Purpose
As a family owned business, we believe those involved in the delivery of its operations are to be treated as people first and workers second and encourage an ethos of caring from the top down in the business to ensure everyone involved can to best endeavors enjoy working with OAL and be able to live fulfilling lives as part of the team. This policy sets out how Oil Analysis Laboratories Ltd (“OAL”) reduces the risk of work-related psychosocial harm, promotes positive mental wellbeing for all in relation to the business. It explains the structures, responsibilities and practical arrangements we use to identify, assess, control and review psychosocial risks.
Scope
Applies to all OAL workers (employees and agency staff), directors, contractors and visitors while working on OAL premises, remotely, at client sites or in transit. It covers routine operations, projects, travel, out-of-hours work and emergencies.
References & legal context
- ISO 45003 Psychological health & safety at work – guidelines
- ISO 45001 Occupational health & safety management
- HSE Management Standards for Work-Related Stress
Definitions (summary)
- Psychosocial hazard: Aspects of work design, organisation, environment, social factors or hazardous events that can cause psychological or physical harm (e.g. excessive demands, poor support, bullying, violence).
- Psychological health & wellbeing: A state in which a person realises their abilities, can cope with normal stresses, work productively and contribute to the business.
- Reasonable adjustments: Workplace changes to remove or reduce disadvantage linked to a health condition or disability.
Policy statement & commitments
OAL will:
- Reduce or control psychosocial risks arising from our work, following the hierarchy of control.
- Consult and involve workers in decisions affecting psychological health.
- Provide resources and competent support, including training for line managers and signposting to external support such as EAP.
- Protect dignity at work: zero tolerance of bullying, harassment, discrimination or victimisation.
- Manage workload, hours and fatigue, ensuring adequate staffing, breaks and recovery time.
- Enable safe reporting of concerns with no retaliation and strict confidentiality.
- Respond early to concerns, offering reasonable adjustments and return-to-work support where needed.
- Provide training & awareness for managers and staff proportionate to their roles.
- Measure, audit and continually improve through KPIs, internal audits and management review.
The Managing Director is accountable for implementing this policy and providing adequate resources.
Roles & responsibilities
Managing Director
- Sets strategy, approves this policy, provides resources as required to fulfill aims.
Line Managers
- Day-to-day control of workload planning, scheduling, breaks, role clarity, early conversations, documenting actions/adjustments, initiating EAP referrals where needed.
Workers
- Take reasonable care of themselves and others; participate in risk assessments; raise concerns early; follow agreed controls; treat colleagues respectfully.
Contractors & Visitors
- Must comply with this policy and OAL site rules.
Psychosocial risk management framework
Identification
We use multiple inputs to identify hazards, including:
- Team/Activity risk assessments.
- Incident/concern reports, near-misses and trends (e.g. overtime exceedances).
- Sickness absence data (de-identified), staff turnover, exit interviews.
- OH/EAP aggregate data (no personal details).
- Project/site planning, lone-working reviews and client feedback.
Assessment
- RAs consider severity, likelihood and exposure; vulnerable groups; context (lab, office, remote, site, travel).
- Assess cumulative load (e.g. multiple deadlines, prolonged surges) and interface risks (client aggression, public).
Controls (examples)
- Job design & workload: realistic targets, surge plans, cross-training, adequate staffing/cover, priority clarity.
- Working time & fatigue: rota planning, rest breaks, limits on overtime, driving time and out-of-hours, mandatory recovery after late finishes.
- Autonomy & control: input into task planning, flexible work where practicable.
- Support: regular 1-to-1s, access to EAP, supervision for new or high-pressure tasks, buddying/mentoring.
- Relationships: clear behaviour standards, early mediation, zero tolerance of bullying/harassment.
- Role clarity: up-to-date job descriptions, induction, competency matrices.
- Change management: impact assessments, timely communications, staff involvement, support during transition.
- Environment: suitable workspace, quiet areas where possible, DSE assessments, micro-breaks, ergonomic kit.
- Remote/site/lone work: comms checks, visit risk assessments, client-site briefing, escalation routes, violence & aggression controls, travel & fatigue rules.
- Critical incidents: debriefs, manager check-ins, EAP support, time off or modified duties where needed.
Escalation & stop work
- Any worker can stop work they believe is unsafe and notify their Line Manager immediately.
- Where imminent risk exists (e.g. threats of violence), remove the person from harm, contact a Manager and, if necessary, emergency services.
Operational arrangements
Reporting concerns
- Report to Line Manager or MD if preferred.
- Anonymous reporting channel via online form to raise concerns.
- We will respond promptly, agree actions, and give feedback to the reporter if details provided.
Bullying, harassment & discrimination
- Prohibited behaviours include intimidation, humiliation, exclusion, unwanted jokes or comments, online abuse or coercive behaviour.
- Allegations are handled under the Grievance/Disciplinary procedures with fair investigatory practice and protection from retaliation.
External support
- OAL maintains access to a competent EAP provider (details on Q system emergency contacts).
- EAP referrals require worker consent; reports focus on fitness for work and adjustments.
- Where available, employees may use an EAP or be signposted to NHS/GP or urgent help.
Reasonable adjustments & rehabilitation
- Case-by-case adjustments may include flexible hours, task changes, phased return, equipment, quiet space, different supervision, or temporary redeployment.
- Return-to-Work Plans set objectives, review points and responsibilities.
Working time & fatigue rules
- Comply with Working Time Regulations and laws; monitor overtime; flag exceedances to management monthly.
- Driving for work: observe maximum driving hours, plan rest breaks, avoid back-to-back late nights/early starts.
Site, client and lone-working arrangements
- Site-specific RA/method statement must address violence/aggression, lone working, communications, welfare, travel and fatigue.
- Staff may withdraw from hostile situations and must report immediately.
Communication & participation
- Regular team briefings, 1-to-1s, H&S committee meetings, suggestion channels and pulse surveys.
- Changes are communicated early with opportunities to ask questions and influence plans.
Competence, awareness & training
- Managers: recognising psychosocial hazards, supportive conversations, change management, fatigue management, referral pathways, confidentiality.
- All staff: awareness of hazards, self-care basics, how to report, dignity at work, lone-working/site rules, stop-work authority.
Confidentiality, data protection & records
- Personal health information is confidential and managed under GDPR laws.
- Keep only necessary records (concern logs, actions, RA outcomes) and anonymize as much as possible.
Performance monitoring, audit & review
9.1 KPIs
- Concerns raised
- Sickness absence (de-identified) and turnover trends.
- Training completion (managers and staff).
- EAP referrals
Audit
- Internal audits annually (or targeted after change/incidents) against ISO 45003/45001 and HSE Management Standards.
Management review
- At least annually: review KPIs, audit results, legal changes, resource needs, significant risks, effectiveness of controls and set improvement actions with owners and dates.
Continual improvement
- We prioritise preventive actions, simplify processes, and share lessons learned.
Contractor & supply-chain management
- Induction covers OAL expectations, reporting/escalation and site rules.
- Incidents involving contractors are investigated jointly; lessons are shared.
Emergency & crisis support (signposting)
If you are in immediate danger, call 999. For urgent mental health support contact NHS 111 (England/Wales) or your GP. OAL can facilitate urgent EAP referral where appropriate or simply use the number listed in the EAP section of emergency contacts in Q system.
