First Aid at Work: What Your Business Actually Needs

Ask most business owners where their first-aid kit is, and they can point to it straight away.

Ask what is inside it, when it was last checked or whether it still suits the workplace, and the answer may be less certain.

That matters because workplace first aid is not a one-size-fits-all box that you buy once and forget about.

What does the law require?

Under the Health and Safety (First-Aid) Regulations 1981, employers must provide adequate and appropriate first-aid equipment, facilities and people.

What is adequate and appropriate will be different for every business.

The starting point is a first-aid needs assessment.

This is a straightforward review of:

the work you carry out;
your workplace hazards and risks;
the number of people you employ;
your working hours and shift patterns;
lone, remote or travelling workers;
holidays and other staff absences;
your history of workplace accidents.

This assessment helps you decide what equipment you need and whether you require appointed people, trained first-aiders or both.

What should be in the first-aid kit?

The contents of your kit should reflect the findings of your first-aid needs assessment.

For a lower-risk, office-based workplace, a basic kit may include:

individually wrapped plasters;
sterile dressings;
sterile eye pads;
triangular bandages;
safety pins;
disposable gloves;
basic first-aid guidance.

You may see kits that meet British Standard BS 8599-1. This can be a useful starting point, but it is not a legal requirement. What matters is that the contents are suitable for your workplace.

The kit should also be checked regularly. Replace dated items when they expire and make sure undated items remain clean, undamaged and fit for purpose.

Appointed person or trained first-aider?

Every workplace needs someone to take charge of its first-aid arrangements.

An appointed person looks after the equipment and facilities and calls the emergency services when needed. They do not require formal first-aid training and should not be described as a trained first-aider unless they hold the appropriate qualification.

Your assessment may show that you also need one or more trained first-aiders. The number and level of training will depend on your workplace, risks, staffing and working arrangements.

You should also consider what happens when your appointed person or first-aider is absent.

Your five-minute first-aid check:

Take a few minutes to consider:

✅ Has a first-aid needs assessment been completed?

✅ Does your kit reflect your actual workplace risks?

✅ Have dated items been checked and expired items replaced?

✅ Are undated items still clean and fit for purpose?

✅ Do employees know where the kit is kept?

✅ Do they know who the appointed person or first-aider is?

✅ Is suitable cover available during holidays, sickness and different working hours?

✅ Have your workplace, staffing levels or activities changed?

There is no need to panic, but there is a need to plan.

What should you do next?

If you are unsure about your current arrangements, it is worth reviewing them now rather than discovering a gap when somebody needs help.

Health and safety does not need to make first aid complicated.

It is simply about having the right equipment and people in place, checking the arrangements regularly and making sure employees know what to do.

Your Company Works can help you review your first-aid provision and understand what your business needs.

Book a free 20-minute online chat with Paula for calm, practical and straightforward guidance.

Paula Santomauro

📞 07799 533094
📧 paula@yourcompanyworks.com

Risk Ratings Explained: What Do Low, Medium and High Really Mean?

Your risk assessment says “medium risk.”

It sounds clear but does everyone in your business understand what that rating means or what they are expected to do next?

Risk ratings can be helpful. They allow businesses to compare risks, identify priorities and decide where further action may be needed. However, a green, amber or red box is only useful when it reflects what is really happening in the workplace.

What does the law require?

UK law requires employers to complete a suitable and sufficient assessment of the risks to employees and other people who may be affected by their work.

The law does not prescribe one particular numbered or colour-coded risk matrix. The important outcome is that you identify hazards, assess how likely and serious the potential harm could be, and take suitable action to eliminate or control the risk.

A risk rating is therefore a tool to support your decision-making—not the purpose of the assessment itself.

Hazard and risk are not the same

A hazard is something with the potential to cause harm.

The risk considers how likely it is that someone could be harmed and how serious that harm could be.

Consider a trailing cable in an office.

A cable secured behind a desk, where nobody normally walks, may present a relatively low risk.

Place the same cable across a busy reception walkway and the situation changes. More people are exposed, someone is more likely to trip and the possible consequences may be more serious.

The hazard is the same, but the level of risk is different.

What does a risk rating tell you?

Many organisations calculate a rating by considering:

Likelihood × Severity = Risk rating

Likelihood asks how realistically the incident or ill health could occur.

Severity considers how serious the reasonably foreseeable harm could be.

Although a matrix can make the process more consistent, judging likelihood still requires knowledge of the activity, available evidence and sensible professional judgement. HSE acknowledges that likelihood can be subjective and may vary between people and industries.

This is why selecting a number should never become a simple tick-box exercise.

Common risk-rating mistakes

Choosing the colour first

It can be tempting to decide that something “looks medium” and then select numbers that produce an amber result.

Instead, describe the hazard, possible harm, people affected, exposure and existing controls before deciding on the rating.

Treating planned controls as completed controls

Writing “staff training will be arranged” does not mean the training is already protecting people.

Do not reduce the residual risk rating until the control has genuinely been introduced and you have checked that it works.

Assuming low risk means no further thought is needed

A low rating may mean the existing controls are effective. Those controls still need to be maintained, communicated and reviewed.

Allowing medium-risk actions to remain unfinished

“Medium” should not become another way of saying “we will look at it eventually.”

Every required action should have a responsible person and a realistic completion date.

HSE’s risk-assessment template prompts businesses to record existing controls, further actions, who will carry them out and when they are needed.

Copying another organisation’s assessment

An example can help you understand the process, but your assessment must reflect your own workplace, employees, activities and controls.

A generic assessment may overlook the details that make the risk higher or lower in your business.

Paula’s practical risk-rating tips

Before accepting a risk rating, ask:

Have we clearly identified the hazard?
Have we explained how someone could be harmed?
Have we considered everyone who may be affected?
Are the existing controls genuinely in place?
Have we spoken to the people who perform the work?
Does the rating reflect normal work and busy or unusual periods?
Is further action needed?
Who will complete it, and by when?
How will we check that it has been completed?
What change, incident or concern would trigger a review?

HSE describes risk management as an ongoing process of identifying hazards, assessing and controlling risks, recording significant findings and reviewing the controls.

The number should lead to action

A completed risk assessment form does not automatically mean the risk has been managed.

The real value lies in what happens next:

Suitable controls are introduced.
Responsibilities are clearly allocated.
Actions are completed.
Employees understand the arrangements.
Controls are checked and reviewed.

Risk assessments should help you make calm, proportionate and informed decisions not create unnecessary paperwork or leave you wondering what an amber box is trying to tell you.

Are your risk ratings helping you make decisions?

Perhaps you have inherited a collection of assessments, but you are unsure whether the ratings are consistent.

Maybe actions have been identified, but nobody is certain which ones should be completed first.

You do not need to struggle through it alone.

Book a free 20-minute online chat with Paula for calm, practical guidance and a clearer understanding of what your business needs to do next.

Paula Santomauro
Your Company Works

📞 07799 533094
✉️ paula@yourcompanyworks.com

Calm, professional, friendly Health & Safety support for busy business people.

Clean Air, Take Care: But is it a Health and Safety issue?

Air quality at work can be confusing.

An office feels stuffy. A meeting room gets uncomfortable when it is full. Someone raises concerns about headaches, tiredness or the air not feeling fresh. The first question for many business owners and office managers is often:

“Is this a health and safety issue?”

The honest answer is: it might be but it may also need another type of specialist support.

That is why understanding the difference between health and safety, occupational hygiene and occupational health can be so helpful.

Why clean air matters at work

The wider Clean Air? Take Care! campaign is focused on reducing occupational respiratory disease and promoting sensible respiratory protection in the workplace. For many businesses, especially those dealing with dust, fumes, vapours, gases or hazardous substances, clean air is a serious specialist issue.

In an office environment, the conversation is often more likely to begin with ventilation, fresh air, comfort and employee concerns.

HSE states that employers must make sure there is adequate ventilation in enclosed areas of the workplace. Ventilation means bringing in fresh air from outside and removing indoor air that may be stale, hot, humid or contain pollutants.

Where health and safety fits

General health and safety support can help a business look at how the workplace is being managed.

For an office, this may include asking:

Are there areas that regularly feel stuffy or poorly ventilated?
How does fresh air enter the space?
Are windows, vents or mechanical systems available and working?
Who is responsible for maintaining ventilation systems?
Have employees raised repeated concerns?
Are concerns being recorded and followed up?
Does the workplace risk assessment need to reflect the issue?

This is where Your Company Works can help.

We do not provide specialist air-quality testing, occupational-hygiene monitoring or ventilation engineering. However, we can help you understand whether a concern may sit within general health and safety management and point you in the right direction where more specialist input is needed.

Where occupational hygiene fits

Occupational hygiene is a specialist area that many people have not heard of.

The British Occupational Hygiene Society explains that occupational hygienists use science and engineering to identify, evaluate and control workplace health hazards. These can include chemicals, dust, fumes, noise, radiation, vibration and extreme temperatures.

This may be the right route where there are concerns about exposure to hazardous substances, airborne contaminants, dusts, fumes, vapours or gases.

For example, a business carrying out work that creates fumes or dust may need specialist occupational-hygiene advice rather than general office ventilation guidance.

Where occupational health fits

Occupational health is different again.

HSE explains that occupational health is concerned with how work and the work environment can affect workers’ health, and how a worker’s health can affect their ability to do their job.

Occupational health may become relevant where employees are experiencing health symptoms, where fitness for work needs to be considered, where workplace adjustments may be needed, or where health surveillance is legally required.

This is not the same as testing the air, checking a ventilation system or completing a general health and safety review.

Sometimes the building specialist is the right person

Some concerns may sit with the landlord, facilities provider, air-conditioning contractor or a competent ventilation engineer.

For example, if a mechanical ventilation system is not working properly, has not been maintained, or nobody knows whether it brings in fresh air or simply recirculates air, the business may need support from someone with technical building or ventilation expertise.

The practical message for office managers

You do not need to know every technical answer.

But you do need to:

listen when concerns are raised;
record what has been reported;
look at the workplace arrangements;
check who is responsible for the building or ventilation system;
take proportionate action; and
know when to involve the right competent specialist.

Good health and safety support is not about making things more complicated. It is about helping you understand what needs attention and what the next sensible step should be.

Not sure where a concern fits?

If you are not sure whether a workplace concern falls under health and safety or not? You do not have to work it out alone.

Book a free 20-minute online chat with Paula Santomauro.

Your Company Works can help you talk through the concern, clarify what may sit within general health and safety responsibilities, and point you in the right direction where additional specialist input may be needed.

No pressure and no unnecessary complication, just calm, practical guidance to help you understand the next sensible step.

Paula Santomauro
Your Company Works

Safe Starts: A Practical Guide to Young Workers, Work Experience and Summer Placements

Summer often brings new faces into the workplace.

Your business may be welcoming a school student for work experience, a young person taking their first summer job, a new apprentice or someone beginning a temporary placement.

These opportunities can be enormously valuable. They allow young people to develop confidence, understand working life and begin building skills for their future. They can also bring fresh ideas, energy and a different perspective into your team.

However, a person entering the workplace for the first time may not recognise the risks and expectations that experienced employees take for granted.

They might not know that a loose cable should be reported, that they should adjust their workstation before beginning work or that they must not enter a particular area without permission.

They may also be eager to impress, nervous about asking questions or reluctant to admit that they have not understood an instruction.

That is why a successful placement begins before the young person walks through the door.

Who is considered a young worker?

For health and safety purposes, a young person is someone under the age of 18.

This may include:

work experience students;
temporary summer workers;
apprentices;
part-time workers;
school or college placement students;
young people beginning permanent employment.

Employers have responsibility for the health, safety and welfare of young workers, just as they do for other members of staff.

However, employers must also consider factors that may make a young person more vulnerable, including their lack of workplace experience, awareness of risk, physical development and maturity.

This does not mean treating every young person as incapable.

It means looking at the individual, the work they will be doing and the support they will need to carry it out safely.

Do you need a separate young person risk assessment?

Not necessarily.

In many low risk environments, including offices, your existing workplace risk assessments may already cover the main hazards.

You should review your arrangements before the placement begins, particularly when:

you are taking on a young worker for the first time;
your business has not recently supported a young worker;
the tasks or working environment are different;
the young person has particular health, learning, communication or accessibility needs;
your existing assessment does not consider the additional factors associated with young people.

The aim is not to create paperwork for the sake of it.

The important question is:

Do our current arrangements properly consider this young person, the tasks they will perform and the support they will need?

Where existing assessments are suitable, you may only need to record that they have been reviewed and explain the relevant controls to the young person and their supervisor.

Before the placement begins

A small amount of preparation can prevent confusion and give everyone greater confidence.

1. Decide what the young person will be doing

Prepare a simple outline of their likely tasks.

Consider:

where they will work;
what equipment they may use;
whether they will handle or move anything;
whether they will enter storage, workshop or restricted areas;
whether they will meet customers, clients or visitors;
whether they will work near vehicles or moving equipment;
whether any part of the placement will be remote or off-site;
which tasks would not be suitable.

Avoid giving a young person an unclear role and expecting them to find something useful to do.

A structured placement is normally safer and more rewarding.

2. Consider the individual

Young people of the same age can have very different levels of confidence, maturity and experience.

Speak to the placement organiser and, where appropriate, the young person and their parent or carer before the placement.

Find out whether there is anything you need to consider, such as:

a health condition;
a disability or mobility need;
a learning difficulty;
neurodiversity;
communication needs;
allergies;
medication;
anxiety about unfamiliar environments;
religious or dietary requirements.

This is not about making assumptions. It is about providing the right support from the beginning.

Adapt the placement to the individual rather than expecting the individual to struggle through an unsuitable placement.

3. Choose the right supervisor or workplace buddy

The person responsible for supervising the young worker should:

understand the tasks;
know the workplace;
communicate clearly;
be patient and approachable;
understand the young person’s limits;
have enough time to provide proper support;
know when to stop a task or ask for further advice.

Avoid selecting someone simply because they happen to be available.

A good supervisor can shape the young person’s entire experience of work.

Make sure there is also an alternative contact available when the main supervisor is in a meeting, on a break or away from the workplace.

4. Prepare the team

Tell relevant employees that a young worker will be joining the business.

Explain:

when the placement begins;
what the young person will be doing;
who is responsible for supervision;
where the young person is and is not permitted to work;
how colleagues can support the placement;
the importance of professional behaviour and appropriate boundaries.

Workplace culture matters.

Language or humour that experienced colleagues describe as harmless banter may make a young person feel uncomfortable, embarrassed or unable to speak up.

Everyone involved should understand that the young person is entering an unfamiliar adult environment and may need time to settle in.

5. Plan the first day

Do not wait until the young person arrives to decide who will meet them or what they will do.

Prepare:

their arrival instructions;
the name of the person meeting them;
their workstation or working area;
any passes or identification they need;
an induction checklist;
emergency and first-aid information;
planned tasks for the first day;
suitable break arrangements;
contact details for their supervisor.

A calm and organised welcome immediately communicates that the placement has been taken seriously.

What should the first-day induction cover?

A young person’s induction should be relevant to the work they will carry out.

Avoid overwhelming them with a long presentation full of policies and unfamiliar terminology. Provide information clearly, in manageable sections, and check that they understand it.

The induction should normally cover the following areas.

Fire and emergency arrangements

Explain:

what the fire alarm sounds like;
what they should do when it sounds;
the nearest escape routes;
where the assembly point is;
who they should report to;
what they must not do;
how to report smoke, fire or another emergency.

Do not assume that someone entering a workplace for the first time will know how to respond.

First aid, accidents and illness

Show them:

how to contact a first aider;
who the first aiders are;
where first-aid supplies are kept;
how to report an accident, near miss or unsafe condition;
who to contact if they feel unwell;
who to contact if they cannot attend work.

Make it clear that reporting an accident or concern will not get them into trouble.

Welfare and breaks

Show them:

the toilets and handwashing facilities;
where drinking water is available;
where they may eat and take breaks;
where they can store their coat, bag and personal belongings;
any kitchen or refreshment arrangements;
any smoking or vaping rules.

Experienced employees often take these arrangements for granted. A young person may be unsure whether they are allowed to leave their desk, get a drink or ask to use the toilet.

Workplace boundaries

Explain:

which areas they may enter;
any restricted areas;
whether they need permission to leave their work area;
rules relating to visitors and members of the public;
rules for the car park, loading area or workplace vehicles;
who they should accompany when moving around the building.

Expected behaviour

Explain expectations around:

professional language and behaviour;
confidentiality;
taking photographs;
personal mobile phone use;
accessing social media;
sharing workplace information online;
contact with customers and clients;
use of personal contact details;
appropriate workplace relationships and boundaries.

Clear expectations protect the young person, your employees, your customers and the reputation of the business.

Training: do not assume that “yes” means understood

Young workers should receive clear information, instruction and training that is proportionate to the risks and the tasks they will perform.

A common mistake is to explain something once and then ask:

“Do you understand?”

A young person who is nervous or eager to impress may say yes even when they are unsure.

A more effective approach is to ask:

“Can you talk me through what you are going to do?”
“What would you do if something went wrong?”
“Who would you speak to if you were unsure?”
“What should you check before beginning this task?”
“Can you show me how you would do that safely?”

This allows the supervisor to check understanding without making the young person feel tested or embarrassed.

Training may need to be:

provided in smaller sections;
demonstrated practically;
repeated;
supported with written or visual instructions;
checked again later in the placement.

Keep an appropriate record of the induction and any task specific training provided.

Supervision should match the person and the task

Young people are likely to require more supervision than experienced adult workers, particularly during the first days of a placement.

This does not mean standing over them constantly.

Good supervision means:

remaining available;
observing how they complete tasks;
checking that instructions are being followed;
correcting misunderstandings early;
increasing independence gradually;
providing opportunities to ask questions;
reviewing how the placement is progressing.

Schedule regular check-ins rather than waiting for the young person to approach you.

For example:

shortly after they begin;
before and after a new task;
before lunch;
near the end of the day;
at agreed points throughout the placement.

Do not leave a young person to carry out an unfamiliar or higher risk task alone until you are satisfied that the task is suitable and that they have received the necessary training and supervision.

Office-based placements still need consideration

An office may be considered a relatively low-risk environment, but it is not a risk-free environment.

Areas to consider include:

Display screen equipment

Where a young person will use a computer, make sure the workstation is suitable for them.

Consider:

chair height;
screen position;
keyboard and mouse placement;
legroom;
lighting and glare;
breaks and changes of activity;
whether they are using a laptop for long periods.

A workstation designed for a taller adult may not be comfortable for a smaller or still-developing young person.

Manual handling

Do not assume that a young person can safely lift or carry the same loads as an experienced adult.

Avoid asking them to move:

heavy boxes;
large deliveries;
furniture;
water containers;
awkward equipment.

Where light handling is suitable, explain and demonstrate the task and provide supervision.

Slips, trips and access

Explain the importance of:

keeping walkways clear;
reporting spillages;
not leaving bags or cables where people walk;
using stairs safely;
wearing suitable footwear;
following any access or security arrangements.

Kitchens, printers and storage areas

Office equipment may be familiar, but workplace versions can be larger, hotter or more complex.

Explain safe use of equipment such as:

hot-water boilers;
coffee machines;
shredders;
guillotines;
photocopiers;
filing systems;
step stools;
storage racking.

Do not allow a young person to improvise when reaching high shelves or moving supplies.

Car parks and workplace transport

A quiet looking workplace car park can still contain reversing cars, delivery vehicles and blind spots.

Show the young person:

the safest pedestrian route;
designated crossings;
areas to avoid;
where deliveries take place;
how to enter and leave the site safely.

Can young people use equipment or substances?

Being young does not automatically mean someone is prohibited from using every item of equipment or every workplace substance.

The decision should be based on:

the specific risk;
the young person’s capability and maturity;
the work involved;
legal restrictions applying to the activity;
the training provided;
the level of supervision;
whether suitable control measures are in place.

Some activities may be unsuitable because they involve significant risk, specialist machinery, dangerous substances, maintenance work or tasks requiring a level of judgement and experience the young person has not yet developed.

The safest approach is not to make assumptions in either direction.

Do not automatically exclude a young person from meaningful work, but do not give them a task simply because an experienced employee considers it easy.

Check the risk assessment and seek competent advice when you are uncertain.

Make it easy to speak up

One of the most important controls is creating an environment where the young person feels able to say:

“I don’t understand.”
“I don’t feel comfortable doing that.”
“Something does not look right.”
“I have made a mistake.”
“I feel unwell.”
“Someone’s behaviour is making me uncomfortable.”

Tell them clearly who they can approach.

Provide more than one contact where possible, particularly if the concern involves their immediate supervisor.

Supervisors should respond calmly and positively when a concern is raised. A dismissive response may prevent the young person from speaking up again.

A simple employer checklist

Before the placement starts, check that:

the young person’s proposed tasks have been identified;
your risk arrangements have been reviewed;
individual needs have been considered;
a suitable supervisor or buddy has been appointed;
the wider team has been informed;
first-day arrangements are prepared;
an induction checklist is ready;
fire and emergency information will be explained;
first-aid and accident reporting arrangements will be explained;
welfare and break arrangements are clear;
the workstation or work area is suitable;
restricted areas and unsuitable tasks have been identified;
task-specific training will be recorded;
regular check-ins are planned;
the young person knows how to raise a concern;
relevant insurance arrangements have been checked.

A safe start creates a better experience for everyone

Work experience and summer placements should not be treated as a box ticking exercise.

Done well, they can help young people understand the world of work, discover their strengths and develop confidence that stays with them long after the placement ends.

For employers, the solution does not need to be complicated.

Prepare properly. Choose suitable tasks. Explain things clearly. Check understanding. Provide appropriate supervision. Make it safe to ask questions.

Those simple actions can turn a nervous first day into a positive and worthwhile introduction to working life.

Welcoming a young person into your business?

Your Company Works can help you review your existing arrangements, prepare a practical young worker induction and make sure supervisors understand what they need to do.

The support is proportionate, practical and designed to fit around the way your business actually works without creating unnecessary fuss or mountains of paperwork.

Contact Paula Santomauro for a friendly conversation about your placement arrangements.

Preventing and Reporting Workplace Injuries: A Practical Guide for Office Managers

Workplace injuries are not limited to factories, warehouses or construction sites.

In a busy office, an employee could trip over a loose cable, strain their back while moving equipment, fall from an unsuitable chair used to reach a shelf, burn themselves in a kitchen area or become unwell because of excessive workplace heat.

Although some incidents may appear minor, the consequences can spread beyond the injured person. Their colleagues may face additional workloads, managers may need to reorganise operations, and the business may experience absence, reduced morale and additional financial or legal pressure.

The best response is not panic or excessive paperwork. It is having clear, practical arrangements that help you prevent avoidable injuries and respond properly when something goes wrong.

Preventing injuries starts with understanding the real workplace

A suitable workplace risk assessment should reflect what actually happens in your office—not what managers assume happens.

Walk through the workplace, speak to employees and consider:

entrances, corridors and stairways;
trailing cables, wet floors and damaged flooring;
storage areas and items kept at height;
manual handling of deliveries, furniture and office equipment;
workstation layout and Display Screen Equipment;
kitchens, hot-water appliances and electrical equipment;
maintenance activities and contractors;
workplace temperature, ventilation and heat;
lone working, visitors and emergency arrangements.

Risk assessments should be reviewed when equipment, staffing, office layouts, working practices or premises change. They should also be revisited following an accident or near miss.

Most importantly, identified actions must be completed. A beautifully written risk assessment offers very little protection if agreed controls are never implemented.

Near misses are valuable warnings

A near miss is an event that did not cause injury but could have done.

Examples might include:

someone slipping but managing to catch themselves;
an item falling from a shelf without hitting anyone;
a damaged plug being discovered before it is used;
an employee becoming dizzy in an overheated meeting room;
a fire door being found blocked during an inspection.

Near misses should not be dismissed because nobody was hurt. They offer an opportunity to correct a problem before the outcome becomes more serious.

Encourage employees to report hazards and near misses without fear of blame. A positive reporting culture gives office managers valuable information about where workplace controls may not be working.

What should happen when an injury occurs?

Your organisation should have a simple and clearly communicated process.

1. Look after the injured person

Make the area safe and ensure the person receives appropriate first aid or medical assistance. Employees should know who the appointed person or first aider is and where first-aid equipment can be found.

2. Record the facts

Record what happened while the information is still clear. Include the date, time, location, people involved, injury sustained, witnesses and any immediate action taken.

Avoid assumptions or blame. Focus on factual information.

3. Preserve useful information

Where appropriate, retain photographs, documents, equipment details, maintenance records, training records and witness accounts. This can help establish what happened and prevent a recurrence.

4. Investigate the underlying causes

Do not stop at “the employee was careless.”

Ask:

Why was the hazard present?
Were suitable controls in place?
Had the risk been identified?
Was equipment properly maintained?
Had the employee received suitable information or training?
Was the workload, environment or level of supervision a factor?
Had similar concerns or near misses previously been reported?

A good accident investigation looks beyond the immediate event and identifies the practical improvements needed.

5. Review your risk assessments

Update the relevant workplace risk assessments and control measures. Allocate each action to a named person, set a realistic completion date and check that it has been completed.

Does the injury need to be reported under RIDDOR?

Not every workplace accident must be reported to the Health and Safety Executive.

RIDDOR—the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations, covers specific work-related injuries, fatalities, occupational diseases and dangerous occurrences.

Reportable situations can include certain specified injuries, an employee being unable to perform their normal work for more than seven consecutive days, and particular incidents involving people who are not employees.

Reports must be made by the organisation’s responsible person, such as the employer or person in control of the premises.

RIDDOR can be confusing, and both under-reporting and unnecessary reporting can occur. When you are uncertain, seek competent health and safety advice before submitting a report.

Seven practical checks for office managers

Use these questions as a quick review:

Do employees know how to report an injury, hazard or near miss?
Are first-aid arrangements suitable for the size and needs of the office?
Are accident records stored securely and reviewed for patterns?
Are workplace risk assessments current and specific to the premises?
Is someone responsible for completing every safety action?
Are accidents investigated to identify underlying causes?
Does the responsible manager understand when RIDDOR may apply?

A “no” or “not sure” does not mean your business has failed. It identifies an area where clearer arrangements may be needed.

Calm, practical health and safety support

Managing workplace injury prevention does not need to become a time or energy drain.

Your Company Works provides calm, professional and practical health and safety support for busy business people. We can help with workplace risk assessments, accident investigation, near-miss reporting procedures, RIDDOR support, health and safety policies and competent health and safety advice.

Our approach is proportionate and tailored to your office, helping you introduce workable systems that protect employees without preventing the business from getting on with its work.

If you manage a large office and would like reassurance that your arrangements are suitable, contact Paula for a friendly, no-pressure conversation.

Paula Santomauro