Learner Name

Learner Registration 211108025

No.

Study Centre Name Arbrit Safety and Engineering Solutions

Qualification Title OTHM LEVEL 6 DIPLOMA IN OCCUPATIONAL HEALTH AND SAFETY

Unit Reference No. H/617/7539
Unit Title Health and Safety Management Principles and Policy
Word Count 4650

Submission Date 13/09/2021

Declaration of authenticity:
1. I declare that the attached submission is my own original work. No significant part of it has been
submitted for any other assignment and I have acknowledged in my notes and bibliography all written
and electronic sources used.
2. I acknowledge that my assignment will be subject to electronic scrutiny for academic honesty.
3. I understand that failure to meet these guidelines may instigate the centre’s malpractice procedures
and risk failure of the unit and / or qualification.

_________________ _________________
Learner signature Tutor signature
Date: 13/09/2021 Date: 17/09/2021

1|Page
UNIT 01 HEALTH AND SAFETY MANAGEMENT PRINCIPLES
AND POLICY

2|Page
TABLE OF CONTENTS

CONTENTS

TASK 1 4

1.EXECUTIVE SUMMARRY & COMPANY PROFILE: 4

PROJECT LAYOUT PLAN 4

1.1 STUDY OF HEALTH AND MANAGEMENT SYSTEM 5

1.1.2 HSE MANAGEMENT SYSTEM AND OBJECTIVES 6

1.3 COMMUNICATION SYSTEM FOR HSE 9

DEVELOPING THE STRATEGY 10

EVIDENCES 10

REFERENCES 11

TASK 2 12

HEALTH AND SAFETY POLICY 12

2.1 MORAL, LEGAL AND FINANCIAL NEED FOR HSE POLICY 13

Moral Argument for Health and Safety 14
Legal Arguments for Health and Safety 14
Financial Argument for Health and Safety 14

2.2 HSE POLICIES IN RELATION WITH INTERNAL AND EXTERNAL STAKEHOLDERS 15

Planning the Process 15
TRAIN A WORKING GROUP:( EV-07) 16
DEVELOP A PLAN AND TIMELINE 17
SELECT AN APPROPRIATE POLICY 17
IDENTIFYING KEY STAKEHOLDERS 18

2.3 KEY AIMS AND OBJECTIVES OF HSE POLICY 18

EVIDENCES 19

REFERENCES 19

3|Page
4|Page
 TASK 1
1.EXECUTIVE SUMMARRY & COMPANY PROFILE:
HARINSA Qatar (HQ) was born in 2007 with the primary goal of becoming a reference in doing
business in the field of construction as the main contractor in the State of Qatar for many years
to come. HQ belongs to ECISA Group, a medium size family-run business founded in 1968 by
Manuel Pealed Castillo, during the last 50 years developed successfully with the involvement of
his sons, the leading company in constructions of high-rise buildings in Europe.

HQ through the experience and know-how acquired with ECISA Group, has penetrated into the
Qatari construction market executing High Rise Buildings, Military Projects, Sport Facilities, Data
Centre Projects, Hotels, Civil Works etc. being able to deliver the projects with high rates of
success, accomplishing the commitments in terms of Quality, Time and Cost. HQ has been
selected by the main public organizations in the State of Qatar for the execution of crucial
projects contributing to the development of the country in key areas. ECISA Group is now
operating in GCC through its different subsidiary companies in Qatar, Abu Dhabi and Dubai. HQ
is a company with the necessary and highly skilled technical team to face the amazing
challenges that Qatar is aiming for having the confidence and capabilities to be one of the
relevant stakeholders of the Qatari Construction Market.

HARINSA has a Quality Management System according to ISO 9001:2008, an Environmental

Management System according to ISO 14001:2004 and an Occupational Health and Safety
Management System at Work in accordance with the requirements of the OHSAS 18001:2007,
certified by the Bureau VERITAS, which defines the management system of the sites. In order to
meet its commitments to Quality, Occupational Health and Safety at work and respect for the
environment and sustainability, HARINSA strives for continuous improvement of its internal
management procedures and construction processes, encouraging the adoption of innovative
solutions and the exchange of knowledge amongst stakeholders to facilitate permanent training
of its staff. In addition, HARINSA ensures compliance with regulations and legislation in all its
activities through its internal procedures.

5|Page
PROJECT LAYOUT PLAN

1.1 STUDY OF HEALTH AND MANAGEMENT SYSTEM

PRINCIPLES OF ORGANIZATION

The main purpose of this Health, Safety and Environmental Plan (HSE) by (HARINSA QATAR
(HQ)) is to define a consistent and unified approach to the implementation of the health, safety
and environmental requirements and to provide guidelines for the core processes, those during
the construction period. (HARINSA QATAR (HQ)) will provide and maintain facilities, materials
and work systems that are safe and keep the health and safety of all staff as MUCH as possible.
(EV-02)

MORAL PRINCIPLES

Safe, responsible and transparent action in order to minimize risks and damage to our staff and
others who are affected by the activities of (HARINSA QATAR (HQ)) and to prevent negative
effects of its activities on the environment by adopting appropriate health, Safety and
environmental controls are ensured through compliance with IMS and ISO standards,
regulatory requirements (QCS MME) and implemented with a view to organizational and
stakeholder requirements.

LEGAL PRINCIPLES

HARINSA QATAR (HQ) must comply with the legal principles, QLL 2004, QCS 2014,
Environmental Protection Act 2002, WZTMG and HARINSA QATAR (HQ) Policy as well as the
internationally recognized standards ISO 9001: 2015, ISO 14001: 2015, OHSAS 18001: 2007 (EV-
03) and (ISO 45001: 2018). To achieve the goal of zero-zero incidents. Accident prevention
remains paramount and safety takes precedence over expediency, abbreviations, or other
operational priorities.

6|Page
SOCIAL PRINCIPLES

Conducting business ethically is the key to success and achieves the goal with sustainable
growth while demonstrating social and economic accountability.

1.1.2 HSE MANAGEMENT SYSTEM AND OBJECTIVES

A safety and health management system mean the part of the Organization’s management
system which covers:

 the organization and policy of health and safety at work in an enterprise.

 the planning process for accident and ill health prevention.
 the line management responsibilities and
 practices, procedures and resources to develop and implement, review and maintain
occupational health and safety policy.

The system should cover the entire gambit of an employer's occupational health and safety
organization.

THE KEY ELEMENTS OF A SUCCESSFUL SAFETY AND HEALTH MANAGEMENT SYSTEM ARE:

1. POLICY AND COMMITMENT

workplace should establish an Occupational Health and Safety Policy Program (EV-04) as part of
preparing the safety statement under Section 20 of the Occupational Safety, Health and
Welfare Act 2005. An effective health and safety policy should provide a clear direction for the
organization to follow. You will contribute to all aspects of business performance as part of a
proven commitment to continuous improvement. The responsibility towards people and the
work environment is fulfilled in accordance with the law. Cost effective approaches to
maintaining and developing human and physical resources will reduce financial losses and
liabilities. In a broader context, the expectations of stakeholders, be they shareholders,
employees or their representatives, customers or society as a whole, can be met.

2. PLANNING

The workplace should develop a plan to adhere to its health and safety policy in accordance
with the Safety Statement. An effective management structure and arrangements should be
put in place for delivering the policy. Safety and health objectives and targets should be set for
all managers and employees

7|Page
IMPLEMENTATION AND OPERATION

For effective implementation, organizations should develop the skills and support mechanisms
necessary to achieve the safety and health policy, objectives and targets. All employees should
be motivated and empowered to work safely and to protect their health in the long term, not
just to avoid accidents. These arrangements should be:

Underpinned by effective staff participation and participation through appropriate consultation

(EV-05), use of security committee where available and security representation system.

Supported by effective communication and skills promotion, which enables all employees and
their representatives to make a responsible and informed contribution to the safety and health
effort. (EV-06)

The implementation of the safety and health policy should be planned and systematic through
an effective safety and health management system. The aim is to minimize risks. Risk
assessment methods should be used to prioritize and set goals for hazard elimination and risk
reduction. Wherever possible, risks should be eliminated through the selection and design of
facilities, equipment and processes. If risks cannot be eliminated, they should be minimized
through physical controls and safe work systems (EV-07) or, as a last resort, the provision of
PPE. Performance standards should be established and used to measure performance. Specific
measures to promote a positive safety and health culture should be identified. There should be
a common shared understanding of the organization's vision, values, and beliefs about health
and safety. The visible and active leadership of executives promotes a positive safety and health
culture.

4. MEASURING PERFORMANCE

The organization should measure, monitor, and evaluate health and safety performance.
Performance can be measured against agreed standards to show when and where there is a
need for improvement. Active self-control shows how effectively the safety and health
management system works. Self-monitoring considers both hardware (rooms, systems and
materials) (EV-08) and software (people, processes and systems, including individual behavior
and performance). When controls fail, reactive surveillance should find out why they failed by
investigating the accidents, illnesses, or incidents that could have caused damage or loss. The
objectives of active and reactive monitoring are:

 Identify immediate causes of below standard performance.

 Identify the underlying causes and consequences for the design and operation of the
HSM system.

8|Page
5. AUDITING AND REVIEWING PERFORMANCE

The organization should continually review and improve its safety and health management
system so that its overall health and safety performance is constantly improving. The
organization can learn from relevant experience and apply the knowledge. There should be a
systematic review of performance based on data from monitoring and independent audits (EV-
09) of the overall safety and health management system. These form the basis for compliance
with organizational obligations under the 2005 Act and other statutory provisions. There should
be a strong commitment to continuous improvement, including the development of policies,
systems, and techniques to control risk. Performance should be assessed by:

 Internal reference to key performance indicators.

 External comparison to the performance of commercial competitors and best practices
in the employment sector of the organization.
 Many companies are now reporting in their annual reports how well they have done in
the area of occupational health and safety and how they have fulfilled their
responsibility in the preparation and implementation of their safety declarations. In
addition, employers have greater responsibilities under Section 80 of the Corporate
Directors and Officers Liability Act 2005, which requires them to demonstrate that they
have been proactive in managing the safety and health of their workers. Data from this
auditing and review performance process should be used for these purposes.

HSE OBJECTIVES AND TARGETS

The aim of HQ is to achieve and maintain the following minimal HSE targets.:

 Abide by the health, safety, environment and sustainable development policy of

HARINSA Qatar (HQ).
 Comply with Client's HSE procedures, standards and specification for construction.
 Comply with the Local Law and Legal Requirements set out in the said law.
 Establish hazard identification and risk assessment programs at all sites and locations
controlled by HARINSA Qatar (HQ) and to reduce risk to a level as low as reasonably
practicable.
 Considering all aspects and ensuring associated environmental impacts. the negative
and positive aspects are dealt with by preparing mitigation plans for the appropriate
environmental aspects.

9|Page
  Promoting responsible actions to exercise care in conserving the natural
environment. Where there are unavoidable disturbances, rehabilitation is carried out
according to ecological standards specified by landowners and legislation at a minimum.
 Provide the necessary skilled manpower, resources, training, supervision and
motivation to ensure consistent implementation and compliance to HARINSA Qatar
(HQ) HSE Policy, procedures, standards and project HSE requirements.
 To ensure and maintain a secure environment by facilitating effective communication of
lessons learned and continuous improvement.
 Adopt an HSE Behavioral Leadership approach.
 Promote an open/blameless culture to encourage the reporting of near misses. Promote
an open/blameless culture to encourage the reporting of near misses.
 Zero Harm to employees and the Environment.
 Plan and carry out semi-annual internal audits and HSE management reviews to
determine and monitor performance levels based on the requirements of the HARINSA
Qatar (HQ) HSE management system and to ensure compliance with the relevant legal
requirements.
 Provide a continuous improvement process through ongoing monitoring and
measurement of KPI and HSSE performance.
 Ensure that stakeholders, subcontractors and service providers adhere to accepted HSE
standards in accordance with the principles of the HARINSA Qatar (HQ) HSE
management system and project-specific HSE requirements.

1.3 COMMUNICATION SYSTEM FOR HSE

Effective communication is an important part of building a positive safety culture. MikeSopp
discusses the general principles that must be taken into consideration when developing a
communication strategy.

It is critical to develop and implement effective communication processes that tell the right
stakeholders what they need to know positively about health and safety in the organization.
(EV-10)

As HSG65 Managing for Health and Safety states, for success in health and safety management
there must be effective communication upwards, downwards and throughout the company.
However, communication is an often-neglected element of the management process, despite
legal and proven communication obligations. Decisions about communication, including what,
who, and how, should be part of an overall health and safety strategy. This requires proper
planning, the selection of appropriate communication methods, and a monitoring system to

10 | P a g e
ensure that the communication processes are effectively delivering the required information to
the desired audience and having the desired impact. (EV-11)

DEVELOPING THE STRATEGY

Having identified the objectives, aims and barriers, the communication strategy can be
developed. This requires consideration of the following elements.

Legal. Legal communication requirements and what must be communicated should be

considered as this will affect the other elements below.

Audience. An effective communication system should identify the different groups of people
who require communication, as they may need to be treated and approached differently. It
should also determine if communication should be aimed at individuals or groups.

Messages. It is important that an organization is consistent in its message so that stakeholders

learn to recognize and trust it. Messages may need to be aimed at specific audiences of varying
degrees of complexity to ensure understanding. The information should be objective, clear and
as simple as possible.

Messengers. The person or people delivering the message can be as important as the message
itself. Care should be taken to ensure that the right person is delivering the message to the
right audience. This could be, for example, the senior manager responsible for health and safety
who contacts the company management, or the local employee representative who contacts
colleagues. If necessary, the messenger should be trained.

Methods. The communication strategy should identify the most appropriate tools and activities
to get a particular message across. Technological development has expanded the range of
communication options in recent years. Intranet and email-based communication are probably
more important today than traditional methods such as printed newsletters.

Timeline. Communication strategies should include a timeframe to ensure that appropriate

messages are communicated in a timely manner.

Resources. Sufficient resources should be provided to enable the most effective methods of
communication to be used. Without the best methods used, the message may not "pass".

EVIDENCES
EV 1 HSE Plan

11 | P a g e
 EV 2 HSE Objectives & Targets

EV 3 OHSAS 18001 Certificate

EV 4 HSE Policy

EV 5 TBT

EV 6 HSE Alert

EV 7 Training matrix

EV 8 Equipment Checklist HSE Procedures

EV 9 Site inspection Report

EV 10 Letter (Consultation with Stakeholders)

EV 11 MOM - Safety Committee Meeting

REFERENCES
https://www.HARINSA Qatar (HQ).com.qa

HARINSA QATAR (HQ) HSE PLAN.

QCS 2014.

https://app.croneri.co.uk/feature-articles/health-and-safety-communication-strategies

12 | P a g e
 TASK 2
HEALTH AND SAFETY POLICY
The Health and Safety Policy (EV-04) recognizes HARINSA Qatar's (HQ) commercial and
contractual obligations under applicable Qatari laws and regulations. This policy statement
forms the basis of the HARINSA Qatar (HQ) Trading and Contracting health and safety
management system

HARINSA Qatar (HQ) Trading and Contracting has a moral and legal obligation to protect as
much as possible the health and safety of its employees and of all persons who could be
affected by the actions of the company and its employees. HARINSA Qatar (HQ) Trading and
Contracting fully accepts its obligation and responsibilities of this policy through the following:

 Fulfilling its responsibility as an employer to do everything reasonable to prevent

incidents, injuries and damage to health by creating a safe and healthy work
environment without endangering health and safety in order to create a trouble-free
work environment.
 Ensuring all employee play an active part in health and safety of the company by
consulting with them and proving adequate information, instruction, training and
supervision for them to understand their role within the Company.
 Setting standards that as a minimum comply with all legislation and regulations relating
to health, safety and welfare of its employees, contractors, visitors and general public
and strive to achieve industry best practice.
 Protecting employees and others from foreseeable hazards related to our work
activities, processes and work systems.
 Ensuring that any new substances, plant, machinery, equipment, processes or premises
are introduced, that adequate guidance, instruction; training and supervision are
provided for safe methods of work to be developed, implemented and maintained.
 Ensure that all installations and equipment are maintained in a safe state and are
subject to routine and legal inspection and testing requirements.

13 | P a g e
  Ensuring contractors undertaking work for the Company are informed of the standards
required and are monitored to ensure compliance without detracting from the
contractor’s legal requirements and responsibilities.
 Create a culture and environment that encourages the prevention of injury and illness.

All employees are required to work with the company not only to ensure their personal health
and safety, but also to ensure that they are not prosecuted for violating any law if the company
takes disciplinary action against them for violating company rules imposed.

The company will communicate its health and safety policy to all employees and contractors
and is freely available to its customers and others; This policy must be revised annually or
updated as necessary to comply with applicable laws and company requirements.

This policy is to be applied to all activities and facilities under the control of the Company.

HARINSA Qatar (HQ) Trading Contracting is committed to continual improvement throughout

the Company in all its systems and procedures, ensuring that the Company sets specific health
and safety objectives for continual improvement.

The Senior Management of HARINSA Qatar (HQ) Trading and Contracting is committed to the
Health and Safety performance of the company and endorses this policy statement accordingly.

2.1 MORAL, LEGAL AND FINANCIAL NEED FOR HSE POLICY

INTRODUCTION

The case for health and safety has never been so obvious. Society has growing expectations for
good health and safety standards. Organizations need to ensure that their activities do not
harm their employees, contractors, visitors, or the public. They are morally, legally and
financially obliged to do so.

14 | P a g e
Moral Argument for Health and Safety
The moral arguments for health and safety relate to ethical and responsible behavior. An
accident at work leads to serious injuries and even death. It is morally incorrect to sacrifice
human health for the activities of an organization.

Employee Rights and Expectations

Workers have the right to be provided with a safe job. This results from the employer's duty of
care. However, employees are also expected to use reasonable care in their own actions at
work. Employees must therefore behave in such a way that their own health and safety and the
health and safety of others are not endangered. This includes working with your employer in
using safe work practices as intended.

Legal Arguments for Health and Safety

The employee and the employer have a common law obligation to care for each other and each
other. Both must exercise reasonable caution in protecting others from the potential for
foreseeable harm.
In the UK, the Health and Safety at work act lays down strict requirements. No one, except
domestic servants, is outside of its scope. Employees and Employers alike must conform to the
act or face the legal consequences.

Financial Argument for Health and Safety

Personal financial losses resulting from a workplace injury can have a significant impact on
those affected. The financial loss to the company could be almost as devasting.
 Insured cost
 Uninsured cost
 Hidden uninsured cost

15 | P a g e
2.2 HSE POLICIES IN RELATION WITH INTERNAL AND EXTERNAL
STAKEHOLDERS

Planning the Process

The first step in analyzing a stakeholder is to define the purpose of the analysis, to determine
the potential users of the information. Discussion on these issues should be led by the
"sponsor" or facilitator of the stakeholder analysis. (EV-10)

AS NOTED ABOVE, INFORMATION GENERATED FROM

STAKEHOLDER ANALYSIS MAY SERVE SEVERAL PURPOSE
contribute to further analysis; inform the development of action plans to enhance support for a
reform policy; or guide a participatory and consensual process.

Other activities such as strategic planning, institutional assessments, or the use of computerized
programs such as PolicyMaker1 often require the type of information obtained through a
stakeholder analysis of who the stakeholders are, what positions they have on a policy, how
important they are, and so on further. It can therefore be useful to conduct a stakeholder
analysis in connection with these activities.

Decision makers and managers can use the results of stakeholder analysis in the development
of their action plans. These plans should identify concrete actions, and possibly "behind the
scenes" activities, which policy makers and managers will implement to increase stakeholder
support.

Finally, policymakers and managers can use the results in open discussions with stakeholders to
reach consensus. This allows stakeholders to see where they stand in comparison to others and
encourages discussion on how to address the concerns of the objections. This can be useful if
the number of participants is small and manageable and building consensus is a declared aim of
the analysis.

16 | P a g e
Before proceeding to the next steps, the sponsor should ensure that there is consensus among
policy makers about the purpose of the analysis, the proposed users, and the intended use of
the results.

TRAIN A WORKING GROUP:( EV-07)

The sponsor of the activity should form a small “working group” (two to four people) whose
members will be the interviewers and analysts for the stakeholder analysis. The sponsor may
guide the process and serve as a point of reference, or he or she may be a member—even the
leader—of the working group.

The working group should, if possible, represent different interests and organizations. This
helps avoid biases that can arise when an individual or institution conducts an analysis.
Members with different viewpoints can also help interpret the qualitative and sometimes
ambiguous data. If possible, the group should include a neutral person who has no political or
other interest in politics and who is independent of the institution promoting the politics. It is
also useful to include members who are familiar with the sector, stakeholders, context and
policies related to the policy

he stakeholder analysis process should be participatory and involve all members of the working
group from start to finish. In this way, all working group members are involved in the entire
process and gather the necessary experience to undertake similar efforts in the future.
Involving all work group members in the process will also improve their understanding and
support for the results and help them accurately translate the interview responses into
analytical results.

It is important that the members of the working group are experienced as interviewers and are
able to elicit answers to the questions asked without imposing their personal prejudices. If they
have no prior knowledge, a day or two of training may be required (e.g. practicing interviews
through role play). The members of the working group should also be able to review and
accurately synthesize qualitative information. In addition, all members of the group should read

17 | P a g e
these stakeholder analysis guidelines, receive training on the content of the stakeholder
analysis, and understand the reason for performing the analysis.

DEVELOP A PLAN AND TIMELINE

Finally, the working group should identify the specific steps to be taken in performing the
analysis (according to these guidelines) and establish a timeline for the process. The timetable
should include all the major steps in the process through to the final presentation of the
conclusions to policy makers. Allow sufficient time for the preparation of interviews and
rescheduling them in the event of cancellations.

SELECT AN APPROPRIATE POLICY

For stakeholder analysis to be useful, it must focus on a specific policy or topic. In this
document, too, politics is used to refer to a national, regional, local or institutional
project, program, law, regulation or regulation. In most cases the stakeholder analysis
sponsor has identified a policy, but it is important to ensure that the policy in question is
an appropriate topic for stakeholder analysis before starting the process. Below are
some basic criteria for assessing the appropriateness of health reforms as the subject of
a stakeholder analysis:
 The policy should be specific and “definable.” Policymakers and managers should avoid
conducting an analysis on a policy that has not been thought through or is too general
to be defined in concrete terms. This is important to ensure that specific interview
questions and responses can be developed around the policy.
 The policy should be socially and politically controversial so that it merits the investment
of resources required to determine what aspects are controversial and to whom.
 The policy should be key to current reform efforts and important enough to justify the
resources that will be needed to implement recommended actions that emerge from
the analysis.

18 | P a g e
IDENTIFYING KEY STAKEHOLDERS
The identification of key stakeholders is critically important to the success of the analysis.
Depending on the resources available, the working group should decide on the maximum
number of responders to be interviewed. The working group should then follow these steps to
identify the list of stakeholders. (beginning with an open list that can be reduced, if necessary).

2.3 KEY AIMS AND OBJECTIVES OF HSE POLICY

this is well known that most of the health and safety issues that arise from insufficient resource
allocation for HSE matters are the top priority of the organization in the HSE Directive (EV-04)
regarding adequate resources, including adequate funding, and access to competent health and
safety advice to achieve the objectives of this policy. The HSE policy mentions that there is an
obligation to comply with all statutory / legal or other applicable requirements in the field of
occupational health and safety. It is also advised that the necessary precautions are taken to
ensure that the impact of the work activities on health and safety is as small as is reasonably
feasible. As the company strives for sustainable development, technical principles and
technologies are implemented to improve overall HSE performance. Great emphasis is placed
on trainers and contractors to ensure they understand their responsibilities. Realistic
benchmarks to measure performance and provisions for continuous improvement established.
The management and employees of HARINSA QATAR (HQ) assume that a disruption-free and
accident-free workplace can be reached. The guideline is communicated to all employees and is
freely accessible to customers, clients and the public. The policy itself mentions that it is
constantly being reviewed and updated to comply with applicable laws and best practices. All
directors, managers, supervisors and foremen will implement this policy in all their work
activities

19 | P a g e
EVIDENCES
EV 4 HSE Policy
EV 7 Training matrix
EV 10 Letter (Consultation with Stakeholders)

REFERENCES

1. https://www.HARINSA Qatar (HQ).com.qa

2. HARINSA QATAR (HQ) HSE PLAN.
3. QCS 2014.
4. https://app.croneri.co.uk/feature-articles/health-and-safety-communication-strategies

20 | P a g e