SCENARIO An organisation acts as an agent on behalf of car sales showrooms, selling optional extras over the telephone to people who have recently placed an order for a new car. The organisation occupies a large three storey office building, that they moved into three years ago. The organisation is privately owned and run by a managing director (MD) and four directors. Excluding the MD and directors, the organisation employs 150 workers. On the third floor of the building (also known as the director's floor) there are separate offices for the MD and each of the directors. There is also desk space for the directors' support team (30 desks), a large boardroom that can seat 25 people, as well as two smaller meeting rooms that can each hold 10 people. The two lower floors are for the remaining 120 workers. Each floor has offices around the edges for line managers and an open plan space in the centre with workstations for call centre call handlers (salespeople). The call centre operates seven days a week. In addition to the 150 workers, the organisation has recently taken on 9 apprentices, ranging in age from 16 to 25 years. The directors are very proud of their apprenticeship scheme. The salespeople's workstations are divided into cubicles. Within each cubicle there is a desk and chair; each desk has a computer monitor and telephone with a tower personal computer (PC) sitting beneath the desk. All telephones are fitted with headsets. The organisation acts as an agent for 300 car showrooms around the country. The car showrooms then give the organisation 10% of any sales that they make. The organisation has been operating for ten years and was financially successful until a recent pandemic, when the organisation had to close for six months. The salespeople are given ambitious targets each week that are imposed by the line manager. Since the pandemic, these targets have become more aggressive. If a salesperson does not meet the target for three consecutive weeks, they will need to attend a first stage performance review with their line manager. The reviews are officially put in place to discuss any training, or other help that may be required to help them reach their targets. Unofficially, the line manager usually uses the meetings to berate the salesperson for not meeting the targets (the line manager's target is based on the salespeople's targets). The line manager tells the salespeople that they do not care how they meet these targets, but they must meet them. The salespeople usually dread these meetings. If called for a first stage review, they often choose to resign. If they do not resign, they are then given four weeks to improve. If they still do not meet their targets, they are then required to attend a second stage performance review. These reviews are carried out with the line manager and a member of the HR department. The output of these meetings is supposed to be a development plan. However, the salesperson is usually dismissed, soon after a second stage review. You are the facilities manager for the organisation and have been in post for 18 months. Recently the directors have assigned all health and safety responsibilities for the organisation to you. The directors do not see it as their responsibility. Although you have no formal health and safety qualifications, you do have some experience of managing health and safety with a previous employer; the directors see this as a sign of competence. You feel that experience alone is not sufficient for this role and as a result you put a business case to the directors for you to take a relevant health and safety qualification. This will give you the specific knowledge and skills that are needed for the extra duties. The directors are impressed with the case you have made and give their approval. You are now approaching the end of your studies and feel more confident to take on these extra duties. With the knowledge and skills that you have gained, you decide to do a complete review of the organisation's health and safety management system. You this, they agree and say that an inspection is a good idea, and it will be interesting to see what you find. You reply that you are planning an audit rather than an inspection. The MD replies "Well, they are the same thing, and also, the directors are probably going to be too busy to take part.". You ask if the MD would like to see a plan of action; they reply that they trust you to do what needs to be done. You think that this is a good response, it will save you some time if you do not have to plan the audit. You are looking forward to carrying out your first audit. The audit takes you several weeks and as part of the process, you speak to some of the salespeople. You ask them specifically about their involvement in health and safety. Most of them reply that they thought that health and safety was not relevant to their work; none of them had received any health and safety training. You also ask them if they are ever asked about health and safety matters relating to their job. They say that they are told about changes and their views are never taken account of. They go on to complain to you that the targets given are usually unrealistic and that they struggle to meet them. They also tell you about the pressure they feel from having the performance reviews. You ask them what training they have received for their job. They all say that they were taught how to use the computer system and the telephones. They were also taught the procedure for taking payments when they first started. No other training was given. You ask them if they have talked to the directors about this issue. They reply that they hardly ever see the directors as the directors tend to remain on the third floor. They also say that they only ever see or hear from the directors when something goes wrong. When this happens, the salespeople generally receive information or updates via their team leader, not directly from the directors. The salespeople also tell you that things became so bad a few years ago that one of the workers left the organisation and then went to the newspapers to highlight the bad work practices in the organisation. The ex-worker also publicised the story on their social media. The salespeople tell you that the organisation started to receive a lot of unwanted media attention, and a few of the car salesrooms that the organisation dealt with cancelled contracts based on this incident. Fortunately for the organisation, a few days after the news story made headlines, there was a major political incident, so it was soon forgotten about. While you are walking away from the salespeople, you glance down and notice that one of the tower PCs has a frayed power lead and a broken plug casing that is plugged into an extension lead. The extension lead has clearly been damaged as it has packing tape over the pin holes to stop that part of the extension being used. You ask the salesperson if they have reported the issue. They reply that they did not know that they had to report it and would have no idea who to report it to. Following further conversations with the salespeople you then go on to review that the easiest way will be to carry out an audit of the system. You speak to the MD about