherapists, psychiatric nurses and counsellors, psychological treatments consist of sessions where a person is given an opportunity to talk about what is troubling them and develop new coping plans.

When acutely unwell, people with severe mental health illnesses may be admitted to a specialist unit for assessment and treatment. Sometimes they may be admitted against their will under the Mental Health Act 1983, a process known as sectioning. In some cases people who are acutely unwell may find their way into hospital through an A&E department, or through the police under a place of safety order. Both should have link mental health workers attached to facilitate liaison.

Time to Change

Time to Change is a mental health campaign movement that was set up in 2007 by the Department of Health with lottery funding and supported by a range of mental health charities.

The campaign aims to:

  • improve public attitudes and behaviour towards people with mental health problems
  • reduce the amount of discrimination that people with mental health problems report in their personal relationships, their social lives and at work
  • make sure even more people with mental health problems can take action to challenge stigma and discrimination in their communities, in workplaces, in schools and online
  • create a sustainable campaign that will continue long into the future.

The workplace campaign includes:

  • organisations being able to sign-up and taking a Time to Change employer pledge
  • establishing mental health workplace champions
  • training for managers and employees
  • tips on activities to get everyone in the workplace involved in supporting positive mental health changes
  • opportunities to share information and collaborate with other organisations.

Resources can be downloaded from the campaign website.


Managers and supervisors should be trained how to provide appropriate support to people with mental health issues and how to create a healthy working environment. Training in mental health issues will help to fight the misconceptions some people have about mental illness.

Training in areas such as managing discipline and grievances at work and managing absence at work should include mental health aspects. Employment law training should cover the need to comply with the mental health requirements of the Equality Act 2010.

Many charities and organisations run training courses, including MIND, the Mental Health Foundation and Time to Change.

Acas provides a free eLearning module on Mental Health Awareness for Employers.

Mental health first-aid courses — the mental health equivalent of physical first-aid training — are becoming increasingly popular in some workplaces, particularly for staff identified as “champions” who are willing to offer counselling assistance to colleagues.

If you require further information, please contact us.

Brought to you by WHSS, HSE, Croner and and Mental Health Foundation.


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Accident Reporting: Quick Facts

Incident/accident reporting is an important aspect of monitoring or measuring safety performance and allows an organisation, through investigations, to learn from mistakes and improve health and safety.

It is essential that employers introduce a reporting system in the workplace for all accidents and incidents, dangerous occurrences, diseases and near misses, for all employees, contractors and visitors. An accident report may also prompt an investigation by the enforcing authority depending on the severity of injury that has either occurred or had the potential to occur.

This topic outlines what an accident report should contain, what should be reported on in relation to RIDDOR and who is responsible for making reports.

  • The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 2013 (RIDDOR) require the “responsible person” to report the following instances to the relevant enforcing authority:
    • deaths
    • certain specified injuries
    • injuries that cause absence for more than seven consecutive days (including days that are not normally worked, such as weekends, but does not include the day of the accident)
    • injuries to members of the public or people not at work where they are taken to hospital for treatment
    • certain diseases and dangerous occurrences. What should be reported?
  • Reports under RIDDOR must be submitted online. Fatal and specified injuries can also be reported to HSE’s Incident Contact Centre by telephone.
  • All employees must give notice to employers of any personal injury caused by an accident at work. This is usually done by entry of the details into an accident book.
  • An accident reporting policy should be in place to ensure that all procedures are followed correctly.
  • Employees and managers should receive training to raise their awareness of the need to report all incidents and the procedures to follow.

If you require advice, please contact us.


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Protect Workers that are Working In or Near Excavations

Tips to Protect Workers that are Working In or Near Excavations

  1. Undertake a thorough risk assessment to determine how anyone could be hurt when working with excavations. Consider how and when a collapse could occur, or how someone could fall in, for example. Think about the underground cables (such as electricity) that could be in the area.
  2. Support the sides of the excavation properly, and install barriers and covers when work finishes for the day or halts so that no one can fall in. Ensure good levels of lighting around the excavation, especially at night and in the winter months.
  3. Develop and implement a safe system of work for workers to follow, which includes ensuring the excavation is properly boarded, and that it is dug to the correct depth. Ensure workers know the location of any underground cables before starting work.
  4. Train workers on the dangers of working in or near excavations.
  5. Supervise all work activities and ensure that you have a means of providing an emergency evacuation if someone should become injured in an excavation.

Contact us if you require further information.


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L24 R12 Condition of floors and traffic routes

When we have bad weather we need to ensure that there is a safe access and egress to the work environment. We would also use the neighbourhood experience.

Neighbourhood principle is a principle of English law which says that a person should take reasonable care to avoid acts or omissions that s/he can reasonably foresee as likely to cause injury to the neighbour.

It is beneficial to purchase some grit to keep in case the weather changes – which id does quite frequently.

From the L24 document I have attached regulation 12 condition of floors and traffic routes.

(1) Every floor in a workplace and the surface of every traffic route in a workplace shall be of a construction such that the floor or surface of the traffic route is suitable for the purpose for which it is used.

(2) Without prejudice to the generality of paragraph (1), the requirements in that paragraph shall include requirements that –

(a) the floor, or surface of the traffic route, shall have no hole or slope, or be uneven or slippery so as, in each case, to expose any person to a risk to his health or safety; and

(b) every such floor shall have effective means of drainage where necessary.

(3) So far as is reasonably practicable, every floor in a workplace and the surface of every traffic route in a workplace shall be kept free from obstructions and from any article or substance which may cause a person to slip, trip or fall.

(4) In considering whether for the purposes of paragraph (2)(a) a hole or slope exposes any person to a risk to his health or safety –

(a) no account shall be taken of a hole where adequate measures have been taken to prevent a person falling; and

(b) account shall be taken of any handrail provided in connection with any slope.

(5) Suitable and sufficient handrails and, if appropriate, guards shall be provided on all traffic routes which are staircases except in circumstances in which a handrail cannot be provided without obstructing the traffic route.

108 Floor and traffic routes should be of sound construction and should have adequate strength and stability, taking account of the loads placed on them and the traffic passing over them. Floors should not be overloaded.

109 The surfaces of floors and traffic routes should be free from any hole, slope, or uneven or slippery surface which is likely to cause:

  • a person to slip, trip or fall;
  • a person to drop or lose control of anything being lifted or carried;
  • instability or loss of control of vehicles and/or their loads.

110 Damaged surfaces that may cause a person to trip or fall should be made good and conspicuously marked or protected until this can be done. Temporary holes should be adequately guarded. Take account of people with disabilities. Surfaces with small holes (for example metal gratings) are acceptable provided they are not likely to be a hazard. For deep holes where there is a risk of a fall, you should refer to regulation 13 and associated ACOP text, and the Work at Height Regulations 2005.

111 Slopes should not be steeper than necessary. Moderate and steep slopes, and ramps used by people with disabilities, should have a secure handrail where necessary.

112 Surfaces of floors and traffic routes likely to get wet, or to be subject to spillages, should be of a type which does not become unduly slippery. Floors near hazards that could cause injury if anyone were to fall against them (for example a woodworking or grinding machine) should be slip-resistant and be kept free from slippery substances or loose materials.

113 Where a leak, spillage or other type of contamination occurs and is likely to be a slipping hazard, take immediate steps to fence it off, clean it up, or cover it with something to stop it being slippery (eg absorbent granules).

114 Where a floor is liable to be made wet through work activity, drains and channels should be provided and positioned to minimise the area of wet floor, and the floor should slope slightly towards the drain. Where necessary to prevent tripping hazards, ensure drains and channels have covers which should be as near flush as possible with the floor surface.

115 Where reasonably practicable, processes and plant that may discharge or leak liquids should be enclosed (for example by bunding), and leaks from taps or discharge points on pipes, drums and tanks should be caught or drained away. Stop valves should be fitted to filling points on tank-filling lines. Where work involves carrying or handling liquids or slippery substances, as in food processing and preparation, the workplace and work surfaces should be arranged to minimise the likelihood of spillages.

116 Arrangements should be made to minimise risks from snow and ice. This may involve gritting, snow clearing and closure of some routes, particularly outside stairs, ladders and walkways on roofs.

117 Floors and traffic routes should be kept free of obstructions that may present a hazard or impede access. This is particularly important in any place where an obstruction is likely to cause an accident, for example near emergency routes, stairs, corners or junctions.

118 Where a temporary obstruction is unavoidable and is likely to be a hazard, prevent access or take steps to warn people (including drivers) by, for example, the use of hazard cones. Vehicles should not be parked where they are likely to be a hazard. Materials that fall onto traffic routes should be cleared as soon as possible.

119 Every open side of a staircase should be securely fenced. As a minimum, the fencing should consist of an upper rail at 900 mm or higher, and a lower rail.

120 A secure and substantial handrail should be provided and maintained on at least one side of every staircase, except at points where a handrail would obstruct entry or exit, such as steps in a theatre aisle. Handrails should be provided on both sides if there is a particular risk of falling, for example where stairs are heavily used, or are wide, have narrow treads, or where there are liable to be spillages on them. Additional handrails should be provided down the centre of particularly wide staircases where necessary.

121 A traffic route means a route for pedestrian traffic, vehicles or both and includes any stairs, staircase, fixed ladder, doorway, gateway, loading bay or ramp.

122 Slips and trips are the most common cause of injury at work. Most slips occur when floors become wet or contaminated and many trips are due to poor housekeeping.

123 To prevent slips and trips:

  • stop floors getting wet or contaminated in the first place;
  • have effective arrangements for both routine cleaning and dealing with spills;
  • remove spillages promptly;
  • leave smooth floors dry after cleaning or exclude pedestrians until the floor is dry;
  • use the right cleaning methods for your floor;
  • look out for trip hazards (eg uneven floors, trailing cables);
  • keep walkways and work areas clear of obstructions;
  • encourage your workers to keep the workplace tidy;
  • consider the use of slip-resistant flooring material.

124 Consider providing slip-resistant footwear where slipping hazards arise despite the precautions set out in paragraph 123. Further guidance is available from HSE on slips, trips and falls and also on flooring types.

125 Building Regulations have requirements on floors, stairs and ramps.1,2 Advice is available from local authorities.

126 Steep stairways are classed as fixed ladders and are dealt with under the Work at Height Regulations 2005.

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Tips to Manage the Risks from Hand/Arm Vibration

The risks from hand/arm vibration can often be easily managed, but it is vital that the correct measures are put into place. Check today that your workers are protected when using power tools and other similar equipment.

  1. Do a risk assessment to help identify the hazards associated with vibration in relation to the tools your workers use, and the jobs they are required to do. Look at both individuals and groups of workers who may be at risk.
  2. Work out which of your tools emit vibration and each of the tasks they are used for. See what control measures are needed to either remove or reduce the vibration risk, such as introducing maximum time limits for the use of each tool. Check the manufacturer’s instructions and guidance for information about this.
  3. Train workers to use hand-held tools in the correct way. Make sure they do not apply excessive force but instead allow the tool to do the work.
  4. Introduce health surveillance for those potentially at risk of ill-health from vibration. Teach staff about the symptoms to look out for, such as finger numbness, pain and loss of grip.
  5. Regularly inspect tools to check that they are in a good condition. Make sure that tools are not blunt, and that where feasible, dampeners are in place.

Contact us if you require advice.

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Protect Workers from Falling into Pits and Similar Areas

A fall from height is one of the most common reasons for a workplace fatality – be sure to take the time today to check that everyone on your site is protected from falling into pits and other work spaces.

  1. Do a risk assessment to determine where your fall from height hazards exist. Think about steps, pits, holes and other open areas, and how people could fall into them when working on or near them. Install guard rails and barriers, and hand-holds on stairs.
  2. Mark the edges of all pits and level changes with bright paint. Cover all open pits with boards that are secured down to prevent them moving. Check that coverings can take the weight of anything intended to be put on it.
  3. Ensure good levels of lighting at all times, both inside and outside buildings. Highlight areas where people could fall with signage and prevent unauthorised access. Escort visitors at all times to prevent them wandering into dangerous areas.
  4. Discuss falls from height with workers on induction, and at regular intervals such as during toolbox talks. Supervise worker activities and undertake regular inspections of work areas to ensure that the controls identified in risk assessments relating to falls are being implemented and used correctly.
  5. Look at ways of preventing workers from walking backwards – for example, when guiding vehicles or plant into inspection areas – by avoiding the need for vehicles to reverse. Use designated one-way routes where possible.

Contact Walker Health and Safety Services Limited should you require assistance.


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Tips to Help Make Sure Your Welfare Facilities Meet the Grade

The Workplace (Health, Safety and Welfare) Regulations 1992 cover a wide range of basic health, safety and welfare issues and apply to most workplaces (except those involving construction work on construction sites, those in or on a ship, or those below ground at a mine).

Welfare facilities include toilets, wash basins, showers and changing facilities, and clean areas in which to rest, drink and eat. Check that all these areas are clean, and that they are regularly inspected for hygiene purposes. Ensure that all facilities are well lit and suitably ventilated.

  1. Verify that you have enough toilets and sinks for workers – there should be enough that no-one has to queue for long periods. If there are not separate facilities for men and women, ensure that rooms have lockable doors for privacy.
  2. Toilets should be well stocked with toilet paper, and there must be a means of disposing of female sanitary products.
  3. If your workers undertake dirty work, it may be appropriate to provide showers.
  4. Washbasins need to be large enough to fit hands in, and forearms if dirty work such as construction activities are undertaken. Make sure that both hot and cold water are provided, as well as soap and paper towels or a hand dryer.
  5. You need to provide drinking water for workers. This can be via drinking taps, water fountains or failing that, a bottled water supply. Ensure that non-drinking water taps are adequately labelled.
  6. Provide storage areas for wet or contaminated clothes. Use airers, for example, to dry out wet clothes during the course of the day.

Contact Walker Health and Safety services Limited should you require advice.


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Prevent Work at Height Accidents

Accident can be prevented, if the correct procedures are in place . Check today that your workers are protected when working at height.

Tips to Help Prevent Work at Height Accidents

  1. Undertake a risk assessment to work out the hazards associated with each task involving work at height. Determine how workers could fall, be struck or knocked over, and how items could fall from above onto workers and others at ground level.
  2. Whenever possible, avoid the need for working at height by completing the work from ground level, such as by using extendable tools and equipment. If this cannot be done, think about how best to prevent a fall from happening, for example by the use of edge protection and worker restraint systems. If the risk still remains, look to minimise the distance someone could fall by using safety nets or similar.
  3. Segregate vehicles from work at height activities by using fixed barriers. Ensure that activities are co-ordinated and that vehicles operate at a different time to the work at height activity if there is a risk of collision or contact.
  4. Check you have planned the work properly and that there is a safe system of work in place for workers to follow. Ensure the work at height is adequately supervised by a competent person with knowledge of the risks.
  5. Train workers in the use of work at height equipment and safety measures, and discuss the contents of your risk assessments with them, including the importance of implementing the controls provided to reduce identified risks.

Contact Walker Health and Safety Services Limited if you require assistance.


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Running for the Cardiology Department!

Now I know, I don’t like receiving emails that ask me for money, but this charity is close to our hearts – so to speak!

I decided to do a half marathon and signed up to one before Christmas. After a recent trip to the QE in Birmingham with Eric, I thought I should do it for a good cause!

I contacted the Cardiology Department at the QE and asked if I could run the half marathon on their behalf, they were delighted with my decision and put me in touch with the charity department. They offered to support me and send me materials to enable me to fundraise using posters and equipment with the hospital information / logo on, plus t-shirts!

The run I have decided to do is in Liverpool on 20th May 2018, starting at the docks.

Please follow the link to the just giving page and offer a donation for the Cardiology Department that look after Eric 😊 Can you help me raise even more?

With gratitude, thank you 😊


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Ensure the Safety of Pedestrians Working Near Vehicles

Construction sites and other places of work need to be properly organised in order to prevent an accident occurring. Check your site procedures today to make sure they meet the grade.

  1. Do a risk assessment to identify what could go wrong when pedestrians are near workplace vehicles. Think about how someone could come into contact with a moving vehicle and be crushed or run over, and the work tasks that might bring ground workers into contact with vehicles.
  2. Ensure that all contractors on site are aware of the dangers. Discuss the risk assessment findings with them before they start work on site – for example, during their induction.
  3. Plan the route that vehicles should take carefully – use a one-way system wherever possible and prevent or reduce the need for reversing to take place. Provide suitable parking areas for vehicles who are dropping off goods. Only allow designated vehicles on site.
  4. Segregate pedestrians from vehicles by using suitable walkways which include barriers.
  5. Ensure good visibility at all times. Make sure the site is well-lit, and that pedestrians wear high visibility clothing. Provide signage to show drivers where to go.

Contact Walker Health and Safety Services should you require advice.


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