MAY 2025-NEBOSH IGC SCENARIO AND TASKS

 SCENARIO
Westland Dairy is a large organisation that produces milk powder for use in food manufacturing. It is
run by the managing director (MD). The workforce is made up of supervisors, milk tanker drivers,
processing workers, shipping workers, and office workers. The process to produce milk powder is
carried out at a large processing facility that the organisation owns, located on an industrial estate.
The processing facility consists of a large main building, an adjoining warehouse, and a concrete
forecourt where fresh milk is delivered daily in as many as 15 refrigerated tankers. The main building
consists of two areas on the ground floor (the production department and the shipping department).
On the upper floor, there are offices and welfare facilities. The site is surrounded by metal fencing
that has one secure access gate that leads directly onto a busy road of the industrial estate.
Milk powder production process
The delivered fresh milk goes through a concentration process to remove all moisture, which leaves
the concentrated milk powder product. To improve the product, another powder (soy lecithin) is
added. When the product is ready, it is transferred into 10kg bags in the production area.
Working with the finished milk powder in the production area creates a dusty environment. The
organisation has controls in place to protect production workers from dust inhalation. Screens are in
place to minimise dust spread around the equipment that is used to transfer the finished product into
the 10kg bags. Since the generation of dust is not preventable in the process, all production workers
are provided with dust masks and protective eyewear.
The 10kg bags of finished milk powder are collected from the production area and taken to the
shipping department by the shipping workers. They decant the final product into branded 500g
containers. These containers are then stored in the warehouse on pallets prior to shipping. Every
day, up to 20 trucks arrive on the forecourt, where shipping workers load the pallets of containers
onto the trucks. The trucks then transport the finished product to retail locations.
Worker B has worked in the shipping department for 10 years. Over the past year, Worker B has
been absent from work multiple times because of breathing problems. Following recent medical
tests, they have been diagnosed as severely asthmatic. Worker B has informed the MD of the
diagnosis and asked if shipping workers could also be provided with dust masks. They also asked
the MD to investigate whether their work environment could have had an impact on their health.
Forecourt activities
There is one other separate warehouse on the site. Westland Dairy currently rent this to Southern
Freight, a small local logistics organisation. There are 10 drivers working for this organisation. The
manager of Southern Freight is responsible for the health, safety, and welfare of these drivers. They
have a fleet of vans and small trucks moving goods to and from the warehouse during the week. The
site access gate and forecourt are shared between Southern Freight and Westland Dairy.
During operating hours, the access gate is left open. As vehicles turn on to the forecourt, there is a
one-way system that should be followed. This one-way system has both road and pedestrian routes
marked out. However, these markings have faded over time. This has resulted in vehicle drivers
taking the most direct route to the buildings, which means they often drive straight across the
forecourt.
Drivers from Southern Freight have often complained to their manager about several large potholes
in the forecourt. Inadequate drainage means that following frequent heavy rain, the potholes and
road markings are difficult to see, and their vehicles are getting damaged. The Southern Freight
manager sent multiple emails to the MD of Westland Dairy asking for the potholes to be repaired.
The MD did not respond to the emails, and when questioned in person, they explained that there is
no budget for these cosmetic repairs.
IG1-0050-ENG-OBE-QP-V1 May25 © NEBOSH 2025 page 3 of 6
The milk tanker drivers are required to reverse into bays to allow the milk to be pumped out. Every
day, shipping workers are assigned the task of managing deliveries. They are responsible for
assisting the milk tanker drivers when reversing into bays and directing the drivers away from the
area. Milk tanker drivers are required to leave their vehicles, remove the keys, complete the relevant
delivery paperwork in the office, and wait in the welfare area until the tankers are emptied. The milk
is then pumped into large tanks within the processing building for storage and processing.
Milk tanker delivery increase
Six months ago, due to high demand of the milk powder product, the MD increased the number of
milk tanker deliveries to the site per day. To help with the increased workload, they also hired
agency tanker drivers (ATDs) to work set shifts during the busiest times of each day. As part of their
contract with the agency, Westland Dairy pays them weekly, and is responsible for the health and
safety of the ATDs when they are on site.
A supervisor from Westland Dairy was concerned that the MD had not considered the impact these
changes would have on general health and safety at the site. They asked the MD if they could see a
copy of the health and safety policy as they had never seen this document before. The MD sighed,
reluctantly found a copy of the policy, and gave it to the supervisor. After reviewing it, the supervisor
pointed out to the MD that it was dated five years ago. They also asked the MD if the risk
assessment for the forecourt would be updated. The MD told them that “the updates to these
documents are not worth my time. The health and safety inspection of the site that is carried out
every two years, is sufficient”.
During this conversation, an ATD approached the MD to raise their concern that they had not
received any health and safety training, and explained that they only attended a brief induction.
Listening to this, the supervisor realised that they have worked at Westland Dairy for five years and
have never received any refresher health and safety training.
Since the number of milk delivery tankers on site has increased, near miss incidents on the forecourt
have been reported more frequently, but no investigations have taken place. Most of these near
miss incidents have involved vehicles narrowly avoiding collisions with pedestrian workers from both
organisations. The Southern Freight manager has contacted the MD of Westland Dairy to express
their concern, but no further action has been taken.
The accident
Following a night of heavy rain, Worker C (a Westland Dairy shipping worker) was working alone
while managing a high number of milk tanker deliveries. A new ATD arrived to make a milk delivery.
They were quickly guided into one of the delivery bays by Worker C, who then told the ATD to exit
their vehicle. They pointed to the main building and told the ATD to go and wait in the welfare area.
Worker C then rushed to another bay to assist with the next milk tanker that had arrived.
After exiting their vehicle, the ATD realised that they did not see where Worker C had pointed to.
They decided to ask a group of workers, who they saw on the other side of the forecourt near to the
access gate, for assistance. The ATD ran straight across a vehicle route to reach the workers.
A worker from Southern Freight was driving a truck across the forecourt towards the main gate to
leave the site. They did not see the ATD run out from behind their milk tanker until they were very
close and had to brake suddenly. The truck hit the ATD, who was knocked to the ground. Later it
was confirmed that the ATD had suffered serious injuries.
IG1-0050-ENG-OBE-QP-V1 May25 © NEBOSH 2025 page 4 of 6
Task 1: Administrative control measures
1 What administrative control measures could be put in place by Westland Dairy
to help prevent future incidents on the forecourt? (15)
Note: You should support your answer, where applicable, using relevant
information from the scenario.
Task 2: Health and safety inspection frequency
2 Why should the forecourt be inspected more frequently than every two years? (12)
Note: Your answer must be based on the scenario only.
Task 3: Health and safety leadership
3 Comment on the negative aspects of the MDs’ health and safety leadership. (10)
Note: You should support your answer, where applicable, using relevant
information from the scenario.
Task 4: Developing a safe system of work (SSoW)
4 Following the accident, a SSoW needs to be developed for the delivery
process.
What information should be included in this written SSoW? (16)
Note: A detailed list of any specific risk controls is not required.
Note: You should support your answer, where applicable, using relevant
information from the scenario.
Task 5: Learning lessons from adverse events
5 Why is it important for Westland Dairy to learn lessons from adverse events
such as the accident and near misses? (13)
IG1-0050-ENG-OBE-QP-V1 May25 © NEBOSH 2025 page 5 of 6
Task 6: Obligations within a shared workplace
6 In accordance with Recommendation 11 of the International Labour
Organisation’s (ILO’s) R164 – Occupational Safety and Health
Recommendation, 1981 (No. 164), “Whenever two or more undertakings
engage in activities simultaneously at one workplace, they should collaborate in
applying the provisions regarding occupational safety and health and the
working environment…”.
Westland Dairy should collaborate with Southern Freight to apply general
procedures for this.
How could the MD work collaboratively with Southern Freight to make
improvements in reducing the likelihood of an incident on the forecourt? (8)
Note: You should support your answer, where applicable, using relevant
information from the scenario.
Task 7: Job factors
7 What negative job factors of the forecourt activities are likely to have
contributed to the accident? (10)
Note: You should support your answer using relevant information from the
scenario.
Task 8: Work-related ill-health costs
8 It was found that the work environment in the production area was the cause of
Worker B’s asthma diagnosis.
What could the possible work-related ill-health costs be to Westland Dairy? (11)
Task 9: Failed worker responsibilities
9 Workers have responsibilities under Recommendation 16 (a) of the
International Labour Organisation’s (ILO’s) – Occupational Safety and Health
Recommendation, 1981 (No. 164).
How have Worker C and the new ATD failed to meet their responsibilities while
at work? (5)
Note: You should support your answer, using relevant information from the
scenario.
End of examination
Now follow the instructions on submitting your answers.
IG1-0050-ENG-OBE-QP-V1 May25 © NEBOSH 2025 page 6 of 6
Disclaimer
This case study is entirely fictional. It has been crafted to simulate a realistic situation in order to
assess your ability to apply theoretical knowledge to practical problems. Some details in this casstudy may reflect the author’s real-world insights or experiences. However, for the purpose of
assessment, factual details have been changed or fictionalised. No element of the content is
intended as a factual representation of any specific person, organisation, or event.
Important note
All NEBOSH Intellectual Property shall remain vested in NEBOSH. NEBOSH assessment papers,
supporting documents and answer sheets must not be reproduced/copied/distributed in any way, or
any form, electronic or otherwise, without the prior written consent of NEBOSH or as required by law.