1

1.0 Unit 6:
Principles of
control
Unit 6: Principles of control
Aims
understand:

fundamental strategies for controlling hazards and reducing risk;

the various hazard control and risk reduction methods available.

Specific outcomes:
The intended learning outcomes of this element are that candidates will be able to:

describe the general principles of control and a basic hierarchy of risk

reduction measures that encompass technical, behavioural and
procedural controls;
develop and apply safe systems of work for general work activities;
explain the key elements of a safe system applied to the particular
situations of working in confined spaces, lone working, and working and
travelling abroad;
explain the role and function of a permit-to-work within a safe system of
work;
assess the adequacy of emergency procedures and provision.

Rreference:
First-Aid at Work (ACOP) (L74), HSE Books.
Safe Work in Confined Spaces (ACOP) (L 101), HSE Books.
Permit-to-Work Systems (INDG98), HSE Books.
2

Safety in the Global Village, IOSH Information Sheet, 1999.

Tuition time: 6 hours.

1.2
Continuation of unit 5
Let us now consider evaluating unavoidable risks. You will note that we have discussed this
earlier in Unit 5, Risk Assessment, so we will now consider an example to enhance your
understanding.
Working at heights is a good example to use when discussing assessing unavoidable risk.
When working at heights, falls and falling objects are two hazards that we need to consider.
In this example, we will consider the fall of a person from a height of 100 metres. We could
use a shorter distance from which the person is at risk of falling, but 100 metres will
concentrate your thoughts on the possible outcome.
Let us now assess the risk of a fall using the scenario below, aided by the sketch.

The photograph above is of two workers setting rivets to an H section of a steel upright on
the Empire State Building (New York USA). You will note that the controls in place are
almost nil, unless you consider that the scaffold board on which they are standing is an
adequate control measure.

Before we continue, let us remind ourselves of the five steps to risk assessment:

Five Steps to Risk Assessment:

STEP 1

Look for the hazards.

STEP 2

Decide who might be harmed.

Evaluate the risks and decide whether the existing

precautions are adequate or whether more should be done.

Record your findings.

Review your assessment and revise it if necessary.

STEP 3

STEP 4

STEP 5

1.2.1

Continuation of unit 5 cont.

We will not concern ourselves with all the five steps at
this point. We are considering the evaluation of unavoidable
risk, so steps three, four and five can be ignored for now.
The risk assessment for this particular operation would be:

Activity : Fixing steel frame H section to outer

side of building.
5

Hazard : Fall from a height (100 metres).

There are other hazards of course, such as tripping and

falling at the same level, vibration from the pneumatic rivet
tool, manual handling from lifting and carrying, etc. However,
we are considering the unavoidable risk of working at height.

Risk rating chart.

Using the simple risk rating chart below, (fig 1.1) we can
consider the risk of a fall (very likely); in our risk rating chart,
this has a number value of 5 (five).

Risk of fall: Very Likely (5)

Likely outcome: Death (5)
Risk Rating: ten (10)

How did we evaluate the risk as a five?

Number of people at risk: two (this does not take into
account that the falling person(s) may fall onto another
person.)
We took into consideration many factors as follows:

Barriers are not in place i.e. hand rails, intermediate rails,

catch nets, etc.
The standing area for the workers is a scaffold board that
is approximately 23 cm (9") in width.
The nature of the work activity.

We could stop here; the fact that the working platform is

less than adequate and no fall arrest equipment is in place
6

would, for this example, be sufficient to assess the risk as a

very likely fall of a person.

We have included the

following suggestions why the
worker will fall.
The workers have no fall
arrest equipment.
The board will flex to
some degree.
Considering the safety
management at this site, it is doubtful that the boards
have been inspected.
The board may become wet and slippery, as it is exposed
to the elements of weather.
The board may become slippery if oil or other
materials/substances come into contact with it.
The weather conditions are also a concern; ice, rain, high
winds or sudden unexpected gusts of wind.
The worker may become distracted because of high noise
levels or a sudden noise.
The worker may become ill or disorientated.
The rivet gun, or work equipment may snag violently,
causing the worker to react and become unbalanced.

The reason we did not rate this activity as a certainty or a

number value of 6 is that while many workers were killed
because of falls from a height while building these
skyscrapers, accident statistics showed that it was not all
workers that fell. Also, in this case the workers have a
particular skill.
In other cases or work activities, the risk is certain - for
instance when a source of ignition is added to a highly
flammable vapour, gas or liquid. It is certain that without
adequate controls, a fire or explosion would occur.
Let's go back to our example. We can control the risk of
the fall by putting into place suitable and adequate control
measures. The objective would be to put into place control
7

measures that would reduce the risk to very unlikely, a

number value of one. This could be achieved by using a
suitable working platform, issuing fall arrest equipment and
ensuring that management controls were in place.
Having said this, if the person(s) fell for any reason, i.e.
failure of the platform and the fall arrest equipment, the
person(s) would certainly die and perhaps many others along
with them (falling equipment i.e. the working platform).
Assessing unavoidable risk, i.e. the likelihood of an
unplanned event and its consequences is central to safety
management. Evaluating unavoidable risks requires
knowledge of the tasks and work activities, a thorough
appreciation of safety techniques/management and a degree
of skill learned over a number of years.

2.0 Continuation of unit 5 cont.

Probability/Risk
Maximum
Possible Loss
No loss
First Aid
Required/short
rest/recovery
Fracture of a
major bone or
mild temporary
illness
Loss of limb, eye
or permanent
illness
Fatality

2.1

Very
Unlikely

Unlikely

Even chance Probable

Very
likely

Certain

1
2

2
4

3
5

4
6

5
7

6
8

10

10

11

Unit 6
Introduction
8

In this unit, we will deal with controlling risks and

describe various classifications of risk control measures.

Sections within this unit are as follows:

1.
2.
3.
4.
5.
6.
7.
8.
9.

Strategies of risk control.

Methods of Risk Control.
Training as a control method.
Safety Signs.
Information, Instruction Supervision.
PPE.
First Aid.
Emergency Plans and Actions.
Lone Working (supplement).

You will need to refer to the statutory instrument as

required and the HSE leaflets. In addition to these, you will
find that each unit throughout your study materials discusses
control measures for a particular subject i.e. the Work
Equipment unit discusses engineering controls, the Fire unit
discusses ignition controls etc.

Risk Control

2.2

ecause there are many different types of risk, there

are many different types of control measures that require

designing, implementing and of course maintaining.
9

We will consider the general principles associated with risk

control and we will do this by examining risk control measures
from different points as follows:

1.
2.
3.
4.
5.
6.
7.

Effects on likelihood.
Methods of risk reduction.
Hierarchies of risk control measures.
Risk rating and risk control measures.
Hierarchy of controls.
Permits to work.
Safe Systems of Work.

You may want to refer back to the Risk Assessment section

to remind yourself of some of the terms used.

Risk - the definition:

Risk is the likelihood of a hazard being realised (the

possible outcome) and to add to this the severity of that
outcome.

2.2.1

Likelihood

x severity
10

It follows therefore that from this definition, there are only

three possible ways that a risk control measure can reduce risk:

1. Reduce the likelihood.

2. Reduce the severity.
3. Reduce both likelihood and severity.

It really is that simple, it really is that obvious and that's why

it is often overlooked by even the most experienced of safety
practitioners.

Once the risk has been identified and calculated, it may be

necessary to implement controls or further controls. It is now a
matter of identifying which risk control measure to implement.

We need to take into account a number of factors when

making this decision. However, an important question to ask is
- to what extent will the control measure reduce the risk? If we
do not consider this, we cannot make an informed decision on
which control measure to choose.

2.3

11

9 - General principles of
prevention
Management Regulations Hierarchy.
The hierarchy given below is quoted from the UK's Management of Health and Safety at
Work Regulations 1999. Where an employer implements any preventive and protective
measures, he/she shall do so on the basis of the principles set out in Schedule 1 of the
Regulations which are as follows:
1.

avoiding risks;

2.

evaluating the risks which cannot be avoided;

3.

combating risks at source;

4.

adapting the work to the individual, especially as regards the design

of workplaces, the choice of work equipment and production
methods, with a view, in particular, to alleviating monotonous work
and work at a predetermined work rate and to reducing their effect on
health;

5.

adapting to technical progress;

6.

replacing the dangerous by non-dangerous or less dangerous;

7.

developing a coherent overall prevention policy which covers

technology, organisation of work, working conditions, social
relationships and the influence of factors relating to the working
environment;

8.

giving collective protection measures priority over individual

protective measures;

9.

giving appropriate instructions to employees.

There are other hierarchies from other regulations/ACoPs etc.

HSG65 Hierarchy.
Technical, procedural and behavioural Hierarchy.
Airborne hazardous substances Hierarchy.

It is not really important which hierarchy is used in selecting a risk control measure or
combination of risk control measures. What is important is that it is recognised that some
types of risk control measures are more effective, in the long term, than others and that this
is taken into account when deciding which risk control measures to recommend.
12

2.3.1

Avoiding

risks
These methods attempt to do something about the hazard,
either by eliminating the hazard altogether or by reducing the
potency of the hazard so far that it is eliminated.
An example of this is to replace a noisy machine with a
less noisy machine or to make the noisy machine less noisy by
running it slower, by employing better maintenance or design
modifications.

Hazardous chemicals can be replaced by a non-hazardous

chemical or by using a less hazardous chemical.
Injury from manual handling may be completely avoided by
eliminating the need to use manual handling or by reducing the
weight of packages or by providing mechanical aids.

This is also discussed in the Risk Assessment section and

Manual Handling sections.
It stands to reason that elimination of a hazard (not doing
something that is dangerous) would be a preferred method and
must be considered first.

Construction is inherently dangerous but many risks can

be avoided. For example, to avoid risks of falls on a building
project, construct scaffolding as the building grows in height.
Consider planning the project by avoiding simultaneous and
13

incompatible construction operations (worker distractions are

responsible for many occupational accidents). Carefully consider
the appropriate amount of time to be allotted for the
performance of different tasks to minimise the pressure that
might otherwise accompany an unrealistic work goal.

2.3.2

Evaluating unavoidable risks

risk.

We started this unit off with an example of an unavoidable

We also need to consider the preparation of Inspection and

Monitoring Plans for all relevant operations in terms of risks
involved. Consider the technical maintenance, precommissioning checks and regular checks on installations and
equipment with the objective of correcting any faults which
might affect the safety and health of workers.

Where avoidance is not possible, we will need to consider

one or more of the other categories.

2.3.3
Controlling hazards at source

All workplace hazards (chemical, physical, etc.) can be

controlled by a variety of methods. The goal of controlling
14

hazards is to prevent workers from being exposed to

these hazards. Some methods of hazard control are more
efficient than others, but a combination of methods usually
provides a safer workplace than relying on only one method.
Some methods of control are cheaper than others but may not
provide the most effective way to reduce exposures.
The most effective method of controlling hazards is to
control at the source by eliminating the hazard or by
substituting a hazardous agent or work process with a less
dangerous one.
In simple terms, if steps are slippery, replace or treat
them rather than just putting up a warning sign.
Consider ways of confining and neutralising the risk at
the source. Reduce the noise generated by equipment by
selecting equipment that has been engineered to generate
less noise. Consider also the sound-proofing of the engine's
compartment. Consider air-conditioning the driver
compartment on earth-moving equipment so that the work
can be performed with closed windows, therefore
avoiding exposing the driver to noise and other environmental
hazards as dust and fumes.

2.3.4
Adapting work to the individual

It may be possible to adapt the work to the individual,

especially as regards the design of workplaces, the choice of
work equipment and the choice of working methods, with a
view in particular to alleviating monotonous work and work at
a pre-determined work-rate and thereby reducing the effect
on their health.

15

2.3.5
Adapting to technical progress
Keep up to date and informed on new developments in
ways of working that reduces or eliminate hazard/risk.

2.3.6
Replacing the dangerous by the less/non-dangerous

Reduce hazards by using vegetable-based oil

forms instead of dangerous oils;
replace materials based on dangerous
asbestos with other equivalent and nondangerous materials;
be aware of the conditions under which the
hazardous materials are to be removed (e.g.
existing dangerous asbestos);
consider the demarcation and laying-out of
areas for the storage of various materials, in
particular where dangerous materials or
substances are concerned; and
plan the storage and disposal or removal of
waste and debris.

2.3.7

Developing a coherent prevention policy

16

Develop a coherent overall prevention policy which

covers technology, organisation of work, working conditions,
social relationships and the influence of factors related to the
working environment.

Consider a formal health and safety

(prevention) policy provided by each contractor
on site.
Ensure co-operation between employers and
self-employed persons.
Consider the interaction with industrial
activities at the place within which, or in the
vicinity of which, the premises are located.
Choose the location of workstations bearing in
mind how access to these workplaces is
obtained, and determine ways or areas for the
passage and movement of equipment.
Keep the premises in good order and in a
satisfactory state of cleanliness.
Consider the conditions under which various
materials are handled.
Implement periodic health and safety audits
and inspections.

2.3.8

Priority of collective protective measures

Give collective protective measures priority over

individual protective measures i.e. isolate workers from the
hazard/risk by enclosing the process rather than giving out
protective equipment.
Consider, for example, safety nets and/or guardrails for
fall protection and safety harnesses (together with all other
mandatory personal protective equipment, including hardhats
and safety shoes).
17

We will discuss other protective measures i.e.

engineering controls later in this unit.

2.3.9

Provision of appropriate training, information and

supervision.

Instructions should be simple and only as detailed as needed; consider

visual communications; consider different languages for these instructions
according to the origin of workers on site, and promote health and safety
meetings.
Employees need to understand what they need to do to protect themselves.

3.0

18

Health and safety and the

safe person concept
The Health and Safety at Work Act 1974 places a duty on employers to ensure (so far as
is reasonably practicable) the health, safety and welfare at work of their
employees. Traditionally, a hierarchy of measures has been applied which consists of three
broad groupings of strategies relating to:

Safe place.
Safe person.
Safe practice.

3.1

Safe
place
Safe place strategies are the steps required to make sure the physical
aspects of the workplace, its location, surroundings and the equipment and
plant used are safe.
This is the strategy of first choice as it removes all hazards and removes,
or reduces, potential risk from the workplace.

3.1.1

Safe person
19

It is only after all reasonably practicable strategies

for safe place and safe practice are in place that
consideration should be given to safe person strategies.

These strategies are related to the use of Personal

Protective Equipment (PPE). They also include making
sure that people are properly trained and behave in a
way that ensures safety.

The aim of the safe person concept is to make sure

that management systems are primarily designed to
focus on making certain that people are safe, rather than
creating safe working places or safe practices.

3.1.2

Safe Practice

It is a relatively new and revolutionary concept as it

represents a change from the traditional approach to safety
applied in most other industries. The concept is about
management systems and not just about an individual's
responsibilities, although competence of all staff is central to
the whole idea.

Whilst individuals do have responsibilities, it is vitally

important that management systems take account of the
frailty and vulnerability of human beings.
20

The system has a number of key component management

systems that include:

Systems of work.
Training.
Equipment.
Information.
Supervision.
Personal Protective Equipment (PPE).
Personnel selection, recruitment and
development.

The concept provides a framework in which the

management system approach can be developed and is fully
compatible with the development of a competence
framework. Indeed, it relies upon the management system
identifying the skills, knowledge and equipment that
employees need so that when they are at work, they are able
to do it safely.
This is achieved by using engineering measures, good
design and good specifications to prevent hazards from
arising, stopping hazards from escaping (i.e. gases, toxic
chemicals) or separating people from the hazards (such as by
guarding).

4.0

A new framework for health

and safety
The new health and safety policy statement and the supporting Safety
Management System (SMS) document in the Authority report aim to give a
strategic framework for the more detailed work that will be carried out over
21

the next few years. The new policy and SMS has been designed in
consultation with the HSE.

Training, Information and

Supervision.

4.1

Training

A safety awareness strategy should start off with training

presentations, preferably involving action-based training
techniques, so that the audience does not just sit there and
listen. Your message must avoid negative attitudes at all costs
(by which we mean concentrating on gruesome accidents and
warnings of unpleasantness). You must make sure you are
targeting those people who are at some risk, and address
22

them in a way that arrests their attention without going over

the top in your technique.

The message should be simple and specific; if the subject

matter is complex, make full use of visual or audio
presentation to explain it. Your message must also be credible,
which it will not be if the audience is suspicious of the
motivation behind it. Whatever results you are looking for,
they must be achievable and represent a positive gain for your
audience.

The general duty of care which employers owe to their

employees under s.2 (1) is defined in more detail in s.2 (2) of
the HSW Act and includes:
(a)

the provision and maintenance of plant and systems

of work that are, so far as is reasonably practicable,
safe and without risk to health;

(b)

arrangements for ensuring, so far as is reasonably

practicable, safety and absence of risks to health in
connection with the use, handling, storage and
transport of articles and substances;

(c)

the provision of such information, instruction,

training and supervision as is necessary to ensure,
so far as is reasonably practicable, the health and
safety at work of employees.

4.1.1

Common Health and Safety Training Needs

The Management of Health and Safety at Work

Regulations 1999 specify the training needs applicable to all
23

organisations. These have long been recognised as being

critical in maintaining the health and safety of all employees.

Regulation 11 specifies that employers must provide

adequate health and safety training when:

(a)

new employees join the company;

(b)

employees are required to take on new

responsibilities;

(c)

employees are required to use new work

equipment or when existing equipment is
changed;

(d)

new technology is introduced into the

workplace affecting employee activities;

(e) new or changed systems of work are

introduced.

4.1.2

Induction Training
24

Induction training for new employees will be required in

all circumstances as they are more likely to have accidents
than existing employees, due to the unfamiliarity of the work
environment and the work systems or equipment.

The prime objective of induction training is to orientate

new employees into the existing health and safety climate and
culture.

4.1.3

Task-specific training

Task-specific training will be required for most jobs and will

require:

appropriate skills training;

discussion of legal requirements and duties;
discussion of the significant risks associated with
the task;
details of the necessary preventative measures and
any use of personal protective equipment; and
discussion of the special procedures to be followed
in the event of an emergency, imminent danger or
the use of permits to work.

4.1.4

Training for managers and supervisors

25

Training for managers and supervisors will be required at

all levels to ensure that responsibilities and objectives are fully
understood.
It is important for managers and supervisors to
appreciate the health and safety legal framework, the
importance of specific rules, and the business consequences
of accidents, accident causation models, likely sources of risk,
preventative techniques and disciplinary procedures.
This will help them enforce health and safety procedures,
develop a greater awareness of health and safety issues and
inform and motivate their employees positively in the safety
effort.

4.1.5

Specific training needs

Specific training needs might be required in some circumstances,

particularly if there is a specific legislative requirement.
Examples include first aid training, driver training (eg fork-lifts) and
training in fire evacuation procedures or fire fighting.

4.1.6

Refresher training
26

Refresher training will be required at appropriate intervals; this is a need

which is frequently overlooked.
These intervals will be identified as part of the analysis of training
needs.
In general terms, this will be determined through observation of
employees and will relate to the complexity of the task and information
required to perform it safely, the degree of risk associated with it and the
frequency with which it is performed.

4.1.7
27

Ensuring Successful Health

and Safety Training

Several conditions need to be satisfied if training

programmes are to be successful.

1.

There must be active commitment, support and interest

from management. Any training programme will require
resourcing and it is also important for managers to
realise the part they have to play in its success.
Managers must lead by example; training will be futile if
the breaking of health and safety rules is condoned or
encouraged.

2.

The organisational culture must encourage learning and

the use of recently-acquired skills and knowledge. This is
linked to 1 above.

3.

Suitable and competent trainers must be used. Trainers

need to be knowledgeable, capable of applying their
expertise to the working environment and familiar with
individual organisational practices, procedures and rules.

4.

Training courses should not be provided in isolation. They will be

most effective if the organisation also recruits and places personnel
on the basis of an assessment of capabilities, identifies training needs
and provides the necessary information and support.
28

4.1.8

Motivating for Health & Safety

Motivation, in organisational terms, attempts to encourage
individuals to achieve the aims and objectives of that particular
organisation or company.

The central problem for the health and safety manager is

how to encourage individuals or groups of people to be
motivated towards an organisational objective, i.e. to have regard
for their own health and safety and that of others.

Unfortunately for health and safety managers and other

managers alike, achieving motivation across all levels of the
organisation is not a simple process. This is because individuals
are complex and unique, their behaviour can be affected by peer
groups and organisations and they are adaptable, changing
their behaviour as a result of learning.

Nonetheless, individuals are generally better motivated

towards the activities they perceive as having the greatest
benefit in the short term, with the fewest inconveniences and
they will prioritise their goals on this basis.

Here lies one of the difficulties for the health and safety
manager when attempting to motivate for safety. For example,
when talking about chronic occupational health conditions,
29

such as noise-induced hearing loss, the preventative measures

may be disregarded for short-term benefits because the effects
take a long time to be realized.
However, few people actively decide to injure themselves.
Some decide to ignore safety procedures because they believe
that non-observance of rules is expected of them by managers
and supervisors. Others take unsafe action because of the poor
design of work equipment, whereas others may simply not
appreciate the risk of injury.

It is also important to realize that if employees are taking

risks, it may not be because they are poorly motivated but
because they have not been motivated in such a way that health
and safety is given a high priority over other objectives, such as
"getting the job done".

Often, the health and safety manager may simply have to

motivate people in the right direction to achieve greater health
and safety awareness among the workforce.

30

4.1.9

Selection and Placement

Required by MHSWR, the assessment of capabilities and
correct placement of personnel reduces the risk of injury.
Some British Standards, for example, now specify certain
physical attributes to carry out certain work, such as the
recommendations made regarding eyesight requirements for
crane operators in Safe use of cranes.
Training can provide knowledge and skill for a return of
positive motivation. It cannot compensate for poor procedure,
inadequate selection or weak management.
Supervision plays an important role in ensuring the
implementations of standards and motivating staff. Many
accidents occur as a result of poor supervision.
Special emphasis programmes are useful in targeting key
areas of risk or pinpointing requirements under new health and
safety regulations. For example, in response to the Manual
Handling Operations Regulations 1992 and the Health and
Safety (Display Screen Equipment) Regulations 1992, an
emphasis programme could target the reduction of musculoskeletal injuries.

31

Safety media will only motivate a receptive audience. By

involving employees in the setting of health and safety
standards, motivation is achieved through increased
responsibility and recognition.
Providing a monitoring system that prioritises
improvements of health and safety procedures adds to this
increased responsibility and motivates through a sense of
achievement. The sharing of information, particularly inspection
reports can also be a positive motivational tool.
Employers must ensure that employees receive training

1.
2.

? Comfortable with their work activities

? Commensurate with their work activities

3.

? Appropriate with their work activities

32

5.0

Safety
Signs
The Health and Safety (Safety Signs and Signals)
Regulations 1996 apply to all safety signs, no matter when
they were first placed.
They must comply with BS5378, which defines
combinations of geometric shapes, colours and pictorial
symbols to provide specific information or instructions.
There are also standard requirements which cover coded
systems of acoustic signals, verbal communications and hand
signals (e.g. see BS6736 and BS7121).
Refer also to L64 The Health and Safety (Safety Signs
and Signals) Regulations 1996, Guidance on Regulations, HSE
Books; and the free leaflet INDG184 Signpost to the Safety
Signs and Signals Regulations 1996. HSE Books.
33

There are four categories of signs as

follows:
5.1

Prohibition Sign
Prohibition: round with white background, red border and cross bar.

Prohibition/ Dangerous;
(Stop; alarm shutdown; emergency cut-out devices; evacuate)
Examples of this are:

No Smoking.
No Entry.
No Naked Lights.
Prohibited Area.

Supplementary text may be added to each category of safety sign, so long as it does not
interfere with the symbol.

Some examples are shown below.

Examples of safety signs:
34

(a) Prohibition.
(b) Warning.
(c) Mandatory.
(d) Safe Condition.

Also note that a combination of the types of signs can be used.

Prohibition

35

5.1.1

Warning Signs

Warning: triangular with yellow background and black border.

Warning: be careful; take precautions; examine.

Examples are:
o Deep
Water.
o Radiation.
Toxic Substances.
Irritant.
Corrosive.
o Electricity.
o Explosive.
36

Warning

37

Mandatory
Signs

5.1.2

Mandatory: round with solid blue background and white symbol.

Mandatory: Specific behaviour or action means that this is something
you must do.
Examples are:

Wear Ear Protection.

Hard Hat.
Wear Protective Gloves.
Keep Fire Doors Shut.
Wash Your Hands.
38

Safety Boots Must Be Worn.

Mandatory.

39

5.1.3

Safe Condition Signs

Safe Condition: square or oblong with white symbols on green

background.
40

Leads you to a safe condition - Emergency Doors; exits; escape;

escape routes: first aid.
Examples are:

First Aid.
Emergency Showers.
Emergency/Fire Exit.

Safe Condition

41

42

5.1.3

Other Safety
Signs

43

44

45

5.1.5

Safety Signs cont.

Examples of safety posters

Where the marking of dangerous locations is deemed

necessary (e.g. highlighting the edge of a raised platform or
area or restricted heights), yellow & black or red & white
stripes may be used.
The marking of traffic routes should take the form of
continuous lines, preferably yellow or white.
Fire fighting signs are rectangular or square with a white
pictogram on a red background. All signs must have a
pictogram upon them, including fire exit (safe condition) signs;
existing signs combining the relevant pictogram and a written
message are still acceptable.
Pipe work containing dangerous substances must be
marked, particularly at sampling or discharge points (not
forgetting that water under pressure or in the form of steam is
dangerous).
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There is also a requirement that unfamiliar signs must be

explained to employees.
Package and container markings or labels may be
covered by the Chemicals (Hazard Information and Packaging
for Supply) Regulations 2009, as amended.
Traffic management signs are covered by the Road Traffic
Acts.
Recently, those who are `Occupiers of Premises` are
adding braille to some signs, particularly to fire exit signs on
doors.
Under the Regulations an employer must ensure that
comprehensible and relevant information on the measures to
be taken in connection with safety signs is provided to all
employees, who must receive suitable and sufficient
instruction and training in the meaning of safety signs.
Posters in the work place have proven to be very
effective. In one case, a large food processing company
engaged the children of the factory workers in designing a
safety poster. The local school was also involved. A
competition was held to find the best poster. All of the
children's posters were put up in the works canteen. One
poignant message on these posters read, 'Daddy Come Home
Safe'.
You will be aware that many companies position posters
at the entrance to the works. Examples are 'Safety Starts
Here'. On construction sites, you will often see the poster, 'No
Hat, No Boots, No Job'.
The use of posters should ideally be only one part of a
campaign or strategy for communicating your safety
awareness message.

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What are the following main colours of these safety signs?

1.
2.
3.
4.

Prohibition
Safe Condition
Mandatory
Warning

6.0

General hierarchy of control

e will remind you of the hierarchy of controls again in this section. Please

note that an explanation of this can found in the unit on Risk Assessment.

Order of Control Measures Priority

1)

Total elimination or avoidance of the hazard at source.

2)

Substitution of the hazard at source.

3)

Placing a guard of some kind.

4)

Remove the employee from the hazard.

5)

Reduce the exposure of the employee from the risk.

6)

Produce a safe method of working, safe system, safe procedure, that is

known to the employee and followed.

7)

Ensure adequate and suitable levels of supervision.

8)

Training.
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9)

Make safety rules, or issue instructions.

10 )

Issue Personal Protective Equipment (PPE).

useful mnemonic is ESP, RRP, STiRPE = Hierarchy

If I could read people's minds, (ESP), I

would use respiratory equipment, (RPE) so
that I don't get contaminated with stripes
(STiRPE)?

You will note that some of the control measures

will require additional measures, for instance, training
on the job may require close supervision, issuing PPE
will require training in its
use, etc.

It is essential that you can recall this list in the

correct order for your NEBOSH examination.

Principles of Control
Congratulations - end of lesson reached
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