ACTIVITY: WRITING AN REPORT
Aims:
To identify approaches to report writing.
Outcomes:
Students will have
Tasks:
Formal report writing
The structure of a report is divided into four or five sections (depending on whether recommendations have been asked for in the ‘Terms of Reference’).
Section 3 Sub-Heading
Sub-point
Sub-point
A report is a document containing an examination of a situation or problem. When drafting the report the writer should give careful thought to the arrangement of the information and make use of headings and sub-headings
Report on ……………(statement of the subject of the report)
Terms of reference
Under this heading there should be a clear statement of what the report will deal with. Great care must be taken over this, as your report must not mention anything that is not strictly relevant to the Terms of Reference. Conversely, it must not be a superficial treatment of the subject.
Under this heading you should give an indication of how you collected the information for the report (if relevant).
Under this heading you should give all the information you wish to on the subject you are reporting on. You should make full use of sub-headings and arrange your material in a logical sequence. Keep in mind that this part of the report should be as objective as possible, just
making observations about the situation.
Conclusions should follow logically from the findings, pulling together the separate points into a generalised statement or statements. If you have several points to make, this points should be numbered.
Recommendations should be included only if requested and/or are strictly relevant to the report. The evidence for any recommendations should be contained in the findings and should follow logically from the conclusions you have made. Any recommendations you make must be realistic and should be specific as possible. They should always be worded so that they contain the word should. If you have more than one recommendation, they should be written as a numbered list of points.
Signature:-
Date:-
practicable.
writing about.
FOR: P.J.Haris, Managing Director REF: TUC/W/Man Hand
FROM: M Myles, USDAW Health and Safety Rep DATE: 14 May 1999
REPORT ON THE PROPOSAL TO INTRODUCE A MANUAL HANDLING SYSTEM IN SOUTH EAST REGIONAL SERVICES
1.0 TERMS OF REFERENCE
On 17 Mar 1999 the managing director asked a specially set up joint management/union working party to investigate the practicality of introducing a system of manual handling in all south east region departments. This
followed an increase in accidents to staff. He asked for appropriate recommendations. The report was to be submitted to him by 21 May 1997 for the consideration of the senior management.
2.0 PROCEDURE
In order to obtain relevant information and opinion, the following procedures
were adopted by the working party to acquire the information in the report:
2.1. Current legal literature was reviewed. ( Appendix 1 Bibliography refers.)
2.2. A number of workplaces were visited which have adopted manual
handling systems and the views of a wide range of staff were canvassed.
2.3. Current departmental working loads and practices were observed and
evaluated.
2.4. Workers’ responses were obtained from departmental managers, senior
staff and health and safety representatives.
2.5. The cost of introducing a manual handling system was considered.
2.5. Accident statistics were examined.
3.0 FINDINGS
3.1. Principles of the Manual Handling System
The essence of a manual handling system consists of establishing safe working practices and assessing risks with a view to introducing control measures.
3.1.1. Staff affected
Over one week a sample of staff involved in manual handling processes were observed carrying out tasks. The nature of the job was also discussed with staff.
3.1.2 Risk Assessment
The three risks identified were:
· Size of packaging was too large.
· No mechanical lifting appliances available
· Individual capabilities not taken into account.
3.1.3. Training
· This was ad hoc with only some staff having undergone any form of training.
· No temporary staff had been offered training.
3.2. Discussion with Departmental Managers and Safety Representatives
Most departmental managers were in favour of introducing a manual handling system, anticipating an improvement in both productivity and absence rates.
Reservations were expressed by both the health and safety officer and managers that workloads would increase in administering the new system.
3.3. Sounding of Staff Opinion
Enquiries were made via safety representatives regarding the likely response of staff.
3.3.1 Summary of Favourable Responses
Staff in particular would welcome the means of improving manual
handling operations. Many staff had different individual capabilities which needed taking into account.
3.3.2 Summary of Unfavourable Responses
Some staff seemed less enthusiastic about the introduction of a manual handing system unless full consultation was carried out, so that their views were obtained.
3.4. Cost of Introducing a Manual Handling System
The increase in costs of training, lifting equipment and administration of the system would be offset to some degree by a decline in sickness absence and the cost of employing temporary staff to cover for staff absences, which may be expected to reduce. (Appendix 3 provides a detailed estimate of the cost of introducing and running a manual handling system).
4.0 Conclusions
In the working party’s view the advantages of introducing a manual handling outweigh the disadvantages. Staff morale, health and productivity are likely to rise in the medium term. Equipment and administrative costs appear acceptable and the senior staff has the necessary expertise to make the system work. Of necessity, the working party’s view was broad rather than detailed. The introduction of manual handling systems should allow for the particular needs and problems of individuals to be taken into account as far as
possible.
5.0 Recommendations
As a result of its investigations, the working party recommends that senior
management give active consideration to the following.
5.1. That the introduction of a manual handling systems be accepted in principle and staff and union consultations begin as soon as possible with a view to establishing a timetable for implementing risk assessments.
5.2 That all departmental managers be requested to provide a detailed
appraisal of their needs in implementing a manual handling system and of any problems they anticipate.
5.3 That a training programme be devised by the health and safety officer and training departments to familiarise staff with new working procedures and practices.
5.4. That a code of practice be compiled for inclusion in the company
handbook
5.4.1. That arrangements be made in inform staff and all levels of
management at the appropriate time of the advantages to them
of the introduction in the south east regional services of a
manual handling system.