A-Z of LWI toolkit
You will find various downloads available in this toolkit. They may be information sheets, assessment or diagnostic tools, guidance, training packs or videos. This list provides a handy alphabetical list of all the downloadable resources available.
- ABC Analysis
ABC (Activators, Behaviours and Consequences) analysis is a tool for investigating not just the causes but also the consequences of unsafe behaviours.
Step 2 > Further tools > Information Sheet 4 > ABC Analysis
- Acting on Worker Engagement
Provides advice on how leaders can engage in conversation with workers to drive forward actions arising from worker engagement.
Step 2 > Further tools > Information Sheet 3 > Acting on Worker Engagement
- How to be assertive
The art of achieving your own goals through positive communication, whilst maintaining good relationships with others.
Step 6 > Further tools > Information Sheet 15 > How to be Assertive
For Workers > Further tools > Good practice > Be assertive > How to be Assertive
- Behavioural Gap Analysis
This measures the gap between where you are and where you want to be in relation to unsafe and safe health and safety working practices.
Step 7 > Further tools > Information Sheet 19 > Doing a behavioural gap analysis
- Communication Skills
The skills you need to communicate with, and win co-operation from, other people.
Step 4 > Further tools > Information Sheet 10 > Effective Communication - Gaining Co-operation
- Control Drift (Maintaining H&S Standards throughout the Life of a Project)
This is the term used when projects start getting behind schedule and when the “drift” is not controlled, health and safety standards can start to drop and corners get cut which increases the likelihood that someone is going to have an accident on site. The toolkit provides information and techniques to keep projects on track that will keep you and your workers safe and bring the job in on cost.
Step 7 > Further tools > Information Sheet 20 > Preventing Control Drift: Maintaining standards throughout the life of a contract
The complementary skills both of giving and receiving praise and constructive criticism so it becomes a positive learning experience.
Step 4 > Further tools > Information Sheet 11 > How to Give Feedback
Step 6 > Further tools > Information Sheet 14 > How to Receive Feedback
- Five Whys Technique
A simple but powerful technique, using the question 'Why?' to get at the root of health and safety problems.
Step 2 > Key tool > Information Sheet 1 > The Five Whys
- Health and Safety Diagnostic Tool
This ten minute diagnostic online questionnaire gives you feedback which will help you to measure your health and safety culture so you can match your approach to your current situation.
Safety culture is determined by the values and priorities placed on all aspects of safety by everyone at every level of an organization, and how managers, supervisors and the workforce act in relation to health and safety on a day>to>day basis.
Step 2 > Key tool > Assessment Tool 1 > The Health and Safety Diagnostic Tool
- Health and Safety Policy
A business health and safety policy should be the high level document that ensures good health and safety leadership and workforce involvement. The toolkit uses an example of the first section of a Policy, a statement of intent, to highlight words and phrases that signal commitment to improving health and safety through sustained leadership and worker involvement.
Step 3 > Further tools > Information Sheet 5 > Reviewing Your Safety Policy
- Health Risks
Step 3 of the toolkit illustrates the top five health risks arising from construction work. These risks have been identified by HSE experts as industry's top health problems. Step 3 provides a cartoon style animation which shows how exposure to dust, noise or other risk can lead to disabling injury, and all to often, death after a long period of latency. A checklist can be downloaded for each of the five risks which gives advice on prevention.
Step 3 > Key tool > Top Five Risks
- Management of risk when planning work
This refers to the order in which risks should be controlled in order to reduce the risk of accident or ill health to the lowest reasonably practicable level. Controls that protect only the individual are the last level in the hierarchy and should only be considered when all the previous measures have been considered.
Step 3 > Further tools > Information Sheet 7 > Management of risk when planning work
- Human Error or Human Failure
Human error is unintentional action or decision. There are three types of human error: slips, lapses, and mistakes. They can happen to the most experienced and well>trained person.
Step 2 > Further tools > Information Sheet 2 > Human Failure
For workers > Key tools > Know why mistakes happen > Human Failures
- Incentives and Rewards
Using incentives and rewards to motivate your workforce to improve standards of health and safety.
Step 5 > Further tools > Information Sheet 12 > Incentives and Rewards
- Involvement of workers in risk management
This refers to involving workers in the process of risk assessment, and in communicating the results of the risk assessment to the work site.
Step 3 > Further tools > Information Sheet 6 > Engaging your workers in risk management
The qualities needed to influence others, to guide and direct effectively.
Step 4 > Key tool > Paper version of the Leadership Check Tool
Step 4 > Further tools > Information Sheet 8 > Good Health and Safety Leadership
- Learning Organisation
How to become a learning organisation.
Step 7 > Further tools > Information Sheet 21 > How to be a Learning Organisation
- Measurement of Health and Safety Performance
One of the most challenging and difficult things to establish and maintain is an effective way of measuring health and safety performance, rather than just counting accident reports.
Step 7 > Key tool > Assessment Tool 3 > Measuring Health and Safety Performance
Risk is the chance, high or low, that somebody could be harmed by a hazard, together with an indication of how serious the harm could be.
- Root Cause
The term “root cause” is another term for “real reason” when trying to establish the underlying cause of an incident or accident. There are many reasons why people make mistakes and there is a big difference between a genuine mistake and deliberate rule breaking. It is important that often the root cause can be due to managers’ decision making.
Step 2 > Key tool > Information Sheet 1 > The Five Whys
- Site Observation
A checklist is provided to help you organise site observations and use them to improve health and safety.
Step 7 > Further tools > Assessment Tool 4 > An Example of a Site Observation Checklist
- Situational Awareness
Knowing what is going on around you and the threat it can potentially pose to you is known as situational awareness. By encouraging workers to pay attention to what is going on around them you will be encouraging them to develop their own solutions to the health and safety issues they face on a day by day basis. Workers can be encouraged through the use of picture posters, the use of SLAM cards and other techniques.
Step 6 > Further tools > Information Sheet 13 > Situational Awareness > Knowing What Is Going On Around You
Used as a reminder to encourage safe behaviours and attitudes on site SLAM stands for Stop, Look, Assess and Manage. Stop and think before you start your work; Look at the workplace and if you find any hazards report them to a supervisor or manager. Assess the effects that hazards have on the people, property and work environment around you. Manage your work so you put all necessary health and safety controls in place and advise those you work with.
Step 6 > Further tools > Information Sheet 16 > The SLAM (Stop, Look, Assess, Manage) Technique
For workers > Key tools > Dealing with unsafe situations > Stop work > SLAM
Standards are an agreed and repeatable way of doing things. They provide a rule, guideline or definition for health and safety practices and they also help develop and maintain good practice. It is vital to maintain standards right through to the completion of the project.
Step 6 > Further tools > Information Sheet 18 > Make it last
Step 6 > Further tools > Information Sheet 20 > Preventing Control Drift: Maintaining standards throughout the life of a contract
STOP is the name given to a procedure that is agreed between managers and workers so each understand each other's rights and responsibilities should work have to be stopped due to imminent danger. The procedure is referred to in the toolkit along with information on what it should contain.
Step 6 > Further tools > Information Sheet 17 > STOP in the face of serious or imminent danger
- Toolbox talks
These are talks between yourself and your workers to discuss specific health and safety issues that affect your site and an opportunity to think about ways of dealing with them.
Step 4 > Further tools > Information Sheet 17 > Effective communications for toolbox talks and safety briefings
- Top Ten Safety Risks
Step 3 of the toolkit presents the list of the top ten causes of death from accidents on construction sites. These resulted in over 50% of all the fatal accidents in the last three years. A cartoon style animation illustrates a typical accident sequence, and a prevention checklist can be downloaded for each work activity illustrated
Step 3 > Key tool
Various training packs and Powerpoint presentations that you can use to help train your workforce are included in this toolkit.
Step 4 > Further tools > Training Pack 1 > Facilitating training for managers and supervisors to embed positive H&S values
Step 4 > Further tools > Training Pack 2 > Training on delivering Toolbox talks and safety briefings
Step 5 > Further tools > Training Pack 3 > Motivate your workforce
This toolkit contains various videos that are helpful and persuasive in influencing people.
Step 4 > Further tools > Video > Protecting Your People
Go to the Seven Steps of the Worker Involvement ToolkitGo