Ensuring the safety and health of young workers · equipment. The consequence of not helping young...

June 2010

E.ON UK

G&J Seddon

Rok plc

Ensuring the safety and health of young workers

Wolverhampton City PCT & Health Tec Partnership

British Safety Council

The British Safety Council is one of the world’s leading health and safetyorganisations. Our mission is to support a healthier, safer and moresustainable society. Our range of charitable initiatives, such as free healthand safety qualifications for school children both in the UK and overseas,is supported by a broad mix of revenue-generating activities centred onmembership, training, auditing and qualifications.

About the British Safety Council

Ensuring thesafety and health of young workersFeaturing: E.ON UK, G&J Seddon,Wolverhampton City PCT & Health Tec Partnership and Rok plc.

This is the second in a series of reports commissioned by the British Safety Council examining significant health and safety issues facing organisations today.

Society needs a much betterunderstanding of the real risk of injury young people face at work.”“

Forewordpage 06

Contents

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Executive Summarypage 07

Speak Up, Stay Safepage 08

The Safety and Healthof Young Workers page 10

Every Parent’s Nightmarepage 15

E.ON UKpage 19

G&J Seddonpage 25

Wolverhampton City PCT & Health Tec Partnership page 29

Rok plcpage 33

The British Safety Council Investmentpage 37

06 British Safety Council

Foreword

The publication of thisreport comes hard on theheels of the launch of ournew campaign, Speak Up,Stay Safe, which isdesigned to help youngpeople understand thehealth and safety risksthey are likely to encounterwhen they enter the world of work.

We are determined to play our part in helping togive young people the confidence to ‘speak up’when confronted by unsafe working practices andequipment. The consequence of not helping youngpeople ‘stay safe’ will be to perpetuate the 42 majorand reportable injuries suffered by young peoplebetween the ages of 16-24, on average, each andevery day in the United Kingdom. The interview withMick Murphy, the father of Lewis Murphy aged 18who died in an explosion at work, brings homepowerfully the tragic, and in this case, life endingconsequences of employer irresponsibility.

Our Speak up, Stay Safe campaign builds on ourcharitable work over the last three years to enableall young people aged 14-19 in full-time educationto obtain an entry level qualification in health and

safety. Although we are delighted to report that50,000 young people in the United Kingdom havealready obtained the qualification, we have someway to go to make our vision a reality – that is, allstudents leaving school and college having gainedthe award.

The British Safety Council is immensely proud of itsmember organisations who, through our revenue–generating services, have enabled us to invest inthe entry level qualification. Our memberorganisations who feature in this report – E.ON,G&J Seddon, Wolverhampton City Primary CareTrust and Rok plc – are living proof of the benefitsthat can be realised by investing in the health andsafety of young people. All four case studiesdemonstrate superbly that, with the necessaryencouragement and support, young people willthrive and take responsibility. Giving these youngworkers competence and confidence will enablethem to rise to the challenge of becoming thehealth and safety champions of tomorrow.

Do please take a moment to let us have your viewson this report and your suggestions for topics youwould like to see us address in future reports.

Julie NerneyChief executive, British Safety Council

This report focuses on the health and safety of young workers and is the second in a series of publicationsby the British Safety Council in 2010. The reports are designed to share best practice and to increase ourunderstanding of the social, economic and personal consequences of workplace injury and ill health, andthe sensible and effective actions that would help prevent such harm.

We are determined to play our partin helping to give young people theconfidence to ‘speak up’ whenconfronted by unsafe workingpractices and equipment.”

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07British Safety Council

The report highlights the sectors posing thegreatest risk to young workers and explores theunderlying causes of a selection of recentaccidents in the agriculture, construction andmotor repair sectors that resulted in the tragic butavoidable deaths of young workers.

The report looks at initiatives put in place by fourBritish Safety Council member organisations thathave helped make young people and youngworkers aware of the risks of injury and ill healththat they will face, giving them the knowledge andconfidence to play a part in managing those risks.The four case studies feature E.ON, G&J Seddon,Wolverhampton City Primary Care Trust and Rok plc. They cover a variety of scenarios includinghealth and safety as a key component of a diplomacourse in schools, applying the knowledge gainedthrough successful completion of the entry levelqualification while on work experience, andtraining arrangements provided for apprenticesand graduates in sectors with a high risk of fatal accidents.

The report concludes with a brief summary of theBritish Safety Council’s continuing commitment topay for all 14-19 year olds in full-time education

The British Safety Council’s mission is to support a healthier, safer and more sustainable society. This report reflects the British Safety Council’s firm belief that there is a strong justification forsociety to gain a better understanding and wider appreciation of the very real risk of injury facingyoung people entering the world of work. This is supported by recent statistics from the Health andSafety Executive that reveal an alarming number of major and fatal work-related injuries to youngworkers in Great Britain today.

Executive Summary

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across the UK to gain a nationally-recognisedqualification in health and safety before theyembark on work experience or their first job. To date, more than 50,000 young people havebenefited from this initiative.

Speak Up, Stay Safe

The Speak Up, Stay Safe campaign will build on thecharitable work already being undertaken by theBritish Safety Council to enable all 14-19 year olds in full-time education in the UK to obtain the EntryLevel Award in Workplace Hazard Awareness. To date, 50,000 young people have obtained thisqualification. It essential that young people fullyunderstand the legal and moral responsibilitiesplaced on their future employers and on themselves,to ensure that they, and others affected by theirwork activities, stay healthy and safe.

The British Safety Council strongly believes there isa clear need for society to have a much betterunderstanding of the very real risk of injury youngpeople face, whether as an apprentice, undertakingwork experience or a summer job, moving into workafter leaving school, or graduating from college oruniversity. This report is intended to showemployers, schools, teachers and young people thattaking responsibility and having the confidence toraise concerns, are critical to the achievement of acontinuous reduction in the incidence and number of fatal, major and over-three-day injuries.

In May 2010, the British Safety Council launched a new campaign, Speak Up, Stay Safe, to help youngpeople understand the health and safety risks they are likely to encounter when entering the world ofwork. The campaign is designed to give young people the confidence to raise the concerns they mayhave about unsafe working practices, conditions and equipment with their employer, their family andfriends. Employers should be absolutely clear: no young worker should feel pressurised to work in anenvironment where he or she faces the risk of injury, ill health or even death. Although health andsafety law affords young workers extra protection, as the next section of this report demonstrates,there are cases occurring on a daily basis where employers are failing to provide the training andsupervision essential to keep young workers healthy and safe.

3The British Safety Council stronglybelieves that there is a clear needfor society to have a much betterunderstanding of the very real riskof injury that young people face.”

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Young workers, our futureThe organisations featured in our best practice casestudies have all adopted a consistent approachacross the following key areas to help prepare youngpeople for the world of work:

• Training – both induction and ongoing, to ensureyoung workers are familiar with hazards, controlmeasures and procedures;

• Supervision – the world of difference between aclassroom and a workplace and, as one of ourcase studies remarks, “you only really learn todrive once you have passed your test”;

• Communication – the importance of a two-waydialogue to ensure young workers’ voices areheard and taken note of; and

• Empowerment – how to give young workers theconfidence to challenge older workers andmanagers, and also recognise they haveresponsibilities as well as rights.

Other important learning points are:

• In general, the hazards facing young workers areno different to those facing their older colleagues.The risks, however, can be accentuated due tofactors such as inexperience;

• Young workers are as varied in their personalitiesas other workers and need to be treated asindividuals rather than one common group;

• Graduates are also young workers and it isimportant they are afforded an extra duty of care; and

• Workplace health and safety is best approachedwithin a wider social and health context thatincludes problems such as drug and alcoholabuse, issues around “growing up” and copingwith exams. The transition from school to work is,as one interviewee acknowledged, “daunting”.

It is important to remember that while taking onyoung workers can present particular health andsafety issues that need to be managed, it also offersmany benefits to an employer:

• Young workers have been through an educationsystem that is starting to recognise theimportance of managing risk, making them morereceptive to helping engrain a safe workingculture;

• Properly trained young workers will, over time,influence subsequent generations of trainees andapprentices, as well as workers who join fromother organisations;

• Relationships with schools and other educationalestablishments can be highly productive foremployers and for young people; and

• Working closely with schools can help employersstrengthen their relationship with the localcommunity.

Faced with globalisation and an increasinglycompetitive labour market, employers need toattract and retain the best young workers. They ofteninvest considerable time and money in training andapprenticeship schemes, to equip their staff for thechallenges of the future. Poor health and safetymanagement will undermine all these efforts.

In the end, however, it is not about money orstatistics. No one who reads the interview with MickMurphy can doubt what it means to lose a child in sofutile a manner. Last year, tragically, there were 13other young people who lost their lives at work.There were also thousands of young workers whocould have suffered Lewis Murphy’s fate but endedup “only” with a serious injury. For most employers,Mick Murphy’s story is sufficiently compelling forthem to take positive action.

It is important to emphasise, however, that neitherMick Murphy nor any of our case study organisationsbelieve in wrapping young people in cotton wool.Their common ethos is to prepare young people forthe world of work and to allow them to participatesafely, healthily and productively, not shield themfrom its realities.


The Safety and Healthof Young Workers

A priority for the British Safety Council is to helpyoung people understand and play their part in managing the risks they will face at work. The British Safety Council has made a majorcommitment to pay for all 14-19 year olds in full-time education in the UK to gain an accreditedqualification in health and safety before theyembark on work experience or their first job (see the final section of this report).

This heightened awareness will count for nothing,however, if young people are not properlyprotected by employers through appropriatetraining and supervision when entering the worldof work. This section of the report looks both at thestatistical data on workplace injuries to youngworkers, and at the personal, social and legalconsequences of three tragic instances whenemployers got it seriously wrong.

On any given day in 2008/09 an average of 42 young people aged between 16 and 24 suffered an injuryat work in Great Britain that kept them off work for at least three days. Over the year this added up to15,376 reportable injuries.

4A priority for the British SafetyCouncil is to help young peopleunderstand and play their part in managing the risks they will face at work.”

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What the statistics reveal In Great Britain in 2008/09, there were 3369 non-fatal major accidents in the workplaceinvolving 2273 young men and 1096 young womenbetween the ages of 16-24. This compares with3648 non-fatal major accidents in 2007/08involving 2608 young men and 1040 young women. In addition, 23 young people were killed at work in 2007/08, and 13 in 2008/09.

Table 1 shows that the number of fatal and majorincidents fell between 2007/08 and 2008/09 as didthe incidence rate overall.

Type of inury 2007/08 2008/09

Fatal 16-19 years 7 3

20-24 years 16 10

Non-fatal major 16-19 years 1199 1059

20-24 years 2449 2310

Over-three-day 16-19 years 3582 3245

20-24 years 9217 8749

Same story abroadCommenting on the trends concerning workplaceinjuries to young people drawn from the LabourForce Survey (LFS), the Health and Safety Executive(HSE) noted that “men aged 16-24 have asubstantially higher risk of workplace injury thanolder male workers between the ages of 45–54”.1

The risk is estimated to be some 40% higher foryoung workers than their older counterparts. Thisincreased risk of injury is borne out by EU statistics,which show that the incidence rate of non-fatalaccidents at work per 100,000 workers was morethan 40% higher among those aged 18–24.2

In the US, the Centre for Disease Control andPrevention surveyed injury trends to young workersover a 10 year period between 1998 and 2007.3

Although as in Great Britain the fatality rate waslower for younger than older workers (the rateincreases with the age of the worker), a staggering7.9 million young workers were treated in hospitalduring the study period – double the rateexperienced by older workers.

The young worker:Adam Gosling, 15 years old, labourer.

The accident:In 2007, Adam was working in a trench with hisbrother on a north London construction sitewhen he was crushed to death by a collapsingwall. The HSE’s investigating inspectordescribed the management and set-up of theconstruction project as “appalling” and saidthat, aside from the fact that Adam should nothave been working there in the first place, therewas no risk assessment, no training, inadequatepersonal protective equipment and minimalsupervision.

The legal consequences: On 20 July 2009, builder Colin Holtom was jailedfor three years at the Old Bailey for Adam’smanslaughter. Judge Christopher Moss toldHoltom that he "adopted a cavalier andirresponsible attitude to safety”. Holtonappealed against the severity of his sentence,but on 29 April 2010, the Court of Appeal ruledthat the jail term was “justifiably severe”.

The family: As Adam’s mother said: “He hadn't been given ahard hat; he didn't have steel toecaps in hisboots – he didn't have any safety equipment. He should never have been there.” Whenquestioned by one employee, it is alleged thatHoltom suggested the employees should pay forsafety equipment themselves.

Table 1: Injuries to young workers, Great Britain2007/08 and 2008/09.

The report also noted that public bodies, employerorganisations and trade unions should cometogether “to provide guidance to employers to helpthem in their responsibilities to provide saferworkplaces and should identify steps that employerscan take to remove or reduce injury hazards.Employers need to ensure that their youngerworkers have the requisite training and personalprotective equipment to perform their jobs safely.”

1. HSE (2000), “Key messages from the LFS for injury risks: gender and age, job tenure and part-time working”, www.hse.gov.uk/statistics/keyart.pdf2. Eurostat (2005), “The European statistics on accidents at work – 2003 data”, www.av.se/dokument/statistik/english/Accidents2003_EU15.pdf3. Centres for Disease Control and Prevention (2010), “Occupational injuries and deaths among younger workers, United States, 1998–2007”, Morbidity and Mortality

Report 23 April 2010, www.cdc.gov/mmwr/preview/mmwrhtml/mm5915a2.htm


High risk sectorsIn Great Britain and Europe, research shows youngmale workers in construction and agriculture are atthe highest risk. These two sectors account foralmost 50% of the fatalities in this age range. Both GB and EU statistics show that agriculture hasthe highest incident rate of fatal accidents to youngworkers, and the construction industry accounts forthe highest number of fatalities4.

Between 2006 and 2008, agriculture andconstruction accounted for almost as many youngworker fatalities as all other industries combined;the sectors’ injury rates are also considerablyhigher. These two sectors are overwhelminglystaffed by male workers.

Getting to grips with the causesThe higher degree of risk faced by young workersarises from a lack of experience, awareness andtraining, an increased likelihood of undertakingphysically demanding work, and a high frequency ofirregular working arrangements. There is clearevidence that a significant number of employers donot take these factors into account and fail to provideadequate training and supervision.

There is extensive evidence from Great Britain andother countries that new workers are more likely to suffer a workplace injury during their first 12months of employment. Research undertaken forthe HSE reveals that those in their first six months of work are exposed to a higher risk of injury. Notsurprisingly, the converse is true – the risk ofworkplace injury declines as workers gainexperience and develop competence.5

The young worker:Darren Hoofe, 20 years old, construction worker.

The accident:Darren was employed by IC Roofing Ltd when he fell through a skylight in November 2005 onto a factory floor while carrying out roofingrepairs. He was not wearing a safety harnessand had not received safety training. He died inhospital the following day.

The legal consequences: On 22 January 2009, a jury at Hove Crown Courtconvicted IC Roofing Ltd and its owner anddirector, Colin Cooper, of manslaughter. Five dayslater, Judge Anthony Scott-Gall imprisonedCooper for 12 months and fined the company£10,000. Both parties pleaded guilty to breachesof health and safety law, for which the judge didnot impose further penalties. He did, however,disqualify Cooper from acting as a director forthree years. The judge described Cooper’sapproach to health and safety as “perfunctory”.Sussex Police, which investigated the incident,stated that Cooper “ignored the obvious risks infavour of economic gain” and that his neglect hadbeen “compounded by previous warnings inrelation to his working practices from the Healthand Safety Executive”.

The family: Darren’s parents, John and Jill Hoofe, said: “We cannot resolve the fact there is a large hole within our family that has been created byDarren's death, especially as this was an accidentat work that could and should have been avoided.”


The British Safety Council considers the EuropeanAgency for Safety and Health at Work’srecommendations6 for addressing some of the rootcauses of injuries to young workers to be anexcellent starting point. The Agency’srecommendations include targeting sectors whereyoung workers are most at risk, targeting theprevalent risks, and incorporating occupationalhealth and safety into mainstream education.

Despite the wealth of statistics concerningworkplace injuries to young workers, we believe weneed a far better grasp of the major causes ofinjuries and the factors contributing to failures inhealth and safety management. In the comingmonths and years, the British Safety Council willwork with other stakeholders such as employerorganisations, trade unions and academicinstitutions, to build a far more solid evidence basefrom which to better direct our own, and otherorganisations’ efforts.

The young worker:Lee Mason, 17 years old, agricultural worker.

The accident:Lee was employed at a farm in Somerset ownedby the Hill family. Lee was killed in April 2007when his neck was crushed by a giant soil-recycling machine after his arm was caught inthe tail pulley. The HSE’s investigating inspectorsaid there was “no health and safety provision”and that the situation was “absolutelyappalling”.

The legal consequences: The owner of the business, Roy Hill, and his son,Michael Hill, who claimed he ran the business,were fined £5,000 and £2,500 respectively byBristol Crown Court on 22 January 2009 forbreaches of health and safety law. Roy Hill had previously been imprisoned in 1996 forbreaching asbestos laws.

The family: Lee’s mother Jenny said: “I am disgusted. I thought it would be a bigger fine to deterothers. People will think it doesn’t matter if youhaven't got a safety guard on your machine. It isnow clear that health and safety was non-existent and we were unaware of this.”

4. European Agency for Safety and Health at Work (2007), “Young workers – facts and figures. Exposure to risks and health effects“, Facts 70,http://osha.europa.eu/en/publications/factsheets/70, and European Agency for Safety and Health at Work (2007), “OSH in figures: Young workers facts andfigures”, p.124, http://osha.europa.eu/en/publications/reports/7606507/view.

5. HSE (2001), “Workplace injuries and workforce trends”, prepared by the Institute for Employment Research, CRR 281/2001, HSE,www.hse.gov.uk/RESEARCH/crr_pdf/2001/crr01281.pdf

6. European Agency for Safety and Health at Work (2009), “Preventing risk to young workers: policy, programmes and workplace practices”,http://osha.europa.eu/en/publications/reports/TE3008760ENC/view

The British Safety Council will work with other stakeholders,such as employer organisations,trade unions and academicinstitutions, to build a far more solid evidence base from which to better direct our own, and otherorganisations’ efforts.”

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Striving for excellenceExamples of bad practice leading to the tragicdeaths of young workers are commonplace mediastories. Regrettably some of these tragedies arenot reported, and the cause and effect of suchincidents are not publicised. Most employers try tomeet their moral obligations and legal duties toyoung workers. However, there is a small butsignificant group of employers who do not taketheir responsibilities seriously.

A tougher approach is required. Young people aredying and being seriously injured at work. Withtoday’s robust set of health and safety laws andconsiderable technological competence, there isno reason why a young person, or any worker,should lose his or her life because an employerwas neglectful or ill prepared.

Only a minority of employers act irresponsiblytowards the safety of their young workers. The question is how do we reach these rogueemployers? And how do we reach those employerswho care about their young workers but need helpand guidance not only to comply with the law butalso to go beyond this?

Efforts are being made to educate employers tochange their working practices, but if these effortsare unsuccessful, then more forceful action mustbe taken. Tougher and consistent sentencingwould send out a powerful message. The HSEmust have the resources it needs in order to fulfilits inspection duties. There also needs to begreater investment and commitment to improveeducation and training for young workers.

There must be a clear focus on improvingconditions for young workers in the agriculturaland construction sectors. Employers and tradeunions in these sectors need to work together toimprove conditions and develop initiatives toprotect those at risk. Further research is requiredin order to improve our understanding of thespecific risks faced by young workers in these

industries. If we are to effect a significant changein the incident rate, then these two industries offerthe greatest scope for improvement.

The health and safety community must adopt aproactive stance rather than being reactive,sharing a collective responsibility for notifying theauthorities of lapses in safety, of workersoperating without the correct safety equipment orinsufficient training. We must continue to strive toachieve a culture of safety to protect our youngworkers. If we expect our young people to form thethriving workforce of the future, then we mustmeet our responsibility to protect them from injury and ill health in the workplace.

The health and safety community must adopt a proactive stance ratherthan being reactive, sharing a collective responsibility for notifying theauthorities of lapses in safety, of workers operating without the correctsafety equipment or insufficient training.”“


Every Parent’s Nightmare

Lewis was a car enthusiast and loved his job at theAnchor Garage where he had worked for sixmonths. He was taken on as an apprenticemechanic through a modern apprenticeshipscheme, which allowed a day release toNorthbrook College in Shoreham.

On the day of the accident, Lewis and his manager,the garage proprietor’s son Glen Hawkins, wereemptying a mixture of petrol and diesel from adustbin into a small opening of a waste oil disposaltank, which was attached to a wall of the forecourt.It was a windy day and a large amount of the fuelwas splashing on to the two men’s overalls.

As they emptied the mixture, fumes were suckedinto the flue of a recently installed gas boiler,sparking a massive fireball and engulfing Lewisand Hawkins in flames. Hawkins ran in to theworkshop where colleagues used a fireextinguisher to put out the flames. No onerealised, however, that Lewis was still on theforecourt, and when they finally did, the fireextinguisher was empty. He suffered 80% burnsand died three days later in hospital.

In February 2004 apprentice mechanic Lewis Murphy, aged 18, suffered 80% burns as a result of anexplosion at a garage in Peacehaven in East Sussex. Lewis, who was engulfed by a fireball caused bythe ignition of petrol flames, died three days later. A year after Lewis’s tragic and preventable death,garage proprietor Howard Hawkins was found guilty at Lewes Crown Court of failing to ensure thehealth and safety of his employees.

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Lewis Murphy


Mick Murphy, the father of Lewis, recalled: “I wasworking in Southampton at the time and Iremember getting a call from Elizabeth my wifesaying that the garage had phoned to say there hadbeen an accident involving Lewis and it was quiteserious. I made my way to the hospital and wasimmediately ushered into another room where wewere met by a nurse who was a grief counsellor. I didn’t understand why they had sent her. It wasonly afterwards that I realised why.”

In January 2005, Glen and Howard Hawkins went ontrial at Lewes Crown Court. Mick describes theexperience as a rollercoaster ride: “There were anumber of issues which came up in court that wedidn’t know about. For instance, we found out thatwhen Lewis was in the ambulance, he had askedthe paramedic if he was going to die. That was areal shock for us.”

Health and safety – “a tiresome intrusion”Howard Hawkins was fined £10,000 with costs of£15,000 after being convicted of failing to ensure thehealth and safety of his employees. He told thecourt that the company did not offer safety trainingbecause it was “common sense” and he expectedhis staff to learn by experience. Passing sentence,Judge Richard Hayward said of Howard Hawkins:“To say that you were complacent about health andsafety is an understatement. You regard health andsafety as a tiresome intrusion into your businessand a matter of common sense that you could leaveto the experience of your mechanics. Being adinosaur can sometimes be endearing but not onhealth and safety matters.”

Glen Hawkins, the garage manager, was foundguilty of manslaughter and was sentenced to ninemonths in prison. He was, however, released threemonths later after the Court of Appeal ruled that astatement he had made was inadmissible because itwas made after the accident while he was under theinfluence of morphine. His conviction was quashed.

Mick said he felt let down by the courts. “I thoughtthe nine month sentence was fair because he didn’tdeliberately kill Lewis and it sent out a warning toother employers. But when he was released afterthree months, I was extremely disappointedbecause I felt there had been no justice.”

Anchor Garage


Work placement problemsWith an estimated 350,000 young people on work experience placements every year and theGovernment having a target of increasing thenumber of apprentices to 400,000 by 2020, it is vital that any workplace is properly assessed toensure it is a safe environment for young people.According to Mick, this responsibility should fall toschools, colleges and training providers, as well asemployers: “When schools and colleges aresearching for firms to send students to, they needto be thorough and have inspectors who arequalified in safety so they know what to look for. If a place doesn’t come up to a certain standard, apupil should not be sent there.”

The then Learning and Skills Council and theHealth and Safety Executive carried out aninvestigation of Shoreham College’s work-basedlearning department responsible for Lewis’splacement. They identified shortfalls in theCollege’s procedure for vetting employers/workplaces. The College had a lax approach toassessing the suitability of work placements, with poorly trained assessors who lacked thecompetence to assess the risks young people arelikely to face.

The investigation also revealed a serious lack ofengagement between the College and workexperience placement employers on health andsafety standards generally. Nor was there a systemin place for monitoring the College’s placementvetting procedures. There were no work-based riskassessments for apprenticeships/work placementswith motor vehicle repairers, nor guidelines issuedregarding the suitability of workplaces.

It only takes a bit of time toteach somebody to dosomething safely and efficientlyand make sure they understandwhat they are doing. If acompany isn’t prepared to doanything about health and safetyand can’t see the advantages,then they should be prepared forthe consequences.”

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Mick believes that safety training should be apriority for every business. “It only takes a bit oftime to teach somebody to do something safelyand efficiently and make sure they understandwhat they are doing. If a company isn’t prepared todo anything about health and safety and can’t seethe advantages, then they should be prepared forthe consequences.”

He adds: “I think health and safety has a reputationof being a burden for some companies. As far asthey’re concerned, it costs money and they thinkthey don’t need it because they’ve never had anaccident in the past. In my opinion, everyorganisation should have an in-house safety team toensure that correct procedures are being followed. Itis not just a case of putting up a poster – employersneed to have a duty of care for their staff to makesure they are kept safe and understand the risks.New employees should be shown around thepremises and given a proper induction whetherthey are 15 years old or 50.”

“Children are used to being told what to do”According to a TUC guide published in 2006, 37% of15-24 year olds surveyed had not received anyhealth and safety training despite employers havinga legal duty to provide it. With no basic health andsafety knowledge, young people are dependent ontheir employer for training and supervision.Managers and supervisors have to recognise thatyoungsters new to the workplace may wellunderestimate the risks and that they need to carry out specific risk assessments as requiredunder the Management of Health and Safety atWork Regulations 1999.

Mick Murphy, father of Lewis


“What has happened will stay with me for the rest ofmy life and it never goes away. It is always there but I want to make sure that no other family has to gothrough what we went through. Lewis was myyoungest child and we took it for granted that whenhe went to work that day he was going to comehome again. People want to, and expect to, go towork and come home safely but this doesn’t alwayshappen. Attention is only being drawn to thesituation when it’s too late. Only when there is anincident does it become big news.”

“I will keep fighting” In terms of action to protect young people at work,Mick says: “The Government needs to be moreresponsible and look at what they are puttingchildren into, to make sure that the safety measuresare implemented and double-checked.”

He adds: “I wouldn’t discourage a young personfrom going on work experience or doing anapprenticeship because it is all part of growing up.You grow up, you leave school and you go to work –it’s a natural progression. We’d all like to wrap ourkids up in cotton wool but we have to face reality.We’d like to know, however, that the people who areproviding work placements to our children, havedone everything they can to ensure their safety andwelfare by carrying out the necessary tests andinspections.”

“I will keep fighting”, Mick Murphy insists, “until I’msatisfied that health and safety at work is no longersomething that a parent needs to be worried aboutfor their child. If I can help save just one youngperson’s life then it is worth it.”

I think Lewis felt safe in the care of Glen Hawkins and looked up to him.Children are used to being told what to do by parents and teachers withoutquestioning anything because they assume it is safe.”“

“I think Lewis felt safe in the care of Glen Hawkinsand looked up to him,” says Mick. “Children are usedto being told what to do by parents and teacherswithout questioning anything because they assume itis safe.”

Families Against Corporate Killers (FACK) waslaunched in 2006 by a group of families of peoplekilled at or by work. It is a national campaigningnetwork set up through the Greater ManchesterHazards Centre, which is part of the HazardsCampaign.

The mission of the Hazards Campaign is to stopworkers being killed in preventable incidents anddirect bereaved families to sources of legal help andemotional support. Mick is a member of FACK andhe says the campaign is about getting justice forfamilies who have lost loved ones due to thenegligence and inadequacies of organisations: “I’vemet up with a few families who have lost children inwork accidents to tell them who we are and what wedo. We often direct them to sources of emotionalsupport and legal help.”

In the six years since Lewis’s death, Mick doesn’tbelieve anything has changed: “Accidents are alwaysgoing to happen. I’d rather they didn’t happen andfamilies didn’t have to go through the agony,obviously. However, legislation needs to be enforcedto ensure employers don’t get away with poor health and safety standards. Until that legislation is enforced, there is every possibility that what happened to my family could happen toanother family.

Lewis Murphy with his mother


E.ON UK

High-voltage electricity is not the only risk facingthe apprentice on a daily basis. Working at height,manual handling, road safety and slips, trips andfalls are all prime concerns. “There is no escapingthe fact that this is a very high hazard industry. Ifyou think about the sort of hazards that you wouldmention in standard safety training, there aren’treally any that we don’t have,” says Paul.

To combat these hazards, the company has strivento create a safety culture of the very higheststandard – one that seeks to afford everyprotection and support to its young workers. “We have a special duty of care to our young andinexperienced workers,” says Paul.

Matthew Morgan worked in farming prior to joiningE.ON as an apprentice. “It was a completecontrast,” he says, “the safety culture at E.ON isentirely different.” Fellow apprentice, 23 year oldMatthew Toft, agrees: “The standard of health andsafety in my old job wasn’t bad but it was nowherenear as intense as it is for E.ON.”

There are two distinct groups of young workers atE.ON – apprentices and graduates. The fact thatthere is a huge skills shortage on the horizon inthe energy industry drives the company to place itsyoung workers in the highest regard. E.ONcompetes with energy providers and otheremployers as well as other industries for the bestgraduates and the best craftspeople. “If you look atwhat is likely to happen in the UK in the next 20years, there is a huge amount of work to be done,and we have to upskill people to do that work. Ouryoung workers are the future,” says Paul.

“This is an industry where, if you have an accident,it isn’t a cut finger; it can be a matter of life anddeath,” says Paul Smith, head of safety, healthand environment at the E.ON EngineeringAcademy, which is part of E.ON, one of the UK’sleading integrated power and gas companies,generating and distributing electricity, andretailing power and gas. Apprentice MatthewMorgan says: “The problem with electricity is thatyou can’t see it and you can’t smell it.”

6Sector: Energy

Location: Nationwide (distribution business covers Central England). E.ON Engineering Academy is based at Ratcliffe, near Nottingham.

Philosophy: Rule one – we don’t hurt people. “This statement is at the heart of everything the company does, applying toemployees, contractors and customers alike.”


Training apprenticesThe process of raising awareness of health andsafety risks among apprentices begins two months before they start work. Each apprenticevisits the Engineering Academy where ProgrammeDelivery Leader Rick Murfet talks to them andtheir parents about the importance of health andsafety. At this point, the apprentice is also fitted forpersonal protective equipment (PPE) so that theyare ready from day one.

The general induction for apprentices, whichincludes employee rights and responsibilities,manual handling, first aid and basic health andsafety awareness, is aimed at ensuring that theycan work safely from the outset. After completingtheir induction, apprentices begin their training atthe Engineering Academy. Before starting workeach day, the apprentices have to complete a riskassessment of the day’s activities. Each month theapprentices receive an hour-long health and safetybriefing where they can discuss the specific safetyaspects of their role. The aim is to reinforcebehaviours by revisiting what the apprenticeslearned at their induction. “It’s one thing to issuethem with PPE; it’s another to make sure that theyare wearing it,” says Rick Murfet. “The briefingshelp to ensure that the correct dress and safetystandards are maintained,” he adds.

During the four-year term of their apprenticeship,the young workers spend a considerable amount oftime on site. Twenty year old Robert Andersonsays: “It really makes a difference being out onsite, as opposed to in the classroom, as you seethings from a different point of view. As youbecome more experienced, you do become more

aware and practices become more natural.” PaulSmith agrees: “Young workers haven’t got theexperience to understand why something could bedangerous but once they get out there, it starts todrop into place.”

The company uses video reconstructions featuring different hazards and reconstructedaccidents to drive home its message. “The videoscertainly help,” says Robert. “You can read it onpaper, but when you see it for real, although they are reconstructions, it makes much more of an impression.”

Within the past two years, there was a serious roadtraffic accident involving an apprentice. Thisoccurred off site on a public road, and not while the apprentice was at work, but as a result thecompany reviewed the road safety training offered to apprentices given that nearly all of them are required to drive in some capacity. All apprentices now complete an online riskassessment to test their understanding of roadsafety and to determine if further training isrequired. Some also attend short courses such as those offered by the Institute of AdvancedMotorists, or a specific off-road driving course if required.

After completing their induction,apprentices begin their training atthe Engineering Academy. Beforestarting work each day, theapprentices have to complete a riskassessment of the day’s activities.Each month the apprentices receivean hour-long health and safetybriefing where they can discuss thespecific aspects of their induction.”

“


Training graduatesAt their induction, “graduates are sometimesyounger than the apprentices”, says Liz Somers,corporate safety policy and projects manager.“They frequently have little work experience onwhich to base knowledge of health and safety.” To begin with, graduates receive a full induction.They receive a booklet on health and safety withtheir contract and are given access to a website fornew employees containing further health andsafety information.

The induction for graduates provides a broadoverview of the organisation because the companyviews them as potential senior managers of thefuture. “We try to allow them to see theorganisation through the eyes of a manager,” saysLiz. “For instance, we will present them with a setof health and safety scenarios, and possiblemanagement responses. Graduates are asked tojudge which response would be the mostappropriate in each situation and why. We alsoemphasise that it makes business sense tomanage safety properly. There is a correlationbetween business success and safety success. We try to put them into a managerial mindset.”

During their induction, graduates are assigned a safety objective that lasts throughout theirgraduate scheme; they are asked to research a specific topic related to health and safety. Each graduate is asked to come up withrecommendations and produce a report that theywill later present in front of a group of seniormanagers. They are given as much help asrequired to complete this exercise.

With their initial training completed, graduatesbegin their placements. They receive site-specificinductions on hazards at each of the placements.An engineering graduate will have a differenttraining path to a finance graduate. All employeesreceive training that is specific to their role. It isnot uncommon, however, for graduates to changedirection during their career with E.ON. Forexample, a finance graduate might end up incharge of an area that carries far greater healthand safety risks than would be present in a financedepartment. E.ON wants its entire managementstructure to be indoctrinated in the safety cultureof the organisation.

With their initial training completed, graduates begin their placements.They receive site-specific inductions on hazards at each of the placements.An engineering graduate will have a different training path to a financegraduate. All employees receive training that is specific to their role.”

“


Strict processes are in place to ensure that nobodyundertakes high-risk activities without beingadequately trained, and these apply to graduates asthey do to all staff. E.ON’s approach to the health andsafety training of graduates as a group is therefore toconcentrate on the ethos rather than specific subjectareas. “The induction that graduates undertakeincludes very little practical safety information,” saysLiz. “Rather, the approach is to try to get them tounderstand why health and safety is important, whatimpact it has, and encourage them to take somepersonal responsibility. With graduates as a group, itis much more about influencing their attitudes.” Sheadds, “they will receive training specific to their role,as would any employee; we have an extensivecatalogue of safety courses but these are not specificto graduates.”

E.ON’s graduates are very eager to get out andimpress. “We try to emphasise to the graduates thathow they conduct themselves from a health andsafety point of view will impact upon their futurecareer and how they are perceived within theorganisation.”

Supervised core hoursThe company attaches great importance to the factthat young workers should receive the appropriatelevel of supervision. A skills co-ordinator reviews theapprentices’ progress every three months and seeksto capture their views as well as using spot checksand observation.

During their first two years, apprentices only dominimal shift work and normally work from nine tofive until they gain more experience. After this time they might do one or two day shifts a week.When their manager decides they are fully equipped,they will be placed on stand-by to support the field-based teams.

In their first two years, apprentices work a 37-hourweek. If they do overtime, this is banked anddeducted from the following week. This helps toensure that they don’t suffer from the effects ofoverwork.

Apprentices insist they feel under no pressure todo a job that they feel is unsafe. The company rulesgoverning working practices state that if itsworkers feel unsafe doing a task, they should notdo it. Matthew Toft says trainers and managershave told him from day one: “If you are unsure, just stop.”

Apprentices are provided with a contact card to tellthem who they should contact in the event of anaccident. In the first instance, they shouldtelephone the line manager. If they are unable toreach the line manager, they should call anaccident hotline. All incidents are investigated andcorrective action taken. E.ON also has an onlineaccident reporting system. When an accident isentered it automatically triggers a series of emailsto the relevant management personnel. Thecompany also monitors near misses, and thisinformation is fed back to the apprentices via team briefings.

Focus on health“Our approach to occupational health is veryproactive,” says Liz Somers. Young workers are notsingled out but have access to the same servicesas all employees. The priorities within thecompany’s occupational health function includemusculoskeletal, stress and mental health issues,which are the most common causes of sicknessabsence.

There is a network of occupational health advisorsacross the organisation. Employees have access toa range of benefits, including a full-body MOTcovering aspects such as blood pressure,cholesterol and posture. The company runsperiodic campaigns to raise awareness of certain issues; a recent campaign, for example,highlighted cardio-vascular risks. TheEngineering Academy ensures that allapprentices receive regular health surveillance checks.

The induction that graduates undertake includes very little practical safetyinformation. Rather, the approach is to try to get them to understand whyhealth and safety is important, what impact it has, and encourage them totake some personal responsibility.”“


The company has a mental health programme that looks at issues such as work-related stress andencourages employees to recognise, talk about andbecome more open minded about mental healthissues. Plans are afoot to produce an e-learning toolfor managers to help them identify when employeesmight be suffering from mental health problemsand advise them on what action to take.

The company recognises the danger of“concentrating on the acute and most immediatehazards while losing sight of the longer-termhazards”. Paul Smith appreciates that it can bemore difficult to engage with young workers onoccupational health issues. “With older workers youget an immediate response. But if you tell 16 yearolds that if they don’t wear ear plugs they mightsuffer problems in 20 years’ time, this can be anunimaginable timeframe.” The company is workingto change these attitudes by involving youngworkers first-hand. Some of the graduates havechosen to study the potential health implicationscaused by hot-desking as their safety project andpresent their recommendations to management.

The company has a drugs and alcohol policy thataims to prevent workers from being at work underthe influence. Employees are made to understandthe safety consequences of working after havingperhaps overindulged the night before and theaction that will be taken under the company’sdrugs and alcohol policy. But there is also anemphasis upon education – E.ON seeks to supportworkers if they have a problem, and to help themrecognise and deal with their problems. Allapprentices are made aware of the policy, andsupport available, during their induction.

“Our voices are definitely heard” E.ON has a number of mechanisms in place toencourage young workers to buy in to thecompany’s safety culture. Communication forms alarge part of the company philosophy. Theapprentice magazine provides an excellent meansof communicating with young workers acrossdifferent sites. Safety bulletins are circulatedelectronically throughout the organisation. RickMurfet and his colleagues also make use of moreinnovative means of communication, such as text


Our voices are definitely heard.This is why we are involved in theapprentice health and safetyforums. If something is done aboutwhat you say, then you want tocontinue to be part of it.”

“messages, to convey the latest safety information.Rick finds that young workers are particularlyreceptive to these sorts of communicationtechniques.

Paul Smith believes the most effective means of communication combine complementarymethods. “What works well for one person mightnot work for another. In a large company like E.ON you have to find different ways of reachingemployees because not everyone warms to thesame message.”

The company has sought to achieve buy-in to itssafety culture by empowering young workers.There are several different forums andworkgroups aimed specifically at apprentices.These forums, which include a PPE workgroupand a tool workgroup, have been put in place toimprove working practices and make them safer.At these forums, new apprentices can learn fromtheir peers who are able to impart practical advicederived from experience, something vastlydifferent to learning about hazards in theclassroom. Representatives of the apprenticeforums were invited to attend a nationalconference of E.ON health and safetyrepresentatives.

“Our voices are definitely heard,” says apprenticeRobert Anderson. “This is why we are involved inthe apprentice health and safety forums. Ifsomething is done about what you say, then youwant to continue to be a part of it.” Paul Smithsays the biggest change is the recognition amongapprentices that they have a voice: “They are reallywarming to the fact their views are being taken on board.”

Paul admits that just a few years ago, the idea of aseparate apprentice safety forum would have beenunheard of. The company is trying to build on itssafety culture all the time. “We try to give theapprentices the tools and the confidence to beable to challenge working practices”, says Rick Murfet.

Build in, not bolt on“What do we mean by safety training?” asks Paul Smith. “Actually, all of our training is aboutsafety.” More important than giving a health and safety induction is the practical trainingapprentices receive from their instructors while onsite because it is at this point their trainingbecomes integrated with the job. “When you aretalking about repairing a transformer at the top of a pole, you cannot separate doing a job from the risk it entails; they are one and the same.”

“We believe in building in health and safety, notbolting it on,” says Paul. This is particularly truewhen dealing with young workers. “For example, ifyou are an apprentice meter fixer, you don’t go ona course to learn how to be a meter fixer and thendo a safety course at the end. Safety should beembedded at all stages.” Liz Somers echoes thissentiment: “Health and safety is not somethingseparate but it is part and parcel of how weoperate on a day to day basis.” Paul says: “At the end of the day we are not interested in only doing the job, we are interested in doing the job safely.”


G&J Seddon

As Jonathan says: “We believe that the longevity ofthe company provides financial strength, and givescustomers certainty in delivery of their projects. Weare proud of the investment we make in our people,our communities and our environment. We providesustainable employment from the communities inwhich we work, demonstrated by four generationsof the Holland and Keeley families.”

Health and safety is at the forefront of thecompany’s philosophy. Roy Cavanagh, labour andtraining executive, who has responsibility fortraining across the entire Seddon Group, hasworked for G&J Seddon for 43 years. Roy hasexperienced this safety culture, and has seen itdevelop and grow, first hand.

G&J Seddon’s commitment to its young workers is obvious. As part of its commitment to providesustainable employment from local communities,the company wants its young workers to remainwith it for the long haul. The company strives tonurture and develop these workers so that a young

worker of today could be the Roy Cavanagh oftomorrow. This is the family philosophy and thetraditional values of the Seddon business.

Family valuesThe Seddon Group business is built upon acombination of traditional values and modernprocesses. Since its formation over a century ago, ithas evolved into a fully integrated group of specialistcompanies operating in the UK’s constructionindustry. The company operates throughout thecountry, with more than a century of experience inregeneration, development, construction andmaintenance.

G&J Seddon is something of a rarity in the modernbusiness world. Two families of its employees, theHolland and Keeley families, have worked for thecompany for four consecutive generations. Thecompany, one of several in The Seddon Group,which has been running for 113 years, is a family-owned and managed construction servicesbusiness led by third and fourth generations of theSeddon family: Christopher Seddon, chairman andJonathan Seddon, managing director.

7Sector: Construction services

Location: North-west England

Philosophy: “It is the company’s policy to take all reasonable measures toensure the safety, health and welfare of its employees... Young people andthe inexperienced require special attention.”


The Seddon Group has a turnover in excess of £240million, employing 1,700 people. G&J Seddon has onaverage 50–60 sites operating at any one time, whichvary from major construction to refurbishment sites;its work covers the whole spectrum of constructionservices, including both building and maintenance.The company directly employs a workforce of morethan 600, including craftsmen in joinery, brickwork,painting, plumbing and plastering. Health and safetyis, says the company, the first consideration in all itsactivities. The company’s policy is structured aroundleadership, resources, training and competence,which underpin the safety culture.

From work placement to apprenticeshipThe Seddon Group employs more than 120apprentices and provides work experience for manystudents. On average the group will take on about 50 new apprentices every September.

G&J Seddon employs around 40 of these apprenticesand offers an average of 25 work experienceplacements each year. These are drawn from 15-20schools in north-west England. The company hasforged strong relationships with many of theseschools over a number of years. The company’scommunity awareness approach is evident throughits provision of health and safety talks to localschools. Young workers from the Prince’s Trust andother young peoples’ charities are also accepted onshort-term work placements.

If students are interested in a particular aspect ofthe construction industry, the company will strive to place them in the relevant sector. Many formerwork experience students take up apprenticeshipswith the company. The apprentices benefit becausethe company already has a record of their attitudesand behaviour.

Last September, Tom Smith was offered anapprenticeship at G&J Seddon. Tom had excelledduring his work experience placement the previousyear and had a glowing recommendation from thesite manager. Apprentices who have undertakenwork experience with the company usually have abetter understanding of the hazards on its sites thanthose who are new to the company.

In its recruitment of young workers, the companyhas to contend with negative stereotypes of theconstruction sector, which partly accounts for the fact that the percentage of women onapprenticeships is still too low. A commonperception of the construction industry is that it isdirty and dangerous, when in actual fact the industryis, Roy believes, “one of the most vibrant andexciting, and our sites are a safe environment towork in.”

Training is ongoingAll apprentices receive a general health and safetyinduction on their first morning with G&J Seddon.During this induction, they are shown a number ofsafety videos. After three months the apprenticesrevisit what they were taught during their inductionto see how much they have absorbed. During thecourse of their apprenticeship, they will receiveadditional training on specific subjects such asmanual handling and first aid. An additionalinduction is provided every time an apprentice visitsa new site. Health and safety is also taught atcollege as part of their NVQ level 3. All employees,including apprentices, receive occupational health checks.

Apprentices are often school leavers and usuallybegin work at 16, completing their apprenticeship at19 or 20 when they achieve their NVQ. At the end of


each year, the company puts two or three of itsformer apprentices on to a management course witha view to their becoming future site managers. Byempowering and rewarding young workers thecompany hopes to promote the longevity of theircareers with G&J Seddon.

Work experience students undertake one or twoweek placements with the company. Their firstexperience of health and safety is learning whatpersonal protective equipment must be worn. All students are informed in advance what to wear; if a student arrives in trainers rather than safetyboots, they are sent back to school. The trainingmanager, Roy Cavanagh, personally accompanies all onsite students and gives them a full health and safety induction.

Supervision is keyThe company believes that correct supervision is avital instrument to ensure the safety of youngworkers. The stability of its workforce helps in thisregard – G&J Seddon knows its employees and theirabilities extremely well.

Working hours for apprentices are 8.00am-4.30pm,to ensure that they always receive the appropriatesupervision. No more than two work experiencestudents are allowed on site at any one time so thatthe company can ensure they are being correctlymonitored.

Comfortable on siteSome construction companies choose not to allowworkers under 18 on site. G&J Seddon iscomfortable with their presence, however, because itmakes every effort to ensure that young workers arefully equipped to manage the risks. The Associationof British Insurers advises that workers under 18 canbe allowed on site as long as companies take thecorrect precautions to ensure they are aware of therisks and wear the correct PPE.

G&J Seddon is unusual in the construction industrybecause it is a direct employer. Many of theemployees have come through the company’sapprenticeship scheme and can offer a supportiveand understanding ear to the apprentices.

Seddon treats health and safety as a major aspect ofits philosophy, and apprentices respond to this, saysRoy Cavanagh: “Health and safety is not a bit part ofthe philosophy but a major issue.” Managing directorJonathan Seddon also holds the post of safetydirector, which helps to ensure that there is strongleadership and commitment to health and safetyfrom the highest level.

Young workers know not to take risks and areencouraged to say “no” if they are unsure or feelunsafe doing a particular activity. Apprentices arealso taught that the happier and healthier they arethe more they will get out of the job.

Good communication is an important instrument topromote and embed the safety culture. The healthand safety department produces newsletters andstaff bulletins providing information and updates. A copy of the newsletter is distributed to allemployees with their payslips. There is a health and safety forum and representatives of this forum visit different sites to obtain feedback from the employees.

The family wayThe recruitment of both apprentices and workexperience students is closely controlled to ensurethey attract the right calibre and character ofemployee. The company seeks to build confidenceand awareness in its apprentices by providing themwith stability during the early part of theirapprenticeship. They will be based at one site andwill only move to different sites once they havegained sufficient confidence and awareness.

The company believes that correct supervision is a vital instrument toensure the safety of young workers. The stability of its workforce helps inthis regard – G&J Seddon knows its employees and their abilitiesextremely well.”“


Roy says that most apprentices have a very goodattitude and respond well to the training. But, as heexplains, young people, like all people, have differentpersonalities. “Some young workers will have totalbravado at 16 and others will be quite shy. You haveto keep in mind that there will be differentcharacters.” Roy warns against generalising whendiscussing young workers. The company believesstrongly that it is important to get to know itsemployees in order to understand, and predict, theirattitudes and behaviours. This is where the familyethos and philosophy of Seddon is really beneficial. It is more difficult for construction firms withcontract staff to build up the same level ofunderstanding and empathy with their employees.

Same hazards, heightened risksMost of the hazards facing young workers at Seddonare the same as those facing workers of all ages inconstruction, including slips trips and falls, workingat height and manual handling, but young workers ingeneral have less training and experience to be ableto manage these risks.

There are also psychological hazards to consider.The plumbing apprentices are required to complete13 different sets of exams throughout the year,which might contribute to stress. The companyrecognises this and is also mindful of externalfactors such as family bereavements, parentalbreak-up and other domestic pressures that mighthave an impact upon young workers. “We are anosey employer,” says Roy Cavanagh, “we try tounderstand as much as possible about ouremployees.” The close bond between employer and employees helps to establish trust.

Young people, like all people, havedifferent personalities. Someyoung workers will have totalbravado at 16 and others will bequite shy. You have to keep inmind that there will be differentcharacters.”

“To help identify and combat these pressures,apprentices receive monthly one-on-ones with theHR manager, training manager or health and safetymanager. A young person might not respond well toa particular adult so the company offers them thechoice between three different managers.

Care in the communityIn the 20 years that the company has taken on workexperience students – at an average of 25 students ayear – there has been only one reportable accident.This involved an older work experience student froma local college who twisted her knee while lifting anobject during the final day of a two-week placementcourse. The incident was investigated, as is anyincident or near miss, and it was determined that noblame could be attached to either party. As RoyCavanagh says: “You can give people as much healthand safety training as you possibly can, but accidentsstill happen. It is a fact of life.”

The closeness of employees to each other and totheir employer and the family nature of the businessundoubtedly helps the company to manage healthand safety more effectively.

When an employer cares genuinely for its youngworkers, their families and the community, and when employees buy into the company’sphilosophy, demonstrated in this case by the lengthof time many choose to spend with the company, you have the basic ingredients for a healthy and safe workforce.


Wolverhampton City PCT &Health Tec Partnership

The PCT is delivering the initiative in partnershipwith resource centre Health Tec and local schoolsand colleges in Wolverhampton, includingPendeford Business and Enterprise College,Colton Hills Community School and DeansfieldHigh School.

The training delivered by Health Tec to youngpeople in Wolverhampton, with a considerableamount of expert input and resource fromWolverhampton City PCT, extends beyondworkplace health and safety to embrace some ofthe underlying issues that society has often shiedaway from, such as alcohol, drugs and teenagepregnancy.

The message is clear – most young people thrivewhen they are empowered, and we often seriouslyunderestimate their ability to take responsibilityand take the lead when dealing with the challengesthat modern society throws at them.

Reducing health inequalities Wolverhampton is one of the most densely populatedand most deprived areas in England. Unemploymentis more than double the national average.Wolverhampton City PCT has laid down promisesto the people of the city on how it plans to improveand develop services. The PCT plans to provide abetter quality of life and better access to servicesfor everyone. But the PCT’s pledge also challengespeople and organisations in the city to work withthem to achieve the targeted improvements.

Wolverhampton City Primary Care Trust (PCT)provides community health care and managesprimary health care for a local population of some 237,000. The PCT has put in place agroundbreaking initiative in Wolverhampton,designed to prepare young people aged 14-19 infull-time education for the risks that they will face when they start work. The initiative, however,is about far more than risks to health and safety.

8Sector: Health care

Location: Wolverhampton

Philosophy: “Improve health for the people of Wolverhampton and a futurewhere there is less deprivation and disadvantage. Providing good qualityservices that are equitable, speedy, convenient and treat people with dignity.”


One of the PCT’s promises is to “improve overall health and reduce health inequalities”.Wolverhampton City PCT has made an enormousinvestment in programmes to improve the diet andphysical activity of local people. The PCT iscommitted to giving local children the best start inlife – this is the biggest health concern in the city.Sexual health issues and teenage pregnanciesfeature high on the target list as do healthy livinginitiatives aimed at helping people lose weight, quitsmoking and cut down on alcohol.

The PCT’s chief executive, Jon Crockett says: “The initiative is the most ambitious programme in living memory to improve health services inWolverhampton. Our pledge is to save more livesand add quality of life for the people ofWolverhampton.”

Health Tec link-upHealth Tec is a concept designed to link into thenational school curriculum primarily for healthand social care. The services provided by HealthTec have been planned and developed by a uniquepartnership between Wolverhampton City PCT,NHS West Midlands Strategic Health Authority,Wolverhampton City Council’s 14-19 Team, theEducation Business Partnership, Skills for Health, local employers, schools, colleges and the university.

Health Tec’s learning facility, which opened itsdoors in 2007, gives 14-19 year olds access to“real-life” scenarios aimed at making them moreaware of health and social issues such as obesity,teenage pregnancy, food hygiene, smoking anddrugs, all of which could affect them and theirfamily members. Learning resources at the centrehave recently been expanded to address fire safetyand workplace health and safety. Students fromColton Hills Community School were responsiblefor the layout and decoration of the resourcecentre, which contains rooms replicating home,work and a hospital.

Health Tec aims to encourage students to explorethe wide variety of employment opportunities inthe NHS. Schools and colleges pay for the coursesprovided by Health Tec, which seeks to supportyoung people through the national curriculum anddiploma courses to gain the academic andprofessional qualifications they will need for work.

The Trust’s guiding hand Sarah Southall, the PCT’s general manager, estate regulation and non clinical risk, explains thebackground to the incorporation of health andsafety into the services provided by Health Tec:“We have been involved with Health Tec in a smalland select way over the past 12 months and havehad the opportunity to promote health and safetyamong the young people using the facility. Ourinvolvement has paved the way in introducing themto the workplace and to work experience in a saferand more controlled way so they are betterprepared to deal with the risks they will face when they enter the world of work.”

The PCT is committed to giving local children the best start in life – this isthe biggest health concern in the city. Sexual health issues and teenagepregnancies feature high on the target list as do healthy living initiativesaimed at helping people lose weight, quit smoking and cut down on alcohol.”

“

Health Tec aims to encouragestudents to explore the widevariety of employmentopportunities in the NHS.Schools and colleges pay forthe courses provided by HealthTec, which seeks to supportyoung people through thenational curriculum anddiploma courses to gain theacademic and professionalqualifications they will needfor work.”

“


Health Tec’s initiative is open to all 14–19 year oldsin full-time education in Wolverhampton. Sarah isclear that the approach has to come from theschool, and says: “This initiative is advertised to allschools. The schools decide whether or not theywant to take it up. The main bulk of the work wewill be doing over the next twelve months will bewith Pendeford Business and Enterprise College –the 14-19 year olds at Pendeford decided thatHealth Tec was the organisation they wanted towork more closely with. We have also worked withColton Hills Community School and DeansfieldHigh School. It is important to mention that thediploma students come to the Health Tec facilityfrom schools across the city.”

Rebecca Brown, the PCT’s estate regulation teamco-ordinator, outlines the content of the health and safety training provided to young peopleundertaking the diploma course who haveattended the Health Tec facility: “We cover thebasics of health and safety. We go through thelegislation. We talk to them about risk assessment.We talk to them about what to expect when theyfirst go to work. Some of them are coming up towork experience and we prepare them for whatthey should and should not expect and tell them tochallenge people when asked to do something theyshould not be asked to do.”

The training for Pendeford Business andEnterprise College diploma students has beendesigned to be undertaken over a 12 month period.Rebecca Brown emphasises the importance ofconsolidating the lessons learned from trainingover the course of the diploma: “We start off slowlyand make it relevant to what the young people willdo at work on a day-to-day basis. We start withsafety in the home, move on to fire safety and thento personal safety working with the police and fireservices. We include advice on how to look afterthemselves when going out at night. Also, how tocommunicate with people and how to behave withother people. And they finish off by returning onceagain to health and safety and hopefully success inthe British Safety Council’s Level 1 qualification.”

Emergency services help outLocal agencies such as the police and fire serviceshave taken on a support role in ensuring highquality, informative, expert and practical training.Sarah Southall describes the fire training that theyoung people undertake: “We use intelligentequipment which simulates a fire. The youngpeople are equipped with an extinguisher and aregiven a go at putting it out and we use simulationequipment which is really good. We teach themhow to use fire extinguishers but also help givethem knowledge about location of fires, sources of


fires and the equipment used to extinguish fires.Using the system simulates flame and noise – it isso much more meaningful. They have theopportunity with this system to target the base ofthe fire. It times them so they can see how longthey have actually taken to put out the fire. It also highlights how little an extinguishercontains. It puts fire safety into perspective forthem. They can see how quickly fire spreads, howefficient an extinguisher would be on a small fireand the difficulty of bringing a fire under control.”

Rights and responsibilitiesBut there are far broader goals underlying thecourses that Health Tec and other groups providethat go way beyond conventional fire safety andhealth and safety. What Health Tec andparticipating schools and colleges are doing is,importantly, helping to drive down healthinequalities across the city. Programmes run byHealth Tec – not only for healthcare diplomastudents but diploma students generally – aim toencourage healthy eating and healthy lifestyles.Young people are encouraged to take responsibilityfor their own health and their own safety butequally importantly know their rights in relation tohealth and safety in the workplace.

Sarah Southall emphasises the importance ofyoung people taking responsibility: “Some of theyoung people who on the surface were the onesmost difficult to engage with have engaged with usvery positively. They want to understand the bigissues around health and safety and be given theopportunity that perhaps they have not had before.Their success is a reflection of their own qualities,their willingness to take responsibility and anunderstanding of what they should reasonablyexpect in the workplace. They probably would nothave that view solely from school – that theyshould have expectations, they have rights and that there are standards.”

As Sarah observed, there was much to be done tohelp prepare some of the young people for theworld of work: “If we can help them understandwhat the basics are, that in itself is anachievement. There are some students that wehave taken in the past who came along and did nothave a clue about what expectations they shouldhave in relation to a work experience placement.That is astonishing.”

Managing the “daunting” transitionThe transition that young people have to makemoving from school to work is not seamless. Thedemands that work and society place upon youngpeople are considerable. Time will tell whetheryoung people are better equipped through theskills that they have acquired and the attitudes andbehaviours they have adopted to face the range ofrisks that they will face at work, and in lifegenerally. The early indications are extremelypositive.

The final words rest with Sarah Southall. “It isdaunting when you think about leaving school andgoing into a workplace which is very different fromwhat you are used to. There are expectations thatare placed upon you. At school you have teachersto rely on and your school friends. At work you areoften alone and not having that backgroundknowledge that these students will have is verydangerous. And there is the opportunity throughthis initiative for us to help these students gain agreater level of knowledge and confidence.”

If we can help them understand what the basics are, that in itself is anachievement. There are some students that we have taken in the past whocame along and did not have a clue what expectations they should have inrelation to a work experience placement. That is astonishing.”“


Rok plc

Shaun Davis, the group’s director of safety, health,environment and quality, is cautious aboutseparating out young workers for special attention.While Rok attaches great importance to its youngworkers, it is an approach that seeks the smoothintegration of young people into the business, andwhere empowering the young worker isparamount. A culture of empowerment offersyoung people the chance to take responsibility, tobe treated as adults and to engage actively inhealth and safety within the organisation.

Rok employs 258 apprentices. The vast majoritywork in frontline delivery and most are employed inmaintenance and build, plumbing, heating andelectrical. Additionally, the company employs 52 management trainees. Apprentices are, onaverage, 191/2 years old and based across the UK with the highest percentage in Scotland. Their apprenticeships usually run for around three years.

Rok aims to be “the nation’s local builder”.To support this goal, the company’s policy is torecruit from the local community where possible.This principle is reinforced by its work experience policy through forging strong relationships withlocal schools.

The School of RokIn 2009, Rok apprentices attended 9,600 days oftraining. This equates to 37 days per apprenticeand underlines the importance attached to thehigh standard of training of its young employees.Every new employee visits “The School of Rok” in Crawley, Sussex. The two-day inductionprogramme, a “Taste of Rok”, includes an addressfrom the CEO. The aim is that all employeesreceive a consistent message of the Group’s vision

Construction services group Rok plc places safetyat the top of its list of priorities, and safety is itsfirst key performance indicator. Rok chairmanStephen Pettit says: “We are determined that Rokshould be the safest place to work in the industry.It is encouraging to report the success we havehad in improving our health and safety record.This was recognised externally in an audit by theBritish Safety Council, which awarded the groupFive Star status.”

9Sector: Construction

Location: Nationwide

Philosophy: “Safeguarding our employees, supply chain and the public isessential for protecting and sustaining our business. There is a strongcorrelation between safe working environments and satisfied customers.”


and values, and learn about its commitment to thesafety and health of its workers. This programmereached the final of the national CharteredInstitute of Personnel Development’s PeopleManagement Awards in 2009 for employeeengagement.

The company operates a three-tier inductionprocess featuring a high-level company induction, alocal office induction and a site-specific induction.The local and site-specific inductions includepractical safety arrangements such as first aid andfire safety. Apprentices undertake the sameinduction process as all new employees, and alsoreceive additional health and safety training as partof their college NVQ course. At the start of theirapprenticeship, each apprentice will focus on oneparticular trade. At a later stage, they have theoption to move into different areas. The company’straining matrix ensures that employees receive theappropriate training for their particular role. The matrix will identify suitable supportingqualifications; Rok is in discussion about providingits apprentices with the British Safety Council Level 1 Certificate in Health and Safety at Work.

Students on work experience receive a broadinsight into the different aspects of a constructioncompany; they visit construction sites, where theyare closely supervised, but also experience areassuch as IT, marketing and sales.

Double-edged sword of experienceShaun Davis believes that a young person’sknowledge and understanding of health and safetyrisks when they first enter the workplace is “stillvery desktop”. They are aware of hazards and risks,but learning in the classroom and being on site aredifferent scenarios. “You only really learn to driveonce you have passed your test,” Shaun points out.

“Today’s young people are much more aware of thefact that employers have a duty of care to keep themsafe,” says Shaun, who is a keen supporter of theBritish Safety Council’s initiative to raise the profileof health and safety awareness in schools throughthe provision of free entry level qualifications for all14-19 year olds in full-time education, and believesthis work is helping to shape attitudes as well asknowledge and understanding. Shaun feels thatthere has been a noticeable shift in attitudes overthe past decade. “Young workers are more likely toquestion and raise an issue than they would havedone 10 years ago.”

Problems, however, begin to occur when youngworkers are placed alongside more experiencedcolleagues who have a more relaxed attitude tohealth and safety, which in turn can cause theyoung workers to become more complacent. To meet this challenge, Rok applauds those who challenge and try to improve establishedpractices with regards to health and safety. There is a very strong emphasis on positive actions and challenging a colleague or superior is viewed in a positive light. “Rok”, says Shaun, “has tried to create a culture in which people canboth contribute and question.”

A young person’s knowledge and understanding of health and safetyrisks when they first enter a workplace is ‘still very desktop’. They areaware of hazards and risks, but learning in the classroom and being onsite are different scenarios. You only really learn to drive once you havepassed your test.”

“


Nevertheless, it can be difficult for a youngemployee to challenge a more experienced worker.Rok’s approach is to instil the young worker withconfidence via a culture of empowerment which ittries to create by ensuring their voices can beheard, and by taking on board their ideas.

The company has a number of mechanisms toensure that a young worker’s voice can be heard –an open door policy (be it of the site manger or thesafety manager), a confidential helpline, and aconfidential reporting form. Grievances can bepursued through the company’s performancemanagement process, but the goal is that theformer mechanisms will be used to resolve anydispute before it gets to that stage.

Should young employees suffer from problems orpressures in their private lives, the companybelieves it has a culture in which they can feelcomfortable in confiding in their employer. Failingthat, Shaun says, the company would look forindicators such as poor punctuality, missingdeadlines, falling standards of work or lookingdistracted. Rok also operates a “buddy system”; all apprentices are allocated a ‘buddy’ – a moreexperienced worker who will act as a mentor. Aswell as providing tutelage, this provides the youngemployee with an additional outlet for relayingconcerns or ideas.

By setting its stall out early and exposing youngworkers to a variety of different messaging, Rokseeks to encourage its young workers to buy in toits safety culture. “Citizens’ Forum” is a group-wide employee forum and there are localcommittees that feed into the national forum. Rok Citizen is an employee magazine with news

and views from across the group that the companyuses to spread a positive message about its workand the contributions of employees young and old.“But ultimately”, says Shaun, “face-to-facecommunication remains the most importantmechanism for embedding the safety culture.”

Different ages, same hazards, variable risksRok employees face safety hazards that arecommon to the construction industry, includingworking at height, moving vehicles and slips, tripsand falls. Health hazards include dust, vibrationand noise. The company now includes healthscreening in its recruitment and selection process. But although the hazards are the same, the risksmay be accentuated for younger workers. Rok has,for example, restricted the areas in whichemployees are allowed to use mobile phones andother technological distractions, popular withyounger employees, to avoid the potential for accidents.

The company now includeshealth screening in itsrecruitment and selectionprocess. But although thehazards are the same, the risksmay be accentuated for youngerworkers. Rok has, for example,restricted the areas in whichemployees are allowed to usemobile phones.”

“


Young workers might suffer anxiety or strain fromworking and studying at the same time. But ShaunDavis views these as normal teenage pressures asopposed to work-related stress. The need tobalance work, study and social life is common toall young people. He feels that these pressures canbe best understood, and dealt with, by open andhonest communication between employee and employer.

The company strives to raise awareness of theeffects of alcohol consumption among its youngemployees, who are warned that the effects ofSaturday night overindulgence can still be felt onMonday morning. These effects can be especiallyunsafe on a construction site. Pre-employmenttesting takes place and both alcohol and drugs arecovered as topics during induction. The companyalso plans to introduce random testing across itsworkforce later this year. Post-incident testing isused if Rok suspects that alcohol or drugs areimplicated in an accident.

Rok experienced a 700% improvement in its near-miss reporting when it introduced the Rok NearMiss and Confidential Helpline (the companybelieves this is because it provides a quickalternative to paperwork). This helps to highlightthose issues that require particular attention in thecompany’s efforts to minimise risk. Every incidentreported to the helpline is investigated.

A recent example involved an off-site injury to aRok apprentice. The apprentice suffered a seriouscut while using a saw at college as part of his NVQcourse. Rok investigated the incident by sending its safety officer, who concluded that theinexperienced individual was not being properly

supervised, and the college’s risk assessment and supervision practices were out-of-date.Supervision is regarded as a crucial element ofyoung worker safety. Rok apprentices work regular hours where they will receive adequatesupervision; it is very uncommon for apprentices to do shift work or irregular hours where theymight receive less supervision and where thepotential for accidents increases.

Lessons for lifeEmployers that adopt an enlightened approachwith young workers and embed a positive mindsetand attitudes will stand their young employees ingood stead throughout their working lives. The culture that Shaun Davis and his team aredeveloping at Rok attempts to do just this.

It is important to remember that many of thehazards facing young workers are not specific tothat group alone. Shaun feels that companiesshould be wary of targeting specific groups at theexpense of other employees. Older employees arealso a high-risk group. “If you place too muchemphasis upon protecting 16-20 year olds,” hewarns, “it can breed the notion that once you reach20 you are going to be safe from then on.”

In summary, Rok’s approach is to immerse young workers in a culture of safety and ofempowerment; it gives them the correct trainingand supervision but treats them as adults; itempowers them, gives them a voice, equips themwith the tools they need, but does not single them out.


The British Safety CouncilInvestment

Our underlying concern is that, despite thedownward trend in the number of fatal and majorworkplace accidents, there is clear evidence thatyoung people still continue to be exposed to the riskof serious injury. As section four shows, there were15,376 injuries to workers aged 16-24 reported tothe HSE in 2008/09 that resulted in the victimstaking at least three days off work. The evidence alsoshows that these accidents could easily have beenprevented; many were attributable to the cavalierattitude or carelessness of a minority of employerswho failed to meet their legal duties to train andsupervise their young workers.

We are not seeking to push the responsibility forensuring health and safety on to the shoulders ofyoung workers. Rather, we will continue tocampaign for employers to face up to their legal andmoral responsibilities and for criminal sanctions tobe applied where their neglect leads to the risk ofserious injury. But young workers need to have theopportunity to gain the knowledge necessary to helpthem understand the risks to health and safety theywill face at work, know the actions that theiremployers and work colleagues should take tocontrol those risks, and develop the confidence toraise concerns and help bring an end to unsafeworking practices.

In the biggest ever drive to protect young workers, the British Safety Council is paying for all 14-19year olds in full-time education in the UK to gain an accredited qualification in health and safety. The charity is committing £500,000 each year from its reserves to make the Entry Level Award inWorkplace Hazard Awareness a reality for every young person entering the world of work.

10The charity is committing £500,000each year from its reserves to makethe Entry Level Award in WorkplaceHazard Awareness a reality for every young person entering theworld of work.”

“


The Entry Level qualificationThe British Safety Council is committed to workingwith government, schools, employers and otherkey stakeholders to make the goal of the EntryLevel Award in Workplace Hazard Awareness areality for every young person entering the world of work. Now in its third year, this pioneeringinitiative has already seen more than 50,000 youngpeople gain the qualification. But there is still along way to go.

The qualification is accredited by the UK regulatoryauthorities in the National QualificationsFramework and provides a formal assessmentoutcome to the delivery of health and safety in theNational Curriculum. It is mapped to the NationalOccupational Standards for Health and Safety.

Registration is free to schools and colleges, who are provided with a free teacher resourcepack, containing everything they need to deliver the qualification.

In order to achieve the qualification, candidatesmust collate a portfolio of evidence on five topics:health and safety hazards, safety signs, personalprotective equipment, fire safety, and theresponsibilities of employers and employees. All candidate work is sent to the British SafetyCouncil for marking by external examiners.

For further information on the Entry Levelqualification, visit www.britsafe.org/schools

Evaluating the impactThe British Safety Council is undertaking a surveyof young people to assess any changes in theirknowledge and understanding, and attitudes andvalues towards health and safety as a result ofcompleting the Entry Level qualification. Studentscomplete a questionnaire before undertaking thequalification and then again following thecompletion of their studies. They are also beinginterviewed following their work experienceplacements. When published, the findings will help us to better understand the issues facingyoung people in the workplace.

-The British Safety Council is protecting young people in the workplacethrough the Speak Up, Stay Safe campaign.

You can do your bit by making sure young people in your care know the facts and who to talk to if they have a problem.

The British Safety Council has developed a series of quick animations to illustrate workplace safety tips directed at young people.

Watch and share them at:

www.speakupstaysafe.com

Charity Registration No: 1097271OSR SC037998

This report is also available on our website: www.britsafe.org

© British Safety Council 2010Published by British Safety Council, 70 Chancellors Road, London W6 9RS

For further information please contact:

Neal Stone – Head of policy and public affairsE: [email protected]: 020 8600 5585

Paul Gordon – Policy and research managerE: [email protected]: 020 8600 5548

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