ELEMENT 1

ASSESS THE PLANNING OF AN OH&S

MANAGEMENT SYSTEM FROM CONTINUAL
IMPROVEMENT PERSPECTIVE
 Learning outcomes

Assess and evaluate the context of organization based on complexity of the processes and nature & scale of
the organizations i.e. from small simple organizations to very large organizations with complex operations

Assess and review the OH&S policy for its effectiveness, continual improvement of OH&S MS and the
alignment with strategic direction of the organization

Design an OH&S Management system with clear inputs and outputs using process approach to management
system

Outline the key processes in the OH&S Management system

Assess the risks and opportunities inherent with the planning of an OH&S Management System from the
organization’s context

Report on the effectiveness of planning an OH&S Management system

Investigate loopholes in the planning phase for the OH&S Management system

Justify the competence of personnel involved in the planning of an OH&S management system commensurate
with nature and scale of the organization

Present a case for cost benefit analysis of an effective OH&S Management system to the top management
Fault and No-fault Insurance Processes

WHAT IS AT FAULT INSURANCE PROCESS?

WHAT IS A NO-FAULT INSURANCE?

WHAT DOES NO-FAULT INSURANCE COVER?

WHAT'S NOT COVERED BY NO-FAULT INSURANCE?

ORIGINS OF NO-FAULT INSURANCE

Employers’ liability insurance

WHAT IS EMPLOYERS’ LIABILITY INSURANCE?

WHAT DOES LOCAL LAW SAYS?

WHAT DOES IT COVERS?

Role of enforcement agencies and consequences of non
compliance

ANY UNIVERSAL STANDARD AVAILABLE?

GENERAL SCOPE OF ENFORCEMENT AGENCIES

POSSIBLE ACTION TO DEAL WITH DEFAULTERS

ENFORCEMENT ACTION

CRIMINAL PROSECUTION OF ORGANIZATION

CRIMINAL PROSECUTION OF MANAGERS/ DIRECTORS:

Role of national governments

FORMULATION OF LEGISLATIONS REGARDING OHS

ESTABLISH AND COMMUNICATE THE CONSEQUENCES FOR NON

COMPLIANCE

ESTABLISHMENT OF HEALTH AND SAFETY ENFORCEMENT BODIES

COMMUNICATION OF APPLICABLE OHS REQUIREMENTS THROUGH SUITABLE

MEDIA

EMPOWERING ENFORCEMENT AGENCIES

MAKING EMPLOYERS LIABILITY AND PUBLIC LIABILITY INSURANCES AS

MANDATORY

MAKING MEDICAL INSURANCES MANDATORY FOR ALL EMPLOYERS AND

BUSINESSES

ALLOCATING NECESSARY RESOURCES FOR ENFORCEMENT AGENCIES

PDCA Model in occupational Safety and Health Management
System

PLAN

DO

CHECK

ACT
Context of the organization and its significance

WHAT IS CONTEXT OF AN ORGANIZATION

SIGNIFICANCE FROM OHS PERSPECTIVE

OHS MGT SYSTEM PLANNING IN RELATION WITH CONTEXT OF ORG.

ORGANIZATIONAL OHS PERFORMANCE VS ITS CONTEXT

FACTORS WHICH INFLUENCE CONTEXT OF AN ORG.

Systematic safety and Health Management

WHAT IS SYSTEMATIC SAFETY AND HEALTH MANAGEMENT

TOOLS AVAILABLE FOR ORGANIZATIONS

GENERIC PROCESS FOR SYSTEMATIC SAFETY AND HEALTH MANAGEMENT

BENEFITS
Purpose of setting policy for health and safety

SETS OUT OHS DIRECTION FOR THE ORGANIZATION

STAKEHOLDERS CONFIDENCE IN OHS COMMITMENT BY ORG

LEGAL REQUIREMENTS (SOME COUNTRIES)

ISO 45001:2018 REQUIREMENT

Importance of setting policy for health and safety

UNITY OF OHS DIRECTION BY ALL STAKEHOLDERS

SIMPLIFIES OHS MGT SYSTEM PLANNING, EXECUTION AND CHECK

PROVIDES A QUALITATIVE PERFORMANCE INDICATOR FOR OHS MGT SYSTEM

PERFORMANCE

ITS ORGANIZATION’S IMAGE FOR OUTER WORLD

IT ALIGNS OHS MGT SYSTEMS WITH STRATEGIC DIRECTION OF THE

ORGANIZATION
 Quiz

GIVE AN EXAMPLE OF STRATEGIC DIRECTION OF

THE ORGANIZATION AND ITS IMPLICATIONS ON
OHS PERFORMANCE
Role of OH&S policy in decision making

RESOURCES ALLOCATION BY TOP MGT

PROCEDURES FORMULATION ALIGNED WITH OHS POLICY

EFFECTIVE IMPLEMENTATION AND MAINTENANCE OF DOCUMENTED

PROCEDURES

COMPLIANCE BY ALL
Key Features of OH&S Policy

FOR AN OHS POLICY TO BE EFFECTIVE, IT MUST HAVE FOLLOWING FEATURES;

OH&S POLICY PARALLEL WITH ORGANIZATIONAL CONTEXT

FOCUS ON PREVENTION OF INJURY AND ILL HEALTH

REFLECT THE TOP MANAGEMENT COMMITMENT FOR OHS

COMMITMENT TO COMPLY WITH APPLICABLE LEGAL AND OTHER REQUIREMENTS

PROVIDE A FRAMEWORK FOR SETTING OH&S OBJECTIVES

DOCUMENTED AND SIGNED BY THE TOP MANAGEMENT

COMMUNICATED TO EMPLOYEES AND OTHER STAKEHOLDERS

PUBLIC DOCUMENT AND MUST BE PRESENTED TO INTERESTED PARTIES ON DEMAND

SUBJECT TO REVIEW PERIODICALLY

Factors influencing OH&S Policy strength

LEVEL OF UNDERSTANDING OF THE MANAGEMENT

COMMITMENT TOWARDS HEALTH AND SAFETY BY TOP MANAGEMENT

SAFETY CULTURE OF THE ORGANIZATION

THE NATURE AND SCALE OF THE ORGANIZATION AND RISK LEVEL TO WHICH ITS
EMPLOYEES ARE EXPOSED.

THE GEOGRAPHICAL LOCATION OF THE ORGANIZATION

LEGAL REQUIREMENT IN THE COUNTRY

AVAILABLE FINANCIAL RESOURCES

Review of OH&S Policy

PROVISION IN PROCEDURE FOR PERIODIC REVIEW

FREQUENCY OF REVIEW

FACTORS AFFECTING REVIEW FREQUENCY

CIRCUMSTANCES WHICH MAY NECESSITATE REVIEW

 Quiz

IS IT MANDATORY FOR EVERY ORGANIZATION TO

REVIEW ITS OHS POLICY SUBSEQUENT TO
INTRODUCTION OF NEW TECHNOLOGY?
 Effectiveness of OH&S Policy

WILL OHS POLICY BE ALWAYS EFFECTIVE?

HOW TO GAUGE EFFECTIVENESS OF OHS POLICY

INDICATORS OF AN EFFECTIVE OHS POLICY

HOW TO IMPROVE ITS EFFECTIVENESS

 Process Approach in OHS Mgt System

WHAT IS A PROCESS APPROACH

WHY A PROCESS APPROACH

BENEFITS OF USING A PROCESS APPROACH

PROCEDURE VS PROCESS VS SYSTEM

 Quiz

DIFFERENTIATE BETWEEN A PROCEDURE AND A

PROCESS USING SUITABLE EXAMPLE
 Planning an OH&S Management system

PLANNING PREREQUISITES

ESTABLISHING SCOPE OF OHS MGT SYSTEM

OHS SYSTEM BREAKDOWN INTO PROCESSES

IMPLICATIONS OF POOR PLANNING ON OHS PERFORMANCE

 Sources of guidance for planning an OH&S Management system

ANALYZING AND ASSESSING THE CONTEXT OF THE ORGANIZATION

IN-HOUSE COMPETENCY

CONSULTANCY FROM THE EXPERTS OF SAME FIELDS

BENCH MARKING
 Risks associated with planning

PLANNING CARRIED OUT BY INCOMPETENT PERSONNEL

PLANNING IS BASED ON OPINIONS, ASSUMPTIONS AND PREFERENCES

DEVIATION FROM FACT BASED DECISION MAKING

DECISION BASED ON MANIPULATED DATA

THE DEPENDENCE ON EXTERNAL PROVIDERS

WRONG COST ESTIMATION

OVER ESTIMATION OF IN-HOUSE COMPETENCY LEVEL

OVER ESTIMATION OF EFFICIENCY OF VARIOUS FUNCTIONS OF THE ORGANIZATION

POOR ESTIMATION OF CONTEXT OF ORGANIZATION

POOR IDENTIFICATION OF KEY PROCESSES

 Key processes in the OH&S Management system

WHAT ARE KEY PROCESSES

IMPORTANCE OF IDENTIFYING KEY PROCESSES IN AN ORGANIZATION

PROCESS OF IDENTIFYING KEY PROCESSES

FACTORS THAT INFLUENCE THE KEY PROCESSES IN VARIOUS ORGANIZATION

 Quiz

WHY A KEY PROCESS FOR A PETROCHEMICAL

COMPANY MAY NOT ESSENTIALLY BE A KEY
PROCESS FOR A CONSTRUCTION COMPANY?
 Reporting on OH&S Planning Matters

WHY REPORTING OHS PLANNING

WHEN TO REPORT

WHOM TO REPORT

WHAT TO REPORT

EFFECTIVE METHODS OF REPORTING

EFFECTIVENESS IN REPORT WRITING

 OH&S Objectives

WHAT ARE OHS OBJECTIVES

SIGNIFICANCE OF OHS OBJECTIVES

DIFFERENCE BETWEEN OHS POLICY AND OHS OBJECTIVES

HOW TO ESTABLISH OHS OBJECTIVES

FREQUENCY OF SETTING OHS OBJECTIVES

HOW TO MEASURE THE EFFECTIVENESS OF OHS OBJECTIVES

WHAT IF OHS OBJECTIVES ARE NOT ACHIEVED

OPTIONS AVAILABLE FOR SETTING OHS OBJECTIVES

 Quiz

WRITE DOWN ESSENTIAL CONTENTS/ INGREDIENTS

OF AN EFFECTIVE OHS OBJECTIVE PROCEDURE AND
ASSOCIATED FORMS
 Quiz

WHICH FACTORS WILL INFLUENCE THE OHS

OBJECTIVES SETTING FREQUENCY FOR
ORGANIZATIONS