NEBOSH SLAIDES 1.pdf PARA AS MELHORES PR

Os equipamentos de protecção individual são indispensáveis e obrigatórios em ambientes laborais que ofereçam riscos à saúde e segurança dos trabalhadores, pois são os dispositivos que podem prevenir grande parte das doenças ocupacionais e acidentes de trabalho. A sua importância vai além da segurança proporcionada aos trabalhadores, eles asseguram o correcto andamento dos processos e projectos da organização, ao mesmo passo que

1. Risk assessing work-related stress
Phoebe Smith
Principal Psychologist, HSE Science Division

2. HSE’s 10 yearstrategy
➢822, 000 people felt that work
caused or increased their
anxiety and depression
➢17 million working days lost
are attributed to work-related
stress sickness absence

3. Business benefits of managing work-related stress
✓Improved worker performance
and productivity
✓Lower turnover and intention to
leave
✓Improved attendance levels
✓Fewer incidents caused by human
error
✓Reduction in potential litigation
✓Improved organisational image
and reputation
https://www.hse.gov.uk/stre
ss/assets/docs/securing.pdf

4. Legal requirements
➢The Health and Safety at Work Act 1974
➢The Management of Health and Safety at
Work Regulations 1999
•Employers must carry out a workplace
risk assessment to identify potential
risks, including risks to mental health.
•Measures taken to control the risks must
be based on their risk assessment.
•If over five employees the risk
assessment must be written down.
➢Equality Act 2010

5. Risk assessing work-related stress
https://www.hse.gov.uk/stress/
https://www.hse.gov.uk/stress/st
andards/
Stress Workbook (hse.gov.uk)
https://www.hse.gov.uk/simple-health-
safety/risk/risk-assessment-template-and-
examples.htm

6. Risk assessing work-related stress: getting started
https://www.hse.gov.uk
/stress/assets/docs/exa
mplepolicy.pdf
https://www.hse.gov.uk
/pubns/books/workplac
e-stress-poster.htm
https://www.hse.gov.
uk/stress/assets/doc
s/checklist.pdf
INDG430 - How to tackle
work-related stress
(hse.gov.uk)

7. Mental health and work-related stress
HSE’s definition of work-related stress: ‘The adverse reaction people have to excessive pressures or
other types of demand placed on them.’

8. The Management Standards
Demands: employees are able to cope with the
demands of their jobs
Control: employees are able to have a say about the
way they do their work
Support: employees receive adequate information
and support from their colleagues and superiors
Relationships: employees are not subjected to
unacceptable behaviours, eg bullying at work
Role: employees understand their role and
responsibilities
Change: employees indicate that the organisation
engages them frequently when undergoing an
organisational change
https://www.hse.gov.uk/stress/s
tandards/index.htm

9. Decide who might be harmed and how: gathering data
➢Tips for gathering data
✓Review the data you already gather
✓Look for hot spots and trends: is one
team different to another? Is one role
different to another?
✓Don’t go into too much detail with
the data – protect anonymity
✓Do you collect leading indicators or
only lagging indicators?
HSE’s Stress Indicator Tool

10. Evaluate the risks: explore problems and develop solutions
➢Tips for engaging with staff
✓Are there existing staff forums that
could be used?
✓Make sure everybody is comfortable
talking in front of everybody else in the
group
✓Emphasise how important staff input is
into understanding not only what
needs improving but how this could be
done – look for solutions
✓Regular updates about what’s
happening
https://www.hse.gov.u
k/stress/assets/docs/f
ocusgroups.pdf
https://www.hse.gov.
uk/stress/talking-
toolkit.htm

11. Managing work-related stress: role of line managers
➢Tips for gaining line manager buy in
✓Recognise the interpersonal skills needed
and recruit/promote and train these
✓Support line managers with good line
managers
✓Emphasise to line managers that they are
not expected to diagnose mental ill health
✓Reassure line managers that they don’t have
to have all the answers and part of their role
is to signpost sources of support for staff
Line Managers’ Resource: A
practical guide to managing and
supporting people with mental
health problems in the workplace
(hse.gov.uk)
https://www.hse.gov.
uk/stress/assets/docs
/returntowork.pdf

12. Managing work-related stress: role of line managers
https://solutions.hse.gov.uk/health-and-safety-training-courses/nebosh-
hse-certificate-in-managing-stress-at-work?cg=30737
https://www.hse.gov.uk/stress/mcit.pdf

13. Record your findings: action plans
Proactive/
preventative
https://www.hse.gov.uk/stress
/standards/
Stress Workbook (hse.gov.uk)Reactive

14. Which type of intervention is it?
Does it remove or reduce the
stressor/cause?
(Does it prevent exposure to the
hazard/stressor?)
Yes
Primary interventions e.g.
•Good work design/ management
practices
•Systems to monitor and adjust
workload of teams
•Structured support systems
•Communicating change early and
providing a clear rationale
•Processes for selecting managers with
the ‘right’ skills
•Work-life balance policies
No
Does it help workers to deal with
stressor/s and reduce the risk of harm
due to exposure?
(Does it mitigate the impact?)
Yes
Secondary interventions e.g.
•Training in how to deal with difficult
situations e.g. conflict
•Systems in place so workers can report
concerns and receive responses
•Advice services e.g. via EAP
•Line manager training
Does it help workers who are
experiencing work-related stress and
mental ill-health to recover?
(Does it mitigate the health effects?)
Yes
Tertiary interventions e.g.
•Occupational Health services
•Return to work support
•Rehabilitation programmes
•Counselling or CBT
No
If the answer to all 3
questions is no, then it is
unlikely to be considered
an intervention or control
measure for work-related
stress and mental ill-
health
No

15. Taking action
➢Tips for taking action
✓What is your organisation doing already?
✓Prioritise: 1-2 long-term; 4-6 short-term
✓Be realistic but not too constrained
✓Make actions SMART
✓How can actions impact other initiatives?
✓Work with staff – delegate responsibility
✓Communicate
https://www.hse.gov.uk/stress/assets/docs/actionplan.pdf

16. Evaluation - monitor and review
➢Tips for monitoring and reviewing
✓Decide what success looks like for
each action when developing action
plans
✓When to assess the impact of
interventions will vary
✓Quantitative and qualitative data
✓Don’t carry on doing something
that’s not having a positive effect
✓Assess impact and process

17. Risk assessing work-related stress
➢Tips for risk assessing work-related stress
✓Take an organisational proactive approach
✓Spend time getting buy in
✓Share responsibility
✓Interventions don’t have to be expensive
✓Plan
✓Build on what you do or have already
✓Stay focussed
✓Communicate
✓Make the most of the resources available

18. Working Minds
We’re calling for a culture
change across Britain’s
workplaces where recognising
and responding to the signs of
stress becomes as routine as
managing workplace safety.
•Targets SMEs, particular < 20 employees
•Relevant to all employers of any size
•Working with partners that provide
trusted advice and guidance on next
steps
•Developing links with champions who are
people with networks of contacts that
can share the information more widely
•Working Minds champion
•www.workright.campaign.gov.uk

19. Resources: Guides for individuals and H&S reps
Working together to
reduce stress at work - a
guide for employees
INDG424 (hse.gov.uk)
tacking-workplace-stress-
guide.pdf (tuc.org.uk)

20. Other resources
https://www.cipd.co.uk/
knowledge/practical-
guidance-a-z/
https://www.cipd.co.uk/Im
ages/mental-health-guide-
sept-22_tcm18-10567.pdf
https://www.mind.org.uk
/media-
a/4663/resource1_menta
lly_healthy_workplacesfin
al_pdf.pdf
https://www.acas.org
.uk/management-of-
mental-health-at-
work

21. Free webinars
Stress Indicator ToolPromoting Good Mental
Health in the Workplace
Building a robust safety culture:
Insights and strategies for success