Module 1 All

Learning Objectives
⚫ Todescribe the historical development of OSH management

over the centuries
⚫ To recall the background to the development of OSHA 1994

and its underlying philosophy
⚫ Torecall the development of occupational safety and

health management system
1
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
2
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.
3
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.
4
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.
6
Emergence Of
Industrial Safety Legislation
⚫ Insurance companies inspected work places and suggested

prevention methods
⚫ Problem: Safety became injury and insurance oriented
7
Emergence Of Safety Management
⚫ Role of HerbertW. 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
8
⚫ Frank Bird (1970) developed Loss ControlTheory.
⚫ Suggested that underlying cause of accidents are lack of
management controls and poor management decisions.
⚫ Problem:
⚫ Not so popular: blames management (responsibility and control).
9
⚫ 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
10
System
⚫ Current development of Occupational SafetyAnd Health
management system was driven by two parallel forces:
A. Self-regulatory legislation in the United Kingdom (1974),
B. Quality management movement
11
ASelf-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⚫ out of date and difficult to update,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 waswhat government inspectors
enforced.
12
⚫ Lord Robens recommended
⚫ Self regulation
⚫ Report resulted in the Health and Safety ofWorkersAtWorkAct

in the UK in 1974
13
⚫ Similar legislation was enacted inAustralia in 1984
⚫ Enacted in Malaysia in 1994 after the 1992 Bright Sparkler

accident in Sungai Buloh
14
⚫ 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
15
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
16
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
17
Management
⚫ Management system standards:
⚫ ISO 9000 QMS was proven successful and ISO 14000 EMSwas
introduced in 1996
⚫ UK published BS8800 andAustraliaAS8401 OSH management

systems in 1996
18
Management
⚫ International and auditable OHSAS 18001 OSH Management

System published in 1999
⚫ ILO approved an OSH management system for governments to

adopt during 2000
19
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.
20
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.
21
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
22
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
Skill Solutions Sdn Bhd 1

Scope
 Principles of loss prevention
 Causes of incidents
 Incidents and productivity
 Approach to loss prevention

Principles of
Incident Prevention
1. Incident prevention is good

management
2. Management and workers must fully
cooperate
3. Top management must lead

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 information and

technology 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
Unsafe Act Basic Causes
Unsafe

Indirect causes Condition
Unplanned Incidence ACCIDENT

Personal Injury,
Direct Causes Property Damage
Three Basic Causes Of Accident
Lack of Management Control
 Management responsible for:
◦ Selection of workers
◦ Machinery and equipment
◦ System of work
◦ Information and training
◦ 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

found during normal inspection?
◦ Why did the supervisor allow its
use?
◦ Didn't the injured employee know it
should not be used?

Fall From a Defective Ladder
◦ Was the employee properly 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
It is estimated
Direct that for every $1
Costs in direct incident
Indirect costs, there are
anywhere from $4
Costs 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.

Safety Management
 Safety audits and inspections must be

carried out.
 Deficiencies must be corrected

promptly.
 All unsafe practices, incidents and injury

accidents will be investigated.
Safety 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

 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

 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

 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

 An OSH management system
› Components:
 Arrangements (plans, implementation), etc.
› Purpose:
 To ensure safety, health and welfare of
workers
 To comply with regulation

 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

 A system organises and simplifies
complexity
 A system provides order, structure, and

focuses on the purpose and objective of
activities

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

OHS-MS such as MS1722:2003 & OHSAS
18001 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 Safe & healthy

HAZARDS Make Arrangements Supervise Workers
LEGISLATION Assign Responsibility Respond Emergency Productivity
THIRD PARTY INPUTS Arrange resources Train Organisation Image
Communicate
ETC
CHECK
ACT
Monitor
Corrective Action Surveillance
Review Inspect
Improve Investigate
Audit
Record & Analyse

 There are two occupational safety and
health management system standards:
› OHSAS 18001 Occupational Health & Safety
Management System standard
 This standard was established in 1999
 Widely used and certifiable
› MS1722:2003 management system standard
 This standard was published in 2003
 This is a guidance standard

Continual
improvement
OH&S
Management policy
review
Checking and Planning

corrective action
Implementation
and operation

 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

 Workers and their representatives are
consulted
 Ensuring that management and workers are

competent and understand their rights
 Allocating the necessary resources
 Continual improvement

Compare what you have with:
a) Requirements of relevant legislation dealing
with OH&S management issues
b) Best practice and performance in your

industry sector and other appropriate sections
c) Efficiency and effectiveness of existing

resources devoted to OH&S management

 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

 Responsibility and accountability for OSH
performance for managers & supervisors
 Competence and training of employees
 Management System documentation

should be established and maintained

 Procedures should be established and
maintained for communications
externally, internally
 Cooperation on OSH aspects between

the employer, management and
workers

 Ongoing hazards identification and
assessment
 Preventive, protective measures

implemented in order of priority
 Procedures must be relevant to

identified risk

 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
 Performance measurement
 Accident, disease and incident

investigation
 Auditing
 Management review

 Preventive and corrective action
 Continual improvement

 The MS 1722:2003 standard contains the
following components:
1. Policy
2. Organizing
3. Planning and Implementation
4. Evaluation
5. Management Review

 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

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

 Management as a whole is responsible
for OSH
 Ensuring that management and workers

are competent to carry out their tasks,
especially the hazardous ones

 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

 Hazards identification and assessment is
made the basis of OSH management
 Preventive, protective measures must be

implemented
 Have an emergency preparedness and

response arrangements

 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

 OSH management programmes must be
monitored
 Investigate work-related injuries, ill health,

diseases and incidents, and their impact
of OSH performance

 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

 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

 The components of OHSMS are Policy,
PDCA
 The objective or purpose of an OHSMS

such as MS1722:2003 or OHSAS 18001 is
to ensure the welfare safety and health
of workers and compliance with
regulations.

 To define what is an OSH policy statement
 To describe the importance of OSH policy
 To explain four steps in implementing OSH

policy

1. What is an OSH Policy and Why do we need it
2. Legal requirements of an OSH Policy
3. Formulating the policy
4. Implementing the policy
1. Responsibility assignments
2. Arrangements required to implement the policy
3. Monitoring the policy
4. Reviewing and revising the policy

 The OSH policy statement is a document
that sets out how the organisation will
manage safety and health in the
workplace.

 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
 Required by law

 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

1. Formulate and write the policy
◦ Include statements of vision and goals, the
◦ Objectives and target related to risk
2. Implement policy by making arrangements

◦ Organisation, OSH programmes, appointments

3. Communicate the policy
◦ Announce and display statement, communicate
responsibilities and OSH programmes
4. Monitor and revise as necessary

 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”)
◦ Legislation (compliance, competency of employees)
◦ Clients (compliance to clients’ safety procedures)
◦ Associations (“Responsible Care”)
 Requirements Of OSHA1994 (Section 16)

 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 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

1. Begin with goals, 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

 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 and Surveillance of
workplace environments
 Workplace inspections
 Auditing
 Incident / accident investigation

 Performance statistics
 Review policy
◦ Experience
◦ Operational or organisational changes
◦ Alterations of plant or processes
◦ New legislation
◦ New hazards identified
◦ Change of business

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

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:

Promotional Technique
 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

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

Five Myths That Inhibit
Positive Conflict Management
1. The presence of conflict is a sign of poor
management.
2. Conflict is a sign of low concern for the
organization.
3. Anger is negative and destructive.
4. Conflict, if left alone, will take care of
itself.
5. Conflict must be resolved.

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

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.

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

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 18000, 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

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

Incident Command Organisation
(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 •IT
Control
National Inter-Agency Incident Management System
Used by FEMA and included in NFPA 1600:2000

Task Of the Incident
Organisation
 Identifies level of emergency response
 Coordinates response action, evacuation,

continuity and recovery activities
 Ensure outside assistance are notified or

called upon

Task Of the Incident
Organisation
 Work with external agencies
 Complies with applicable statutes or

regulations

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
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)

Emergency Planning
Plan For Emergency Mitigation,

Preparedness, Response And Recovery

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.

Types Of Potential Hazards
Human events
 The wrong valve was opened, miscommunication
about what to do, etc.
 Sabotage, terrorism

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)

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

Potential Impacts Of Hazards
Health, Safety and Environment
 Persons in the affected area

 Personnel responding to the incident
 Pollution to the environment

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

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”

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

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

Recovery Strategy
 Objective is to restore functions as

early as possible
 Redundancy or alternatives
arranged for identified critical
functions
 Alternative site, supplier arrangements

Recovery Strategy
 Roles and responsibilities for restoration

identified
 e.g. recovery manager and team,

communications, utilities, purchasing, HR, site
security

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

Resource Planning
 Based on identified threats and hazards
 Fire, flood, explosion, spills, collapse
 Existing internal and external resources
 Identify resource shortfalls and

alternate sources

Resource Planning
 Consideration for mutual aid agreements
 Arrangements with vendors and suppliers

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

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

Emergency Facilities To Be
Made Available
 Command posts
 Identified, equipped, tested, and maintained

 Operations manual
 Personal protection equipment list

Emergency Facilities To Be
Made Available
 Where needed toxic, explosive gas
detectors, wind indicators
 Resources from external sources
 At industrial facilities or agencies

Regular Tests of Emergency
Equipment and Facilities
 Check and document alarm system

frequently
 Frequent tests of fire fighting

equipment

Immediate Strategic Plans
 Identification of vital personnel (core

team), systems, operations, and
equipment
 Priorities for restoration and mitigation

Immediate Strategic Plans
 Acceptable downtime before restoration to

a minimum level
 Minimum resources needed to accomplish

the restoration

Plans
Written Plans
 Strategic
 Operations
 Mitigation
 Recovery plans
Roles and responsibilities

 Incident commander, recovery manager,
communications and public relations
Lines of authority

Procedures
 Alarms, call out and notification

 Communication - internal, authorities, public
 Employees - escape, etc.
 Evacuation - community
 Coordination with other parties
 Recovery

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

Finance and Administration
 The organisation should also develop financial
and administrative procedures to support the
emergency management programme before,
during, and after an emergency or a
disaster.

Finance and Administration
 Before – maintenance, drills and exercises,

alternate sites and equipment
 During – logistics, HRM, logistics, equipment,

services
 After – recovery activities, repairs, clean-ups and

restoration, compensation

Incident Procedures
 Control of access to the area
 Identification of personnel at the

incident
 Accounting for personnel in incident

activities

Incident Procedures
 Accounting for persons affected,

displaced, or injured by the emergency
 Mobilisation and demobilisation of

resources

Disaster Recovery Activities
 On-site damage assessment and

purchasing
 Employee/victim assistance (financial,

medical and psychological)
 Incident investigation

Disaster Recovery Activities
 Clean-up and restoration
 Restoring safety and emergency systems
 Legal, insurance and financing (expedited)
 Public information and communication

Training
Familiarisation
 Manual Familiarisation, Specific Courses

(chemical fire, rescue, decontamination, Media
etc), Exercise Observer

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

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

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

 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

 Reasons for providing First-Aid
 Planning for First-Aid
 First-Aid facilities
 Training

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

 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)

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.

 Get help immediately. Speed is essential.
Minutes can save lives
 First-Aider assess situation without

endangering self
 Identify injury or injuries

 In cases of multiple casualties prioritise
treatment
 Keep records of treatments

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

 The duties of first aiders should be analysed
as part of the hazard management process
 Identify hazards from

 Manual handling
 Infection control

 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).

 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

 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,

 Posted method for transporting ill or injured
employees and instructions for calling an
ambulance or rescue squad and
 An adequate first-aid record system

 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)

 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

 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

 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

 In areas where chemicals are stored, handled,
or used provide:
 Emergency flood showers

 Low pressure eye-wash fountains

 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

 Access for wheelchair/stretcher
 Easy access to work areas and toilets
 Easy to clean

 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

 Protected against mechanical damage and
destructive vapours or fumes, dust, etc.
 Tested periodically if made of materials that

will deteriorate

 Location of first aid boxes/rooms
 Names, location, contact numbers of First

Aiders
 First aid procedures
 Universal precautions

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

 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

 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

LEARNING OBJECTIVES
 To describe 7 steps of procurement and

contractor management
Skill Solutions Sdn Bhd

1
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)

3
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)

4
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 well informed

6
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

8
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

9
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)

10
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

11
SUMMARY
 Incorporate OSH in procurement.

 Fullfill 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.

Learning Objectives
 To describe 7 roles of computer in OSH

application
 To describe the basic components of ICT

Scope
 Occupational safety and health management and

ICT
 The computer as a multipurpose and a powerful

tool
 Information and its sources
 ICT basics and the internet

Day-to-day Tasks in OSH
Management
 “Paperwork” and instruction giving
 Tracking and monitoring programmes and

performance
 Keeping records

Management
 Communicating, storing and retrieving

information
 Getting timely information on items requiring

action
 Compiling safety reports and compliance

documentation

Management
 Identification of risk and developing safety
action plans
 Assignments responsibility and accountability
 Managing inspections and internal audit
 Follow-up on progress of corrective action

Computers
 What makes a computer such a powerful tool?
 Speed
 Accuracy
 High volume data and information storage
 Processing and computation
 Connectivity
 Automation application
 Multimedia

Roles Of Computers in
OSH Applications
 Documentation, correspondence and

presentations
 Safety statistics
 Spreadsheets, database and CD-ROMs
 Repetitive or complicated calculations,
simulation and design
 Expert system
 Computer-based training
 Control applications and robotics

Marriage of Information
Computers and Communication
(ICT) in OSH
Communications = Internet , Intranet, high-speed

data network (ISDN), etc.
 OSH information sharing and dissemination :
 E-mail, Newsgroup, Chatting
 Sources of information
 MSDS, digital libraries, databases, OSH websites
 Telemetry

Information and
Communication System
BUSINESS HARDWARE
Strategy
Rules SOFTWARE DATABASE
Procedures
ORGANIZATION TELE-
COMMUNICATIONS
INFORMATION SYSTEM

Popular MSDS Website
 International Chemical Safety Card UN/WHO/NIOSH

http://www.niosh.com
 MSDS for infectious materials from Health and Safety
Canada
http://www.hc-
sc.gc.ca/hpb/lcdc/biosafty/msds/
 EPA's list of chemicals monitored by major programs
http://www.epa.gov/enviro/hyml/emci/chemr
ef/index.html

Popular OSH Web-sites
 NIOSH - www.niosh.com.my
 DOSH - www.dosh.gov.my
 NIOSH USA - www.cdc.gov/niosh
 WORKSAFE WESTERN AUSTRALIA
www.safetyline.wa.gov.au
 ILO (Geneva) - www.ilo.org
 Canadian Centre for Occupational Health and Safety -
www .ccohs.ca
 World Health Organization - www.who.int
 Health and safety Executive (UK) –
www.hse.gov.uk/hsehome.htm

Government Websites in USA
 EPA (http://www.epa.gov/)
 EPA's Office of Solid Waste and Emergency Response. Copy

the RCRA Hazardous Waste Minimization plan
 Bureau of Labor Statistics (BLS)
(http://stats.bls.gov)
 Download information on injury and illness
 OSHA (http://www.osha.gov)
 Learn about regulations. Hyperlinks on page to other
government sites

Basic Components of ICT
(Hardware)
 Computer
- Frame, Desktop, Laptop
 Telephone line
- Normal connection, ISDN
 Types of modems
Internal - Plugs into slot in computer
External - Connects to external communication port
PCMICA - Plugs into laptop computers

Basic Components of ICT (Software)
 Operating System
 Windows 95, 98, ME & XP
 Apple – MAC OS X
 Application
 Office Application e.g. Microsoft® (Word®, Excel®,
PowerPoint®, Access®)
 Statistics e.g. SPSS Inc. SPSS® Regression Models
 Graphics e.g. Adobe® Photoshop®
 Multimedia e.g. Macromedia® Director
 Communication e.g. ProComm®
 Browsers e.g. Internet Explorer, Netscape®
Basic Components of ICT (Software)
 Expert System, Artificial Intelligence, Simulation

And Modelling
 Ergonomic Layout and Optimization of Manufacturing
Systems (ERGOMAS), available in NIOSH:
 Work system planning
 Production line layout
 Material flow design
 Workplace design
 Ergonomic analysis
 Work measurement
 Cost analysis

15
Internet Overview
 News Groups
 Thousands of news groups, each devoted to a specific topic
or subtopics

Internet Overview
 FAQ
 There is a section on the net containing a list for nearly
everything you want to know about the system
 In the case of news groups, the FAQ is posted regularly to
the news groups such as:
 New announce, new users, new answers

Internet Overview
 Hypertext Transport Protocol (HTTP)

 Provided at sites that will allow you to connect to another
site automatically.
 IP (Internet Protocol) Addresses

 A mask that hides the numerical addresses the IP actually
uses.

Internet Overview
 Home Page
 A place where text and graphics are displayed. This home
page provides the necessary hyperlinks to explore the world.

Internet Overview
 Telnet
 A basic method of logging onto a computer that
connects to the internet.
 Most telnet locations require a password. (Guest)
 FTP (File Transfer Protocol)

 Method used to transfer files to your location, once you
located them.

E-Mail
 Used to communicate with others
 Developed around the concept of an address
 Can attach a file to your message

E-Mail
 Makes it possible for you to prepare a batch of

letters and then tell the software to sign on and
automatically e-mail the letters

Internet Addresses
23
 These addresses are starting to appear in company

ads and in magazine and newspaper articles
 Internet addresses consist of two parts:
 Information to the left of the "(@) sign
 The information to the right side
 Information to the right of the “ @ " sign is called the

domain
 On the left is the organization's name

Examples of Country Code
Australia .au .com U.S. commercial businesses

Canada .ca .edu U.S. college and university sites
.gov Governmental bodies
France.fr
.int International bodies, like NATO
Indonesia.id .mil Military organizations
Japan.jp .net Companies or organizations that
Malaysia.my run large networks
.org Non profit organizations and
Philippines.ph others that don't fit
Singapore.sg
Switzerland.ch
Thailand.th
United Kingdom .uk

Summary
 Many OSH functions could benefit by the use of

ICT.
 The most important of these is speed and
timeliness.
 Information availability from the internet.
 Essential information such as MSDS, regulatory
information and occupational safety and health
guidelines can be made available to all.

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

PROBLEM 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) 7

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
10

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
11

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 12

TRAINING ON PPE
 Practicing using the PPE
 Cleaning, maintaining and repairing PPE
 Use of PPE in dealing with emergencies
13

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.
14

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.
15

LEGAL REQUIREMENTS
Factories And Machinery (Safety, Health
And Welfare Regulation, 1970
 Regulation 32
 Clothing
 Safety helmets
 Gloves
 Eye protection
16

LEGAL REQUIREMENTS
OSHA1994: USECHH Regulations 2000

 PART V - Action To Control Exposure
 Reg.16(1) Approved personal protective
equipment shall be used
17

FACE AND EYE PROTECTION
 Goggles, spectacles and face shields are used for

protection from injury by:
 Physical (flying or falling objects)

 Chemical agents
 Radiation
18

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
19

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
20

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.
21

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 expectancy of
thermoplastic helmets.
 Solvents can damage the shell. Be careful when using

them for cleaning.
22

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.
23

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
24

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.
25

PROTECTIVE FOOTWEAR
PROTECTION FOR FEET AND TOES
Hazards
 Wet, electrostatic build-up; cuts and punctures; falling objects,

heavy loads; metal and chemical splash; vehicles.
26

FALL PROTECTION SYSTEMS
PERSONAL LIFELINES
 Body support
 Lifelines
 Construction of body support
 Inspection and testing
27

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.
28

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
29

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
30

KINDS OF RESPIRATORS
Air-purifying Respirators
 Have filters, cartridges, or canisters that remove

contaminants from the air
 Types: Particulate, Gas & Vapour, Combination
31

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
32

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)
33

SELECTION AND FITTING OF RESPIRATORS
Fit testing important
 Individual variation
 Determines the level of protection
34

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
35

SPECIAL WORK CLOTHING
 Selection factors
 Materials:
 Impervious clothing
 Protection against heat, flame and hot metal
 Others
36

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
 Make certain the employees know the correct use and
maintenance of the equipment
 Enforce its use
37

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.
38

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
1 Skill Solutions Sdn Bhd

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 datelines 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

Programmes
 Employee
 To cooperate
 Obey rules and regulations
 Reporting
 Involvement in consultations

Programmes
 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.

Programmes
 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

 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

 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

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 or a situation with a
potential for harm in terms of human
injury or ill health, damage to property,
damage to the environment or a
combination of these.
 Danger: Relative exposure to hazard

Definitions
 Risk: A combination of the likelihood
of an occurrence of a hazardous event
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.

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
 Requirement of the law e.g.
◦ OSHA 1994, CIMAH Regulations 1996 &
USECHH Regulations 2000
 Requirement of OSH management
system standards:
◦ MS 1722:2003,
◦ OHSAS 18001 and
◦ ISO 14001, etc.
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
and visitors);
 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
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 use 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 Example of Potential Sources of
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 Example of Potential Sources of
of Hazards Hazards
Chemical Exposed to carcinogens chemicals,

sensitizers and corrosive chemicals.
Ergonomics Repeated exposure to unnatural

postures and unnatural movement,
wrong 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 neighbor
◦ 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 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 expired 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
◦ Atmospheric monitoring insufficient

Hazards Analysis
 Method use: (example)
◦ Job Safety Analysis (JSA)
◦ Hazards and Operability Studies (HAZOP)
◦ Fault Tree Analysis etc.

Job Safety Analysis (JSA)
 Job 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
Hazards And Operability
Studies (HAZOP)
 To identify and evaluate safety
hazard 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.:

◦ highly likely,
◦ likely,
◦ highly unlikely.

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
SEVERITY
1 2 3 4
First Aid
and Near 1 1 2 3 4
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
realisation 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 LEVE
on any grounds L
TOLERABLE IF:
A Risk is undertaken if
OF Reduction
a benefit is desired
L Impractical
 or
A Reduce risk 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. Skill Solutions Sdn Bhd 56
Summary
 The basis of OSH management is the
identification of hazard, risk assessment and
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; use PPE as protection is the last
resort

Learning Objectives
 To describe the importance of incident
investigation
 To list 4 types of incident
 To describe principles of investigation

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 cuts finger, box of materials dropped
 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, an illness 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
Three Basic Accident Causes
Management Safety Policy
Management Decisions
Personal Factors Basic Causes
Environmental Factors
Unsafe
Unsafe Act Condition
 Immediate causes 
 Unplanned Incidence
Direct Causes
ACCIDENT/ INCIDENT
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
◦ Lack of knowledge or skill, Performance
improper motivation, physical ◦ Inadequate instructions, failure
or mental conditions of SOPs, rules not, enforced,
hazards not corrected, devices
not provided
 Job Factors
◦ Physical environment, sub-  Management Policy &
standard equipment, abnormal Decisions
usage, wear & tear, inadequate ◦ Measurable standards, work in
standards, design & progress measure , work-v-
maintenance, purchasing standards, evaluation ,
standards corrective action

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
 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

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-printed

Video Camera Forms
 Cassette Tape Recorder  PPE
 Flash and Batteries  Containers for Taking
 Mobile Telephone / and Storing 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

(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

(Questioning)
 Make sure the witness understands questions
 Use sketches and diagrams to help the witness

Gathering Information - 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

Gathering Information - Recording
Interview
 Differentiate what is directly observed and
what is hearsay and note accordingly
 Verify claims afterwards

Gathering Information - 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

Gathering Information - Closing
The Interview
 Get signed statements where possible
 Thank the interviewee

Gathering Information - 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

Gathering Information - 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.

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
 Paper or booklet providing information
 Record or report in detail
 There are four levels of documentation

 Manual
 Procedures
 Instructions
 Forms and records

The Documentation Pyramid
Safety
Manual
Procedures
Instructions
Records, Forms, Reports
Hierarchy Of Documentation
What are OSH Manuals For?
 Provide information for effective control of

hazards in the workplace
 To control OSH management activities in

accordance with requirements

Contents Of OSH Manual
 Statements, procedures, instructions and records

Contents Of OSH Manual
The manual at the minimum contain:
 OSH policy statement and OSH objectives
 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

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.

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
 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
 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
 New Employees  Confined Space Entry
 Injury / Illness Reporting  High Pressure System
and Investigation  Compressed Gases,
 Risk Assessment Cryogenic Liquids,
 Relevant Legislation and Vacuum Equipment
Implementation  Chemicals, Solvents,
 Rules for Visitors Flammable Materials
 Emergency Plans  General Shop Policies
 Personal Protective  Electrical Systems Safety
Equipment  Lockout / Tag-out
 Construction Safety

Instructions
(How we do our daily jobs)
 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

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)

Example of Instruction
 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)

(How we did our daily jobs)
 Records are documents used to track and

demonstrate performance
 A form is a documentation to standardise records

(How we did our daily jobs)
 Reports are summaries of performance or their
analysis
 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

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.
Monitoring data 30 yrs.
Failures, incidents, complaints and 30 yrs.
follow-up actions
Maintenance records 10 yrs.
Chemical inventory reports 30 yrs.
Hazard communication documents 30 yrs.
MSDS 10 yrs.
Permits-while active
Documentation vs. Training
 Keep procedures to the minimum
 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
 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
 Safe system of work procedures can be incorporated

into a method statement.
 A collection of safe systems of work can be 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

Basic Requirements
 Periodically reviewed
 Revised as necessary
 Communicated to users
 Readily accessible to all affected by them

Basic Requirements
 Procedures 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
 Procedures should cover, where relevant, the three

periods of undertaking:
 Before work is begun (preparation)

 During
 After (cleanup and commissioning)

Writing A Procedure
 Procedures 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
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
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
 Responsibilities
 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.
 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

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
1

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

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
 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

7

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

TRADITIONAL PERFORMANCE
MEASURES
Number of accidents
 Stated as Lost Time Injury (LTI) for workers away from
work for I 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”
10

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
11

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
12

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
13

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
14

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
15

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
16

PROACTIVE PERFORMANCE
MEASURES
 Availability of competent persons
 Frequency of emergency drills and exercise

carried out
 Speed of emergency response
17

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
18

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
19

SUMMARY
 Performance measuring and monitoring is an
important aspect of management.
 Provides feedback for corrective action and

improvements.
20

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.
21

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 examination
to determine whether activities and
related results conform to planned
arrangements and whether these
arrangements are implemented
effectively and are suitable for achieving
the organization's policy and objectives.

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
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

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, adequate, and effective
 Review results of previous audits

Determining Frequency Of Audit
 Dependent on the objectives of the audit
 e.g. Compliance
 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 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

Initiating the audit Audit Process
Appointing
audit leader,
Audit definition,
Audit feasibility,
On-site audit
audit team, contact
activities
opening meeting,
Communication,
Document Review Roles and the Audit Report
Review documents responsibilities, Prepare,
and records, Collecting and approve,
determine adequacy distribute
verifying
information, audit
findings, Audit
conclusions, Completion
Preparing For Audit Document
Preparing the audit closing meeting retension,
plan, finalise audit
Assigning work to the
audit team,
Preparing work Follow -
documents Up
Auditors
 Made up of one or more persons.
 A team approach:
◦ Widens involvement, improve cooperation; 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.

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
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
(MS1722:2003, 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 with
scheduled manufacturers guidelines and legislative
maintenance
program for
requirements
plant and  Detailed inspection procedures for all relevant
equipment. items of plant and 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.

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
 Responsibilities
 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, SHO,
OSH specialist advisors and others

Purpose Of A Management Review
 To ensure that the organisation complies

with its own safety and health policy
and objectives
 It helps in making decision on necessary

corrections or 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
 Corrective actions carried out

 Reports of emergencies (actual/exercises)
 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
 Plan, Do, Check and Act concept used in
many management system standards:
 MS1722:2003
 OHSAS 18001 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.
 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
 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.

Continual Improvement
 Continual improvement should take into

account:
○ 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.

Module 1 All

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Module 1 All

Uploaded by

Copyright:

Available Formats

Learning Objectives

⚫ Todescribe the historical development of OSH management

⚫ To recall the background to the development of OSHA 1994

⚫ Torecall the development of occupational safety and

⚫ Development in OSH management between the 1930’s and

⚫ Development of self-regulation legislation

⚫ Modern OSH management

⚫ In 1556 the German scholar,Agricola, described the diseases of

⚫ It provide compensation for accidents rather than to control

⚫ Insurance companies inspected work places and suggested

⚫ Problem: Safety became injury and insurance oriented

A. Self-regulatory legislation in the United Kingdom (1974),

B. Quality management movement

⚫ Report resulted in the Health and Safety ofWorkersAtWorkAct

⚫ Similar legislation was enacted inAustralia in 1984

⚫ Enacted in Malaysia in 1994 after the 1992 Bright Sparkler

⚫ Consultation with employees through Safety and Health

Bhopal (1984) “Responsible Care” /

Piper Alpha (1988) Risk Assessment /

⚫ UK published BS8800 andAustraliaAS8401 OSH management

⚫ International and auditable OHSAS 18001 OSH Management

⚫ ILO approved an OSH management system for governments to

⚫ Laws were enacted to compensate and protect workers in 1833.

⚫ Safety management guidelines began with Heinrich and followed by

⚫ Outcome of accidents in the 1970s and 1980s resulted in OSH

- Health problems due to occupation has been known from

- Industrial accidents became rampant after the industrial

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

Skill Solutions Sdn Bhd 1

 Incidents and productivity

 Approach to loss prevention

Skill Solutions Sdn Bhd 2

1. Incident prevention is good

Skill Solutions Sdn Bhd 3

4. There must be an OSH policy

5. Must have organisation and

6. Best available information and

Skill Solutions Sdn Bhd 4

◦ That occurs through a combination of causes

◦ Which result in:

Skill Solutions Sdn Bhd 5

Skill Solutions Sdn Bhd 6

Skill Solutions Sdn Bhd 7

 That occur over an extended period:

Skill Solutions Sdn Bhd 8

Skill Solutions Sdn Bhd 11

Unplanned Incidence ACCIDENT

Skill Solutions Sdn Bhd 13

Compatible with Loss Causation Theory.

◦ Why was the defective ladder not

Skill Solutions Sdn Bhd 15

◦ Was the employee properly trained?

◦ Was the employee reminded not to

◦ Did the superior examine the job

Skill Solutions Sdn Bhd 16

◦ If the person was not in a hurry would

Skill Solutions Sdn Bhd 17

◦ If the area was better lit would the

◦ Could the wood have been

Skill Solutions Sdn Bhd 18

1 Fatal / Serious injury

400 Near misses

 Bird Loss Causation Model

Skill Solutions Sdn Bhd 20