Wyle \ J. SOLE] AVY 1 SHO/M.TRAINING MANUAL FOR SAFETY AND HEALTH OFFICER CERTIFICATE PROGRAMME Translated version from (Pengurusan Keselamatan & Kesihatan Pekerjaan ) ‘Manual Kursus Pegawai Keselamatan & Kesihatan Modul 1 OSH Management Module 1Published by National Institue of Occupational Saery and Health, Malaysia Lot Jalan 15/1, Seksyen 15, 43650 Bandar Baru Bangi, Selangor Darul Ehsan, “Tel 03-8769 2100 aks :03 - 8926 2900 ‘e-mail: [email protected] my Website hep: /wewweniosh.com.my Copyrigh ©2005, Nasional Institue of Occupational Safety and Health. Malaysia, All sights reserved. No part ofthis book may be reproduced, stored ina retrieval system, or transeribed in any forms or by any means, electronic, mechanical, or photocopying, recording or otherwise, without the prior written permission of the copyright owner. ISBN: 983-99082-7-8FOREWORD | congratulate Higher Education and Training Development Department NIOSH for its effort 10 produce a publication entitled Training Manual for Safety and Health Officer Certificate Programme ~ Module f: OSH Management. Increasingly complex work processes and changes in working conditions, together with the resulting new or changing types of hazard, there is a need for a new and systematic approach to manage safety and health at the workplace. ‘Occupational safery and health (OSH) management is part of the management process that idensifies potential hazards and failures that could result in injury and property damage. Managing OSH will provide a safe working conditions as well as enhancing productivity, operational effectiveness and ‘good morale. However, successful OSH management at the workplace needs full commitment and support from all level of the oxganization work hand in hand in implementing the safery and health policy. A safety land health poliey provides a foundation for a planned approach to occupational safeey and health ‘management. It should express management's commitment to safety and health and outline the responsibility and accountability of management, supervisors and employees for workplace safety and health. “This training manual explores the essential elements necessary t0 manage OSH at the ‘workplace. ‘hope this publication will help to equip Safety and Health Officer with the necessary knowledge and skills to effectively discharge the duties of a Safery and Health Officer under the Occupational Safety and Health Safety and Health Officer) Regulations 1997. "Safer work environment will increase productivity and quality which will directly increase company profitability.” IR. DR. JOHARI BASRI Executive Director NIOSHTraining Manual for Safety and Health Officer Certificate Programme Contents Foreword MODULE I (OSH Management A. Historical Perspective 1 1.0 Introduction 1 20 Summary B. Incident Prevention 6 1.0 Introduction 6 20 Incident and Causes 6 3.0 Accident Causation Theories 7 40 Productivity Aspects of Safery “ 5.0 ‘The New Approach to Safety Management 16 60 Summary 7 C. Safety and Health Policy, Organisation and Arrangements 20 10 Introduction 20 2.0 Whats a Safety and Health Policy Statement? 20 3.0 Why isa Policy Statement Important? 20 40 Legal Requirements at 5.0 Steps in Implementing Safety and Health Policy a 60 Summary 24 D. OSH Risk Management 10 Introduetion, 20 Definitions 3.0 Basic Principles of Risk Management 40 Risk Assessment 5.0 Hazard Identification 6.0 Risk Assessment Process 40 7.0 Risk Control 8 80 Summary 45 E. OSH Promotion Training and Communication 1.0 Why Promote OSH? 20 Promotional Technique 30 Commusications 50 40 Information Sources 33 50 Active Listening 60 Dealing with Conflict 70 Training 80 Summary ooF. Occupational Safety and Health Programme 1.0 Introduetion 20 Creating Organisation and Aerangements to Implement the Policy 3.0 Planing OSH Programme 4.0 General Responsibilities for OSH Programmes 5.0 OSH Programmes Examples 6.0 Safe System of Work 7.0 ‘The Importance of Human Factors 80 Summary G. Procurement and Contractor Management 1.0 Introduetion 2.0 Why Manage Procurement? 3.0 Procurement Poliey 40. Procurement Procedures 50 Planning 60 Evaluation of Contractor Safety Performance 7.0 Clasification and Pre-Mobilisation Meeting 80 Orientation and Training 9,0 OSH Monitoring and Control of Work Activity 10.0 Close-Out and Post Contract Evaluation 11.0. Summary H. Information Technology in OSH 1.0 Introduction 20 Computers in Day-To-Day Tasks in Management 3.0 Roles of Computers in OSH 40 Computers 5.0 Marniage of Computers Information and ‘Communication Technology 6.0 Information and Communication System 7.0 Ineernet 80 Summary 1. Personal Protective Equipment for Safety and Health 10 Introduction 20 Whatis PPE? 3.0 Caution 40. The Problem with PPE 5.0 What Could PPE Proceet Employees From? 60 General Selection of PPE 7.0 Ensuring Employee Compliance 80 Triiningon PPE 9.0 PEs Personal 10.0 Mukiple User PPE 11.0 Legal Requirements 120 Body Protection Fquipment 130. Intoducing of PPE to Workplace 140. Summary 62 2 2 6a 6 66 or or 69 69 0 70 0 0 0 n n R 4 4 4 4 76 76 n 81 BA 86 86 86 86 87 87 88 88 89 90 98, 9J. Emergency Response Plan and Recovery Measures 1.0 Introduction 2.0 Whacis an Emergency? 3.0. Why Prepare for an Emengeney? 40 ‘There are Theee Stages to an Emergency 5.0 Levels of Emergencies 6.0 Goals and Objectives of Emergency Response 7.0 Emergency Preparedness and Response Management 8.0 Emergency Planning 9.0 Plan and Procedures 10.0 Finance and Administration 11.0. Training 12.0. Evaluation 13.0 Summary K. First Aid 1.0 Introduetion 20 Wha is First Aid? 3:0 Who Needs Fist Aid? 40 First Aid Management and Response 5.0 Principles of First Aid Planning and Provision of Services 6:0 Levels of Preparations 7.0 Fist Aid Programme 80 Planning Considerations 9.0. First Aid Boxes 10.0 First Aid Equipments 110 Training for All Employees 120 Summary L. Documentation 10 Introduction 20 Documentation Overview 3.0 Levels of Documentation 4.0 Documentation Versus Training 5.0 Procedure Weiting 6.0 Procedure Approval Requirements 7.0 Document Control Standards 8.0 Summary ‘M. Incident Investigation and Corrective Action 10 Intoduetion 20 Overview 3.0 Root Causes of an Incident or Accident 40 Requirements for Incident Investigation 50 When to Investigate? 60 Principles of Incident lavestigation 7.0 Pre-Planning and lavestigation Strategy 8.0 Procedues 9.0 Who Should Investigate? 10.0 Taking Action ~ Responsibilities 10 Investigation Strategy 120 Gathering Information 101 101 101 101 102 102 103 103 107 nt 113 14 115 15 us 118 18 118 19 119 121 121 122 13 128 125 127 127 127 12 135 135 136 136 137 140 140, 140 ML 143 144 144 145 145 146 7 148 14813.0. Findings asi 14.0 Incident Investigation Repost 151 15.0 Preventive and Corrective Action 151 160 Summary 152 1. Performance Measuzement and Monitoring 155 1.0 Introduction 155 20 Why Bother with Performance Monitoring and Measurement? 155 3.0 Setting Up a Monitoring Programme 155 40 Ways of Measuring Performance 156 5.0 Reactive (Traditional) Performance Measures 157 60 Proactive Measurement 157 7.0 Presenting the Information 158 80 Summary 159 0. Auditing 161 1.0 Introduetion 161 20 Auditing as a Management Too! 161 3.0 Auditing Versus Inspection and the Investigation 162 40 Types of Audits 162 5.0 Determining Frequency of Audit 163 Principles of Auditing 163 Auditors 166 Audit Process 168 Suminaty 179 P. Management Review 181 1.0 Whatis Management Review 181 2.0 What Review and Evaluate? 181 3.0 Why You Must Carry Out a Management Review? 182 40 Preparing fora Review Meeting 182 5.0 Frequency of Review 182 60 Documentation Requirements 185 7.0 Communicating Management Review Decisions 183 80 Continual Improvement 183 9.0 Summary 184 Q. Occupational Safety and Health Management System 186 10 Introduction 186 20 Whatisa System? 186 3.0 Whatis an OSH Management System? 186 40 Why Do You Need a System? 187 5.0 Existing OSH Management System 187 60 General Explanation of System Elements Requirements 189 70 Summary 190A. HISTORICAL PERSPECTIVE 1.0 INTRODUCTION ‘Although occupational safety and health management has a long history. seientife ‘management of occupational safety and heath is only about 70 years old after Heinsich proposed his domino theory of accident causation in the 1930s. ‘The final form of ‘occupational safety and health management thinking that exits today stared only in the 1970s when Lond Robens recommended self-regulation to the United Kingdom govemment. ‘This has resulted in legsation that has been adopted by many countries including Malaysia. Since the 1970s there were many serious industrial accidents chat caused reactions from governments as well as industry, Ar the same time they were extensive developments in quality ‘management. People are beginning to see the relationship between quality management and ‘what it stands for with safety management. These converging developments resulted in the ‘management system approach that is now being widely promoted and practised, Safety and industrial legislation has been around since the time of Hammurabi 2000 BC and the relationship between occupation, diseases and injures had been known for a long time. Kaowledge on occupational health was further increased during the middle ages through studies by such scholars. In 1473 Ellenborg published the first known pamphlets on. ‘occupational diseases. In 1556 the German scholar, Agricola, described the diseases of miners and in 1713 Ramazzini, who is regarded as the father of occupational medicine, suggested that in diagnosis, doctors should ask patients about their occupations. During the middle ages deaths from natural diseases were more frequent than from industrial accidents as people generally working in agriculture sector. Industrial accidents arose out of the factory system during the Industral Revolution in Britain in 18th Century (1700s) when people migrated from farms to work in the factories. Deaths and injuries through industrial accidents increased many fold. Women and children worked as heavy labourers under unsafe and unhealthy workplace in factories as wel as in mines and the working hours are extremely long. Legislation before the 19th century tended to protect landlords. In 1833 English Factory Acts ‘was the first effective industrial safety law. It provides compensation for accidents rather than +o control their causes. At the same dime insurance companies inspected work places and suggested prevention methods, “The problems in situations like ths is that the focus tums more on compensation and what is insurable rather than safety. Safety became an issue of injury and insurance. Factories remained unhealthy and unsafe. Towards the end of the 19® century other laws were enacted to make factories safer. Safety management never had any famework to base on safety management before Heinrich. Prior to Heinrich an accident was seen as an act of God which nothing could be done? In the 1930s Heinrich studied accident records and discovered that more than 88 percent of all accidents were caused by unsafe acts of workers. ‘This led him to the formulation of the “Domino Theory of Accident Causation”, The Domino Theory promoted control of workers behaviour. Unfortunately it focused on worker behaviour and not management, It eaused people to think thac safety is about policing workers. Frank Bird (1970) developed Loss Control Theory. He suggested that underlying causes of accidents are lack of management controls and poor management decisions. This is a widely accepted theory and many activities in safety management for example accident investigation and audit are based oa this theory.In 1980's Behavioural Based Safety (BBS) was introduced. The system meets resistance from trade unions especially because some organisations implement the system exclusively. Part of the resistance is because the system now tumed fall ctcle and identifies workers as the Focus Of attention just like Heinrich did in the 1930s, Some accuse Heinsich of being racist. The system appears to concentrate on workers at the expense of hazards in the workplace or management's contribution to it. Also incentives and reward system dit not akways work as ested and appear to manipalate human beings. BBS should be used only as an addition to ‘existing established management systems for which it could be good. Current development of Occupational Safety and Health management system was driven by ‘wo parallel forces. Their origins are: 2) Self-segulatory legislation inthe United Kingdom (1974) 1b) Quilty management movement Lord Robens, Chairman of a Royal Safety Commission Report in 1972 noted that there were several characteristis of legislation at the time, They were: 8) Toomany OSH legislation b) Fragmented ©) Limited in coverage (specific hazards & workplace) })— Outof date and difficult 0 update ©) Inflexible (prescriptive) {People thoughe that safery was what government inspectors enforeing the baw In the reports findings Lord Robens recommended that legislation in the United Kingdom should be based on “Self regulation”. The outcome of the report resulted in the Health and Safety of Workers at Work Act in the UK in 1974. This legislation was advanced for its time. Legislation in the United States of America for example is sill based on the concept of “Command And Contzol” system where govemments provides detailed segulaions and industry has to comply with it under severe penalties for non-compliance ‘The United Kingdom legislation was successful and similar leyslation was enacted in Australia| in 1984, Malaysia enacted a similar ype of legislation in 1994 after the 1992 Bright Sparkler accident in Sungai Baloh. Features of “Robens style” legislation are: 8) General Duties of Care by: - Employers and self-Fimployed Persons, Designers, Manufacturers and Suppliers and Employees = Duties of employer to make the workplace safe b) Consultation with employees through Safety and Health Commitces ©) Safety and Health Officer as advisor and coordinator Improvement and prohibition notices ‘There were many serious industrial accidents after the Health and Safery of Workers at Work ‘Act in the UK in 1974, These accidents shaped some of the thinking in safery management after that. For example the Flixborough accident (1974), in England resulted in the Control of| Induseial Major Accidents and Hazards regulation. ‘This regulation requires cerain categoriescof organisations to establish a proper management system to contol hezarcs. Among the requement are to conduct risk assessments system coordinator, audits, emergency response and ete. The Bhopal accident in laa (1984) prompted the industry, in partcolar the chemical industry, to start industry intatives such as “Responsible Care” where industry agree among them to abide by cerzin management standards of conduct. Lord Cullen, Chairman of the Royal Commission of ingiry after the Piper Alpha oil plaform accident (1988) secommended that omganisations consider adopting a safery management system similar to that already adopted for quality management by the industry After the 1970s there is @ revolution in quality management led by the Japanese. People are beginning to see thae there is a parallel between quality management and safety management. Similar issues in safety management and quality management are: 8) Productivity loss through accidents 1b) Workerinvolvement to ensure quality of programmes, ©) Proactive approach to cura costs of accidents (buds quality in rather than inspect defects out) d)_Sciceific approach to ensure that performance is measurable ©) Customer and hurman righrs issues From the above it ean be seen that there is a convergence of need between the public, the ‘government and industry in terms of quality management of occupational safery and health ‘As a result occupational safery and health management system standards begin to appear since 1996, ‘Management system standards began with ISO. 9000 Quality Management System standards followed by ISO 14000 Environmental Management System standards introduced in 1996, ‘The UK published British standards 8800 Guide to Occupational Safety and Health Management Systems and similar standards in Austria (AS84D1) in the same yeas. Intemational and auditable OHSAS 18001 OSH Management System was poblished in 1999. 1L0 approved an OSH management system for governments to adopt during 2001 2.0 SUMMARY 8) The industrial revolution was identified as che cause of industrial accidents. Laws ‘were enacted to compensate and protect workers in 1833 b) Scientific safery management beyan with the statistical studies by Heinrich. Later studies by Erank Bird suggested that the underlying causes of accidents are lack of ‘management contral Lord Robens in 1972 recommended self egulatory egisation, This was adopted by the United Kingdom followed by Anstralia in 1984 and Malaysia in 1994, ) Industrial accidents in the 1970s and 1980s and the success of quality management and management systems created the awareness for a need to manage OSH along similar lines. Today there is an intemationally recognised occupational safety and health management system.Study Focus © Self-regulation concept © Occupational safety and Health Management System, and Quality Management SystemREFERENCES Ismail Bahari, Ph.D. (2002). Paaturen Senn di dato Ponguraon Keselamatan den Keibaton Pekoriaan, Kuala Lumpur, McGraw-Hill Education. Pascal Dennis (1997). Qualin, Safty and Emirnment ~ Synergy in the 21st Contr Milwaukee, Wisconsin: ASQC Quality Press. Butrej, Petrusia Lesia (1990). Hazants at Wark: A Guide to Heath and Safty in Auatrakan Workplass. 2nd Baition. New South Wales, Australia. Open Training and Education NetworkINCIDENT PREVENTIO) 1.0 INTRODUCTION Quite often in the past employers take a safery measures in the workplace because it is required by law. ‘Today the situation i sill the same but with a difference approach. ‘The law still requires employers to ensure that the workplace is safe but it does not tll you how to do ix any more. On the other hand many organisations today would make the workplace safe because it has good reasons to do so, The revolution in quality management and the “understanding it brought to management on the rekrionship berween management leadership, productivity, worker in involvement, proactive management, system thinking and profitability is beter today. All of these require management to understand the principles of incident prevention “The Ministry of Labour and National Service (UK) postulated the following six principles of accident prevention ia 1956 that are sill valid today bue with some demails added in light of current thinking, 8) Accident prevention is an essential part of good management and of good ‘workmanship, }) Management and workers must cooperate wholehearedly in securing freedom feom accidents Top management must take the lead in organising safery. d) There must bea definite and known safety policy in exch workplace. ©) The organisation and resources necessary to carry out the poliey must exist, 8) The bestavailable knowledge and methods must he applied. ‘These principles included in Occupational Safery and Health Act 1994 (OSHA 1994) 2.0 INCIDENT AND CAUSES 24 What Ts An Incident? Incident is an unexpected, unplanned event in a sequence of events that occurs through a ‘combination of causes which result in physical harm (injury, ill-health or disease) to an individoal, damage to property, near-miss, a loss or any combination of these effects. 22 The Incident Tacident donot necessarily mean an event that cause immediate injury or damage 10 ‘equipment or propery for example someone ‘aling off a ladder and breaking his back or a forklift dropping a load causing equipment or goods breakages. An incident can also cause long-term injuries which may oF may not be detected immediately. An example is hearing loss ‘or an illness zesuking from exposuse to chemicals or mineral dust2.3 Why Prevent an Incident? “There are three reasons wy an incident should be prevented, 8) Legal reasons OSHA 1994 specifically requires employers to prevent accidents and ill — health in the workplace, b) Moralissue Incidents cause suffering not only for the individual workers involved bat also to theie families. Employers should not willingly cause suffering tits ‘workers and also the community from where it ges its income from, Today ‘workers and the public are aware of thee sights and may not allow ‘employers to exploit them as they did before. Internationally many nations are not happy with organisations that do not look after the welfare of their ‘employees. Business reasons Incidents lower the productivity and therefore profitability of an ‘organisation. Tncidents can involve organisation with litigation which may ‘not only cost che organisation its profit but also its image. 3.0 ACCIDENT CAUSATION THEORIES “There are many theories on accidents, ‘The three main ones are: 2) Domino Theory b) Loss causation model ©) Malti-causaity Accident Model 31 Heinrich Domino ‘Theory In the 1930s Herbert W. Heinrich put forwatd the Domino ‘Theory. According to this theory an injury from an accident is the result of a series of events or circurnstances that is dependent fon each other. An accident isthe result of one of five factors Dominos”) in a sequence.Fig Heintich’s Domino Theory 2) Injures are caused by accidents b) Accidents are caused by unsafe acts and conditions ©) Unsafe acts and conditions are caused by the faults of persons. ) Faults of persons are caused by a personal flaw such as violent temper, nervousness, or ignorance ©) The injured worker's ancestry and social environment, Each domino has only one cause, and that cause is the only cause. The root causes of accidents in this model are dhe ancestry and social environment of the worker, which lead to ‘undesirable character tats such as gecklessness, bad temper, nervousness, or ignorance, These personal faults lead co unsafe acts and unsafe conditions, Heinrich believed that since the cause of the majority of accidents, 88 percent of all accidents, were due to unsafe acts by workers such as starting up equipment without waming, removal ‘of machine guarding, and so on, Heinrich went on to say, "in accident prevention, the bulls eye of the target i in the middle ofthe sequence - an unsafe act of a person or a mechanical or physical hazard.” Then by removing the thitd stage, the control of workers behaviour, should solve the problems of safery, Subsequently he added, with less emphasis, that there were "underlying accident causes.” ‘This under emphasis of "underlying accideat causes" led to the employment of safety officers and supervision of workers as a major safety activity ever since. This theory is unfortunate as it absolves management from any wrongdoing and tantamount to blaming the vietim of accidents instead of blaming the management system faults, 32 Loss Causation Model Bird’s Modified Domino Theory Model Many researchers felt that Heinrich’s theory attached too much importance to workers Ibehaviour and failure and neglected the importance of other factors. In extly 1970s, Frank E. Bird, a company founder of Intemational Loss Control Institute, revised Heinsich's dominotheory. Binl’s revision was important because it introduced the thought of managerial error into the accident causation sequence. Birc's modified domino theory is not as widely accepted as Heinrch's model of accident causation, probably because Hintich's model blames workers rnther than management, Blaming, workers is easier and less costly than eaining, workers, changing how an operation is performed, or making modifications 10 workphice cavironments Bird's revised domino theory is: = = wo] [we | foe | iso | oe L | | Fig.2 Loss Causation Model 2) Injures are caused by accidents 1b) Forevery accident there are immediate causes that are related to operational Operational errors are only symptoms of deeper underlying or basic causes related to management ereors ) The absence of « system of effective control permits the existence of the factors referred to as hasic causes. 3.21 Loss Causation Model Details L._ Immediate Causes (Symptoms of lack of management control) A. Standard Conditions [Effective guards & devices Serviceable tools 8 equipment Adequate warning systems Good housekeeping Non polluted environment Noise Hazardous substances Good illumination & venation Good working, storage & traveling space Immediate Causes {Ssmptoms)B, Standard Practices (Operating with authority Use serviceable equipment Use equipment property Use of PPE where roquiced Correct ling No drinking and drugs No horseplay Secure equipment or warnings 2, Basic Causes A. Personal Factors Lack of knowledge or skill Improper motivation Physical or mental conditions Literacy or ability B. Job Factors Physical environment ‘Substandard equipment Abnormal usage Wear and rear Inadequate standards Desiga and maintenance Purchasing standards 3, Lack Of Control A. Supervisory Performance Inadequate instructions Failure of SOPs Rules not enforced Hazards not corrected Devices not provided B, Management Policy & Decisions Set measurable standards I Measure work in progress ME Bivaluate work-vs-standards WE Consect performance if necessary commitment 322 Lack of Management Control Although Heinrich overemphasised the role of workers in causing accidents, he nevertheless recognised the responsibility of management because causes are under the control of 70management. He said "Persons charged with the task of building safety into mechaaical equipment, and otherwise making and maintaining safe working conditions ae directed by management... In every sense ofthe wor, dherefore, (company) management is logically and properly responsible for safe mechanical and physical conditions inthe workplace. ‘Management's responsibilty for controlling the unsafe acts of employees exists chiefly because these unsafe acts occur in the course of employment that management creates and then directs, Management seleets the persons upon whom it depends sac it may, fi so eects, choose persons who are experienced, capable of and willing to do the work - not only well but also safely. Management may also train and instruct its employees, acquaint them with safe methods and provide competent supervision." 3.23 The “Accident Prone” Worker Is A False Approach! ‘The "accident prone theory” suggests that some workers are more likely than others to have ‘an accident due to innate personal characteristics. In other words, these workers are always likely o have an accident and very litle can be done to prevent it. To ascribe the causation of san accident merely to "carelessness" on the part of a worker does nothing to identify the real cause, These and similar negative fitaliste theories have done litle to advance the cause of cident prevention. They are easy excuses rather than root causes 33 Mukticausality Accident Model A single unsafe act or condition may or may not cause an accident by themselves. However the individual unsafe act o condition could still be caused by lack of management control. In this respect ths theory is compatible with Bird’s Loss Control Model ‘Mul-causality refers to che fact chat thete may be more that one cause to any accident. Taking an example of someone who had a tripping accident over a piece of wood lying on the floor in dark walkway: Cause A (Poor lighting) Cause B Accident (Not look where going) (rip) Cause C (Wood in walkway) Fig. 3 Multi-causal Accident Modelach of these mult-causes is equivalent to the third stage in the Heinrich theory and can epresent aa unsafe act oF condition oF situation, “The theory of mult-causation is thatthe contributing causes combine together in some way 10 result in an accident, During accident investigations, there is a need to identify as many of these causes as possible, 33.1 Accident Models in Accident Investigations Heinrichs! approach is sometimes used t0 superficially investigate an accident and find the unsafe act” which can lead to blaming an employee and not the root cause of an accident. 1. Aninvestigation of «fall from a ladder A. Heinsich approach Unsafe at - climbing a defective ladder. Unsafe condition -a defective ladder. ‘The correction is getting rid ofthe defective ladder. B. Loss control and multiple causes (underlying causes) we ask 1 2 3 4 5. 6 Why was the defective ladder not found during normal inspections? Why did the supervisor allow its use? idee the injured employee know it should not be used? ‘Was the employee property tained? Was the employee reminded not 10 use the ladder? Did the superior examine the job fist? [Note that the above causes ate under conteol of management 2. Trip over wood in dark walkway A. Heintich approach ‘Unsafe act — walking while not looking. ‘Unsafe condition — piece of wood in walkway. “The correction is getting rid ofthe piece of wood, B, Loss control and multiple causes (underlying causes) we ask 4 Was there a necessity for that person co walk in thar area or was there a safer route? [If ehe person was notin a hurry would they have béen more aware of theis surroundings and avoided the wood, If the area was better lit would the person have avoided the wood? Could the wood have been removed?Accidens, ill health and incidents are seldom inevitable random events. They generally arise from failures in control and offen have mulkiple causes. Although the immediate cause of an event may be a human of technical falure, such events usually afise from organisational flings which are the responsibil of management. An incident investigator smust be erined «0 identify defects in the management system as the basic cause of accidents, 34 The Accident Ratio Studies Several studies have been undertaken to establish the relationship between serious and minor cidents and other dangerous events, Such studies also show that: 8) Te was often a matter of chance whether dangerous events caused il health, injury, damage or ‘no injury’. However, not all near misses involve risks which might have caused fatal or serious injury and b) All the events (aor just those causing injuries) represent flues in control and were therefore potential keaming experiences through ‘which improved control could have been established. ‘The "Tye Pearson Triangle" from the 1974 seudy by the British Safery Council is often used to show that any accident has afar greater numberof safety incidents related to it. A 1\ Fatal / Serious injury 3. \ Lost days 50 First aid 80 \ Property / 400 \\ Near misses Fig. 4 Incident Pyramid Under Bird's Loss causation approach, accidents are taken 10 include not only those ‘circumstances which actually cause il heath of injury, but also every event involving damage to propery, plans, products or the environment, produetion losses, or increased libiles ‘There are many more ‘incidents! or near-miss events than those which eause injury or property damage. The examination of the eauses of all such loss events can provide valuable insights into inadequacies in risk control and action which could prevent future injuries or losses. Fundamental to the loss conteol approach is the view that by applying control systems ‘which eliminate the undedying causes of accidents atthe base ofthe triangle, aeidents in the rest ofthe tangle will also be reduced, ‘This view is based on the belie et, although there isa wide range of immediate causes of accident i the triangle, the underiving causes sre common, The majority of accideats have the potential to result in bath propery ‘damage and personal injury. Ir must not be forgotten thar there are circumstances where safety and health legislation requires action to prevent personal injury, imespective of the level of loss that may beassociated with it. Increasingly, these circumstances arc defined by risk asseSsment which ‘identifies the hazards and associated ssks and helps target prevention and control 3.5 Bird’s Causation Model and Quality Management In the 1930s there was a researcher at Bell's Laboratory by the ame of Schewhart. He is the father of staistcal production control and is also considered as the futher of quality management. He studied quality defects in production and found similar statistical results as Heinrich. He found that 88% of quality defects were caused by workers. However his conclusion was different from Heinrich and is somewhat similar to Bird’s. He blames management for the quality defects because management runs the system, provide the taining and tools as well asthe calibration of the tools. Thus Bird’s model s similar t Schewhar’s 36 Accepted Accident Theory Heinsich theory is weak and negative, Tt places blame on workers, it lacks system thinking, continual improvements, upstream control and worker participation. However he put safety _management on a scientific footing and thus did a favour to safety management overall, Although Bird's model of accident causation is slow to be accepted it is considered more realistic. It is compatible with muli-causal accident theory and quality management practice. ‘Today the objective of corrective action investigations in most management system is always 1 find root causes. This has always meant looking at the management system, in particular looking at the lack of management control. 40 PRODUCTIVITY ASPECTS OF SAFETY Many employers do not realise how much an incident could cost them in productivity. Many also mistakenly believe that they are covered by insurance for most ofthe costs arising from incidens. 41 Insurance Recovery Costs Comparisons can be made of the ratio of insured costs to uninsured costs. This is represented as an iceberg showing the fll costs of accidents, including those hidden below the waterline. Organisations’ insured costs are the cost of insurance premiums for the study periods. All types of insurance premium, such as employer's lability, were included. The study results show, however, that uninsured costs far exceed insured costs. Fig. 5 Accident Cost IcebergHSE (UK) case studies demonstrate the differences berween the insured asi uninsured costs to organisations. Uninsured costs were berween 8 and 36 times greater than the costs of insurance premiums paid at the time ofthe studies. Much ofthe uninsured costs were in effect hidden, for example in maintenance and other budge. ‘There is considerable scope for potential cost savings, by reducing accidental loss from accidents not involving personal injury, which make up the base of the Pearson triangle, 4.2 The Hidden Costs to an accident Hidden Costs 4) Assisting injured employee b) Idle workers because of disrupted work 6) Work delays and work reassignments ) Loss in productivity and quality ©) Worker recruitment problem 4) Castof replacing a worker and taining Accident investigation time 1h) Paperwork 5) Loss of income i) Repair or replacement of damaged equipment. k) Loss of materials or finished work. Accident site clean-up m) Possible overtime expense due to work delays, 8) Explaining co DOSH ©) Possible payment of fines PD) —_Lossof profit : Supervisor's time diverted sencenneee 1) Temporary bour 5) Loss of expense / experience supplies Total — 43. Profit Margin Loss Due to an Accident Loss of Profit 2) Profit margin = 10% b) Accident costs = RMS0,000 ©) Break even contract value = RM 500,000 (RM 50m00/ 10°) “These costs in total are significant when expressed as a percentage of operating costs or of profits. 44 Cost of Incident Prevention “The costs of incident prevention are relatively easy to asses in comparison with the costs of accidents. They are8) Design costs Costs requitedinstaling machine guards to proteet workers 1) Operational eosts Costs of running a Safety Department (eg. taining, protective clothing, ee), ©) Planning and consequence-limiting costs "Safeguarding che’ future", eg. costs of environmental sampling, cost of safety audits 45 Cost Benefit Analysis ‘Many Safety and Health Officers sometimes are at the loss as wo how to justify safery costs to their management. The best way to do with ths isto calculate the cost of accidents, cther potential or from previous records and do a cost-benefit analysis using the technique just a given, ‘A cost benefit analysis can be made by compating specific accident costs against costs of the specific improvement being suggested. Tis will help management realise that money spent on incident prevention increases productivity 5.0 ‘THE NEW APPROACH TO SAFETY MANAGEMENT Progress hus been made in a safety management since 1956 when The Ministry of Labour and National Service (UK) postulated the following six principles of accident prevention in. Since then many countries have adopted the Robens styl legislation, they were many accidents such as Fixborough, Bhopal, Piper Alpha, Seveso and the lke. Quality management movement has permeated many organisations around the world, several management system standards have been published, and legislation such as Control Industral Major Accident Hazards (CIMAH) and others is part of the world seene. In reviewing the six principles of incident prevension today, it can be tuthfull said that i is sil valid, However some deuals have to be added in terms of techniques such as pro activeness, risk assessments, management systems and other techniques used in quality management such as continual improvements, upstream control and planning, Most imporant of all is management attitude towards safety. Top management commitment and appropriate safety and health policy are essential ingredients for achieving “zero aiden” Incidents are preventable, for example safety equipment may be lacking in che factory oF machinery may have been poorly designed with inadequate safery devices. The working environment may be s0 noisy that it is impossible to hear safety signals. The temperature may bee such that workers become easily tied and are unable to concentrate on the tsk in hand, oF inadequate ventilation may result in the build-up of toxic fumes and agnin lead to accidents “Also, the workers themselves may be a contributory factor in that they may not have received adequate training or may have little experience of the task. This is particularly relevant when ‘new proceclutes are introduced into a factory or when people change jobs as, for example, in developing countries when workers leave the land to work in industryIn simple terms, if the causes of accidents can be found, the appropriate measures can be taken to prevent them. If the preventive measures are not taken, che same type of accident will ‘occur again and again. ‘Organisations such as, Du Pont, have proven that “zero accident” is achievable. ‘Du Pont Ten Principles of Safety Management 6.0 by 0 4) Allinjuries and occupational illnesses are preventable b) Management is directly responsible for doing this, Safety is a condition of employment ) Training is required Safety audits and inspections must be caried out 1) Deficiencies must be corrected promptly 2 _Allunsafe practices, incidents and injury accidents will be investigated 1h) Safety away from work is as important as safery at work 3} Accident prevention is cost effective; the highest cost is human suffering j) Employees must be actively involved. SUMMARY Incident in the workplace is largely caused by lack of management control “If you think safety is expensive, ty accidents”, Implement an appropriate company polic. Control OSH risk Para management system in place Promote Occupational Safty and Health Zero accident in the workplace is possible.Study Focus Loss Causation Theory and Multicausality Accident Model are accepted widely Near-misses age as important as the accidents, Uninsured costs were between 8 and 36 times greater than the costs of insurance premiums paid at the time of the studies.REFERENCE S 1 Ismail Bahari, Ph-D. (2002). Powzturan Seni dt dalam Pengurucan Kescamatan dan Kevbaten Peberian, Kuala Lampur, McGraw-Hill Education. TLO-OSH 2001. Guidiins on Oarpatonel Sify and Health Monagment Stems Geneva, Switzesland OHSAS 18002:2000. Oarypatinal Heath and Salty Management Systems — Cdn for ‘he Inphmentation of OHSAS 18001 . London. BSI Standards Publications Jefirey W. Vincoli, CSP (1994). Batic Guide to Ancient Innstgaton and Loss Contr ‘New York, USA. Van Nostrand Reinhold ‘The National Safety Council (1995). Acidont lmestigation 2nd Edition, ‘The United States of America ABS Group Inc., Risk and Reliability Division (1999). Root Cue Anahsis Handbook A Guide to Ffetive Incident Inestigation Rockville, Maryland, USA. Government InstitutesC. SAFETY AND HEALTH POLICY, ORGANISATION AND ARRANGEMENTS 1.0 INTRODUCTION A paolicy is central t0 many organisations Ie gives the organisation the direction from which to proceed in thee business. Its pillar fom which organisations can make plan andl onganise activities. For these reasons many management sjtems require a polity to be wsten. Ibs important thax even some regulations, for example Occupational Safety and Health Act 1994 (OSHA 1994) require that organisations most have a written policy, the organisation and arrangements to implement it.The policy as tobe brought to the notice ofits employees for compliance and for taking ation. ‘The policy may be a set of statements but it has to be iemplemented and programanes therefrom monitored t ensute that the goals of the policy are achieved, 2.0 WHAT ISA SAFETY AND HEALTH POLICY STATEMENT? “The safety and health policy statement is a document that sets out how the organisation will ‘manage health and safety in the workplace. 30 | WHY ISA POLICY STATEMENT IMPORTANT? |A safety and health policy is a statement from top management that declares their ‘commitment to the statements in the policy. Employees can use the statements to guide their actions, For example if the policy statement said that taining is required for all employees than ‘managers would begin to programme taining for dhe staff ane homan resources managers ‘would organise the budget for training every year without having to be wld by top ‘management of having to be requested by line managers for it or worrying about presenting the budget to top management in case it might be turned down. Employees, on the other Jhand, will not be shy to request for taining if they have identified a training progeamme that is ‘useful for him and the organisation ‘The policy could therefore be the starting point for planning and omyanising activites forthe whole organisation. ‘The policy statement can also serve as a morale booster if management is serious about its statement to train personnel or commitment to look after employee's welfare. Tt shows ‘employees that management cates4.0 LEGAL REQUIREMENTS ‘The policy staremene is very important because the law requires it, OSHA 1994 states that an ‘onganisation should have a written general statement of safety and health policy, ‘The Regulation also say that employers have the provide arrangements and organisation to implement to the policy. Another requizement is thatthe policy be broughe to the notice of employees. “The poicy requires that there should be an ongnisation io implement the pole. This means that identified employees are given responsibliies to perform dudes essential to implement the policy. ‘The arrangements required are the plans, their resources such as budgets, technical expertise, staffing and the authorities to implement the plan. Some of the activities requited by the plan ‘would be establishing system of work, writing of procedures, installation of machine guarding, etc. ‘The policy statement i a statement of current needs and of the need of the foresecable future. In the future there may be changes cither planned or unplanned by the organisation. OSHA 1994 also requires thatthe policy be devised as often as necessary. 5.0 STEPS IN IMPLEMENTING SAFETY AND HEALTH POLICY ‘There are basically for steps in implementing the policy. They are: 2) Formulate and write the policy \Weiring the policy statement at fst looked simple a itis usually only one pagelong. However it needs to full cenain criteria. Ithas to include statements of vision and goals, che objectives and taget related t0 risk and goals of the organisation and finaly statements that the organisation feels is important enough to make a statement on. b) Implement policy by making arrangements, To implement the policy there must be the oganisaton stracture 9 implement the OSH program ie. activities such as creating a system of ‘work o installing a erical safety device. 6) Communicate che policy [Everyone in the organisation has to know about the policy. They need to kkaow because they have to abide by it and they have to implement the requirements. Usually the policy statements esplayed at strategie points for all w sce. Sometimes this is not enough especially when important programmes have t0 be undertaken, In such cases proper notices has to be issued and inthe case of responsibilities appointments have to be made. ‘The policy statement is a public document. First of all it may be inspected by the Department of Occupational Safety and Health (DOSH). Sometimes the organisation publishes it in some of its brochures and newsletters 2‘Monitor and revise 2s necessary |A good organisation would always monitor its programme. ‘Ths s to censure that the programme meets its targets. Attimes the programme has also to be changed due to the circumstances such as changes in the law oF expansion of contraction of the organisation, 54 Formulating the Policy ‘The policy has to be read, understood and acted upon by employees, supervisors and ‘managers. Therefore it must be SMART: 9 » o Specific and simple enough for everyone to understand the language, words and the intent of the policies Use layman's language and avoid acronyms. It is direct and tothe point. Measurable result is che most important criteria for a programme, Otherwise one cannot measure the success ofthe programme and whether the objectives and targets have been achieved, Achievable. Many organisations think that the policy statement is a public relations statement for the public to see. It may say things that it cannot achieve. If that is the ease employees cannot implement it and the policy ‘would be ignored. Reasonable. The policy must also be reasonable in the sense that itis “within the resources of the organisation, Tk must not need too easy 10 achieve and impossible o implement. ‘Tractable, All programmes must have an indicator that can be measured or observed overtime. ‘This is to enable the programme to be monitored and corrective action can be carried our if necessary if there is a deviation from the origin of objectives and targets Policy statements are usually not written by one person. It may involve Consultation with ‘workers especially the Safety and Health Committee members in addltion to top management. “The policy statements themselves must have several ingredients in it. a b) 9 ‘Take into account the vision and goals ofthe organisation. For example the vision would be to have zero accidents at some fixed future time. An example of a statement of this type that Malaysians are familiar with is: “Malaysia would be an industrialised country by the year 2020” Te must make statements about compliance with regulations. The may include competencies ofits employees in some job functions. Organisations need to comply with good industry practice. Sometimes an ‘organisation has obligations to its clients. For example if an organisation is a ‘working for a big organisation thar requires an occupatiinal safety and health programme then a statement of compliance may also be made for certain of ts operations. At other times an organisation may belong to an industry onganisation that expects its members «o comply with « code of conduct. For example in the chemical industry this may be “Responsible Care”.52 b ° 4) Different organisations have different sets of hazards in ts workplace, For ‘example in the construction industry hazards are always changing besween different phases of construction and the fact that it has many contractors ‘working at any one time. The statement on how to handle the skuation may be put into the policy so that both employees and contractors can abide by them. In other situations, in mining, care and maintenance of heavy machinery and handling of dangerous substances may be brought to the ‘notice of employees through the policy statement, Information for this may bbe gathered from the hazard identification and sisk assessment process, © Policy statement should clearly state role and responsibilities of employees. For example: j) Managers and Supervisors ar all levels to enforce OSH rules in their respective area or function. ‘)_imployee to report near-miss. i) Supervisors to investigate accents is) Managers to supervise contactors Implementing the Policy Begin with goals, as stated in the policy. Establish OSH objectives based on identified risks. Establish programme(s): 3) Identify performance indicators to monitor the programmes i) Provide resources iil) Assign responsibilities Example of programme: 53 3) Maintenance of safety extical equipment and plant i) Safe working environment ii) Means of acess to and egress iv) Requirement of Job Safety Analysis and completing forall jobs Monitoring the Policy (OSH programme must be monitored. There are many ways of doing this: a) Record Keeping: Accident/ill health record,¥) Monitoring and Survelance of workplace environments ©) Workplace inspections &— Auciing ©) Accidentfincident investigation B. Some ofthe indicator to measure the programme by ar: 2) Compliance withlgstation b) Appointments (Safety and Health Officer, Safery and Health Committee established, ete) ©) Targets set and achieved Compliance with organisation / arrangements (ystems of work ete) 54 Reviewing and Revising the Policy (By Safety and Health Commitee) ‘The policy may be reviewed from time to time. ‘This is also the provision of OSHA 1994 however revise the policy depending on the need and circumstances, What are the needs and circumstances that could trigger the need for revising the policy? 2) Performance statistics that indicates that something drastic has to be done in the ways thar che company is managing a situation. 1b) Learning from ether experiences from incidences within the organisation oF some incidences that happens elsewhere, © Operational or organisational changes including mergers and a sellout of parts of the organisation, ‘This could change the current authorities and :esponshiltes of plants and operations. 4d) Alterations of plant or processes, © Newlegisation [New hazards identified. Change of business. For example a trading company has turned into a ‘manufacturing company 60 SUMMARY 8) Avwritten safety and health policy is required by law. b) Formulate the policy to reflect OSH arrangements and onganisational goals. ©) Write a simple policy so thatitis easly communicated, understood and implemented, d) Implement che policy by having a policy implementation programme:Assign responsibilities to all Provide arrangements Monitor the policy implementation Review the policy as necessary ¥ Study Focus + Definition of safety and health policy + Functions of safety and health policy + Implementation of safety and health policyREFERENCES 1 2 Occupational Safety and Health (Act 514) 1994 and Regulations. LLO/OSH 2001. Guideins on Oxxpational Scty and Health Management Systems, Geneva, Switzerland OHISAS 18002:2000. Oxrpationa! Health and Sty Management Systons — Gaidelines for ‘he Inplmentaton of OHSAS 18001 . London, BSI standards publications Ismail Bahari, PhD. (2002). Powgaturan Sendin dl dalam Pengurasan Keslamatan don Kasihaten Pekerjaan. Kuala Lampur, McGraw-Hill Education. Roger Pybus (1996). Silty Management: Siaicgy and Prat. Oxford, Butterworth Heinemann, Mike Bateman, Brian King, Paul Lewis (1996). Tl handbook of ty and Health at Work. London. Kogan PageD. OSH RISK 10 INTRODUCTION Risk isa concept that was brought in from the insurance industry This concept is useful in ‘everyday life as we use the concept of risk to make decisions. Risk is neither danger nor severiy of harm. Risk is concerned with likelihood of barm happening. Harm might be severe but it might never happen so the risk is low. For example driving fast could be dangerous if you get imo an accident. But the likelhood of an accent on the highway 2s ‘compared with on the country road is lower. So people think nothing of driving faster on the highway as compared to the country road. This eontept is important because you use it w make decisions, or choices about which of many possible actions you will take first. You take the decision of acting on something that has lower risk but with preater benefit. In occupational safety and health you use a similar concept to decide which of the many Iazands in the workplace require your immediate attention, resources and effort by the amount of risk each hazard presents, You are now thinking about accidents that can cause potential loss to your business. So for this purpose you reverse the decision. In this ease you ‘will obviously act upon those hazards that present more risks first Those hazards that present lower risks will be dealt with at a furute time when resources permit If the risk of an action, say t0 build an explosive plant close to a residential area, is too high you will think harder whether to even proceed with any plans to build ie ata. 2.0 DEFINITIONS 24 Hazard A source of a situation with a potential for harm in tems of human injury or il-health, damage to property, damage to the environment oF a combination of these. 22 Danger Relative exposure to hazard. 23 Risk ‘A combination of the likelihood of an occurrence of a hazardous event with specified period fr in specified circumstances and the severity of injury or damage to the health of people, property, environment or any combination of these caused by the event. 24 Risk assessment "The process of evaluating the ssks co safety and health arising from hazards at work. Risk, assessment results is documented and used for: 8) Risk control in OSH management b) Future reference and review(From time to time organisation needs to review its OSH management programme, This may involve reviewing the control measures previously taken. The document will provide the reference from which to review these measures and decide ifany changes need to be made). 3.0 BASIC PRINCIPLES OF RISK MANAGEMENT. Risk assessment is carried out so that the organisation can get information about risk chat exists in the organisation and what to do abous them? 3) Integrate Risk Management as part of planning atall levels of business b) Accept no unnecessary risks ©) Make risk decisions appropriately, (Address the high risks as urgent, high Fisks should not be undertaken, et). ) Accept risks when benefits outweigh costs ©) Manage the risk. If chere is residual risk have a programme to minimise the risk or is impact 4.0 RISK ASSESSMENT 4.1 Why We Need to Carry Out Risk Assessment? Risk assessment is the pillar of modem OSH management. This process is recognised as a first step in managing OSH. It is necessary because of the following: 8) Logical and cost effective management of OSH_ ‘The risk assessment process allows an organisation to understand the Ihazards in its organisation and the rsks the hazards present. This systematic way of understanding hazards will allow the organisation to make better decisions to control hazards are based on facts. Otherwise decisions could ‘be made randomly, b) Requirement of the law 3) OSHA 1994 implicitly requires employers to undertake this process (Pare TV: General Duties of Employers and Self Fmployed Persons under Section 15) i) ©ccupational Safety and Health (Control of Industrial Major ‘Accident Hazards) Regulations 1996 ii) Occupational Safety and Heath (Use and Standard f Exposure of (Chemical Hazardous to Health) Regulaons 2000©) Management system standards require chem. It is stated in: 3) MS1722:2003 OHSAS 18001 i) TSO 14001, BS 8800, AZ 4801, ere 42 Risk Assessment ofthe Organisation Risk assessment should be carted out when establishing OSH managemeat system and teviewed at intervals, This process should be as comprehensive as possible. management system is only as good as how comprehensive hazard identification and risk assessment has been carried out For this reason risk assessment should be carried out for: 8) Routine and non routine activites such as maintenance, shutdowns abnormal operations including emergencies. Risk assessment for these activites is necessary because sometimes these activities earry risks of their b) Activities of all personnel having access co the workplace (including subcontractors and visitors). Under OSHA 1994 employers have the duty to make the workplace safe for people who have access to it eg vistors and contractors. Contractor personnel, is particully an important issuc for an ‘organization as quite often many accidents are caused by them. ©) Faclies atthe workplace, whether provided by the organization or others such as contractors Remember not t limit this assessment to produetion or smajor work areas only but also in the administrative office 43° When to Carry Out Risk Assessment Risk assessment has to be carried out before operation, during operation and after operation. Before Operation 1b) During Operation After Operation 44 When to Review Risk Assessment Risk assesment to be reviewed when there are changes. For example 4444. Intemal changes 2) Before modifeaion of plants, changes in omanisations such as merges. b) _Inroduction of new materials, machinery or processes, working procedures. 442 Extemal Sometimes changes occur extemally beyond the contol and influence ofthe organization. ‘These externally changes can have an effect on the organization, Examples of such changes2) Amendments of naonal lus and. seglions which reise new assesment in onpriaons. An example of tis change and the ineoocton of Occupational Safe and Heh (Use and Sandanls of Expose of Chemis Haardous to Heath) Regulation 200, 1b) Developments in OSH knowledge and techaology. An example of this was new knowledge about drugs used in chicken fuming "There are swo types of review that are initial review and periodic review. 2) Initial eview b) Pesiodie review 45 Who Will Carry Out Risk Assessment ‘An organization can come in many sizes and complexity. A small trading onganization may not have too many hazards in its workplace, Others such as a refinery are highly complicated and highly hazardous. "The approzch in tisk assessments for these organizations can be different. Whatever the case, the person who has to carry out risk assessment has to be trained in his own individual way. Simple and brief raining for the person who carries out the risk assessment in the small trading firm but an extensive one for the one in the refinery. In some cases risk assessment has to be carried out by a legally competent person. For example as required by Occupational Safety and Health (Use and Standard of Exposure of Chemical Hazardous eo Health) Regulations 2000 ie, Chemical Health Risk Assessor. Tn a typical organization consultaon with and involvement of the safety and health ‘committe, supervisors of workers and thei representatives are recommended, 46 Basic Components of Risk Management Four basic components of risk management are 2) Hazard identification ensures the recognition of specific hazards through regular monitoring of the workplace. b) Risk assessment involves the asessment of the seriousness of the identified hazards. Once the hazards in a woxkplae have been identified and dhe risks assessed, proses ean be st for action to contro the sks, Risk control takes a varity of forms depending on the nature ofthe hazard, tand should be based on a hierarchy of control options emphasising the climination of the hazard at its source ) Review the control measures where appropriate.4.7 Risk Assessment Process in Detail Classify Activities (Work, Product, Services, Activities) Decide if Risk is Tolerable Decide if Impact is Significant Risk Control Action Plan Review Adequacy of Risk Control Fig. 1 Risk Assessment Process 5.0 HAZARD IDENTIFICATION Before risk assessment can be made itis useful to understand the nature of hazards, First of all ‘where can we find them? Man = Homan behaviour, unsafe ats Machinery = Installtion layout and design of equipment Maters = Substances such ax chemical and gates use in the workplace Method = The way people cary out thet work Medi = Work conaon air gun vena ing na,5.1 Classification of Hazards ‘The actual hazards that can cause harm can be classified in five ways: ‘Mechanical Struck by, pinched, stabbed, fall Electrical Using improper socket, exposed wire(9) Biological Exposed to virus, bacteria, fangus Chemical Exposed to corrosive and toxic chemicals Ergonomics Repetitive work Psychosocial Stress 52 Pre-Assessment - Information Gathering ‘To manage an organisation safely the most fundamental activity is to identify hazards as ‘comprehensively as possible, The hazard identification activity has to be organised. Part of the preparatory work isto gather information so that the process of identification can be carted ‘out systematically. The inital information required is on the facilities, processes and activites of the organization. “This can include: 3) Arcamap b) Site plan(); own (and neighbour) © Process flow-charts 4) Inventory of materials (saw materials, chemicals, wastes, products, sub proxlucts) ©) Tosicology and other health and. safety data (Chemical Safery Data Sheet) ) Legislation and eode of practice 2) Industry of trade association and guidelines b) Standards 3) Published information Monitoring data }) Information from designers and manufacturers } Reports eg. Aecidene investigation, audits m) Comments from employees, public and government agencies (Department of Occupational Safety and Health) 53 Pre-Assessment ~ Classifying of Work Activities “The purpose of classiffing would activities isso that che work can be handled piece by piece systematically. An example of how ths is can be done i as follows: a » 9 0 (Geographical areas within outside the premises Stages in a production process Stages in provision ofa service Defined tasks (eg driving, window cleaning)54 2) Tdentified working groups (plumbers) 1) Land use; previous property use: Furnre use Methods of Identifying Hazards Hazards ae identified by the following methods: 544 » ad 5 542 » 9 8) Review of documents and publications }) __Tnspeetion and observation at the workplace ©) Measurement of the atmosphere, monitoring the environment or medical surveillance of workers d) Hazard Analysis Identifying Hazards by Document Review Repors of accents, accident investigation and audis Cold find hsvards nor previously idented Information from publications ‘New information aot previously available Regulaons and Codes of Practice Information on aknowa hazardous conditions, mater o practice Stasis Information on common accidents to watch out for Handbooks, et Practical information Cheri Safety Data Sheet (CSDS) or Mates Safety Data Sheet (MSDS) Information on hazardous materials, control measures first-aid and emergency response Identifying Hazards by Inspections and Observation “Types of inspections: statutory inspection, periodic inspection, formal and informal inspection Documentation - Checklist and inspection worksheet (standard approach and record) Activities -1o involve Supervisors, Managers and EmployeesInspection outcome - to include actions and timeframes ©) Ensure follow up on action -to ensure effeesiveness ‘The checklists have t0 be prepared in advance. It requires experience to construct the checklists. This i useful where designers and manufacturers have provided checklist, 543. Identifying Hazards by Exposure Monitoring Exposure monitoring is concemed with the identification of physical, chemical and biological “stressors”, such as noise, dust, toxic gases and harmful bacteria, inthe workplace ‘One definition of the term stres is “the common response to environmental change”. Stress in the working environment may be created in 2 number of ways asa result of, fr instance, the installation of nosy plant and equipment. Suess factors may also take many forms, for ‘example, extremes of temperature, poor levels of lighting and ventilation or the presence of hazardous dusts, gases, vapours and bacteria, all of which have a detrimental effect on the health of workers, as such, environmental monitoring is an important measure in identifying individual and group exposure to these stressors and in ensuring compliance with Factories and Machinery Act 1967, Occupational Safery and Health (Use and Standard of Exposure of ‘Chemical Hazardous to Health) Regulations 2000 and other regulations. There are two types of monitoring that are personal monitoring and area monitosing Personal monitoring is conducted to determine exposure levels or for the need for medical consultation, examination and/or surveillance. Area monitoring can be used 10 estimate ‘exposure of the area when the substance exposure levels are relative constant and employees are not mobile. sposure monitoring is done for noise, heat, raciton, ar contaminants, chemicals and ete. ‘The identification isin two stages. 8) Identify the source of stressor or contaminant by identifying raw materials ‘or equipment used and compasing with documents such as published liternture, information provided by designers and manufacturers and segulations, et. }) Measure the extent of the stress or contamination. Compare the results of ‘measurements with established standards or legal requirements t0 ascertain whether itis harmful to workers in the short or long tem. Prevention or Control programmes should be established if necessary A wide range of equipment is available for the accurate measurement of environmental stressors such as noise sound level meters, air samplers as well as others for contamination and radiation. ‘Onee the prevention or control strategy has been installed, it has to be maintained at all dimes. ‘This may entail review of the measurements and for example, maintenance, examination and testing of exhaust ventilation or other forms of health surveillance, Biological monitoring is a regular measuring activity where selected validated indicators of the uptake of toxic substances in the human body ate determined in order to prevent health impairment, This form of monitoring could ental examination of, for example, blood, urine, saliva and expired air. Biological monitoring commonly features in the heath or medical surveillance of persons exposed to hazardous environments especially those listed under‘Occupational Safety and Health (Use and Standards of Exposure of Chemicals Hazardous to Health) Regulations 2000 and othet regulations. Hah surveillance is warranted if 3) Hazardous substances used in workplace ¥) The subsance hazardous as scheduled in regulations ©) Biidence reason to suspect injury though medical records et. 4) Atmospheric monitoring has been insufficient Techniques are now available for accurate measurements §)_Willbenefi those workers t risk beeause of the exposures ‘Health surveillance is warranted for employees that are: 3) Exposed to hazand for which there is identifiable health effect/disease (CSDS and others) }) Likelihood ehat it could occur Valid techniques for detecting effec and valid biological monitoring method are available 4) Reason t0 believe established value levels might be exceeded for the individuals 544 Hazards Analysis Used in new plant design especially in process plants where the process is complex, sw ‘materials are hazardous ane the likelihood of fr, explosion and asset loss is great. Tis i 0 ‘ensue that safety is built nto the design before the plant is built. “Buil in, rather than boleed Many formal techniques have been developed forthe systematic analysis of complex systems. “They arempt to consider all reasonable possibilies. So techniques of mathematical analysis have been developed for this purpose aided by brainstorming techniques among exper in the processes. All suffer ftom the deawhack that dhe probability of future events can only be essed. ‘Some of the techniques used are 2) Job Safety Analysis (SA) >) Hazards and Operabily Studies (HAZOP) Fault Tree Analysis FTA) )—_ilure Mode and Effect Analysis (FMEA) Event Tree Analysis (ETA) 9) Hazards Analysis (HAZAN) 2) Checklist Analysis Bh) Whats Analysis i) Relaive Ranking/Risk Indexingi) Pareto Analysis k) Preliminary Risk Analysis (PsRA) Preliminary Hazard Analysis (PeHA) m) — Change Analysis 8) Event and Causal Factor Charting Example 1. Job Safety Analysis (SA) Ici used to help operate a safe system of work and formulate safe work procedures. ‘The written procedures are the basis forall jobs taining ensuring all aspects ofthe job are covered ina uniform way. “The writen procedures should be incorporate into a procedures manual cally, all jobs should be subjected to a JSA. Factors o be considered when assigning priority of jobs for JSA include: 4) Accident frequency and severity }) Newly established jobs or infrequently performed jobs - due 10 lack of ‘experience in these jobs, hazards may not be evident. ‘The basic procedure for job safety analysis is to undertake the following, in consultation with employees and the supervisor to raise awareness. 8) Select the job to be analysed, b) Break the job down into its component parts in an orderly and chronological sequence of job steps. A rule of thumb is that most jobs can bbe described in less than 10 steps. Fach item is stated with an action verb. ©) Gritcally observe and examine each component part of the job to determine potential hazards or accidents 2 Dexelop preventive measures to climinate or reduce the risk of accidents using the hieraechy of contol ©) Formulate writen and safe systems of work and job safety instructions for the job, 9) Review safe systems of work and job safe practices at regular intervals 10 censuse their utilisation. In listing the preventative measures, use of general statements, such as “be careful” or “use caution”, should not be used. Specific statements which describe both what action is to be taken and how itis to be performed are preferable. The recommended measures arc listed in the right hand column of the worksheet, numbered to match the hazard in question. For example:‘Sequence of Steps Potential Preventive Measures Accidents or | Hazards T Pakvehide. [Ta vehicle wo [Ta Dave wo aca wel dear of walle cose t| Tum on hazard waming lights. passing, unffe. Tb. vehicle on |b. Choose a fim, level area, uneven, soft ground Te wehicle may [The Apply the parking brake; roll leave transmission in gear of jin PARK; place block in from and back of the wheel diagonally opposite to lat. 2 Remove spare and | 2a Stain fom | 2a, Tum spare into upright position in tool kt, lifing spare. well. Using your legs and standing as lose as possible, lift spare out of boot and rol to fat tye. 3, and $0 08. ‘The completed JSA is used to formulate a safe work procedure, It can serve as a teaching aid {or initial job traning as a briefing guide for infrequent jobs. It may be used as a standard for safety inspections and it will assist in completing comprehensive accident investigations. “The side-by-side format used in JHSA worksheets is not an ideal one for communicating instructions to employees. Better results can be achieved by using a narratives format. For example: a) Park vehicle, i) Drive vehicle off the roud to an area well clear of traffic, even if it requires driving with a fat tre, ‘Turn on the hazard warning lights to alert passing drivers, so that they will not hit you. i) Choose a firm, level area so that you can jack up the vehicle ‘without ie moving, i) Apply the parking brake, leave the transmission in gear or PARK, place blocks in front and back of the whee! diagonally opposite the flat. These actions will help prevent the vehicle from roling, b) Remove spare and rool kit. 4) Toavoid back strain, tn the spare up into an upright position in its well. Stand as close to the trunk as possible and slide the spare lose to your body. Lift out and rll to flat re. 6 andsoon. ‘Example 2. HAZOP (Hazard and Operability Studies) “The HAZOP technique was developed in the eatly 1970s by Imperial Chemical Industies Led. HAZOP can be defined as the application ofa formal systematic exitial examination of the process and engineering intentions of new oF existing faces to assess the hazardpotential that arise from deviation in design specifications and the consequential effects on the facilities as a whole. . The prime aim is to design out risk atthe early stages of a new project, rather chan have to enter into costly modifications once the process is up and running, I is a structared, multi-dsciplinary brainstorming. session involving chemists, engineers, production management, safety advisers, and designers etc, critically examining each stage of the design process by asking a series of "what iP" questions ‘This technique is usually performed using a set of guidewords: NO/NOT, MORE OR/LESS OF, AS WELL AS, PART OF REVERSE, AND OTHER THAN. From hese guidewords, a scenario that may result in a hazard or an operational problem is identified. Consider the ppossible flow problems in a process line, the guide word MORE. OF will corespond to high flow rte, while that for LESS THAN, low flow rate. The consequences of the hazard and measures to reduce the fequeney with which the hazard will oceur are then discussed. "This technique had gained wide acceptance in the process industries as an effective tool for plant safeyy and operability improvements. At one time HAZOP% were mainly focused on fire and explosion endpoints, while now the scope usualy inchudes toxic release, offensive ‘odour, and environmental impacts. Detaled procedures on how to perform the technique are available in literature “The inital establishment of purpose, objectives, and scope is very imporant and should be precisely set down so that it willbe clear, now and in the furure, what was and was not included in the study. These decisions need to be made by an appropriate level of responsible management ‘The end objective of a HAZOP survey is huzard identification; solutions to problems are a separate effort. ‘Example 3. Fault-Tree Analysis Focus on: 4) Toanalyse how and why incident could occur b) Graphic technique - traces branches of events, ©) Tocaleulate probability of end event Example: Water Pumping SystemG) | { fellura te reguiste, | ee 2) Nowater flow oceurs if both pumps fil or if the control valve falls, b) If the individual iniating event probabies P (4), P (B), and P(C) ate known, then the probability of P (1 the top or end event can be calculated. Example 4, FMEA (Failure Mode & Effects Analysis) ‘This method was developed in the 1950s by reliability engineers to determine problems that could arise from malfunctions of military system. Failure Mode And Effects Analysis is a procedure by which each potential failure and che kinds of faures that could happen, at the component level, in the system are examined and analysed 10 determine its effect on the system, in terms of maximum potential loss.'The results are classified according to its severity. ‘This analysis would form part of an overall HAZOP study rn System Component | Failure Mode | Failure Eifect Increased Serubher Waterpomp | Toque weer | ecvrmenl polluion Fig. 3 Failure Mode and Effects Analysis Table Fealure mode and effects analysis has gained wide acceptanee by the aerospace ad the miliary industries. In fat, the technique has adapted itself in other form such as misuse mode and effets analysis. ‘The FMEA is used t0 assure that component failure modes and their effeets have been considered and cither eliminated or controlled; that information for maintenance and operational manuals has been provided; and that input wo other safety analyses has been generated.60 RISK ASSESSMENT PROCESS Gather information about each hazard identified. Think about how many people are exposed to each hazard and for how long. Use the information to assess the likehood and severity of cach hazard and produce a quaiative risk table, How likey is it that a hazardous event of situation will occur? 3) Verylikely- could happen frequently b) Likely - could happen occasionally ©) Unlikely - could happen, but only rarely ) Highly unlikely - could happen, but probably never will Likelihood of harm can be increased by Unsafe Conditions or Unsafe Acts found. Unsafe conditions: 2) Assess the ikehood due to failure of plant, machinery, safery devices and failure of uses (lecticity and watet) and exposure of plants or equipment to weather (ran, dust and sun) b) Exposure to havardous substances eg, frequency and duration of exposure; ‘concentration and toxicity of substances Exposure to hazardous environments (sound, vibrations, radiations, etc) eg, frequency and duration of exposure; levels (of sound, vibrations, etc) 3 Number of personne exposed Unsafe ets by persons who: 3) Homeplay and taking shor b) May noc know what dhe havards are ©) Maynothave the knowledge, physical capaci, or sis to do the work 3) Underesimate sks exposure ©) Underestimate value of safe working methods ‘What might be the severity of a hazardous event of sicuation? 2) Fatality }) Major injusies (normally reversible injury or damage to health) ©) Minot injuries (normally reversible injury or damage to health requiting days of work) Negligible injuries (rst aid) (Once you've decided on the likelihood and consequence of each hazardous event or situation, you need to rate them according to how serious the risk is. "Ths “tisk table” is one way of ding this. You can use it co translate your assessments of likelihood and consequence into levels of tisk.Consequence Likelihood Verylikely | Likely Unlikely Highly unlikely Fatality Tigh High High Medium ‘Major injuries Tig High Medium Medium Minor injuries Tigh ‘Medium [Medium Tow ‘Negligible injuries | Medium ‘Medio Low Tow “Table 3 Qualitative Risk Table Events or situations assessed as very likely with fatal consequences are the most serious (HIGH risk); those assessed as highly unlikely with negligible injuries are the least serious (LOW ssh, [Note the sk rating for each hazard on a worksheet. When you're developing risk control strategies, you should tackle anything with a HIGH rating fist. G1 Assessing Risk — Quantifying Risk Reminder: Risk = Consequence X Likelihood In practice people estimate risk quantitatively (le. using numbers). Numbers are given to represent che level of “ikeihood” and “severity”. Numbers can be muliplied together, ranked by value (eg. tsk = 4is higher than rsk = 3.9). Using numbers also mean than tsk estimation and assessment can be computerised. To get the estimated risk multiply the two numbers (representing consequence and likelihood). Forexample: If for representation parpose: “Likethood": Highly Unlikely Yeu) = 1, Unlikely Months) = 2 Likely (Weekly) = 3 and Very Likely Daily And “Seve Negligible lojuies Fist Aid and Near Misses) = 1, Minor Injuies (Les than or 4 days MC) = 2, Majo lajuies (Mote than 4 dass MC) = 3 and Fay Paaiy or Permanent Disabliy = 4 Cateulaton @ If ikelihood of a hazard is estimated = 2 (i) Ifthe severity isestiated = 4 i) Risk=2x4=862 Risk Assessment Form Jn the example above risk assessment has been prepared using a matrix table with one rable for each hazard identified. This is very good for visualisation and understanding. In practice this is wasteful in paper but it is bester if the hazards, kelltood and seventy could be ‘tabulated. Below isan illustration on how to do this. HAZARD LIKELIHOOD | SEVERITY RISK (©), NO. HAZARD @ @) (=axb)_ 1 4 16 2 4 n 4 1 foo} >| 2 2 3 2 8 4 4 4 63 Decision for Risk Control Action A technology is acceptable to an individual if ic creates an acceptable balance of costs and benefits. In everyday fe people make choices between courses of actions whose consequences may include risks. ‘The UK regulators, since 1842 and the passage of the factory laws introducing the term "Best Practice” has held the belief that regulation should be as flexible as possible. Regulation in the UK should follow a “reasonably practical" or "best practice" nile. In 1949, the concept "safe 1s reasonably practicable" was introduced. In 1974, following the Health and Safety Act based con the findings of the Robens Committee, the "As Low as Reasonably Practcable (ALARP)" became the UK standard, Today, following extensive consultation, UK regulatory authorities have reconfirmed their commitment to continue using the Tolerability of Risk Framework (TOR) following publication of the Health and Safety Executive Report (2001) Reducing Risks Protcing Pesph. In this report, HSE. defines TOR. As a useful framework "for reaching decisions whether risks ftom an activity oF process are unacceptable, olerble, or broadly acceptable" and its application in practice. In this context ‘tolerable’ does not mean ‘acceptable’ It refers instead toa willingness by society as a whole to lve with a risk $0 as to secure cerain benefits in the confidence that the rsk isthe one that is worth taking and that it is being property controlled. (HSE, 2001) ‘The meaning and value ofthe tolerabily-of risk triangle (ee Fig, 5) has been presented by the HSE in a way which is accessible to the wider public: " the tangle represents increasing levels of tis’ for a particular hazardous activity, as we move from the bottom ofthe tangle towards the top". The triangle can be divided into three broad regions: 8) The zone at the top represents an unacceptable region. For practical ‘Purposes, a particular risk filling into that region is reganded as unacceptable, ‘whatever the levels of benefit associated with the activity. Any activity or practice giving rise to risks falling in the uppermost region would, a5 a rmanter of principle, be ruled out unless the activiy or practice can be modified to reduce the degree of risk so that it falls in one of the regions below, or there are exceptional reasons for the activity or practice t0 be retained b) The zone at the bottom represents a broadly acceptable region. Risks falling Jnto the region are generally regarded as insignificant and adequately controlled. Regulators would not usually require farther action to redace sisks unless reasonably practicable measures are available, The levels of risk characterising this region are comparable to those that people regard asinsignificant or tiv in their daly lives. They are typical of the risk from activites that are inherently not very hazardous or from hazardous activities that can be, orate, readily controlled to produce very low risks. Nonetheless ‘the HSE would take into account that duty holders must reduce risks ‘wherever its reasonably practicable to do so or where the law so requires it. "The zone between the unacceptable and the broadly acceptable region is the tolerable egion!. Risks in that region are typical of the risks from activities that people are prepared to tolerate in order to secure benefits, in the ‘expectation that the nature and the level of risks are properly assessed and the results used properly to determine control measures, the residual risks are not unduly high and kept as low as reasonably praccable (ALARP), the risks are periodically reviewed to ensure that they sill meet ALARP criteria Fig, 5 Tolerability-of-isk triangle Source of information for this topic: husp:/ /www jre.es home /report /english articles /vol82/SCIGES26.htm 7.0 RISKCONTROL Information oF ideas on control measures can come from: ) Codes of practice b) Industry or trade associations Specialists )—-MSDS's Other publications including those by manufacturers and suppliers. ‘The following hierarchy should be used when considering control measures,Most Effective Elimination - removing the hazard or hazardous work practice from the workplace. This is the most effective control measure; Faitly Effective Substitution - substituting or replacing a hazard or hazardous work practice with a less hazardous one; Isolation - isolating or separating the hazard or hazardous work practice from people not involved in the work or the general wotk areas. This can be done by marking off hazardous areas, installing screens or bartiers; Engineering control - if the hazard cannot be eliminated, substituted or isolated, an ‘engineering control is the next preferred measure. ‘This may include modifications to tools ot ‘equipment, providing guarding to machinery ot equipment; ‘Least Effective (“Back Up” Controls) - Safe work practices essential ‘Administrative contol - includes introducing work practices that reduce the risk. This coud include limiting the amount of time a person is exposed toa particular hazard and Personal protective equipment (PPE) - should be considered only when other contro} ‘measures are not practicable or to increase protection. As last resort measure. Control measures are not mutually exclusive, ‘Thais, there may be circumstances where more than one control measure should be used to reduce exposure to hazards Risk control measures must aso be maintained - for example, interlocking guards have to be kept in working onder, work procedures have to be monitored to ensure they are being followed, and hearing protectors have to be kept clean and checked for damage. In order 10 keep accurate records, a recording or reporting system should be developed, implemented an ‘maintained. The control of high risk activities may require procedures which need to be stritly followed, for example, permit-to-work system which ensures close supervision during implementation, Maintaining risk control measures requires adequate inspection, maintenance and monicoring procedures to secure continued operation. 74 Consideration in Implementing Risk Control 3) Review measures regulatly; modify if necessary. b) Comply with national laws and regulation in procedures and installations. ©) Reflect good management practice; use code of practice and benchmarking others. Use the latest OSH. information which incade information or reports from organizations such as DOSH, OSH services, and others.8.0 SUMMARY 2) The basis of OSH management i the identification of hazaed, ris assessment and contol 1b) Ways of identifying hazards wares from inspection of the workplace to reviewing legislation © Riskassessment allows an onganisation to build a sound basis for managing hazard 4) Hierarchy of hazard contol starts with elimination; use of PPE as procection is the hast sort. S sudy Focus Definition of hi Risk management process . ard, risk and danger ‘* Method in haaatd identification Qualitative risk table Hierarchy of risk controlREFERENCE S 1. TLO/OSHL 2001. Guides on Onxpational Safty and Health Management Systems Geneva, Swiverland 2. OHSAS 18002:2000. Oxxpational Heath and Safty Management Stems — Guidelines for ‘the Implementation of OHSAS 18001. London. BSI standards publications 3. Rao V. Kolluru, DrP.H., Editor in Chief, Steven M. Bartell, Ph.D., Robin M. Pitblado, Ph.D., R. Scot StricofT (1996). Rise Aseen and Mangeert Handhoo, _forEnsironmetal, Hea, and Safty Profesional. New York, McGraw-Hill, Ine 4, American Institute of Chemical Engineers (1992). Guidelines fr Hagard Evabaton Prue. Second Edition with Worked Examples, New York, Center for Chemical Process Safety of the American Institute of Chemical Engineer. 5. Frank Crawley, Malcolm Preston, Brian Tyler (2000). HAZOP: Guide 1 best ‘prac. Rugby, United Kingdom. Institution of Chemical Engineers ISBN 0~ 85295 — 427-1 6. Ismail Bahari, Ph.D. (2002). Pengaturan Senin di dalowe Pengornsan Keselamatan dan Kesbatan —Pebwrjaan Kuala Lumpur, McGraw-Hill Education. ISBN 983-9340 90. 7. ‘Trevor Kletz . Leamting from Aaidents. Second edition. Oxford, United Kingdom. Burterworth Heinemann, 8. Charles A. Wentz (1998). Saf; Health and Emironmental Proton. Singapore. ‘McGraw-Hill internationalOSH PROMOTION TRAINING AND COMMUNICATION 1.0 WHY PROMOTE OSH? (OSH promotion is an important aspect of management. Promoting OSH will bing many benefits to the organisation, Some other benefit are: 8) Awareness on occupational safety and health and the company policy b) Telling employees that management care for them Telling employees that they have a role to pay for everyone's good Increase morale of workers ©) Tncrease productivity for the oganisaions (OSH promotions can increase productivity in maay ways. An injury to a worker ean cause lost time and business interruptions. Ifa worker’s absence is prolonged the organisation may incur Tosses through loss of his service. In addition there are other costs related to the accident such as new worker retraining oF Tisigation costs and costs of equipment repair and replacement if itis associated with the accident, 2.0 | PROMOTIONAL TECHNIQUE. ‘There are many proven techniques in OSH promotion. Some examples are: 8) Leading by example 1b) Employee involvement ©) Use of ward, incentives and disincentives @) Best practice ©) Employee atitude survey Communication ® Training ‘A combination ofthese techniques would reinforce the message: 24 Leading by Example One of the cardinal sules in leading by example is that management at all evels and on all occasions would never ignore any safery rules themselves. ‘This will indicate to workers that management is serious. The opposite would make them think thac rules are there only for them. It complicates ther life it cause resentment, causes them stress, and ultimately they will never be motivated to obey the rules.22 Use of Non-verbal Communications People are observant. They can observe your demeanour, your body language and your other reactions. ‘They can interpret all these in their own way and make their own perception, Unfortunately you ean never know what these perceptions are. It can be negative, On the other hand if management consciously provide a reinforcing good message it may turn. the other way round. For example if management always wear their helmess, always go around inspecting for hazaeds, even without a word being said would give a profound message to the workers. Examples are as follows: 8) Top management seen to be committed b) OSH is enforced by management at all levels and not by the Safety and Health Officer alone Suggestion implemented if appropriate ) Management are aware of their non-verbal communication styles and is a good listener 23 Employee Involvement ‘When employees are involved with management in activities other than work, it makes them feel the sense of belonging. They feel good about working together with the management, ‘Management can create joint management-employee programmes. Such programmes are 2) OSH safery day or week or month b) Competitions. © Management reporting of Incidents on notice boards, bulletins and newslerters 4) Ongoing hazard sporting and near-miss reporting, inspections, house- keeping, et ©) Management interactions through meetings, committees and gatherings 24 Use of Rewards Recognition Incentives and Disincentives Reward, recognition and incentive programmes are well-known techniques used for motivations, For example the Behavioural Based Safery management system is based on this, In some organisations good performance in OSH is employee's term of employment. Disincentives through penalties, play qualification hurdles and contract award can be used on Annual bonus penalty agains: non-performing could be imposed on departments. Need to be careful with che incentives and rewards; it might result less or none reporting of incidents. 25 Best Practice ‘There are best practices that an organisation can adopt that would provide quality assurance in the management of occupational safety and health, As has been found to work in quality management what works is when top management is committed to occupational safety and health and provide leadership.Safety management controls must be designed into every aspect of the organisation. Managers atall levels are made responsible For safery and health — safety first and no shortcuts. Other control measures are occupational safety and health objective and target seting for line ‘management, occupational safety and health could be made the condition of employment and the enforcement of high quality standards. Finally the adoption of occupational safety and health management systems would simplify the overall management of OSH, 2.6 Employee Attitude Survey Employee attitude survey measures employees’ perceptions. “Perception is reality” is an ‘expression that is often heard This is true. Perception is belief, As we all know there are ppeople who nor only believe in ghosts but also claim that they have seen them, In the ‘workplace workers percepdon of the organisation and! management however misplaced is believed by them to be true Productivity and morale is closely linked to perceptions of their work environment. ‘Management from time to time need to understand the workers perception of management and occupational safety and health management system that is in place You can create your surveys. Questions you can ask nthe survey are of the fllowing 2) Quality of management communications })—Sasiction with employe ining ©) Safetyand health concems 8) Coopenton among peers and workgroups ©) Understanding a comporte goals and mission ‘Workers will be guided not just by instructions but by what they understand are the real sks and by the atitudes of supervisors or managers. In this, nothing is so pervasive or damaging, particulary if « complex or unusual situation arses, as a culture in which a “macho” atiude © safety has been implicitly encouraged from safe practice are winked 2t 27 Attinude ‘Wilfully disregarding safety rules is rarely a primary cause of incidents. However the safety and heath officer nceds to be aler to the influences that in combination persuade staff to take shortcuts through the safery rules and procedures because, mistakenly, the perceived benefits ‘outweigh the risks, and they have pethaps got away with it in the past. How often bas a new worker joined a group of experienced workers and, on asking about some atte of safety clothing, for example, Deen told "You dont need thas, none of us wear them". The new worker, not wishing to be an owas, usually ignores his or her fears ~ sometimes with die consequences, becuse its often new employees who are most at rk. ‘A managerial environment which promotes safety and discourages recklessness i essential ie proper safety culture, Recklessness can arise cither from a mistaken belie that production requirements always override safety considerations. An essential clement is analysis and cares to determine what can go wrong in each relevant situation. Thereafter there is a need to deviseprotective systems the overriding of which would involve intentional reckless action ot disobedience of simple and clear warnings, Organisations need to produce a climate which promotes staff commitment to safety and emphasises that deviation from safety goals, at whatever level, is not acceptable. Safety procedures soon fill into disuse if there is nor system of ensuring that they are followed. Too often procedures lapse because of management neglect or operators are discouraged from working to them by peer group of other pressures, such as production targets. Where managers become aware of deficiencies in safety procedures but take no action to remedy them the workforce readily perceive that such actions are condoned. 3.0 | COMMUNICATIONS 3:1 Importance of Communication Most of our working life is spent communicating: to get things done, to report on progress oF achievement or to receive instructions. ‘As an example the Job of safety and health officer is to communicate to workers, colleagues, ‘managets and the authorities. Safety and health officer in panicular, must be aware of his verbal and non-verbal impact of communication on his job. 3.2 Communication Process Communication is a two-way process. A message maybe misunderstood by a recipient because of the following: 8) The education, experience and culture of the recipient. ‘They integrate the message in their own way, b) “Background noise” and the hearing ofthe recipient. ©) Thepereeived non-verbal message coming from the sender of the message. ENCODE DECODE —> ~istorTION __y Fig. 1 Wilbur Schram Communications ModelIn an organisation communications refers to what is perceived rather than the message sent. ENCODE DECODE FEEDBACK Fig. 2 Wilbur Schram Model with Feedback 33 Result of Poor Communications Poor communications or flutes in communications can introduce hazards. Hazards can be introduced when changes in design, operations and procedures are not communicated adequately to those who are affected by them or communication is not understood especially ‘when this is done through verbal communications ‘To ensure that messages are understood get feedback from the receiver of the message. This is important when giving instructions to workers. 34 Coaching oF Instructing ‘The implication of were the imperfection of verbal communication in occupational safety and hhealth is when you give instructions to a worker, In such a situation in your Instructions should be: 8) Simple, clear, accurate and complete b) _Inproper sequence ©) The supervisor needs feedback to ensure that the message is understood and as intended [Example for Machine Operator instruction: 2) Telland show frst }) Demonstrate the operation ©) Usestep by-step approach Stress key points ©) Tastruet clearly and completely Get feedback - test a® Have the learner tell and show fh) Have the learner explain key points 3) Ask questions and correct of prevent errors Continue until you know the learner knows 3.5 Meetings and Committees A meeting is where employers can meet with employees to discuss common problems and to _gct feedback from the employee. Employes-employee consultaon is one ofthe distinguishing features of quality management. The process is so important that many management systems this process to be undertaken, We also have under Occupational Safety and Health ‘Act 1994 (OSHA 1994) the OSH (Safety and Health Committee) Regolations 1996. Apart from this formal meetings, short informal meetings can be just as useful, for example a toolbox meetings. 36 Toolbox meetings ‘Toolbox meetings are carried out regularly, every moming by the supervisor before the ‘workers start theie work to remind workers of the danger or hazards in the workplace duxing the activites for the day. The meeting should be brief, will ake about 10 -15 minutes and on lone topic. Attention is given on the requirement for attendants and participation at the meeting 3.7 Non-Verbal Passive Communications BIA Signs [Apart from verbal communications there are other non-verbal communications whieh are just SS teporant and contmbute wo mons samp of sich communion nd tbe mein 8) Notice boards - incident/near-miss on b) __Bllerins— alerts on speciic accidents or lessons lenmed ©) Newsletters - news, messages, articles Warming signs ~ at places of hazards 3.72 Label ‘Occupational Safety and Health (Use and Standards of Exposure of Chemicals Hazardous to Health) Regulations 2000: Pars VI and VIE require labelling for the benefits of workers Workers need to know chemical hazards that they are exposed to: 8) Labels ~on containers of chemicals ¥) Data sheets ~ Chemical Safety Data Sheet (CSDS)/Materal Safery Data Sheet (MSDS) © Instruction manuals38 Hazards Communications Employees and the public have to be protected against harm. They have a need and aright to know of hazards in the workplace such as: 384 a) 5 9 o 9 Explosion, fie exposure to hazardous chemicals sss Exposure chemicals name, et Protective measures to prevent occurence Actions tbe taken during such occurence ‘Management has to carry out hazard identification and risk assessment Benefits Of Hazard Communications Employees will be able to: 382 40 4a 9 » 9 a) Participate in these protective program programs effectively Understand the hazards involved Take steps to protect themselves Involve public in the protective programme for emergency preparation Principles of Hazard Communications 8) Interactive -a so-way communication with public and employees b) ——Accontinual and an ongoing process Information shasing encourages cooperation 4) Requires top management commitment INFORMATION SOURCES External 8) Information is particularly necessary for those responsible for policy making, planning, seting performance standards, measuring, auditing and reviewing performance. Arrangements are necessary 10 monitor legal developments with which the organisation may need to comply; technical developments which might be relevant t0 risk control; and developments in safety and health management practice. b) National Institute of Occupational Safety and Health (NIOSH) is a good sourée of information having responsibilty for cultivating and promoting safety and health via its taining programs, information. dissemination,consuling services and research, NIOSH actively condicts seminars, échibitions and roadshows under its information dissemination program. ©) Social Security Organization (SOCSO) collects statistics on workplace fccidents and provides statistical information and information on rehabilitation, d) Every workplace should have copies of the Act, relevant regulations and relevant codes of practice, Other sources of information include: 3) —_Deparunent of Occupational Safety and Health (DOSH) 8) Trade Associations -handbooks, advice to members ii) Intemational Organisations js) Manufictures/suppler material safety datasheets ¥) Standard organisations ISO, BSI, AS 8} Information about workplace safety and health matters is also available in a great number of books, bookles, pamphlets, newsleers, hazard bulletins, scientific journals, monographs, conference proceedings and newspaper repors. @ There are also many other occasions when you can or should consult an exper. Much of the information that is derived from epidemiological studies and from the results of toxicity testing of substances in laboratory animals is subject to misinterpretation by people who are not fully aware of the reservations and qualifications that must be kept in mind when referring to such information, 1) Taformation on means of achieving the highest standards of safety and ‘health is ongoing and i s a good idea to subscribe to the NIOSH newsletter ‘to keep abreast of developments |) OSH libraries can assist in information provision by providing access 10 (OSH databases. ) Access to OSH information via the internet is becoming the primary source ‘of OSH information throughout the word 42 Intemal Taernal sources of information tht ate usefl for diseminadon include: 8) Accident reports make them available in the workplace, on notice boards, rewslerers and a safety meetings. Individuals do not need to be named -the purpose of the report is not t0 lay blame but to find out what happened Include accident seport in taining and indueton programs. Describe old accidents as well as recent ones in safety bulletins and newsletters. b) —__ Writeen reports from the OSH Committee.©) Correspondence with external agencies. ) Inspection reports 5.0 ACTIVE LISTENING 5 Importance of Listening ‘Suggestions and reports of incidences or near misses from workers are important in ensuring a good occupational safety and health management in the organisation. Workers will not ‘communicate if they perceive that Supervisors 2) Donot respect his person b)—_Isnotlistening — Donoreare Supervisors and Safety and Health Officer must be aware and must practice active listening. Active Listening demonstrates awareness and respect for what an individual is saying. This technique can be applied to groups or individuals and sed to resolve conflict. In 2 complex or {involved situation itis used to ease tension. These techniques show others that you are paying attention to them and are interested in what they ae saying. Non-verbal techniques include: 2) Good eye contact b) Facial expressions Body language Silence Touching Verbal techniques include use of words such as: 3) "Tmlistening" cues b) Disclosures Validating statements ) Statements of support ©) Reflection/mirroring statements 5.2 Guidelines during the actively listening process are as below: 8) Stay calm and rational Db) Tdentify the person's issues©) Reflect back the emotion. d) Repeat the process as many times as necessary 2) Provide feedback by paraphrasing f) Provide feedback by stating some feelings 53 Avoid these common mistakes: 8) __Interject with your own opinions and ideas 1b) Ask questions too early in the conversation Make value judgment ) Attempt to solve the peoblem 2) Useactive listening when you don't have the time to really isten 60 DEALING WITH CONFLICT Conflict on safety issues can arise from a number of different sources. 8) Contlcting interests and objectives of managers and employees. These can result from production versus safety conflicts ete. Good motivational snd communication techniques can serve to eliminate some of these sources. b) Inadequate information. This could result from disagreements about ‘what constitutes safe equipment and workplaces ©) Differing perceptions. There may be differing perceptions of steps required to ensure safety, of elements that constitute a tisk and to what degree, and costs involved in eliminating the risks. d) __Mismatches berween the general environment and the work environment. ‘These could include communication and co-ordination problems, different professional attitudes or different languages, "The Safety Manager may have to deal with conflict involving not just wo parties, but possibly three of fou. In all eases, diplomacy and tact will be required. The following techniques may be useful in dealing with conflict, although in practice a combination may be useful, 61 Avoidance Te would be ideal if conflict could be avoided in all cecumstances, athough this is not always possible, Avoiding conflict requires developed awareness of conditions and personalities and the ability co see others points of view and agree courses of action. 62 Resolution fitis not possible to avoid conifer, resolution isthe best way of dealing with it. This involves an interactive, problem-solving approach by the interested partes to identify the underlying.problems and develop workable solutions. The solution chs method genesilly produces is of long-term ature, 63 Settlement ‘Settlement generally provides a compromise solution to the curent problem without ‘examining the underlying causes. These solutions are generally short-lived, 64 Management Another option, albeit rather unsatisfactory, is simply 10 tolerate conflice situations ‘organisations and managers may be prepared to live with conflict rather than remove it. In these situations itis just a question of how much caa be tolerated, by whom and for how long, 7.0 TRAINING 7A Reason Why Employees Do Not Perform As Expected 8) They don'eknow why they should do dem, ¥) They dosnot kaow how todo the task comet ©) Education and rsining wl iminate the causes for substandard pecformance @) Education and resining wil give them knowledge ©) With knowledge their artide towards work will change oy E > Ferdinand F. Fourmies (1999) (ce reference) ‘A: Attitude, : Skills, K: Knowledge, E: Experience, TR: Training 7.2 Why Train And Retain? [Employees nocd to know what they ate looking at or what to do and what t0 look for. Insiictions and procedures alone ate not sufficient. “The problem with insructions and procedures are that they may not be available when needed, could have been written by someone not familar with the work, not easy t0 understand, itis voluminous and hard roread, it doesnt give “the big picture”, cannot clarify a misunderstanding and perhaps people are not aware they exist. Good procedure writing technique and document control will of course avoid these but not all ofthe problems. During training sessions there are the element Of feedback between instructor and participants, demonstrations and questions and answer periods which will enhance knowledge, understanding, attade and memory. Instructor and participant’ interaction would provide a shortcut forleaming from experience, “Material, processes and technology may have changed lately and previous procedures need to be eradicated. ‘Training wil ensure the level of understanding about the changes and the new requirements. Even there are no changes ifthe worker has been doing similar job for a long rime he may have forgotten some of the underlying issues he had learnt, take things for ‘granted and do things without thinking anymore. To prevent a situation lke this a refresher course becomes necessary [A supervisor cannot assume that a new employee has the experience from his previous cmnployer. The culture, the commitment to safety, the system and the level of risks in the workplace of the previous employer may not be similar. An induction course for a new employee is always necessary. However, lke personal protective equipment, is nota substitute for safe and healthy working conditions and good design of plant and equipment. 73 Common Sense A fallacy many supervisors have is to think that his workers should have enough commonsense to be able to take care of himself, to be able to identify hazards and avoid injusies. Sound judgments ic. commonsense, could only be developed over time through experience and specific workplace settings and specific tasks. Hence to assume that anyone should have commonsense isa false assumption. ‘Training wil avoid making this assumption. Education training and experience work together to improve safety performance 74 Legal Requirements “Training is such a key factor in occupational safety and health and regulations quite often sequite employee training and competency. Examples ofthese are found in: 8) Factories and Machinery Act 1967 3) Factories and Machinery (Lead) Regulations 1984 ji) Factories and Machinery (Asbestos Process) Regulations 1986 ji) Factories and Machinery (Mineral Dust) Regulations 1989) iv) Factories and Machinery (Noise Exposure) Regulations 1989 and etc. b) —Cccupational Safety and Health (Use and Standards of Exposure of (Chemicals Hazardous to Health) Regulations 2000 ‘Chemical Health Risk Assessor (¢0 conduct chemical health risk assessment) 9 Occupational Safety and Health (Control of Industrial Major Accident Hazards) Regulations 1996 - Competent person) Occupational Safety and Health Safety and Health Offices) Regulations 1997 ©) Cecupational Safety and Health (Safery and Health Committee) Regulations 1996 4) Operator competency is also a requirement for Crane, scaffold, forklift, engine driver, charge man, confined space, ec Levels of Training Awareness: Policy, regulations, induction Genera: Incident prevention, hazard identification, refresher Specific: Firs id, use of personal protection equipment, permit to work, procedures Skil : Incident investigation, auditing, welding, operations Competencies: Crane operations “Assessing Training Needs Training has to be systematic 10 be effective. It begins by assessing waining needs. The assessment begins by establishing aims and objectives of taining. For example ask if there a requirement for competency, skill, knowledge and awareness in some operations of the ‘organization. 1 4) Identify job to be done and skill required For whom do these requirements apply, by when and to what level of ‘raining; ie. competency, skills, knowledge or awareness. 8) Analyse shill which individual already have ©) ena kil gaps 4) Tren onganiner the ening to cove the shor ©) Bvalitetining, evaluate the course evaluate onthe jb competence ‘Training Documentation Should be kept forall employees and contractor training, 4) Type ¥) Names of sinees Cheeks on learning 4) Date/type of next taining