Niosh Sho Module 1

Historical
Perspective
Safety and Health Officer

Certificate Course
1
Learning Objectives
• To describe the historical development of
OSH management over the centuries
• To recall the background to the

development of OSHA 1994 and its
underlying philosophy
• To recall the development of occupational

safety and health management system
2 © 2014 NIOSH Malaysia. All rights reserved. No part of this document shall be
reproduced without written consent of NIOSH Malaysia.
Scope
• OSH before and during the industrial
revolution
• Development in OSH management

between the 1930’s and 1970’s
• Development of self-regulation legislation
• Modern OSH management

Early Recognition of
Occupational Diseases
• In 1473 a German physician, Ellenborg,
published the first known pamphlets on
occupational disease from gold
miners.
• In 1556 the German scholar, Agricola,

described the diseases of miners.
Early Recognition Of
Occupational Diseases
• In 1713 Ramazzini, who is regarded as
the father of occupational medicine,
suggested that in diagnosis doctors
should ask patients about their
occupations.
Emergence of
Industrial Safety Legislation
• In 1833 English Factory Act was the first
effective industrial safety law.
• It provide compensation for accidents

rather than to control their causes.
Emergence of
Industrial Safety Legislation
• Insurance companies inspected work
places and suggested prevention
methods
• Problem: Safety became injury and

insurance oriented
Emergence of Safety
Management
• Role of Herbert W. Heinrich (1930’s),
– Developed Domino Theory and promoted
control of workers behaviour.
• Problem:
• Focused on worker behaviour and not
management
• Caused people to think that safety is about
policing worker
Emergence of Safety
Management
• Frank Bird (1970) developed Loss
Control Theory.
• Suggested that underlying cause of
accidents are lack of management
controls and poor management
decisions.
• Problem:
– Not so popular: blames management
(responsibility and control).
Emergence of Safety
Management
• In 1980’s, Behavioural Based Safety (BBS) was
introduced;
• Based on Heinrich’s findings.
• Work by recognizing safe work habits and
offering rewards and punishment.
• Problem:
– Focuses on workers and not on hazard or
management
– Reward and punishment system have flaws
Emergence of Safety
Management System
• Current development of Occupational Safety
And Health management system was driven
by two parallel forces:
A. Self-regulatory legislation in the United

Kingdom (1974),
B. Quality management movement
A Self-Regulation Legislation
• Lord Robens, Chairman of a Royal Safety
Commission Report noted that:
– there was too many OSH legislation,
– was fragmented,
– limited in coverage (specific hazards &
workplace),
– out of date and difficult to update,
– inflexible (prescriptive),
– people thought that safety was what
government inspectors enforced.
• Lord Robens recommended

– Self regulation
• Report resulted in the Health and

Safety of Workers At Work Act in the UK
in 1974
• Similar legislation was enacted in

Australia in 1984
• Enacted in Malaysia in 1994 after the

1992 Bright Sparkler accident in Sungai
Buloh
• Features of “Robens style” legislation:
– General duties of care by:
• Employer, employee, manufacturer, designer,
supplier
• Duty of employer to make the workplace safe
– Consultation with employees through Safety

and Health Committees
– Safety and Health Officer as advisor and
coordinator
– Improvement and prohibition notices
Legislation follow major accidents and

reinforce need for management system
ACCIDENT REGULATION/PROGRAMME
Flixborough (1974) CIMAH regulations 1996
Bhopal (1984) “Responsible Care” /

Process safety
Piper Alpha (1988) Risk Assessment /

Management system
Quality Management Approach
to Occupational Safety and
Health Management
• There are similar issues in safety management
as in quality management
• Example:
– Productivity
– Worker involvement
– Proactive approach
– Scientific approach
– Customer and human rights
Health Management
• Management system standards:
– ISO 9000 QMS was proven successful and

ISO 14000 EMS was introduced in 1996
– UK published BS 8800 and Australia AS8401

OSH management systems in 1996
Health Management
– International and auditable OHSAS 18001
OSH Management System published in
1999
– ILO approved an OSH management

system for governments to adopt during
2000
Summary
– The industrial revolution cause of industrial
accidents.
– Laws were enacted to compensate and

protect workers in 1833.
– Safety management guidelines began

with Heinrich and followed by Frank Bird
and others.
Summary
– Lord Robens in 1972 recommended self-

regulatory legislation. Adopted by
Malaysia in 1994.
– Outcome of accidents in the 1970s and

1980s resulted in OSH management
system today.
Summary
- Health problems due to occupation has

been known from ancient times
- Industrial accidents became rampant after

the industrial revolution
- Accidents in the 70’s & 80’s resulted in OSH-

MS today
Incident Prevention
Safety And Health Officer

Certificate Course
1
Learning Objectives
• To define what is incident
• To explain the causes of incident & role

of management control
• To explain 3 theory on accident

causation
• To list the cost involved in an incident

Scope
• Principles of loss prevention
• Causes of incidents
• Incidents and productivity
• Approach to loss prevention
Principles of
Incident Prevention
1. Incident prevention is an essential part

of good management
2. Management and workers must fully

cooperate
3. Top management must lead in

organising safety
Principles of
Incident Prevention
4. There must be an OSH policy
5. Must have organisation and

resources to implement the OSH
policy
6. Best available knowledge and

methods must be applied
What Is An Incident?
• An 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 individual,
• Damage to property,
• A near-miss,
• Any combination of these effects.
Why Prevent Incidents?
• Legal
• Human Rights
• Business
Causes of Incidents
Types of Incidents
• Cause immediate injury or damage to
equipment or property:
– A forklift dropping a load
– Someone falling off a ladder
• That occur over an extended period:

– Hearing loss
– Illness resulting from exposure to
chemicals
Early Theory of Accidents
(Heinrich (1930's))
Ancestry/social
environment
Fault of a person
Unsafe
act/condition
Accident
Injury
Heinrich’s
Five Stage Sequence
Ancestry/social
environment
Fault of a person
Unsafe
act/condition
Accident
Injury
Accident Causation Model
(1974)
The Three Basic Causes of
Accidents
•Poor Management Safety Policy & Decisions
 •Personal Factors
•Environmental Factors
Basic Causes
 Unsafe Act Indirect causes Unsafe
Condition 
Unplanned Incident ACCIDENT

Personal Injury,
Direct Causes Property Damage
Lack of Management Control
• Management responsible for:
– Selection of workers
– Machinery and equipment
– System of work
– Information, training and Instruction
– Supervision, etc
• The accident prone worker is a false
approach. It is like blaming the victim
instead of the perpetrator
Multiple Cause of Accidents
Cause A
(Poor lighting)
Cause B Accident
(Not look where going) (Trip)
Cause C
(Wood in walkway)
Compatible with Loss Causation Theory

Fall From a Defective Ladder
– Why was the defective ladder not

identified during normal inspection?
– Why did the supervisor allow its

usage?
– Didn't the injured employee knew it

should not be used?
Fall From a Defective Ladder
– Was the employee well trained?
– Was the employee reminded not to

use the ladder?
– Did the superior examine the job

first?
Trip Although Warned in
Dark Walkway
– Was there a necessity for that person
to walk in that area or was there a
safer route
– If the person was not in a hurry

would they have been more aware
of their surroundings and avoided
the wood
Trip Although Warned in
Dark Walkway
– If the area was better lit would the

person have avoided the wood
– Could the wood have been

removed
The Accident Pyramid
1 Fatal / Serious injury
3 Lost days
50 First aid
80 Property
400 Near misses

TYE/PEARSON/BIRD 1969-1975
Accepted Accident Theory
• Multiple Causation Theory
– A single unsafe act or condition may or
may not cause an accident but both
are caused by lack of management
control
• Bird Loss Causation Model

– In line with Schewhart(1930’s) theory of
quality control
Accepted Accident Theory
• Heinrich’s theory is weak and negative

– Blaming victim and lack system thinking,
continual improvements, upstream
control and worker participation
Productivity Aspect of OSH
Direct Vs. Indirect
Incident Cost Iceberg
Direct It is estimated that

for every $1 in direct
Costs incident costs, there
Indirect are anywhere from
Costs $4 to $11 in indirect
or “hidden” costs
The Hidden Costs
Insured Costs -- covering injury, ill health, damage.
Hidden Uninsured – 8-36 times as much as insured costs
1. Product and 7. Investigation time

material damage 8. Supervisors time
2. Plant and building diverted
damage 9. Clerical Effort
3. Tool and 10.Overtime working
equipment 11.Temporary labour
damage 12.Loss of expertise /
4. Expenditure on experience supplies
emergency 13.Clearing site
5. Fines 14.Production delays
6. Legal costs
Incident Prevention Costs
• DESIGN COSTS (e.g to install machine
guards)
• OPERATIONAL COSTS (training costs, PPE,

etc.)
• SAFE GUARDING THE FUTURE COSTS (health

surveillance, audits etc)
Cost- Benefit Analysis of Control
Measures
• Compare specific incident costs with
cost of specific improvement being
suggested
Du Pont Ten Principles of Safety
Management
• All injuries and occupational illnesses are
preventable
• Management is directly responsible for

doing this
• Safety is a condition of employment
• Training is required
Management
• Safety audits and inspections must be
carried out
• Deficiencies must be corrected promptly
• All unsafe practices, incidents and injury

accidents will be investigated
Management
• Safety away from work is as important as
safety at work
• Incident prevention is cost-effective; the

highest cost is human suffering
• Employees must be actively involved
Summary
• Incident in the workplace is largely caused
by lack of management control
• “If you think safety is expensive, try
accidents”
• Implement an appropriate company policy
• Control OSH risk
• Put a management system in place
• Promote Occupational Safety and Health
OSH Management
System (OSH-MS)

Certificate Course
1
Learning Objectives
• To define what is a system
• To define what is an OSH
management system
• To describe the purpose of a system
• To explain 5 components of typical
OSH-MS
Scope
• Introduction to concept of “system”

• Application of Management System to
Occupational Safety And Health
• Review of existing Occupational Safety
And Health Management Systems
• Typical occupational safety and
health management systems elements
What is a system
More
than one
elements
SYSTEM
Inter- Moving in
related sequence
What is a System
• An orderly set of components that work
together for a certain purpose
• E.g. the blood circulatory system
– Components:
• Heart and blood vessels (artery, veins,
capillaries)
– Purpose:
• To transport blood which contains oxygen and
nutrients to all parts of the body
• To carry wastes away to be filtered out of the
body
What is an OSH Management
System
• An OSH management system
– Components:
• Arrangements (policy, planning, implementation
and operation, checking, management review)
– Purpose:
• To ensure safety, health and welfare of workers
• To comply with regulation
• To manage and minimize OSH risk to
acceptable level
Why Do You Need a System
• A system is useful when there are:
– Many activities have to be managed
together
– Complex information that are
changing have to be taken into
account at all times
– Enables training needs to be
identified and the adequacy of
subsequent training assessed through
measures of competency
Why Do You Need a System
• A system organises and simplifies

complexity
• A system provides order, structure, and

focuses on the purpose and objective
of activities
Typical OSH-MS “Components”
1. Policy
2. Plan - System planning, OSH objectives,
development and implementation
3. Do - Responsibility and accountability;
Competence and training, Hazard
control system
4. Check -Performance measurement;
Accident / incident investigation;
Auditing
5. Act - Preventive and corrective action,
Continual improvement
An OSH-MS System Model
OSH-MS such as MS1722:2011 & OHSAS
18001:2007 are based on the Quality
Management System components of Plan,
Do, Check and Act (PDCA)
INPUTS
PLAN DO POLICY OBJECTIVES
VISION Identify Hazards Enforce Procedure

HAZARDS Supervise Safe & healthy
Make Arrangements Respond Emergency Workers
LEGISLATION Assign Responsibility
THIRD PARTY INPUTS Train Productivity
Arrange resources Communicate Organisation Image
ETC
CHECK
ACT Monitor
Corrective Action Surveillance
Review Inspect
Improve Investigate
Audit
Record & Analyse
Existing OSH Management
System
• There are two occupational safety and health
management system standards:
– OHSAS 18001:2007 Occupational Health & Safety
Management System standard
• This standard was established in 1999
• Latest version 2007
• Widely used and certifiable
– MS1722:2011 management system standard
• This standard was published in 2003
• This is a guidance standard
• Latest version 2011
MS1722:2011 Management System
Model
Continual
improvement
OH&S
Management policy
review
Checking and Planning

corrective action
Implementation
and operation
OHSAS 18001:2007 Occupational Health

& Safety Management System Model
Policy
• Promoting health and preventing
accidents, diseases and other work-
related health effects
• Complying with OSH legal
requirements and other requirements
• Recognizing OSH performance is an
integral part of business performance
Policy
• Workers and their representatives are
consulted
• Ensuring that management and
workers are competent and
understand their rights
• Allocating the necessary resources
• Continual improvement
Initial Review
Compare what you have with:

a) Requirements of relevant legislation
dealing with OSH management issues
b) Best practice and performance in your
industry sector and other appropriate
sections
c) Efficiency and effectiveness of existing
resources devoted to OSH management
OSH Objectives
• Based on the initial review and
consistent with the OSH policy set
measurable and quantifiable
objectives to implement the policy
• Communicate objectives to all relevant

functions and levels of the organization
Organising
• Responsibility and accountability for
OSH performance for managers &
supervisors
• Competence and training of

employees
• Management System documentation

should be established and maintained
Organising
• Procedures should be established and
maintained for communications
externally, internally and how to receive,
document and respond comments from
third party
• Participation and Consultation

Cooperation on OSH aspects between
the employer, management and workers
Organising
• Control of documents procedure should be

established for standardization and safe use
of documents
• Operational control associated with the
identified hazards where the
implementation of controls is necessary to
manage the OSH risk
• Emergency preparedness and response to
identified potential emergency situation
Implementing
• Ongoing hazards identification and

assessment
• Preventive, protective measures
implemented in order of priority
• Procedures must be relevant to
identified risk
Implementing
• Before any changes Assess risk, take

steps and inform, train employees
before implementing
• Have an emergency preparedness
and response arrangements
• Procedures for purchasing and
contracting
Monitoring and Measurement
• Performance measurement
• Evaluation of compliance
• Accident, disease and incident investigation
• Control of record
• Auditing
• Management review
Action Elements
• Preventive and corrective action
• Continual improvement
MS1722:2011 Standard
Requirements
• The MS 1722:2011 standard contains
the following components:
1. Policy
2. Organizing
3. Planning and Implementation
4. Evaluation
5. Action for Improvement
Management Review
Policy
• Management must have a written
OSH policy
• Management must commit
themselves to:
1. Promoting health and preventing
accidents, diseases and other work-
related health effects in the workplace
2. Complying with OSH legal requirements
and other requirements
Policy
3. Workers and their representatives are

consulted when making workplace rules
and regulations
4. Providing the necessary resources to

ensure that work and the workplace is safe
Organizing
• Management as a whole is responsible
for OSH
• Ensuring that management and

workers are competent to carry out
their tasks, especially the hazardous
ones
Organizing
• Employees are informed of hazards
they are working in and procedures
are established to ensure their safety
and health
• Management must promote safety

and health
Planning and Implementation
• Hazards identification and assessment is
made the basis of OSH management
• Preventive, protective measures must be
implemented
• Have an emergency preparedness and
response arrangements
Planning and Implementation
• There must be procedures for

purchasing and contracting to ensure
safety and health requirements are
incorporated in purchased materials
and equipment as well as in
contracting activities
• OSH management activities must be
planned and performance targets set
Evaluation
• OSH management programmes must
be monitored
• Investigate work-related injuries, ill

health, diseases and incidents, and
their impact of OSH performance
Evaluation
• Carry out regular audits
• Management must review its activities

to ensure OSH risks in the workplace
are ALARP, that the OSH programme is
efficient and that its OSH performance
targets are met and improved upon
Summary
• A system is a set of components that
work together for a certain purpose
• In an OSH Management System the

input for the system is workplace
hazards, legislation and expectations
of others
Summary
• The components of OSHMS are
Policy, Plan, Do, Check, Act
• The objective or purpose of an

OSHMS such as MS1722:2011 or
OHSAS 18001:2007 is to ensure the
welfare safety and health of workers
and compliance with regulations.
Policy - Organisation
& Arrangements

Certificate Course
1
Learning Objectives
• To define what is an OSH policy
statement
• To describe the importance of OSH policy
• To explain four steps in implementing OSH

policy
• Mind map OSHMS
Scope
• What is an OSH Policy and Why do we need
it
• Legal requirements of an OSH Policy
• Formulating the policy
• Implementing the policy
– Responsibility assignments
– Arrangements required to implement the policy
– Monitoring the policy
– Reviewing and revising the policy
What is an OSH Policy
Statement?
• Overall intentions and direction of an
organization related to its OSH
performance as formally expressed by
top management
• The OSH policy statement is a
document that sets out how the
organisation will manage safety and
health in the workplace.
Why are OSH Policy Statement
Important?
• Demonstrate top management accountable to
their employees health and safety
• A statement of commitment from top management
• Shows employees that management cares
• A guide for all levels of employees to base their
actions and decisions
• The starting point for planning and organising OSH
programmes
• Framework for setting and reviewing OSH objective
• Required by law
Legal Requirements –
OSHA 1994
• To have a written OSH policy statement
• Employees must be aware of the
requirements of the policy
• OSH Policy is to be implemented
– Organisation (responsibilities)
– Arrangements (plans, resources, procedures,
system of work, etc.)
• To revise the policy when necessary
• Exemption to organization with less than 5
employees
4 Steps in Implementing
OSH Policy
1. Formulate and write the policy
– Include statements of vision and goals,
– Provide framework objectives and target
related to risk
2. Implement policy by making

arrangements
– Organisation, OSH programmes, appointments
4 Steps in Implementing
OSH Policy
3. Communicate the policy

– Announce and display statement,
communicate responsibilities and OSH
programmes
4. Monitor and revise as necessary
Formulating the OSH Policy
• The policy has to be read, understood and
acted upon by employees, supervisors and
managers. Therefore it must be SMART:
Simple (Use layman’s language, to the
point)
Measurable (Performance can be monitored)
Achievable (Realistic and based on own
needs)
Reasonable (Always aim high but must be
Practical)
Tractable (Able to be analysed and
tracked over period of time)
• Make statements that take into account:
– Vision and goals (“zero accident”, continual
improvement)
– Legislation (compliance, competency of
employees)
– Clients (compliance to clients’ safety
procedures)
– Associations (“Responsible Care”)
• Requirements Of OSHA1994 (Section 16)

• Generally Address nature of hazards in the
workplace
– Information from:
• Hazard identification and Risk assessment
• Consultation with workers especially
recommendations from the Safety Committee
• Good practice
– General nature of hazards in industry
• E.g. changing nature of hazards in various
phase of construction industry
• Policy statement should clearly state
general role and responsibilities of
employees
• For example:
– Managers and supervisors at all levels to enforce
OSH rules in their respective area or function
– Employee to report near-misses
– Supervisors to investigate accidents
– Managers to supervise contractors
Implementing the OSH Policy
1. Begin with goals, statement of intent,
objectives, identified risks as stated in the
policy
2. Establish OSH programme(s).
Example of programme
• Maintenance of safety critical equipment
and plant, safe working environment, means
of access to and egress and requirement of
Job Safety Analysis
3. Provide resources and assign

responsibilities
Monitoring the OSH Policy
• Record Keeping
• Accident/ill health record
• Compliance with legislation
– Appointments (Safety and Health Officer, Safety
Committee established, etc.)
• Targets set and achieved
• Compliance with organisation /
arrangements (systems of work etc.)
Monitoring the OSH Policy
• Monitoring and Surveillance of
workplace environments
• Workplace inspections
• Auditing
• Incident / accident investigation
Reviewing and Revising the
OSH Policy
(By Safety Committee)
• Performance statistics
• Review policy
– Experience
– Operational or organisational changes
– Alterations of plant or processes
– New legislation
– New hazards identified
– Change of business
Summary
1. A written OSH Policy is required by law
2. Formulate the policy to reflect OSH
arrangements and organisational goals
3. Write a simple policy so that it is easily
communicated and understood
4. Implement the policy by having a policy
implementation programme
• Assign responsibilities to all
• Provide arrangements
• Monitor the policy implementation
• Review the policy as necessary
OSH Promotion,
Training &
Communication
Certificate Course
1
Learning Objectives
• To identify 6 promotional techniques
• To describe the process of communication
• To demonstrate interpersonal
communication
• To identify OSH training
Scope
• OSH promotion and techniques
• Processes of communications
• Application of communications in the

workplace
• Training methods and strategy
Promotional Technique
Use combinations of the following techniques
to reinforce health and safety message:
• Leading by example
• Employee involvement
• Use of reward, incentives and disincentives

• Best practice
• Communication
• Training
Leading By Example
• Management at all levels and on all
occasions must never ignore safety rules
• Use of non-verbal communications:

– Top management seen to be committed
– Safety is enforced by management at all levels
and not by the safety officer alone
– Suggestion implemented if appropriate
– Management are aware of their non-verbal
communication styles and is a good listener
Employee Involvement
• Joint management-employee programmes:
– OSH safety day, week, month
– Competitions
– Management reporting of Incidents on notice
boards, bulletins and newsletters
– On-going hazard spotting and near-miss
reporting, inspections, house-keeping, etc.
• Management interactions through meetings,

committees and gatherings
Use of Rewards Recognition
Incentives and Disincentives
• Rewards Recognition Incentives are well-
known techniques used for motivations.
– In some organisations good performance in OSH
is employee’s term of employment
– Annual bonus penalty against non-performing
departments
• Need to be careful. It might resulted in less or
none reporting of incidents
– Disincentives through penalties and contract
award used on contractors
Best Practice
• Top management provides leadership
• Safety controls must be designed into
every aspect of the organisation
• Managers at all levels are responsible
for safety and health – safety first and
no shortcuts
Best Practice
• Objectives and Targets setting

• Enforcement of high quality
standards
• Adoption of occupational safety
and health management systems
standards
Employee Attitude Survey
• Measures employees' perceptions;
perception is reality
• Productivity and morale is closely linked to
perceptions of their work environment
• Questions e.g.
– Quality of management communications
– Satisfaction with employee training
– Safety and health concerns
– Cooperation among peers and workgroups
– Understanding a corporate goals and mission
Communications
11
Importance of Communication
• Most of our working life is spent
communicating: to get things done, to
report or to receive instructions
• Job of SHO to communicate to workers,

colleagues, managers and the authorities
• SHO must be aware of his verbal and non-

verbal impact on the job
Communication Process
• Communication is a two-way process
• A message maybe misunderstood by a

recipient because of the following:
– The education, experience and culture of the
recipient
– Background noise and the hearing of the
recipient
– The perceived non-verbal message coming from
the sender
Result of Poor Communications
• Poor communications or failures 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
When Coaching or Instructing
• Instructions should be:
– Simple, clear, accurate and complete
– In proper sequence
• A supervisor needs feedback to ensure

that the message is understood and as
intended
Meetings and Committees
• A meeting is where employers can meet
with employees to discuss common
problems and to get employee feedback
• Employer-employee consultation is one of
the distinguishing features of quality
management
• Mandated by regulations and OSH-MS
– For example Safety and Health Committee
Toolbox Meeting
• Toolbox meetings are carried out regularly:
– Every morning by the supervisor before the
workers start their work
– To remind workers of the danger or hazards in the
workplace during the activities for the day
• Brief (10 -15 minutes) and on one topic
• Attention is given to requirement for
attendants and participation at the meeting
Non-Verbal Communications
• Notice boards - incident/near-miss on
• Bulletins – alerts on specific accidents or
lessons learned
• Newsletters - news, messages, articles
• Warning signs – at places of hazards
• In law workers need to know hazards they
are exposed to:
– Labels – on containers of chemicals
– Data sheets – MSDS
– Instruction manuals
Information Sources
• NIOSH - Training programmes
- Information & consulting service
- Newsletter
• SOCSO - Statistical information on

accidents
- Rehabilitation information
• DOSH - Legislation information

Information Sources
• Trade Associations - Industry information
• Manufacturer / Supplier - CSDS's
• Consultants
• Libraries
• Internet
Hazards Communications
• Employees and the public has to be
protected against harm
• Have a need and a right to know of:

– Explosion, fire, exposure to hazardous chemicals
risks
– Identity of exposure – chemicals name, etc.
– Protective measures to prevent occurrence
– Actions to be taken during such occurrence
• Management has to carry out risk

assessment
Importance of Listening
• Suggestions and reports of incidences
or near misses from workers are
important
• Workers will not communicate if they
perceive that supervisors:
– do not respect his person
– are not listening
– do not care
Importance of Listening
• Supervisors and safety officer must be

aware and must practise active
listening
Active Listening
• Non-verbals techniques include:
good eye contact, facial expressions, body
language, silence, touching
• Verbal techniques include:

"I'm listening" cues, disclosures, validating
statements, statements of support,
reflection /
mirroring statements
Active Listening
Avoid these common mistakes:
– Interject with your own opinions and ideas
– Ask questions too early in the
conversation
– Make value judgements
– Attempt to solve the problem
– Use Active Listening when you don't have
the time to really listen
Dealing with Conflicts
• AVOIDANCE - see others point of view
and agree course of action.
• RESOLUTION - identify underlying

problems and “develop” workable
solutions.
Dealing with Conflicts
• SETTLEMENT - compromise without

dealing with underlying cause, a short
lived solution.
• MANAGEMENT - live with the conflict

(how much can be tolerated and for
how long?)
Reason Why Employees Do Not Perform
As Expected - Ferdinand F. Fournies
• They don't know why they should do them.
• They do not know how to do the task
correctly.
• Education and training will eliminate the
causes for substandard performance.
• Education and training will give them
knowledge.
• With knowledge their attitude towards
work will change.
Why Train and Retrain?
• Instructions and procedures alone is not
sufficient.
• Shortcut for learning from experience.
• Employees need to know what they are
looking at or what to do and what to look
for.
• Cannot assume experience from previous
employer is similar.
• Materials, processes and technology may
have changed.
Common Sense?
A Mistaken Assumption!
• Training and common sense

– Sound judgements could only be
developed over time through
experience and specific workplace
settings and specific tasks.
Legal Requirements
• Regulation require training and

competency of workers.
Legal Requirements
• For example:
– Factory And Machinery Act 1967
– Lead Regulations 1984, Asbestos Process
Regulations 1986, etc.
– Occupational Safety And Health Act 1994
– USECHH Regulations 2000, CIMAH
Regulations 1996, Safety and Health
Committee Regulations 1996, SHO
Regulations 1997
– Operator competency requirements
– Crane, scaffold, forklift, engine driver,
charge man, confined space, etc.
Assessing Training Needs
• Begin the assessment by establishing:
• Aims and objectives of training
• Time scale
• Level at which training is required
• Conduct a training needs analysis:

• Identify job to be done and skill required
• Analyse skill which individuals already have
• Identify skills gaps
• Train to cover the shortfall
Levels of Training
• Awareness
• General
• Specific
• Skills
• Competencies (knowledge, qualification,
practice and experience)
Training Documentation
• Should be kept for all employees
and contractor training:
– Type
– Names of trainees
– Checks on learning
– Date
– Date / type of next training
Summary
• OSH has to be vigorously promoted.

• Top management and managers at all
levels have to be responsible for OSH
promotion.
• Workers have to participate.
• Good Communications are essential.
• Training is required and has to be
planned to be effective.
Documentation

Certificate Course
1
Learning Objectives
• To describe 4 levels of documentation
• To describe writing procedure
• To describe how records are control
Scope
• Levels Of Documentation
• Documentation Requirements
• Procedure Writing
• Document Control
Levels of Documentation
• What is a document?
– Information and its supporting medium
– Paper or booklet providing information
– Record or report in detail
• There are four levels of documentation

– Manual
– Procedures
– Work Instructions
– Forms and records
The Documentation Pyramid
Safety
Manual
Procedures
Work Instructions
Records, Forms, Reports
Hierarchy of Documentation
Level 1 - Manuals
6
What are OSH Manuals For?
• Description of the main element of the
OSHMS and their interaction, and reference
to related documents
• Provide information for effective control of
hazards in the workplace
• To control OSH management activities in
accordance with requirements
• Provide overview information of OSH
management system
Contents of OSH Manual
• Scope of OSHMS, OSH policy and

objectives, description of main
elements of the OSHMS, reference to
related documents, roles and
responsibilities, and associated
records Statements, procedures,
instructions and records
Contents of OSH Manual
The manual at the minimum contain:
• Scope of OSHMS
• OSH policy statement and OSH objectives
• Description of the main elements of the OSHMS
• Assignment of roles and responsibilities
• List of significant hazards/risks and arrangements for
prevention and control
• Personnel competency and training records
• Procedures, instructions and other internal documents for
OSH management
• Reference to related documents
• Associated records
Level 2 - Procedures
10
What Are OSH Procedures?
• Translation of the organisation’s policies,
objectives, and programmes into specific
instruction.
• Basis for effective control of hazards and of risks.
• Specified way to carried out activity or a
process (procedure can be documented or
not)
• Description of elements as defined in OSH
manual
• Procedure as required by management system
standard requirements
What Are OSH Procedures?
• To control management activities in
accordance with specified
requirements.
•Procurement activities and
arrangements
•Monitoring and control activities
•Selection and use of materials or
equipment
Documentation (Procedures)
are Required when:
• A consistent and standard approach is
required
• Seek for consistency of implementation
within organization
• Risky, hazardous or complex operations
requiring sequence and detailed steps
• Lesson learnt from previous mistakes need to
be captured and communicated to others
so that it will not be repeated
When Procedures are Required –
Support Activities
• Inter-department relationships such as
finance, human resources and general
administration (eg; training needs,
competency requirements, roles and
responsibilities)
• Standardize implementation in relevant
functions and level within the organization
• Achieving compliance with policy,
programme and legal and other
requirements
When Procedures are
Required – Support Activities
• Monitoring and control

arrangements and activities
• Selection and use of raw materials

and equipment
Example of Procedures
• Hazard Identification, Risk • Performance
Assessment and Risk Measurement and
Control Monitoring
• Legal and other • Evaluation of Compliance
Requirements • Incident Investigation,
• Competence, Training Nonconformity, Corrective
and Awareness and Preventive Action
• Communication, • Control of Records
Participation and • Internal Audit
Consultation
• Control of Documents
• Emergency, Preparedness
and Response
Level 3 – Work Instructions
17
Instructions
(How we do our daily job)
• Provide detailed information on how to:
– Perform specific tasks
– Use of specific method and system of work
– Use of specific equipment
– Timing
– Result
– Prepare forms
– Refer to other documents
– Control of processes that relate to the
management of its OSH risks
Example of Instruction
The instruction for unloading a tanker:

– Apply hand brake, use wheel chocks and
connect an earthling lead
– Attendance of the driver and warehouse

representative at all times whilst unloading
(cross referenced to their specific
responsibilities, as above)
– Checking the connection of the delivery
hose, drainage of the residual liquid into a
container on disconnection and
– Having a spill containment kit available

during the unloading process (cross-
referenced to the procedure covering
spill response and emergencies)
• Excavation work • Management of
• Forklift operation Change
• Working at height • PPE
• Pest control operation • Procurement and
• Chemical contracting
management • Contractor
• Housekeeping management
• Heavy lifting
• Night work
• Traffic management
Level 4 - Records, Forms,
Reports and Registers
22
(How we do our daily job)
• Records are documents used to track
and demonstrate compliance/
performance
• A form is a documentation to
standardise records
(How we do our daily jobs)
• Reports are summaries of performance
or their analysis (Report is a part of
record)
• Register is an official or formal list

recording names, events, or
transactions
Records may Include:
• Management system implementation

records
• Work-related injuries, ill health,
diseases and incidents
• Regulatory requirements
Records may Include:
• Workers' exposures, surveillance of the

working environment and workers'
health
• Results of both active and reactive
monitoring
• Minutes of meeting
Examples of Records
to be Kept
• Legal, regulatory and other • Hazardous material spill /
code requirements other incident reports
• Results of risk Assessment • Communications with
• Permits, licenses and other customers, suppliers,
approvals contractors and other
• Training records external parties
• Audit and regulatory • Results of management
compliance audit reports reviews, minutes of meeting
• Reports of identified • Sampling and monitoring
nonconformities, corrective data
action plans and corrective • Maintenance records
action tracking data • Equipment calibration
records
Records and Retention Periods
On-site Records/files
Document Retention
time
Training records 10 yrs.
SHC minute of meeting 7 yrs
Monitoring data 30 yrs.
Failures, incidents, complaints and follow- 30 yrs.
up actions
Maintenance records 10 yrs.
Chemical inventory reports 30 yrs.
Hazard communication documents 30 yrs.
MSDS 10 yrs.
Permits-while active
Procedure & Work Instruction
Writing
29
Documentation vs. Training
• Keep procedures to the minimum
(It is important that documentation is proportional to the level
of complexity, hazards and risks concerned and is kept to the
minimum required for effectiveness and efficiency)
• Supplement procedures with education, training

and supervision. Many accidents are caused by:
• Lack of procedures
• People are unaware of the procedures
• They do not understand the procedures
• Procedures without training is ineffective
Documentation vs. Training
• Procedures not reviewed, revised and

updated could be hazardous
What Should be in the
Procedures/Work Instruction
• Objective and Scope
• Responsibilities
• Clear definition of the organisational structure
• Reporting relationships if any
• Authorities
• Management controls (approvals, etc,)
• The competence, qualification, training and
education of personnel
• Process steps
Making Use of Procedures/Work
Instruction
• Safe system of work procedures/work
instruction can be ncorporated/integrated
into a method statement.
• A collection of safe systems of work can

be consolidate/put together to form a
wide-ranging and practical rulebook for
employees.
Basic Requirements
• Clearly written (what people need to
do), accurate, and comprehensive
• To be understood by those who have
to use them (user-friendly)
• Involve users in writing (committee
involved during write up/formulation)
Basic Requirements
• Periodically reviewed
• Revised as necessary
• Communicated to users
• Readily accessible to all affected by
them
Basic Requirements
• Procedures/Work Instruction should be
appropriate to the nature, complexity and
significant risk
• Established, managed and maintained
locally
• Should be identifiable
• Records
– Traceable
– Retention times should be specified
– Health records are confidential
Writing a Procedure Work
Instruction
• Procedures Work Instruction should
cover, where relevant, the three
periods of undertaking:
– Before work is begun (preparation)
– During
– After (cleanup and commissioning)
Writing a Procedure Work
Instruction
• Work Instruction should also cover periods
of:
– Start-up operations
– Normal operations
– Abnormal operations e.g. during maintenance
– Emergency Operations e.g. during a flood
Writing a Procedure/Work
Instruction
Approval Requirements
– New procedures and all revisions
– Approval assures that all involved and
affected have the opportunity to take
exception to, offer input to, or approve of
administrative procedures
– The approval of head or CEO of issuing
organisation is most important
Writing a Procedure/Work
Instruction
Approving authority
A. Issuing department's manager
B. Person primarily responsible
C. Any manager whose department is
affected
D. Author of the document
E The SHO
F. Head or CEO of the issuing or using
organisation
Documenting Standards
• Effective date
• Approval signature line
• Title of document
• Effective date
• Revision number
• Purpose of the document (work

instruction, procedure, etc.)
• Scope/applicability of the document
• References
• Page numbering (page 1 of 4,2 of 4,

etc.)
• Procedural steps
Purpose of Procedure and
Records Control
• There should be a procedure to
ensure:
– That they can be located
– Are periodically reviewed, revised as
necessary
– Approved for adequacy by authorized
personnel
– Current versions of relevant documents are
accessible for those who need them
Prevent Non-current Documents
From Unintended Use
• Remove promptly from:
– All points of issue
– All points of use
• Archival documents are suitably
identified
• Note: Archival documents are data retained
for legal and knowledge preservation
purposes.
Summary
• Procedures ensure consistency and
continuity of work.
• Work Instruction/Procedures minimise

accidents especially for hazardous
operations or workplace environments.
Summary
• Procedures have to be clear written,

simple and supplemented by training
• Procedures have to be reviewed and

revised
• Procedures have to be controlled
Risk Assessment And
Management

Certificate Course
1
Learning Objectives
• To define what is hazard, risk and danger
• To explain the risk assessment process
• To describe the method of identifying hazard
• To use the risk assessment matrix
• To explain the hierarchy of control
Scope
• Overview of risk and risk assessment
• Planning for risk assessment
• Risk control
Overview of Risk and
Risk Assessment
Definitions
• Hazard: A source, situation or act with
a potential for harm in terms of human
injury or ill health and damage to
property (Source: MS1722:2011)
• Danger: Relative exposure to hazard
Definitions
• Risk: A combination of the likelihood of an
occurrence of a hazardous event or
exposure with specified period or 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 or exposure
(Source: MS1722:2011)
Risk Assessment
• What is Risk assessment: The process

of evaluating the risks to safety and
health arising from hazards at work
• Risk assessment results is documented
and used for:
1. Risk control in OSH management
2. Future reference and review
Basic Principles of
Risk Management
1. Integrate Risk Management as part
of planning at all levels of business
2. Accept all risks
3. Make risk decisions appropriately
(depending on level of risk)
4. Manage the risk
Why Carry Out
Risk Assessment?
• Gives organisations a more effective way of
managing hazards
- Systematic way of understanding hazards
- Control hazards based on facts
• Requirement of the law e.g.
– OSHA 1994, CIMAH Regulations 1996 & USECHH Regulations
2000
• Requirement of OSH management system
standards:
– MS 1722:2011,
– OHSAS 18001:2007
Risk Assessment Should Be
Carried Out For:
• Routine and non-routine activities including
emergencies;
• Activities of all personnel having access to the

workplace (including subcontractors visitors and
others involved in or affected by);
• Facilities at the workplace, whether

provided-by the organization or others.
When to Carry Out
Risk Assessment
• Before Operation
• During Operation
• After Operation
When to Review
Risk Assessment
• Types of review:
– initial review, and
– periodic review.
When to Review
Risk Assessment
• Review whenever there are changes:
– internal
• Before modification, changes or introduction
of new
– Materials, machinery or processes, working
procedures,
– external
• Amendments of national laws and regulations
• Developments in OSH knowledge and
technology
Who Will Carry Out
Risk Assessment
• Person or persons trained to identify hazard
and risk assessment
– In some cases legally competent person,
example : Chemical Health Risk Assessor
• Consultation with and involvement of

workers
– Safety and Health committee OR workers and
their representatives
• Involvement of supervisors
Basic Components of
Risk Management
• Hazard Identification
• Risk Assessment
• Risk Control
• Review
The Process of
Risk Management
Start
Classify Activities
(Work, Product, Services, Activities)
Identify Hazards
Determine Risk Risk = Severity X Likelihood
Decide if Risk is Tolerable

Decide if Impact is Significant
Risk Control Action Plan
Review Adequacy of Risk Control

Hazard Identification
SOURCES OF HAZARDS
Man Unsafe acts
Machinery Installation, layout and design of
equipment
Materials Substances such as chemicals
and gases used in the workplace
Method The way people carry out their
work
Media Workplace condition i.e. air
quality, ventilation, lighting, noise,
vibration etc.
Classification and
Potential Sources of Hazards
Classification of Example of Potential Sources of Hazards
Hazards
Mechanical Pinch points, sharp points and edges,
overload or force a tool beyond its
capabilities and grinding wheel without
guard
Electrical Electrical cord insulation damaged,
electrical face plate or cover broken or
missing and fan cord insulation pulled
loose
Biological Exposed to airborne and blood borne
viruses, bacteria and fungus
Classification and
Potential Sources of Hazards
Classification of Example of Potential Sources of Hazards
Hazards
Chemical Exposed to carcinogens chemicals,
sensitizers and corrosive chemicals
Ergonomics Repeated exposure to unnatural
postures and unnatural movement,
awkward design of workstation, tools
and task
Psychological Stress, sexual harassment and violent at
work
Pre-Assessment –
Information Gathering
• Information on the facilities, processes and
activities of the organization, including:
– Area Map
– Site plan(s); own and neighbour
– Process flow-charts
– Inventory of materials (raw materials, chemicals,
wastes, products, sub-products)
– Toxicology and other health and safety data
– Monitoring data
Pre-Assessment –
Classifying Work Activities
• Geographical areas within/outside the
premises;
• Stages in a production process, or in the
provision of a service;
• Defined the tasks (e.g. driving, window
cleaning);
• Identify the working groups;
• Land use; previous property use, future use.
Methods of
Identifying Hazards
• Review of documents and publications
• Inspection and observation at the
workplace
• Measurement of the atmosphere,
monitoring the environment or medical
surveillance of workers
• Hazard Analysis
Document Review
• Reports of accidents, accident
investigation and audits
• Information from publications

– Acts, Regulations, Guidelines and Codes of
Practice
– Statistics
– Handbooks
– Chemical Safety Data Sheet (CSDS)
Inspection and Observation
• Types of inspections: statutory inspection,
periodic inspection, formal and informal
inspection
• Documentation - Checklist and inspection

worksheet (standard approach and record)
Inspection and Observation
• Activities - to involve supervisors, managers
and employees
• Inspection outcome - to include actions and

timeframes
• Ensure follow up on action - to ensure

effectiveness
Exposure Monitoring
• Types of monitoring: area and personal
monitoring
• Monitoring of:
– Noise
– Heat
– Radiation
– Air contaminants
– Chemicals etc.
Biological Monitoring
• Biological monitoring is a regular measuring
activity where selected validated indicators
of the uptake of toxic substances in the
human body are determined in order to
prevent health impairment
• This form of monitoring could entail

examination of, for example, blood, urine,
saliva and contaminated air
Biological Monitoring
• Biological monitoring commonly features

in the health or medical surveillance of
persons exposed to hazardous
environments especially complying to
legal requirement i.e. USECHH
Regulations 2000 etc.
Medical Surveillance
• Health Surveillance is Warranted if:

– Substance is used in workplace
– Substance is hazardous
– Evidence or reason to suspect injury
– Insufficient atmospheric monitoring
Hazards Analysis
• Method use: (example)

– Job Safety Analysis (JSA)
– Hazards and Operability Studies (HAZOP)
– Fault Tree Analysis etc.
Job Safety Analysis (JSA)
• Identify job to be done
• Task described in less than 10 steps
• Action verb used to describe job
• List things that can go wrong
Job Safety Analysis (JSA)
• Note:
– The term JSA includes the formulation of safe work
procedures using written instructions for workers
– May still require other risk controls
– Supervisor and workers assist
– Ideally all jobs should have a JSA (mainly high risk

jobs)
Hazards And Operability Studies
(HAZOP)
• To identify and evaluate safety hazards in
the process plant
• To identify operability problems
• New design or process
• Multidisciplinary brainstorming
• “What If” questionnaire method
• Focus on fire, explosion, toxic release etc.
Fault Tree Analysis
• To analyse how and why incident could
occur
• Graphic technique - traces branches of
events
• To calculate probability of end event
• Example: Water pumping system
Fault Tree Analysis
No Flow (T)
Pump failure Control valve (C)

failure to regulate
flow of water through
pump
Pump failure (A) Pump failure (B)

(automatic
standby pump)
•No water flow occurs if both pumps fail or if the control valve fails.
•If the individual initiating event probabilities P(A), P(B), and P(C) are
known, then the probability of P(T) the top or end event can be
calculated.
Risk Assessment
Types of Risk Assessment
Approach:
• Qualitative Risk Assessment
• Semi-Quantitative Risk Assessment
• Quantitative Risk Assessment
Determining Severity
• Severity in terms of:
– Harm to health
– Damage to property
– Damage to environment
– Or the combination of the above
Severity
Determine severity categories i.e.:
• Fatality
• Major injuries (normally irreversible injury or

damage to health)
• Minor injuries (normally reversible injury or

damage to health requiring days off work)
• Negligible injuries (first aid)
Determining Likelihood of
Occurrence of Hazard
• Based on statistic & data, professional
judgement
• Determine likelihood categories i.e.:
– very unlikely,
– likely,
– unlikely,
– highly unlike.
Likelihood
• Very likely - could happen frequently
• Likely - could happen occasionally
• Unlikely - could happen, but only rarely
• Highly unlikely - could happen, but

probably never will
Qualitative Risk Table
Severity Likelihood
Very Likely Likely Unlikely Highly Unlikely
Fatality High High High Medium
Major Injuries High High Medium Medium
Minor Injuries High Medium Medium Low
Negligible Injuries Medium Medium Low Low
Semi - Quantitative
Risk Assessment
Determine severity categories i.e. :
• 4: Fatality & Permanent Disability
• 3: More than 4 days MC
• 2: Less than or 4 days MC
• 1: First aid and near misses
Semi - Quantitative
Risk Assessment
Determining Likelihood of Occurrence of
Hazard
• 4: Daily
• 3: Weekly
• 2: Monthly
• 1: Yearly
Semi-Quantitative
Risk Assessment
LIKELIHOOD
Yearly Monthly Weekly Daily
1 2 3 4
First Aid
1 2 3 4
SEVERITY
and Near 1
Misses
Less than
or 4 days 2 2 4 6 8
MC
More than
4 days MC
3 3 6 9 12
Fatality &
Permanent 4 4 8 12 16
Disability
Quantitative
Risk Assessment
• Where the hazards presented by the
undertaking are numerous and complex,
and may involve novel processes, for
example in the case of large chemicals
process plants, detailed and sophisticated
risk assessments will be needed, and it is
appropriate to carry out a detailed
quantitative risk assessment
Quantitative
Risk Assessment
• Quantitative risk assessment involves

obtaining a numerical estimate of the risk
from a quantitative consideration of event
probabilities and consequences
Quantitative
Risk Assessment
• In carrying out quantitative risk assessments,

special quantitative tools and techniques will
be used for hazard identification, and to
estimate the severity of the consequences
and the likelihood of realization of the
hazards
Quantitative
Risk Assessment
• Where such methods and techniques are
used it is important that they are carried out
by suitably qualified and experience
assessors
Decision for Action
AS LOW AS REASONABLY PRACTICABLE (ALARP)
PRINCIPLE
Risk cannot be Intolerable (e.g. H,H or >10)

justified
on any grounds LEVEL
TOLERABLE IF:
A Risk is undertaken if OF Reduction
a benefit is desired
L Impractical
 RISK or
A Reduce risk Cost / gain grossly
R Disproportionate
P No need for
detailed
action
Trivial
Risk Assessment Form
Risk
Activities / process / facilities/ Current Risk Legal
Hazard Effect Action & Recommendations
equipment Control Reqmt Risk
Severity. Likelihood.
Rating
Risk Control
Principle of Control
•Substitution •Housekeeping •Training and

•Modify process •General education
•Enclosure ventilation •Worker rotation
•Local exhaust •Continuous area •Enclosure of
•Fugitive monitoring worker
emission control •Dilution •Personal
•Isolation ventilation monitoring
•Automation or •Personal
remote control protective devices
Consideration in Implementing
Risk Control
• Review measures regularly; modify if
necessary
• Comply with national laws and regulations
• Reflect good management practice; and
Consideration in Implementing
Risk Control
• Consider the current state of knowledge
• Include information or reports from

organizations such as:
– DOSH, OSH services, and others.
Hierarchy of Control
MOST EFFECTIVE
Elimination - remove the hazard
FAIRLY EFFECTIVE
Substitution - use less hazardous one.
Isolation – isolate the work area i.e. X-ray machine in restricted
room
Engineering Control – design, isolation at source, barricade,
guarding,
LEAST EFFECTIVE
Administrative Control – safe work procedure, isolation i.e. reduce
exposure time and limit, training, signage etc
PPE - last resort.
Summary
• The basis of OSH management is the
identification of hazard, risk assessment and risk
control
• Ways of identifying hazards varies from
inspection of the workplace to reviewing
legislation
• Risk assessment allows an organisation to build
a sound basis for managing hazard
• Hierarchy of hazard control starts by elimination;
usage of PPE for protection as the last resort
Personal Protective
Equipment (PPE)

Certificate Course
1
Learning Objectives
• To define what is personal protective
equipment
• To state the position of PPE in the
hierarchy of hazard control
• To describe the management and
legal issues of PPE
• To select appropriate body
protection equipments
• To demonstrate the PPE equipments
Scope
• Introduction to PPE
• Body protection
• Respiratory Protection
• Special Work Clothing
• Introducing PPE to Workplace
What is Personal Protective
Equipment?
• Devices and garments to protect
workers from injuries.
• Designed to protect
– Eyes, Face, Head, Ears, Feet, Hands and
Arms, Respiratory System and Whole body.
What is Personal Protective
Equipment?
PPE includes
– Goggles, Face shields, Safety glasses,
Hard hats, Safety shoes, Gloves, Vests,
Respirators, Earplugs and Earmuffs.
PPE
PPE SHOULD BE A HAZARD PROTECTION
OF LAST RESORT
– Not to be used permanently as a substitute
for maintaining a safe and healthy work
environment
– Use only when the work environment cannot
be made safer
E.g. through hazard elimination engineering,
administration or by limiting work exposure
Problems with PPE
• If PPE is used as the first option without
reducing hazard at source:
– Risk to workers if PPE fails and failure not
detected.
– Cause employees to believe they are "safe" and
may take higher risks.
– Result in worse consequences if people fail or
forget to wear equipment.
– Will shift the responsibility for safe working
condition from the employer to the employee.
What to Protect From?
Any insult to the external (surface) or
internal part of the body:
• Impact (e.g. flying & falling objects, knocks
& bumps)
• Chemicals hazardous to health (gases and
liquid)
• Radiation (IR & NIR) (e.g. heat, high
intensity light, noise)
What to Protect From?
• Dust (e.g. mineral dust)
• Wet (e.g. slip)
• Sharp objects
• Falling from heights
Considerations in the
Selection of PPE
• Selection of PPE is dependent on the
hazard identification, risk assessment
and control measures implemented
• PPE is used to
complement/combination of other
control measure
Considerations in the
Selection Of PPE
• PPE selected must be carried out
under a PPE programme
• PPE must be certified products to
ensure acceptable level of protection
from hazards
• Limitations of PPE must be identified
adhered to
Ensuring Employee
Compliance
• Make it easy for employee to comply
• Factors to consider:
– Understand the necessity to wear the PPE
– Easy and comfortable with minimum
interference to work
– Pre-purchase employee feedback on
equipment
– Psychological: employee vanity, virility
– Incentives and disincentives on wearing the PPE
Training on PPE
• Hazard recognition in the work
environment
• What control measures can be taken
• The type of PPE suitable for use
• The limitations of PPE
• Demonstration of correct use

Training on PPE
• Practicing using the PPE
• Cleaning, maintaining and repairing

PPE
• Use of PPE in dealing with

emergencies
PPE IS PERSONAL!
Fit
– PPE must be properly fitted to ensure
reliable protection.
Care
– Issued on a personal basis.
– Individuals responsible for the day to
day use, handling, cleaning, storage
and maintenance, reporting of
defects.
MULTIPLE USER PPE
• Should be correctly used, handled,
stored, cared for and maintained.
• Appropriate procedures on suitable
cleaning and sterilisation must be
provided.
• Above must be observed at all
times.
Legal Requirements
Factories and Machinery (Safety,
Health and Welfare Regulation), 1970
– Regulation 32
• Clothing
• Safety helmets
• Gloves
• Eye protection
Legal Requirements
OSHA1994: USECHH Regulations 2000

– PART V - Action to Control Exposure
• Reg.16(1) Approved personal protective
equipment shall be used
Face and Eye Protection
• Goggles, spectacles and face shields

are used for protection from injury by:
– Physical (flying or falling objects)

– Chemical agents
– Radiation
Face and Eye Protection
• Has the widest use and the widest

range of styles, models and types
• Face shields must be used in

combination with basic eye protection
Head Protection
Helmets and Bump Caps
Protective helmets are intended to:
– Protect the head from the force of
impact of falling objects or from electric
shock
– Shield the head and hair from
entanglement in machinery or exposure
to environments
Head Protection
Helmets and Bump Caps
Examples:
– Construction work, logging, mining, metal

or chemical production, congested multi-
storied process area or areas with low
slung pipes or headroom, etc.
Headwear Care and
Maintenance
• Helmets should be inspected for cracks
(even hairline cracks), signs of impact or
rough treatment, and wear before use.
• Prolonged exposure to ultraviolet rays
(sunlight) and chemicals can shorten the life
span expectancy of thermoplastic helmets.
• Solvents can damage the shell. Be careful
when using them for cleaning.
Hands and Arms
Gloves, Gauntlets, Mitts, Wrist Cuffs, Armlets
Hazards
– Abrasion; temperature extremes; cuts
and punctures; impact; chemicals;
electric shock; skin irritation, disease or
contamination; vibration; risk of product
contamination.
Hands and Arms
Gloves, Gauntlets, Mitts, Wrist Cuffs, Armlets
Materials
– Leather Abrasion protection, heat
resistance
– PVC Abrasion protection, water
and limited chemical
resistance
– Rubber Degreasing, paint spraying
– Cloth/nylon Hand grip
– Latex Electrical insulation work
Protective Footwear
Protection for Feet and Toes
Options
– Safety boots and shoes with steel toe
caps, gaiters, leggings, spats and clogs.
conductive shoe.
Patterns
– Anti-slip, anti-static, electrically
conductive or insulating.
Protective Footwear
Protection for Feet and Toes
Hazards
– Wet, electrostatic build-up; cuts and

punctures; falling objects, heavy loads;
metal and chemical splash; vehicles.
Fall Protection Systems
Personal lifelines
• Body support
• Lifelines
• Construction of body support
• Inspection and testing

Hearing Protection
Ear muffs, Ear plugs, Helmets
Hazard
– Machining, grinding, pneumatic

equipment, rock drilling, piling work,
hammering, generators, ventilation fans,
motors, punch and brake presses.
Hearing Protection
Ear muffs, Ear plugs, Helmets
Selection of hearing protection
(i) The characteristics of the noise
(ii) Frequency of exposure
(iii) Comfort of the user
(iv) Communication needs
(vi) Medical conditions
Respiratory Protection
• A respirator is a protective face piece,
hood or helmet.
• Designed to protect the wearer against:

– To protect employees from breathing
contaminated and / or
– Protection against particulates, vapours,
– Oxygen-deficient air
– Or combination of all the above
Kinds of Respirators
Air-purifying Respirators
– Have filters, cartridges, or canisters

that remove contaminants from the air
– Types: Particulate, Gas & Vapour,
Combination
Kinds of Respirators
Atmosphere-supplying Respirators
– Supply clean air directly to the user from

a source other than the air surrounding
the user
– Types: Air-Supplied, Combination, Self-
Contained Breathing Apparatus
Selection and Fitting of
Respirators
Selection depends on
(a) The contaminant
(b) Task
(c) Operator
Protection factors depends on

(i) Face mask (1/2 face, full face)
(ii) Filter efficiency (particulates)
Selection and Fitting of
Respirators
Fit testing important
– Individual variation
– Determines the level of protection
Problems with Respirators
• Good only if properly fitted and worn
• Protect only those who are wearing
them
• Uncomfortable, cumbersome and
interfere with communication
• Costs are substantial require
– Regular medical examinations, fit testing,
training, and the proper purchasing of
equipment
– Maintenance and storage
Special Work Clothing
• Selection factors
• Materials:
– Impervious clothing
– Protection against heat, flame and
hot metal
– Others
Introducing of PPE to
Workplace
If PPE is to be used, then:
– Write in the OSH policy on usage of PPE and
communicate it to employees and visitors
– Select the proper type of PPE
– Implement a thorough training programme/
demonstrate proper use
– Make certain the employees know the correct
use and maintenance of the equipment
– Enforce its use
Summary
• PPE is protection of last resort.
• PPE should be selected appropriately.
• PPE use is required by law in some
situations.
• Employees must be consulted, trained,
supervised in the use of PPE and must
be aware of hazards.
• PPE must be properly fitted, tested,
cleansed, maintained and stored.
• Comfortable PPE will ensures its use.
OSH Objective &
Programme

Certificate Course
1
Learning Objectives
• To list 4 purposes of OSH Programme
• To identify the needs of OSH

Programme
• To develop the action plan for the

OSH Programme
• To distinguish responsibilities of top

management, line management and
supervisors in the implementation of
OSH Programme
Scope
1. Planning an OSH programme
2. Responsibilities in the
implementation of OSH
programme
3. OSH programmes in an
organisation
4. Procedures and system of work
Creating OSH Policy,
Organisation and Arrangements
• OSHA 1994 requires to have written policy,
organisation and arrangements
• Purpose of OSH programme is to ensure:
– Implementing the goals of OSH policy
– Minimum compliance with national laws and
regulations
– Good operation of the organisation’s OSH
management system
– Continual improvement in OSH performance
Planning an OSH Programme
• Begin with:
1. Goals of the organisation written in the
policy
2. Legal and other requirements
3. Identified hazard and risks
• Prioritise the needs of these requirements
and set objectives and target for the
organisation to achieve
• Set objectives and targets
• Create action plans with timelines and
responsibilities for completion
Action Plan for Legal and Other
Obligations
1. Identify legal requirements:
 Identify which regulation applies e.g.
– SHO Regulations 1997, SHC Regulations
1996, CIMAH Regulations 1996, USECHH
Regulations 2000
– Codes of practice or guidelines

• Identify other requirements e.g.
 e.g. “Responsible Care”
 Implement all above requirements
Action Plan for
OSH Arrangements
• Get management commitment
• Design plans based on objectives

and targets
• Arrange for resources (human,

financial and technical support)
Action Plan for
OSH Arrangements
• Identify how to measure success of the
programme (performance indicators)
• Assign responsibilities for each programme
• Communicate these requirements to

managers and supervisors concerned
Responsibilities for the
Implementation of OSH Programmes
• General responsibility
– Top Management
• Overall responsibility
• Provide resources to implement the policy
– Line Management and Supervisors

• Day-to-day programme tasks and
responsibilities
– Employee
• To cooperate
• Obey rules and regulations
• Reporting
• Involvement in consultations
• Line Management Responsibilities

– Ensuring that OSH is managed within their
area of operations
• Include arrangements to resolve any conflict
between OSH issues and productivity by
escalation to higher management.
• Specific responsibilities (preferably written in their job

descriptions):
– Those managing contractors
– Those responsible for OSH training
– Those responsible for plant and
equipment
– OSH specialists: industrial hygiene,
investigators & auditors, SHO, etc.
OSH Programmes
• Information, instruction, training:

– OSH promotion
– Awareness programme
– Training / induction and other training
– Signs and labels
– Tool box meeting
– Communicating and consultation
OSH Programmes
• The provision of systems of work:
– Procedures, training and supervision
• Include procedures for contractors and visitors
– First Aid
– Emergency preparedness
• Including evacuation drill and emergency
exercises
OSH Programmes
• Arrangements for use or operation,
handling, storage and transport of
plant and substances:
– Assessment
– Hazard / accident reporting
– PPE
– Showers
OSH Programmes
• Provision of facilities for welfare of
employees:
– Cafeteria
– Showers
– Toilets
OSH Programmes
• Implementing Risk Control:
– Prioritises risk reduction programme
according to the hierarchy of control
– Establish “System Of Work” if administrative
control measures are required
– Inform and train affected employees before
Implementation of control measures
– Information and training is important
especially when there is a "decision to
change"
Safe System of Work
• A formal procedure to minimise
remaining risks
EXAMPLES WHERE REQUIRED, IN
PARTICULAR,
– Cleaning and maintenance operations,
– Working alone.
– Breakdowns.
– Emergencies.
• Should have safe working procedures for

all jobs.
Safe System of Work
• Implementing
– Identify required safe working procedure.
– Write safe work instructions
– Provide training
– Ensure supervision
– Monitor effectiveness of control measures
and act accordingly
Safe System of Work
Permit-To-Work Required
• Electrical work, especially at higher
voltages
• Entry into confined spaces e.g. vessels
• Excavation work or demolition activities
• Presence or possible release of
– Ionising radiation, or flammable gases, liquid
or dusts (possible risk of ignition by hot work,
electrical or electrostatic sources)
• Lone working in hazardous environments
Safe System of Work
Permit-To-Work
• Documentation:
– Written authority, e.g. to carry out
maintenance in a confined space
– Issued by authorised person
– States job risk has been assessed
– Details safety precautions
– Authorises the work
– Permanent record of precautions taken
Safe System of Work
Permit-To-Work
• Training and supervision very

important
• Audit
Safe System of Work –
Lone Working
• May include the “Buddy System”:

(a) Challenge-check system. (e.g. aircraft
checklists)
(b) Lifeguard system. (e.g. jobs requiring
lifelines and special protective gear)
(c) Two-person system. (e.g. in electrical
substation operations)
The Importance of Human
Factors
• Human factors can lead to accidents:
– General health and fitness
– Complacency
– Fatigue, Boredom
– Rushing (cutting corners)
– Panic in emergencies
– Over eagerness (not following procedures)
– Inter-group relationships
• Build in fail-safe mechanism or remove the

risk
Summary
• Programmes must be established to
accomplish goals policies and
objectives.
• OSH programmes must be specific,

has datelines, assignment of
responsibilities, performance
indicators and resources.
Summary
• All levels of management must be
responsible for managing
occupational safety and health in the
workplace.
• System of work including “work

permits” is important in certain
categories of work
Emergency
Preparedness and
Response
Certificate Course
1
Learning Objectives
• To define what is an emergency
• To describe why prepare for an emergency
• To determine the stages of an emergency
• To identify the elements of emergency

programme for preparedness, response and
recovery
Scope
• Recognising an emergency
• Emergency management
• Emergency planning
• Emergency mitigation and resources
• Procedures
• Incident control and facilities
• Training & exercises
What is an Emergency
• Accident – unexpected event which cause
damage @ harm. Happens by chance
• Emergency – an unforeseen combination of

circumstances @ the resulting state that
calls for immediate action
• Disaster – a sudden calamitous event

bringing great damage, loss @ destruction
Tiram Kimia Tragedy
Why Prepare for an
Emergency
• There are unaccounted,
unplanned & unexpected event
• Accidents happen at any time and

emergency situation is chaotic
• Emergency often escalates to crisis
Why Prepare for an
Emergency
• Regulatory and Industry requirement –
e.g. CIMAH Regulations 1996,
“Responsible care” OHSAS 18001, ISO
14000, etc.
• Communities are affected by

emergencies
Stages of an Emergency
1st Emergency Level
Trigger
escalation? End of
incident emergency
trigger
minutes hours days months
PRE-EMERGENCY EMERGENCY
RECOVERY
EMERGENCY
LEVELS
Time
Levels of Emergencies
• Depends on severity of the incident and
capability of the organisation
• Level 1
If within the capabilities of the organisation
• Level 2
If external assistance is required: mutual
aid, district or other agencies. MKN
Arahan 20 may apply.
Levels of Emergencies
• Level 3
State or National Disaster. MKN Arahan 20
takes over.
Goals of Emergency
Response
– Control, Reduce or stop the cause
– Control situation and limit secondary

damage
– Continue operations and recover quickly
Objectives of Emergency
Response
– Save lifes
• Prioritise Rescue and First Aid
• Rescuers must not be put to risk
– Save property, asset and reputation
– Save Community and the Environment
Basic Elements of
Emergency Preparedness
and Response Management
1: Organise emergency management team
2: Identify the accident scenarios and emergency
consequences
3: Identify resources, equipment and facilities
4: Develop plans and procedures
5: Train, drill and exercise
6: Review system
1.Emergency Management
Organisations
Emergency
Management
Commitment
 Emergency  Emergency Incident

Co-ordinator Management Command
Committee Organisation
- To coordinate planning -Take control during incident
-To plan for
-Mitigation -- Functions:
-Preparedness -Command
-Response -Operations
-Recovery -Planning
-Logistics
-Admin/Finance
Coordinator and Tasks
Emergency Management Coordinator

– Administer and keep current the
emergency management programme
– Work with Emergency Management
Committee
Coordinator and Tasks
Emergency Management Committee
– Ensure preparation, implementation and
evaluation of EPR
– Work with coordinator
Membership –Technical & Non-

Technical
1.Incident Command Organization
(Based on Incident Command System)
Incident
Commander
Operations Planning Logistics Administration

•Damage •Situation •Communications •Legal
Control (Fire Analysis •HR •Procurement
Fighting, etc.)
•Records •ECC •Recovery
•Rescue
•Documents •First Aid
•Evacuation
•Strategy •Transport
•Traffic
Control •IT
National Inter-Agency Incident Management System
Used by FEMA and included in NFPA 1600:2000
1.Task of the Incident
Organization
• Identifies level of emergency response
• Coordinates response action,

evacuation, continuity and recovery
activities
• Ensure outside assistance are notified or

called upon
1.Task of the Incident
Organization
• Work with external agencies
• Complies with applicable statutes or

regulations
1.Incident Command
Operations Teams
• Depends on the organisation, activities and
products. For example:
– Most organisations will need a team of :
• Fire fighters
• Evacuation rescuers
• First Aiders
– Hazardous chemical plants:
• Chemical or oil spill team
– Process plant:
• Shut down team
• Rescue team
2.Emergency Planning
Threat and hazard identification
– Use imagination; think of the unexpected
Assessment of emergency scenario

– Also impacts beyond control such as:
o Regional communications loss and national power
outage
o transportation disruptions (floods, broken bridges)
2.Emergency Planning
Plan For Emergency Mitigation,
Preparedness, Response And Recovery
2.Types of Potential Hazards
Natural events
– Storms, earthquakes, floods, etc.
Technological events
– Mechanical problems (ruptured
pipes, metal fatigue), chemical spills,
aircraft crash, fire, explosion, etc.
2.Types of Potential Hazards
Human events
– The wrong valve was opened,
miscommunication about what to do,
etc.
– Sabotage, terrorism
2. Other Hazard
Considerations
• Quantity of hazardous materials
• Location of hazardous materials
• Location of isolation valves
• Special fire fighting requirements
(oil, chemical) if any
• Special handling requirements
(e.g. radio-active, pathogens)
2. Hazard Consequence Analysis –
For Emergency And Recovery Plans
• What hazards are most likely to occur
• What functions or services are affected
• In what way the functions could not be
performed following a disaster
• What are the critical functions
• What actions will protect them
• What functions has to be restored quickly
2. Potential Impacts of
Hazards
Health, Safety and Environment

– Persons in the affected area
– Personnel responding to the incident
– Pollution to the environment
2. Potential Impacts of
Hazards
Legal
– Regulatory and contractual obligations
Business
– Continuity of operations and delivery of services
– Property, facilities, and infrastructure loss
– Reputation of the organisation
– Economic and financial condition
2. Emergency Plans Must
Comply With Legal and Other
Requirements
Examples of requirements are:
– OSHA 1994
– CIMAH Regulations 1996
– Environmental Quality Act 1974
– Voluntary Standards
• Disaster/ Emergency Management Standard (Incident
Command System, FPA 1600:2000)
– Industry Practice
• “Responsible Care”
2. Emergency Plan Strategy
• Emergency plans should be capable of
dealing with the worst case credible
scenario
• However, detailed planning should

concentrate on the more likely events
2. Emergency Plan Strategy
• Plans should also be sufficiently flexible to
ensure that an emergency response can be
varied according to the severity of the
incident
2. Recovery Strategy
• Objective is to restore functions as
early as possible
• Redundancy or alternatives arranged

for identified critical functions
– Alternative site, supplier arrangements
2. Recovery Strategy
• Roles and responsibilities for

restoration identified
– e.g. recovery manager and team,
communications, utilities, purchasing, HR,
site security
2. Mitigation Measures
• Interim and long-term - to eliminate or
reduce impact of hazards that cannot be
eliminated.
– Access, escape routes and shelters
– Early Warning - Establishment of hazard warning
and communication procedures
– Materials – removal, reduction, modification,
segregation or elimination
– Heat, fluids, etc. - protective systems,
redundancy, control of rate of release
– Structures - building construction standards
3. Resource Planning
• Based on identified threats and hazards
– Fire, flood, explosion, spills, collapse
• Existing internal and external resources
• Identify resource shortfalls and alternate

sources
3. Resource Planning
• Consideration for mutual aid agreements
• Arrangements with vendors and suppliers
3. Identify for Each Threat or
Hazard
Resources and logistics
– Personnel, training, expert knowledge,
materials
– Available in a timely manner and have the
capability to do its intended function
– Quantity, response time, operability
3. Identify for Each Threat or
Hazard
Equipment and Facilities
– Fire fighting, heavy equipment, medical supplies
Miscellaneous
– Food, clothing and shelter for evacuees, religious
personnel, volunteer and social/political groups
3. Emergency Facilities to
be Made Available
• Command posts
– Identified, equipped, tested, and maintained
– Operations manual
• Personal protection equipment list
3. Emergency Facilities to
be Made Available
• Where needed, toxic and explosive gas
detectors, wind indicators
• Resources from external sources

– At industrial facilities or agencies
3. Regular Tests of
Emergency Equipment and
Facilities
• Check and document alarm system
frequently
• Frequent tests of fire fighting equipment
3. Immediate Strategic
Plans
• Identification of vital personnel (core
team), systems, operations, and
equipment
• Priorities for restoration and mitigation
3. Immediate Strategic
Plans
• Acceptable downtime before restoration to
a minimum level
• Minimum resources needed to accomplish

the restoration
4. Plans
Written Plans
– Strategic
– Operations
– Mitigation
– Recovery plans
Roles and responsibilities

– Incident commander, recovery manager,
communications and public relations
Lines of authority
4. Procedures
• Alarms, call out and notification
• Communication - internal, authorities,
public
• Employees - escape, etc.
• Evacuation - community
• Coordination with other parties
• Recovery
4. Emergency Operating
Manuals
• For reference during an emergency
• Who does what, information and data
• Balance between overview and detailed
response
• Need to know, nice to know
• Sound understanding enables flexibility
• Simple language
4. Finance and
Administration
• The organization should also develop
financial and administrative procedures to
support the emergency management
programme before, during, and after an
emergency or a disaster.
4. Finance and Administration
– Before – maintenance, drills and exercises,

alternate sites and equipment
– During – logistics, HRM, employee/victim

assistance, equipment, services
– After – recovery activities, repairs, clean-ups

and restoration, compensation, insurance
4. Incident Procedures
• Control of access to the area
• Identification of personnel at the incident
• Accounting for personnel in incident

activities
4. Incident Procedures
• Accounting for persons affected, displaced,

or injured by the emergency
• Mobilisation and demobilisation of

resources
5. Disaster Recovery
Activities
• On-site damage assessment and
purchasing
• Employee/victim assistance (financial,

medical and psychological)
• Incident investigation
5. Disaster Recovery
Activities
• Clean-up and restoration
• Restoring safety and emergency systems
• Legal, insurance and financing (expedited)
• Public information and communication
5. Training
Familiarisation
– Manual Familiarisation, Specific Courses
(chemical fire, rescue, decontamination,
Media etc), Exercise Observer
5. Training
Personal readiness
– Know the fundamental Role
– Know your way around the manual
– Have your personal aids ready
– Know the early actions well
– Ensure alternate is ready
5. Exercises and Drills
Types and subjects
– Types: Simulated, “Real”
– Subjects: Operational, Security, Commercial
Preparation for exercise

– Scenarios, Timing of events, Roles (including
media) and Resources
– Secret but forewarn other parties (outside
agencies) as necessary
Drills
– Evacuation
5. Evaluation
• Plan should be reviewed annually and
updated as necessary
• Be re-evaluated when:
– There are changes:
• Regulatory, New hazards are identified or existing
hazards change
• Resources or organizational structure change
– After tests, drills, or exercises
– After disaster responses
– Infrastructure changes
Summary
• Organise emergency management
team
• Identify the accident scenarios and
emergency consequences
• Identify resources, equipment and
facilities
• Develop plans and procedures
• Train, drill and exercise
• Review system
First Aid
Safety And Health Officer

Certificate Course
Learning Objectives
• To define what is first aid

• To state the purpose of first aid at
workplace
• To describe 3 principles of first aid
• To explain the requirement under
the first aid guideline by DOSH
• To explain 3 levels of first aid training
2 @2014 NIOSH Malaysia. All rights reserved. No part of this document shall be
Scope
• Reasons for providing First-Aid
• Planning for First-Aid
• First-Aid facilities
• Training
What Is First-Aid
First aid is "the immediate and

temporary care of the victim of an
accident, with the aim of preventing
or reducing an acute threat to the life
or health of the victim".
– International Labour Organisation
The Aims of First-Aid are to:
• Preserve life
• Stop the condition becoming worse
• Protect the unconscious
• Promote recovery and
• Relieve pain and suffering
• Compliance with Factory and Machinery
(Safety, Health and Welfare) Regulations
1970 (Reg. 38) and OSHA 1994 (Section 15(1)
Who Needs First-Aid
A person who:
– Requires immediate attention
– Whose injury would not need treatment by
a medical practitioner or nurse
– Minor injuries who would otherwise
receive no treatment
Note:
All injuries however minor should be treated,
otherwise it might lead to infections leading to
lost time illnesses.
First-Aid Response
• Get help immediately. Speed is essential.

Minutes can save lives
• First-Aider assess situation without

endangering self
• Identify injury or injuries
First-Aid Response
• In cases of multiple casualties prioritise

treatment
• Keep records of treatments
Principles Of First-Aid
IDENTIFICATION
• What kind of injuries or diseases anticipated
ASSESSMENT
• The type of work being carried out and its
level of hazard
• Work away from the employer's premises.
• Consequences
• Availability of other places of treatment (are
there hospitals nearby?)
CONTROL
• Provision of first aid facilities and services
First-Aid Worker Exposure
• The duties of first aiders should be analysed

as part of the hazard management process
• Identify hazards from

– Manual handling
– Infection control
Level of Preparation –
Depends On Risk
• Planning is important for high risk places of work, such as:
– Workplaces which use or manufacture hazardous
substances
– Workplaces where hazardous processes may be used
(e.g.abrasive blasting);
– Construction sites;
– Where heat is used as part of any process (e.g.
working in foundries or welding and cutting); and
– Workplaces which require people to work in remote
isolated areas (e.g. agricultural or transport industry).
Level of Preparation –
Depends On Risk
• If has potential for mass casualties provide:
– Safe place for evacuation
– Equipment e.g. stretchers, wheelchairs, etc.
• For hazardous substances and poisons
– Procedures, training and PPE for handling
• Antidotes in first-aid box, e.g. for cyanide and
procedure for using it, if necessary
– To be administered only by trained first aider
A First-Aid Program
• Properly trained and designated first-aid
personnel on every shift,
• First-aid kit, supplies and room,
• A first-aid manual,
• Posted instructions for calling a physician and

notifying the hospital that the patient is reroute,
A First-Aid Program
• Posted method for transporting ill or injured

employees and instructions for calling an
ambulance or rescue squad and
• An adequate first-aid record system
First-Aid Consideration
• For all workplaces

– Communications – for quick response
– Rescue and evacuation
• Plan first-aid in conjunction with the
emergency response plan. (Especially for
major hazard facilities (MHF)
• If there are many employers in the same

workplace, therefore the principal employer
is responsible
Matters to be determined having identified
hazards and assessed the risks at the
workplace are:
• The number and location of first aid box
• Their contents
• The number of employees to be trained in
first aid
• The level of training
• Possible need for a first aid room and
equipment it should contain
• Number of first aider
•The numbers of employees.
•The distribution of employees
•Number of shifts
•The nature of the work (type of industry)
•The size and location of the workplace
•The distance from outside medical
services
• Selection of first aiders
• Appointment of a person in low risk

situations (office)
First-Aid Boxes
• Sturdy, portable and readily accessible -

mobile employees also to be considered
• Names of First Aiders / emergency services

on or near to box
• CPR instructions in / or near box
First-Aid Boxes
• Place of work injury instructions in or near to
box
• Content is dependent on the type of

services required
• Headaches and colds medicine may not be

included
First-Aid Boxes
• List content and its quantity to facilitate
replenishment
• Employer is responsible. First Aider to assist

replenishing contents
• There is often a difference of opinion regarding

proper treatment, first-aid procedures
– Should specify the type of medication, if any,
to be used on minor injuries, such as cuts and
burns
First-Aid Equipment
• In areas where chemicals are stored,

handled, or used provide:
– Emergency flood showers

– Low pressure eye-wash fountains
First-Aid Room
• When more than 150 employees
• Enough to place a couch and people to

move around
• Identified, private, well lit (including

emergency lighting), ventilated and
temperature controlled
First-Aid Room
• Access for wheelchair/stretcher
• Easy access to work areas and toilets
• Easy to clean
Stretchers
• Keep near places of serious hazards
• Keep clean and ready for use at all times
• Keep in cabinets that are clearly marked

and properly located
Stretchers
• Protected against mechanical damage

and destructive vapours or fumes, dust, etc.
• Tested periodically if made of materials that

will deteriorate
Training For All Employees
• Location of first aid boxes/rooms
• Names, location, contact numbers of First

Aiders
• First aid procedures
• Universal precautions
First Aid Training
LEVEL I
– BASIC FIRST AID (emergency first aid procedures).
LEVEL 2
– WORKPLACE FIRST AID (Level I plus treatment of
injuries and illnesses, eg heart attack, fainting).
LEVEL 3
– OCCUPATIONAL FIRST AID - (Level 2 plus broad
understanding of hazards, emergency care &
assessment)
• Use approved training provider
Summary
• First-aid is for preserving life and preventing
conditions of accident victims from
worsening
• Assess hazards in the workplace before first-

aid services and programmes are identified
Summary
• First-aid programme consists of:
– Identification of First Aiders and training of

employees
– Provision of first-aid boxes
– First-aid room, stretchers, showers and
eyewash if necessary
Procurement And
Contractor
Management
Certificate Course
1
Learning Objectives
• To describe 7 steps of procurement

and contractor management
Scope
• Procurement, leasing and contracting
• Contractors and why manage them
• Elements of procurement and contractor
management
Step 1 - Policies
Step 2 - Planning
Step 3 - Select contractor
Step 4 - Clarify contract
Step 5 - Orientation and training
Step 6 - Control of work activity
Step 7 - Post contract evaluation
Why Manage Procurement
• Liability
– Procured equipment, installations or

materials could cause injuries and ill
health. (OSHA 1994, CIMAH Regulations
1996 and USECHH Regulations 2000)
Why Manage Procurement
– Procured services (from contractors) is
equally important because OSHA 1994
defines contractor and subcontractor as
organisation’s own employee
– Responsibility for work at site cannot be

delegated to others (OSHA 1994 -
section18)
Step 1:Procurement Policy
• Procedures for incorporating and evaluating
OSH into purchasing, leasing including pre-
qualification of contractor
• Inform suppliers and contractors of

requirements before procurement
• Fulfil requirements before use of substances,

equipment and before awarding contract
Step 2 : Procurement
Management Planning
• Ensure before commencing work and at all
stages of contracting
– Identify hazard and risks and inform contractor
(also include in tender document and priced)
• Procedure for reporting contractor for OSH

violation
• Ensure SHO is notified
Step 3: Evaluation of Contractor
Safety Performance
• Contractor selection based on:

– Review of the contractor's injury / illness
data for the last three years
– References, background checks
– Questionnaire
Step 4 - Clarify Contract
(Pre-Mobilisation Meeting)
• Contractor prepare OSH plan
• With Contracting Officer, Project Officer,
and SHO
– Reviewing safety requirements
– Discussing implementation of all health and
safety provisions
• Complete pre-job OSH orientations and

training before being allowed to work
Step 5 - Orientation and Training
• Safety orientation should include a review
of:
– General safety rules and regulations
– Emergency reporting and response procedures
– Work permit procedures
– Physical and chemicals hazards, on site (fire,
explosion, and toxic release type hazards)
– Other day-to-day issues
Step 6 - Control of Work Activity
OSH Monitoring
• Compliance are enforced and monitored

(including inspections and auditing) and
evaluated
• Reporting requirement
• Must have on-site project manager (Site-

Supervisor)
Step 7 – Close-out and Post
Contract Evaluation
• Organisation
– Analyse contractor OSH performance
– Register for future contracts
• Contractor
– Removal of all wastes, materials, tools and
equipment
– Site clean-up and restoration
Summary
• Incorporate OSH in procurement.
• Fulfil requirements before use of materials or
awarding contract (Pre-qualify contractors).
• Involve contractors in assessing risk of their
respective jobs and integrating them into
common safety management system.
• Enforce, coordinate, monitor and evaluate
arrangements.
• Keep register of contractors.
Auditing

Certificate Course
1
Learning Objectives
• To define what is OSH audit

• To differentiate between inspection,
investigation and auditing
• To describe 3 types of audit
• To explain principles of auditing
• To explain steps in audit process
Scope
• Importance of auditing
• Differences between Inspection,
investigation and auditing
• Principles of auditing
• The audit activities
• Activities during an audit
• Preparing an audit report
• Concluding an audit
Definition
• An OSH audit is a systematic, independent and
documented examination to determine whether
activities and related results conform to planned
arrangements and whether these arrangements
are suitable , effective and adequate implemented
effectively and are suitable for achieving the
organization's policy and objectives.
• Audit can be perform in many approach.

However, formal audit will be conducted based on
auditing guidelines (ISO 19011)
What is Audit?
S • Systematic
I • Independence
D • Documented
Audit:
Systematic, independent and documented process for obtaining
audit evidence (3.3) and evaluating it objectively to determine the
extent to which the audit criteria (3.2) are fulfilled.
(Source: MS 1722: Part 1:2005)
What we are looking in
Audit?
• Establish
Suitability Adequacy
• Document
Effectiveness
• Implement
• Maintain
• Continually Improve
Auditing is a Management Tool
• Originally applied to finance and
accounting to instill shareholder confidence
• It evaluates:
• Are procedures in place, Are people aware
of them, Are they being abide to?, Are they
adequate? Are there anybody
accountable?
• How well the management system is
functioning
• OSH auditing is important for the same
reason
Auditing Versus Inspection
• Audits are for organisations (not on
individuals) (long-term plans)
• Evaluating companywide health and safety
controls and management system
• Inspection are for things (short -
medium-term)
• Identifying equipment or condition in a
workplace for corrective and preventive action
• Investigation are for situations (ad hoc)
• Inquire into a situation or problem in order to
discover the root cause e.g. of an accident
Inspection Sets Standards on
Hardware Aspects
Health
• Drainage, lighting, ventilation; cleanliness
and overcrowding
Safety
• Guarding, hoists, lifts; ropes, cranes, access,
floors, stairs; fire prevention means of
escape
Inspection Sets Standards on
Hardware Aspects
Welfare
• Washing facilities, accommodation and first
aid
An inspection will produce an action list rather

than an audit assessment sheet
Inspection is Part of Auditing
Method
Interviewing
Observation
Reviewing
Inspection
Auditing and
Investigation Sampling
Types of Audits
First party: Auditing own organization
(internal audit)
Second party:Auditing a contractor,
supplier, etc.
Third party: Independent consultant or
Certifier audits of an
organization
Types of Audits
Source : ISO 19011:2011
Audit Effectiveness Depends on
Management Support
• Management authorise
– An audit policy and programme
– Responsibility, competent auditors, the
audit scope, the frequency of audits, audit
schedule, audit methodology and reporting
– Periodic audits to determine if OSH-MS
are in place, suitable, adequate, and
effective
• Review results of previous audits

Determining Frequency of
Audit
• Management System standard mention audit
shall be conducted at „planned intervals‟
• Dependent on the objectives of the audit
• e.g. Compliance (CF once in 15 months)
• Nature of workplace:
• Degree of risk
• Management program maturity
• Results of prior audits
• Incident history
• Company policies
• Output from management reviews
Principles of Auditing
1. Each audit must have its purpose,
objective, criteria and scope (activities
and areas)
2. Objectivity (only by independent and
competent auditors)
3. Professional and ethical conduct of the
audit (systematic, documented and
findings are based on verified evidence
and predetermined audit criteria)
Principles of Auditing
4. Thoroughness of work to ensure fair
presentation of audit findings and
conclusions
5. Must end with a written audit report

(FLER)
Audit Process
Initiating the audit
Appointing
audit leader,
Audit definition,
Audit feasibility,
audit team, contact
On-site audit
activities
Document Review opening meeting,
Review documents Communication, Audit Report
and records, Roles and the Prepare, approve,
Determine adequacy distribute
responsibilities,
(Create checklist)
Collecting and
verifying
information, Audit Completion
Preparing For Audit Document
audit findings, retension,
Preparing the audit
plan, conclusions, finalise audit
Assigning work to the closing meeting
audit team,
Preparing work
documents, audit Follow -
notes Up
Auditors
• Made up of one or more persons
(manday).
• A team approach:
– Widens involvement, improve co-
operation; allow more specialist skills to
be utilized.
Auditors
• Auditors should be independent of the
part of the organisation or the activity
that is to be audited.
• Need to be competent and

understand the task to be carried out.
(Nace Code)
The Objective, Scope and
Philosophy of Auditing
may vary as follows
Purpose: Meeting legal obligations
Audit Objective: Verify Regulatory

Compliance
The Objective, Scope and
Philosophy of Auditing
may vary as follows
Scope: Individual Facilities and
Operations
Criteria: Legal requirements
Philosophy: “Find problems & fix them

before they become an
issue!”
Audits must be Measured
Against a Criteria or Standard
(For example in the system of the court no one
can be charged unless there is a law against
it. The Penal Code is the criteria)
For auditing:
1. Industry and professional codes of practice
and conduct; (Responsible Care)
2. Legislation (CIMAH Regulations 1996, EQA
1974)
3. OSH Management system standards
(MS1722:2011, or OHSAS 18001 etc.)
Preparing for On-site Audit
Activities
1. Prepare the audit plan
– Audit objectives, scope and criteria,
roles and responsibilities of audit team,
functional units to be audited, etc.
2. Assign work to the audit team
Preparing for On-site Audit
Activities
3. Prepare work documents
– Forms, checklist, etc.
4. Collect sufficient information about

the organisation including
newspaper article
Preparing the Audit Plan
• Protocol
– A written step-by-step guide for
accomplishing the audit
• Preliminary Document Review
• Determine Interview Needs
Preparing the Audit Plan
• Site Safety & Health Requirements
• Information Required
– e.g. list of major hazardous chemicals and
applicable MSDS for those chemicals
Conducting On-site Audit
Activities
1. Conducting opening meeting
2. Collecting and verifying information
3. Generating audit findings
Conducting On-site Audit
Activities
4. Preparing audit conclusions
5. Conducting closing meeting
Opening Meeting and Audit
Preliminaries
• Introductory meeting with managers
• Discuss audit rationale and process
• Confirm auditee cooperation
Opening Meeting and Audit
Preliminaries
• Availability of facility
• Overview tour of area
Activities as Scheduled and
Planned
• Document Review
• Inspection
• Interviewing
• Sampling
• Observation
• Communicating
Collecting Audit Evidence
• Collect audit evidence through:
– Interviews, examination of documents and
observation of activities and conditions
– Indications of nonconformity to audit criteria
should be recorded
• Ensure:
– Representative sample of essential activities are
audited
– Relevant personnel are interviewed
– Relevant documentation examined
Subject Audited –
Plant Maintenance, Repair and Alteration
• Criteria • Examples of verification
There is a  Maintenance schedules in accordance
scheduled with manufacturers guidelines and
maintenance legislative requirements
program for  Detailed inspection procedures for all
plant and relevant items of plant and equipment
equipment. including timetables, checklists etc.
 Log books or other records that indicate
when service or maintenance is due
 Records of maintenance in accordance
with schedules
Document Inspection
Techniques
• Consistency with policy
• Cross checking with regulations
– Review existing and pending standards,
legislation, permits etc.
• Detail review of selected portion
• When reviewing permits, etc.
– Date of last entry
– Status of permits
– Signatory
Interview Strategy
• Ask the 5 “Ws” and the one “H”
– What, Where, When, Why, Who and How
• One to one meetings

– To get the true picture
• Strategic questioning
– To get above hidden agenda
– To ascertain levels of understanding and
awareness of relevant issues
Audit Findings
• The audit team should review all of their
audit evidence to determine where the MS
does not conform to the MS audit criteria.
• Ensure that findings of nonconformity are
documented in a clear, concise manner and
supported by audit evidence
• Review audit findings with the responsible
auditee manager to obtain
acknowledgement of the factual basis of all
findings of nonconformity
Closing Meeting
• Formal meeting where minutes of the
meeting and attendance are taken
• To present the audit findings and
conclusions
• Attendees include the auditee but
can also include the client and other
parties
Closing Meeting
• Findings to be acknowledged by the

auditee and to agree on the time
period for the auditee to present
corrective action plan
• If diverging opinions are not resolved

than both opinions are recorded
Audit Report
• The content of the final OSH Audit
Report should be:
– Clear
– Precise and
– Complete
• It should be dated and signed by the
auditor
Contents of Audit Report
1. Audit objectives and scope
2. Audit plan
3. Identification of the auditing team
4. Audited representatives
5. Dates of audit
6. Identification of the areas subject to
audit
Contents of Audit Report
7. The identification of reference documents
used
8. Details of identified non-conformances
9. Assessment of conformity with standards or
guidelines
10. The ability of the OSH-MS to achieve its
objectives
11. Distribution of audit report
Conducting Audit Follow-up
• Audit conclusion can point to corrective,
preventive and improvement actions
• Such actions are not part of the audit and
are undertaken by auditee within an
agreed timeframe
• The auditee should keep the audit client
informed of the status of these actions
• The completion and effectiveness of
corrective action should be verified
Summary
• Audit is a management tool that assesses
the organisation.
• Auditing is very formal and systematic

and may include inspections in its
activities.
• An audit always have scope, objective,

audit criteria, written report and follow-up.
Summary
• Before an audit is undertaken plans
that include document review and
other preparations are undertaken.
• Information is gathered during an

audit through document reviews,
inspection, interviewing, something
and observation.
Performance
Measurement &
Monitoring
Certificate Course
1
Learning Objectives
• To state the importance of
performance measurement and
monitoring
• To describe 2 ways of measuring

performance
• To calculate incident rate, frequency

rate, severity rate and fatality rate
Scope
• Importance of performance
monitoring and measurements
• Traditional indicators
• Performance measures
• Analysing and presenting data
What is 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
individual
• damage to property
• a near-miss, a loss
• any combination of these effects
Why Bother with Performance
Monitoring and Measurement?
• Performance monitoring and
measurement is like driving at night
– No headlights than you know you’re moving
but do know what you will crash into
– No map you might see your way but not know
where you are going to
• Required by regulation:
– Safety and Health Officer Regulations 1997,
USECHH Regulations 2000, etc.
What Performance Monitoring
Can Do
• Developing strategies in preventing incidents
• Recorded details provide a broad picture of
events
• The database can be analysed for info on:
– the most common types of incidents and the
factors that caused it
– the trend in safety performance
– benchmarking performance against other
workplaces
What You Need To Do
• Monitor:
– if organisation’s objectives are met
– compliance with OSH programme and
regulatory requirements
– Effectiveness of control
– Proactive and reactive measures
– incidents, ill health, near-misses
– environment (noise, fumes, etc.)
– medical / Biological (Lead, etc.)
• Determine how to reliably measure these
• Responsibility and authority for monitoring
Ways of Measuring Performance
• Proactive (use measure for prevention) -
• Compliance (towards legal requirement --
Regulations, Codes of practice, Guidelines)
• Activity (training, safety meeting, inspection)
• Reactive (use measure for correction) -
• Near misses, injury, plant damage, etc.
• Qualitative & quantitative analysis e.g. fatality
rates, incidence rates
Note: It is better to prevent than to cure
Disadvantages of Reactive
Measures
• Traditional performance measures have
been reactive measures
• They measure failure to prevent incidents
rather than “safeness”
• Useful for measuring deficiencies and
deviations
• These measures are very dependent
upon good reporting (e.g. near misses)
Reactive (Traditional)
Performance Measures
10
Traditional Performance
Measures
Number of accidents
– Stated as Lost Time Injury (LTI) for workers
away from work for 1 day or more (used
by SOCSO)
– A better measure is to include near misses:
• No. of Accident+No. Of (incidents or near
misses)
• Difference between an accident and an
incident is quite often “luck”
Measurement
Incident Rate:
– Workplace with less LTI does not mean it is
safer than the one with a higher number if it
has less workers
– The number of undesired events for each
one thousand persons' working at that
location eliminates this problem
number of incidents
Incidence Rate   1000
annual average employment
Measurement
Frequency Rate:
– The incident rate measure is a good measure for
comparisons between two locations
– However this is less accurate if the number of
hours worked by each person is different
– The frequency rate is a better comparison
especially between similar work locations
Frequency Rate = Number of Incidents x 1000000

Total Hours Worked
Measurement
Severity Rate:
– The Incident Rate and Frequency Rate do
not indicate how severe the incidents are
– If the number of days lost are taken into
account as a measure of severity than the
severity rate will show the seriousness of the
incidents in the workplace
Severity Rate = Total Workdays Lost x 1000000
Total Hours Worked
Measurement
• Fatality Rate:
– The fatality rate will show how many
deaths on the average are killed among
the people employed in the workplace
Fatality Rate = Number of Fatalities x 1000000

Annual Average Employment
What is Proactive Measurement
• This measurement is concerned with
the quantity and quality of activity in
ensuring safety
• Performance measurement will

provide feedback on how well
occupational safety and health is
being managed
Proactive Performance
Measures
• Percent of compliance to legislation
• Percentage of training completed
• Frequency of "walk through" and
“checklist inspections” carried out
• Number of corrective actions
completed on time
Proactive Performance
Measures
• Availability of competent persons
• Frequency of emergency drills and
exercise carried out
• Speed of emergency response
Presenting the Information
• The purpose of comparing and analysing
performance measures are to show
performance trend and to compare with
benchmarks
• Carry out analysis at plant level,
department level and at company level
• SOCSO does this at the national level
• Present for easy understanding, use
graphics
Analysing and Presenting
Information
• Combination of measures present a
better picture
• Much information are best understood in
graphical form. Use:
– Pareto chart
– Bar Chart
– Histogram
– Gantt Chart
– Pie Charts
– Line Chart
– Cause and Effect Diagram
Summary
• Performance measuring and
monitoring is an important aspect of
management.
• Provides feedback for corrective

action and improvements.
Summary
• There are two types of performance
measures:
– Proactive measures indicate the quality and
quantity of activities to ensure a safe workplace
– Reactive measures are useful for measuring
deficiencies and the proactive measures
• Analyse information and present them for

good understanding.
Incident
Investigation And
Corrective Action
Certificate Course
1
Learning Objectives
• To describe the importance of incident
investigation
• To list 4 types of incident
• To describe principles of investigation
2 Copyright 2014 NIOSH Malaysia. All rights reserved. No part of this document shall be
Learning Objectives
• To explain 8 steps in incident investigation
• To explain ways to plan and implement

corrective and preventive action
Scope
• Overview of an Incident Investigation
• Principles of Incident Investigation
• Pre-Planning and Strategy of an

Investigation
• Corrective Action
What is 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
individual
• Damage to property
• A near miss, a loss
• Any combination of these effects
What is a “Near miss”?
• A “Near miss” is:

– An event which did not result in injury or
damage to property but had the
potential to do so
– Shares the same root causes as an
accident. It is only because of chance
that no harm or damage occurred
– Needs similar attention as an accident
Four Basic Types of Incidents
• Minor accidents:
• Paper cut occurs on finger, box of
materials dropped on toe
• Serious accidents (cause injury or

damage to equipment or property):
• Falling off a ladder, hazardous chemical
spill, forklift dropping a load
Four Basic Types of Incidents
• Long Term
•Hearing loss, cancer resulting from
exposure to chemicals
• Near misses
Accident Causation Model
An accident is the result of a sequence of an
immediate cause and an underlying cause
1. Results of the accident - harm or damage

2. Incident – the accident
3. Immediate causes – symptoms of lack of
control
4. Basic (underlying) causes – the real problems
The Three Basic Causes of
Accidents
•Poor Management Safety Policy & Decisions
•Personal Factors
•Environmental Factors
Basic Causes
 Unsafe Act Indirect causes Unsafe
Condition 
 Unplanned Incidence ACCIDENT

Personal Injury,
Property Damage
Direct Causes

Contributing Factors To
Accidents –
Immediate Causes (Symptoms)
The unsafe acts and unsafe conditions
can be categorised as follows:
1. Human behaviour
2. Design of equipment and plant
3. Systems & procedures including use of
materials
4. Environmental surroundings
Root Causes of Incident -
Management (The Real
Problem)
• Personal Factors • Supervisory Performance
– Lack of knowledge or skill, – Inadequate instructions, failure
improper motivation, physical of SOPs, rules not, enforced,
or mental conditions hazards not corrected,
devices not provided
• Job Factors • Management Policy &

– Physical environment, sub- Decisions
standard equipment, – Measurable standards, work in
abnormal usage, wear & tear, progress measure , work-v-
inadequate standards, design standards, evaluation ,
& maintenance, purchasing corrective action
standards
What is an Incident Investigation
• A management tool by which:
– Work-related injuries, ill health, diseases and
incidents are systematically studied so that their
root causes and contributing factors can be
identified
– The organisation’s Occupational Safety and

Health management system can be continually
improved
Why Investigate an Incident
• To prevent repetition of the same work-
related injuries, ill health, diseases and
incidents
• Compliance to Legal Requirement
Why Investigate an Incident
• Accurate record (for insurance, legal
prosecution, public enquiries)
• Organisation’s own policy and business

reasons
Who Should Investigate?
Depends on Severity of the
Incident
• Internal Investigation team
– Individuals involved
– Supervisor, Safety officer
– Upper management
– External consultants
– Members of the Safety and Health Committee
Who Should Investigate?
Depends on Severity of the
Incident
• External agency involvement

– DOSH and / or DOE, Police, etc.
What & When to Investigate
• All serious and long-term incidents &
near misses
• As soon as possible to prevent:

– Scene interference
– Deterioration of evidence
– Losing people’s recollection of the
incidence
Principles of Incident
Investigation
Principles of Investigation
• Carried out according to

procedure:
– For all incidents
– By competent persons with
participation of workers.
• Should:
– Be systematic and documented
– Be treated as urgent (to prevent productivity loss
and deterioration of evidence)
– Be objective (fact finding only)
– Find the underlying (root) cause(s)
– Identify failures in OSH management system
– Implement corrective action
• The results should:

– Be communicated to the Safety and Health
Committee who should make appropriate
recommendations
– Include external investigation reports such as
DOSH and SOCSO
– Be communicated to appropriate persons for
corrective action
– Included in management review (OHSAS 18001)
Be Prepared –
Before the Incident
• Identify who has the authority to investigate
and carry out mitigation action and
corrective action to completion
• Have a system for notification and

recording of all incidents and injuries
Be Prepared –
Before the Incident
• Designated trained and competent
investigator
– Only be responsible for investigating
How Much to Prepare
Dependent on:
– The number and type of workplaces
– The equipment required to conduct the
investigation
– Ability for investigator to reach an
investigation site as soon as possible
– Geographical location
– Reliable transportation requirements
Notification Procedure
• Notification:
– To management after an incident
– Initiated by the person involved
– Should be to his immediate superior
– To visitors and contractors
– Recorded
• Automatic system to notify investigator
• Include members of Safety and Health
Committee (if any)
Investigation Procedure
1. For recording evidence
2. For observation and recording of fragile,

perishable or transient evidence
e.g. Instrument readings, control panel
settings, weather & other environmental
conditions, chemical spills, stains, skid
marks
Investigation Kit Preparation
• Camera & • Clipboard, Pre-
Video Camera printed Forms
• Cassette Tape • PPE
Recorder • Containers for
• Flash and Batteries Taking and Storing
• Mobile Telephone / Samples
Walkie-Talkie • Barrier Tape
Responsibilities
• Employee
– Record in incident book (supervisor
checks)
• Supervisor / Manager
– Initiate risk control response: first-aid,
fence area, etc. other preventive action
– Inform SHO
Responsibilities
SHO
• Organise camera, tape and report form
• Check line management report
• Investigate if incident is serious and require to notify
authorities such as DOSH, DOE, Police, etc.
• Complete incident record form
• Summary report to Safety and Health Committee
Responsibilities
Investigator
• Visit and survey incident scene
• Eliminate the hazards:
– Control of chemicals
– De-energise
– De-pressurise
– Light it up
– Shore it up
– Ventilate
On-Site Investigation Strategy
Steps in Incident Investigation
1. Gather information
2. Search for and establish facts
3. Isolate essential contributing factors
4. Determine the causes & root cause
Steps in Incident Investigation
5. Determine corrective actions
6. Report, review the findings
7. Analyze incidents
8. Implement corrective actions
Gathering Information
• Time is of the essence
• Take samples, photos, measurements and

sketch diagrams,
– Preserve and protect data, Information and evidence
– Collect in order of fragility
• People, Positions, Parts and Papers; (4Ps)
• Record injury types & groups
• Identify people involved

– Excellent source of first hand
knowledge
• Interview injured, witnesses,

supervisors and others
• Get preliminary statements as soon as
possible from all witnesses
• May present pitfalls in the form of:

– Bias, perspective, exaggeration, hidden
agenda
Gathering Information -
People (Witnesses)
• One-to-one in private
• Put them at ease

– Make it clear the objective of the investigation is
to avoid recurrence, not to apportion blame
• Do not interrogate but Question!

– Let each witness speak freely on their version
People (Questioning)
• Strategic questioning - No leading
questions
• Obtain facts not opinions
• Ask What, Where, When, Why, Who and
How
• Get observation on events before, during
and after the incident
People (Questioning)
• Make sure the witness understands questions
• Use sketches and diagrams to help the

witness
Recording Interview
• Take notes without distracting the witness
• Record the exact words used by the witness

to describe each observation
• Use a tape recorder only with consent of the

witness
Recording Interview
• Differentiate what is directly observed and
what is hearsay and note accordingly
• Verify claims afterwards
Closing the Interview
• Identify the designation and qualifications of
each witness (name, address, occupation,
years of experience, etc.)
• Supply each witness with a copy of their

statements
Closing the Interview
• Get signed statements where possible and

necessary
• Thank the interviewee
Position
• Document the incident scene before any
changes are made:
• Victim location
• Position of each witness on a master chart (including
the direction of view)
• Machinery, energy and chemical sources
• Other contributing factors
• Take photos, draw scaled sketches
• Record measurements
Parts
• Around incident scene prior to, during or
after the incident that may have influence
• Materials, pieces of plant, tools, equipment,
buildings
• May require qualified person to examine or
comprehensive testing or sophisticated
equipment
• Reports by “expert witness." will form part of
the investigation evidence
Gathering Evidence –
Paper
• Production schedules or process diagrams
• Check current working procedure
• Check qualifications
• Check training records
• Check corrective actions
• Check equipment maintenance records
• Check incident records
Findings
• Isolate essential contributory factors
“Would the incident have happened if this
particular factor was not present?”
• Determine Causes
Employee actions, environmental conditions,
equipment condition, procedures, training
Findings
• Find Root Causes. Ask:
What caused behaviour? Why equipment

was not fixed? Why condition was not
corrected?
Determine Corrective Action
• Recommendations made for

corrective actions
• Recommendations for corrective

actions to improve OSH
management system
Incident Investigation Report
• Clear, complete description and

accurate information of events leading
up to the accident
• Clear, complete and correct
identification of all causal factors
• Recommendations
• Supporting documentation
• Proper review and sign off
Preventive and Corrective
Action
Corrective and Preventive
Action
• Preventive and corrective action should be
carried out for:
• Incidents
• Management system non-conformances
• Recommendation(s) for preventive and

corrective actions must be communicated
clearly
Corrective and Preventive
Action Planning
• Procedure for handling investigation and
preventive and corrective action
• Identification and authority for personnel
handling investigation and preventive and
corrective action
• Authority for initiating and confirming the
completion of corrective action
Implementing Corrective and
Preventive Action
• Must be based on root causes

• Appropriate to the problem at hand
• Reviewed through risk assessment
process to ensure that the correction will
not introduce a new hazard
• Strict time table for implementation
established
• Follow up conducted
Summary
• Aim of investigation is to find root causes

• Purpose is so that similar incident will not be
repeated
• Prepare organisation, procedure and
equipment in anticipation of incidents
• Corrective and preventive action should be
carried out for incidents and management
system non-conformances
Management
Review

Certificate Course
1
Learning Objectives
• To define what is a management

review
• To identify the purposes of a
management review
• To explain the process of a
management review
Scope
• Role of management review in
management
• Role of safety and health committee in
management review
• Establishing a review committee
• What to review
• Corrective action and review follow-up
What Is A
Management Review
• Management review is a process of
reviewing the organisations management
system, programmes and performance by
top management
• Carried out by a Management Review

Committee made up of managers,
Management Representative (MR) SHO,
OSH specialist advisors and others
Purpose of a Management
Review
• Reviewing the organisation OSHMS in order
to ensure its continuing suitability, adequacy
and effectiveness
• To ensure that the organisation complies to
meeting and achieving its own safety and
health policy and objectives
• It helps in making decision on necessary
corrections or opportunity for improvements
What is Involved in the Process
• Reviewing, evaluating or deciding on:
– Performance
– Implementation of policy and objectives
– Necessary changes to policy, objectives,
procedures, system of work , etc.
– Accommodating changes in regulation,
technology, standards or expectations
– Action plans for corrective action or
continual improvements
What to Review and Evaluate
• Statistics and trends of accident, near-misses,
dangerous occurrence, poisoning or disease
• Results of internal/external audits/investigation
internal audit and evaluation of compliance with
applicable legal requirements and other
requirements
• Result of participation and consultation
• Relevant communication from external interested
parties including complaints
• OSH performance of the organisation
• The extent to which objective have been met
• Corrective actions carried out
• Reports of emergencies (actual/exercises)
• Status of incident investigations, corrective action
and preventive action
• Follow-up actions from previous management
reviews
• Changing circumstances, including developments
in legal and other requirement
• Recommendation for improvement
• Organisational changes and plant modifications
• Reports of hazard identification, risk
assessment and risk control processes
• Report on the overall performance of

the management system; managers
reports
Why you must carry out a
Management Review
• Required by SHC Regulations 1996, CIMAH
Regulations 1996, etc.
• Plan, Do, Check and Act One of the elements
used in many management system standards:
• Management system standards never
mentioned the method of review, however the
current practices is through meeting
– MS1722:2011
– OHSAS 18001:2007 Occupational Health & Safety
Management System standard
– ISO 14001 EMS, ISO 9001 QMS
Preparing for a Meeting
• Ensure the necessary information is
collected
• Relevant personnel prepare
documents, reports and analysis
for the meeting
• Documents should be collated by
the secretary (SHO) of the
committee
Preparing for a Meeting
• Consideration should be given to the

following:
– The topics to be addressed (agenda)
– Who should attend (managers, SHO, OSH
specialist advisors, other personnel)
– Individual participants responsible for
subjects of the review
– Information to be brought to the review
Safety and Health Committee
Functions
• To assist in the development of
programmes and safe systems of work
• Review effectiveness of programmes
• Inspect workplace
• Report unsafe conditions and unsafe
acts
• Recommend corrective actions
• Investigate, any accident, dangerous
occurrence, poisoning or disease
Frequency of Review
• Depends on organization's needs
and conditions.
• Standard mention review shall be
conducted at ‘planned intervals’
• Safety And Health Committee
Regulations 1996:
– Once every three months minimum; but
not necessarily review all items at every
meeting
Frequency of Review
• High risk situations, changing nature of

hazards with time, and plant
complexity require more frequent
reviews.
Management Review Meetings
must be Documented
• Minutes of the review
• Decision and actions related to possible
changes to;
– OSH Performance
– OSH Policy and Objective
– Resources; and
– Other elements of the OSHMS
• Revisions to the OSH policy and objectives
• Specific corrective actions for individual
managers, with target dates for completion
Management Review Meetings
must be Documented
• Specific improvement actions, with
assigned responsibility and target
dates for completion
• Date for review of corrective action
• Emphasis all the above in future
internal OSH management system
audits
Management Review
Communication
• Observations, conclusions and
recommendations should be recorded
and formally communicated for
appropriate action to:
•The persons responsible for specific
tasks;
•The safety and health committee
(if management review committee is
different from the SHC);
•Workers and their representatives
Continual Improvement
• Purpose of the Management Review

Committee is also for continual
implement improvement.
Continual Improvement
• Continual improvement should take
into account:
•Result of risk assessment
•OSH objectives of the organization
•Outcomes of the management review
•The recommendations from SHC and
members of the organisation
•Results of performance monitoring
•Investigation and audits
Summary
• Management review is good
management practice as well as a
legal requirement.
• Management review ensure that
OSH policies and objectives are
achieved.
• Management review activities
should be documented.
Summary
• Action items should be communicated

to those responsible for
implementation.
• Note the action item for future audit.

Niosh Sho Module 1

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Historical

Safety and Health Officer

• To recall the background to the

• To recall the development of occupational

• Development in OSH management

• Development of self-regulation legislation

• Modern OSH management

• In 1556 the German scholar, Agricola,

• It provide compensation for accidents

• Problem: Safety became injury and

A. Self-regulatory legislation in the United

B. Quality management movement

• Lord Robens recommended

• Report resulted in the Health and

• Similar legislation was enacted in

• Enacted in Malaysia in 1994 after the

– Consultation with employees through Safety

Legislation follow major accidents and

Bhopal (1984) “Responsible Care” /

Piper Alpha (1988) Risk Assessment /

– ISO 9000 QMS was proven successful and

– UK published BS 8800 and Australia AS8401

– ILO approved an OSH management

– Laws were enacted to compensate and

– Safety management guidelines began

– Lord Robens in 1972 recommended self-

– Outcome of accidents in the 1970s and

- Health problems due to occupation has

- Industrial accidents became rampant after

- Accidents in the 70’s & 80’s resulted in OSH-

Safety And Health Officer

• To explain the causes of incident & role

• To explain 3 theory on accident

• To list the cost involved in an incident

• Incidents and productivity

• Approach to loss prevention

1. Incident prevention is an essential part

2. Management and workers must fully

3. Top management must lead in

5. Must have organisation and

6. Best available knowledge and

• That occur over an extended period:

Unplanned Incident ACCIDENT

Compatible with Loss Causation Theory

– Why was the defective ladder not

– Why did the supervisor allow its

– Didn't the injured employee knew it

– Was the employee reminded not to

– Did the superior examine the job

– If the person was not in a hurry

– If the area was better lit would the

– Could the wood have been

1 Fatal / Serious injury

400 Near misses

• Bird Loss Causation Model

• Heinrich’s theory is weak and negative

Direct It is estimated that

1. Product and 7. Investigation time

• OPERATIONAL COSTS (training costs, PPE,

• SAFE GUARDING THE FUTURE COSTS (health

• Management is directly responsible for

• Safety is a condition of employment

• Deficiencies must be corrected promptly

• All unsafe practices, incidents and injury