Chapter 7

Contents
1. Introduction of OSH Management System
2. Policy
i. OSH Policy
ii. Worker Participation
3. Organizing
i. Responsibility and Accountability
ii. Competency and Training
iii. Documentation & Record
iv. Communication
4. Planning and Implementation
i. Initial Review
ii. System Objectives
iii. System Planning, Development and Implementation
iv. Hazard Prevention: General, Management of Change, Emergency Prevention, Preparedness
and Response, Procurement, and Contracting
5. Evaluation
i. Performance Monitoring and Measurement
ii. Accident / Incident Investigation and Reporting
iii. Audit
iv. Management Review
6. Action for Improvement
i. Preventive and Corrective Action
2
ii. Continual Improvement
 Contents

• Occupational health and safety management system-intro

https://youtu.be/3j4HRaDOksI?t=69
• OHS Management System mini lecture
https://youtu.be/PiorGti0CbU

3
Correspondence between OHSAS 18001:2007, ISO
14001:2004 and ISO 9001:2008
OHSAS 18001:2007
Occupational Health and Safety
Management
OHSAS 18001, Occupational Health and
Safety Management Systems—
Requirements (officially BS OHSAS 18001)
is an internationally applied  implement a policy and objectives which
British Standard for occupational health
and safety management systems.
It exists to help all kinds of organizations
put in place demonstrably sound
occupational health and safety
performance.
It is a widely recognized and popular
occupational health and safety
management system
ISO 14001:2004
An environmental management
system
ISO 14001:2004 specifies requirements for
an environmental management system to
enable an organization to develop and
take into account legal requirements and
other requirements to which the
organization subscribes, and information
about significant environmental aspects.
It applies to those environmental aspects
that the organization identifies as those
which it can control and those which it can
influence.
It does not itself state specific
environmental performance criteria.
ISO 9001:2008
A quality management system
(Customer Needs)
It was previously called ISO 9001:2000,
which is now obsolete (as are ISO 9002
and ISO 9003.) and replaced
by ISO 9001:2008 in the year 2008, NOTE:
THESE ARE LINKS. ISO9001 is an
internationally recognized Quality
Management System.
ISO 9001:2000 specifies requirements for
a quality management system where an
organization needs to demonstrate its
ability to consistently provide product that
meets customer and applicable regulatory
requirements, and aims to enhance
customer satisfaction through the effective
application of the system, including
processes for continual improvement of
the system and the assurance of
conformity to customer and applicable
regulatory requirements.
4
Correspondence between OHSAS 18001:2007, ISO
14001:2004 and ISO 9001:2008

5
Correspondence between OHSAS 18001:2007, ISO
14001:2004 and ISO 9001:2008

6
Correspondence between OHSAS 18001:2007, ISO
14001:2004 and ISO 9001:2008

7
 Objectives of this Section

• To define the concepts and components of a

health and safety management system.
• To outline recent developments in health and
safety management including the development of
OHSAS18001 and accreditation.

8
 H&S Management System: Definition

“The means by which an organisation controls risk through the management

process”.
Health & Safety Executive

“Part of the overall management system that facilities the management of

the OH&S risks associated with the business of the organisation.

This includes the organisational structure, planning activities, responsibilities,

practices, procedures, processes and resources for developing and achieving,
reviewing and maintaining the organisation’s OH&S policy”.

British Standards Institute

9
 Safety Programs vs System Approach
Safety Programs
• Traditional approach is the
use of safety programs.
• Programs are focused on
compliance with
standards/regulations
• Programs do not have
strong or any feedback
mechanisms
• The performance of a
programme is measured
using (reactive) indicators
such as the number of
accidents, injuries etc.
Systems Approach
• Four elements common to general systems theories are
input, process, output and feedback.
• Systems are also classed as being either open or closed.
Open systems interacts with the external environment
and is subject to external influences.
Closed systems do not interact with the environment
and so their ability to adapt or respond to changing
internal conditions is limited.
INPUT PROCESS OUTPUT
FEEDBACK
Organisation
External Environment
10
 Occupational Health and Safety is based on:
>>Hazard identification
The process of recognizing that a hazard exists (source or situation with the potential
to cause harm in terms of human injury or ill-health)

>>Risk assessment
The process of evaluating the risk arising from the hazard (combination of the
likelihood of a hazardous event or exposure and the severity of injury or ill health that
can be caused by the event of exposure)

>>Determination of applicable controls

Measures relevant to eliminate or reduce risk to an acceptable level. Measures are
based on the hierarchy of control measures.

>>Foundation for implementing OHSAS 18001

11
 OHSAS 18001 TOOL: PDCA
OHSAS 18001 Occupational Health and Safety Standard uses a management approach tool called
the PDCA cycle. PDCA is an ongoing process that enables an organisation to establish, implement
and maintain its health and safety policy based on top management leadership and commitment
to the safety management system. It consists of the following:

Plan – establish the objectives and processes

necessary to deliver results in accordance
with the organisation’s OH&S policy

Do –implement the process

Act – take actions

to continually Check –monitor and measure
improve OH&S performance against OH&S policy,
performance objectives, legal and other
requirements, and report results 12
 OHSAS 18001 TOOL: PDCA - PLAN
Plan
The planning stage of the process requires the organization to:
1. Devise an OH&S policy
2. Plan for hazard identification, risk assessment and
determination of controls
3. Identify relevant legal requirements
4. Plan for emergencies and responses
5. Manage change effectively
6. Devise procedures for performance measuring, monitoring and
improvement
7. Provide and ensure the appropriate use of safety equipment
8. Train in order to introduce an OH&S culture and establish the
importance of organization’s safety statement, policies and
objectives
9. Consult employees and communicate

13
 OHSAS 18001 TOOL: PDCA – DO
The implementation stage should be the easiest part of this process. If the planning stage is done
the right way then it is just a matter of following the documentation and procedures that have
been created.
In order to ensure smooth implementation a lead senior manager should be in charge of the new
OH&S system and at the same time each element of the process should have an ‘owner’ or a
person that looks after that part of the system. This ensures the appropriate structure at your
organization and effectively minimizes risk.

It is advisable to start the implementation by breaking the system down into specific elements
rather than tackling it as a whole. Concentrating on specific elements in a logical order creates a
solid foundation for the whole system to work efficiently.
Another important aspect of health and safety is having employees do the jobs that are suited to
their competencies.

A matrix should be created showing all groups of personnel, their

required competencies, training and status of each. These formal
procedures should instill the required awareness within your
organization.

14
 OHSAS 18001 TOOL: PDCA – CHECK
Check
The third step of the PDCA cycle
consists of the following:
1. Conducting internal audits
2. Evaluation of legal compliance
3. Identifying non-conformities
and addressing them
4. Thorough analysis of incidents
and incidental data
5. Measuring performance and
monitoring
The failure to conduct internal audits periodically will most
likely result in the breakdown of the system as a
whole. It often happens that where there is no control, risks tend
to arise especially quickly.
Any arising non-conformities should be tackled instantly using
the devised corrective actions. The most effective and robust
systems ensure that this process runs smoothly at all times. This
means that the performance of this process should be measured
as well and any non-conformities have to be dealt with.
It is not only the arising non-conformities that your organization
needs to think about. It’s crucial for your
organization to identify any possible emergencies and develop
relevant response procedures, this is called
preventative action.
When devising controls and measuring performance it is
important to strike a balance between being overly
bureaucratic and overly light on certain elements of the system.
The OHSAS 18001 Occupational Health
and Safety Management Specification is not supposed to hinder
the performance of your organization but
improve it.
15
 OHSAS 18001 TOOL: PDCA –Act
Act
The final step is the management review, it is a vital part of the continuous
improvement process and so the standard itself outlines what should be
included in such a review.
Management review is done by the senior management and involves
reviewing the suitability, adequacy and effectiveness of the system. It should
also include assessing opportunities for improvement and the necessity to
change the OH&S policy and the OH&S objectives.
If changes are needed, the senior management should also provide the
necessary resources for their implementation. Providing resources is a way of
presenting commitment to the new health and safety system.

16
Key Elements of a H&S Management System

Policy
Policy development

Organisational
Organising development

Planning &
Audit
Implementing

Developing
techniques of
Measuring planning,
Performance measuring and
reviewing

Reviewing
Performance

HSE Model (HSG65)

17
Key Elements of a H&S Management System

Policy

Policy
Organising
Effective health and safety
policies set a clear
Planning &
Audit
Implementing direction for the
organisation to follow.
Measuring
Performance

Reviewing
Performance

18
Key Elements of a H&S Management System

Policy

Organising
Organising
An effective management structure
and arrangements are in place for
Audit
Planning & delivering the policy.
Implementing

Measuring
Performance

Reviewing
Performance

19
Key Elements of a H&S Management System

Policy Planning
There is a planned and
Organising
systematic approach to
implementing the health
and safety policy through
Planning &
Audit
Implementing an effective health and
safety management system.
Measuring
Performance
 

Reviewing  
Performance

20
Key Elements of a H&S Management System

Policy

Measuring
Organising Performance
Planning & Performance is measured against
Audit
Implementing agreed standards to reveal when
and where improvement is needed.
Measuring
Performance

Reviewing
Performance

21
Key Elements of a H&S Management System

Policy

Auditing and
Organising
Reviewing of
Audit
Planning &
Implementing
Performance
The organisation learns from
Measuring
Performance all relevant experience and
applies the lessons.
Reviewing
Performance

22
 Standardisation

A standard is defined by the BSI as:

“A document, established by consensus and approved by a
recognised body, that provides for common and repeated use,
rules, guidelines, or characteristics for activities or their results,
aimed at the achievement of the optimum degree of order in a
given context”

Recent International Standards

ISO 9000 Series: Quality Management Systems

ISO 14000 Series: Environmental Management Systems

23
 Standardisation
Standards consist of Specifications and Guidance

• A specification is a
“Detailed set of requirements to be satisfied by a product, material,
process or system, indicating the procedures for checking conformity to
these requirements”.

• A guidance
Document provides advice rather than a set of verifiable requirements
and is designed as an internal management tool.

24
 Recent Developments in H&S

• In 1997 the ISO decided not to develop an OHSMS

standard.

• As a result many countries have developed their own. A

recent survey identified 31 such standards.

25
 BS 8800
• Produced by the BSI in 1996
• Written as a guidance document.
• Based on the management systems models from both the
HSE and ISO 14001.

Gives advice on:

• How to evaluate shortcomings with an existing health &
safety management system (OHSMS).
• What an adequate system should comprise of.
• How to progress from existing system to an adequate system.

Over 7000 copies of BS8800 were sold in the first twelve months.

26
 BS 8800: Management System Models

Policy

Continual
Continu
Improvement
Improvem
al Organising
ent

Planning &
Audit
Status Implementing
OHS Policy
Review
OHS
OHS Policy
Management
Manageme
Review Policy Measuring
Revie Planning Performance
nt Plannin
Planning
w
Checking &
g
Implementation
Implementation
& Operation
Checking
Corrective & Operation Reviewing
Correctiv
Action
& Performance
Actio
e
n

ISO 14001 HSE (HSG65)

27
 OHSAS 18001
1. OH&S Policy
1.1. The Health & Safety Policy
Continual 2. Planning
Continu 2.1. Planning for hazard identification, risk
Improvement assessment and control
Improvem
al 2.2. Legal and other requirements
ent 2.3. Objectives
2.4. OH&S management programme(s)
3. Implementation and Operation
3.1. Structure and responsibility
Status 3.2. Training, awareness and competence
OHS Policy 3.3. Consultation and Communication
Review
OHS
OHS Policy 3.4. Documentation
Management 3.5. Document and data control
Manageme
Review Policy
Planning 3.6. Operational Control
Revie
nt Plannin
Planning 3.7. Emergency preparedness and response
w 4. Checking and Corrective Action
Checking &
g
Implementation 4.1. Performance measurement and monitoring
Checking
Corrective & Implementation
Operation 4.2. Accidents, incidents, non-conformances
Correctiv
Action & Operation and corrective and preventative action
&
Actio
e 4.3. Records and record management
n 4.4. Audit
5. Management Review
5.1. Management Review

28
 The OHSAS 18001 Approach

Continual Improvement
Initial
InitialReview
Review

Management
ManagementReview
Review

policy
policy
Checking
Checking&&
corrective
corrective
action
action
Planning
Planning
Implementation
Implementation&&
operation
operation

29
 OHSAS 18001

• Produced in 1999.
• Specification produced by several organisations (both
from the UK and internationally) led by the BSI.
• The management system model used in OHSAS 18001 is
the ISO 14001 model.
• As a specification, OHSAS 18001 lists a number of
management system requirements using ‘shall’
statements such as ‘the organisation shall establish and
maintain documented health and safety objectives, at
each relevant function and level within the organisation’.

30
 OHSAS 18002

• Produced in 2000.
• Provides generic guidance on the application of 18001.
• This document describes the intent, typical inputs, processes
and typical outputs, against each requirement of 18001.
• Purpose is to aid the understanding and implementation of
OHSAS 18001.

31
 OHSAS 18001: POLICY

Policy Initial
InitialReview
Review

Organising

Planning &
Audit
Implementing
policy
policy
Measuring
Performance

Reviewing
Performance

32
 The Health & Safety Policy
• An OH&S policy establishes an overall sense of direction and sets the
principles of action for an organisation.
• It sets goals for the level of OHS responsibility and performance required
from the source.
• It demonstrates the formal commitment towards good OH&S
management, particularly that of the organisation’s top management.

33
 The Health & Safety Policy – 9 commitments
BS8800 sets out nine specific commitments that must be included to
develop a comprehensive policy statement.
 
1. Recognising that OH&S is an integral particle of its business performance.
2. Achieving a high level of OH&S performance, with compliance to legal
requirements as a minimum, and to continual cost-effective improvement in
performance.
3. Provide adequate and appropriate resources to implement the policy.
4. The setting and publishing of OH&S objectives, even if only by internal notification.
5. Place the management of OH&S as a prime responsibility of line management,
from the most senior executive to first line supervisory level.
6. To ensure that the policy statement is understood, implemented and maintained
at all levels in the organisation.
7. Employee involvement and consultation to gain commitment to the policy and its
implementation.
8. Periodic review of the policy, the management system and audit of compliance to
policy.
9. Ensure that employees at all levels receive appropriate training and are competent
to carry out their duties and responsibilities.
34
 The Health & Safety Policy – examples

• EXAMPLE

35

We will achieve the best practice
Standards of health and safety
 
 
As a minimum we will conduct our
Operations to fully comply with all
Statutory regulations concerning
Health safety and welfare
Typical policy courtesy of Freudenberg TP - Bill Akers
This policy document is a statement of the company’s responsibility to achieve the best
Practice available for the Health and Safety standards that are required to give the company
Statutory compliance with all current legislation
And regulations within the EU and UK.
 POLICY STATEMENT
 As a reputable and caring company Freudenberg Technical Products will conduct its business to
ensure the protection of its employees, customers, suppliers, contractors neighbours and the general
public.
As a minimum we will conduct our operations to fully comply with all statutory regulations
concerning health safety and welfare and this will be achieved by effective management and
planning with the aim of continual improvement and this policy will be reviewed periodically.
These issues will receive equal priority with all other forms of business and business planning
Within the management function.
Training will be made available to all levels of management and key personnel to ensure they
Understand their corporate and personal responsibilities for health safety and welfare.
All employees will be informed of:
1)     The company’s responsibility.
2)     Managers & Supervisors responsibility
3)     Personal responsibilities both to themselves and others.
Signed___________________________
Health and Safety Manager
 Policy continued
 
 
 

ORGANISATIONAL DETAILS FOR HEALTH AND SAFETY

The Managing Director has the
 
ultimate responsibility for all
Health and Safety and he must The managing director has the ultimate responsibility for all Health and Safety at work He will ensure that
ensure that adequate funds are adequate funds are available and that there is an effective policy in place and that Health and Safety is
available and that Health and monitored and given the same priority as any other part of the business.
Safety is given the same  
priority as all other business He will ensure that all systems are implemented and that an effective policy is in place with all significant
issues within Freudenberg matters relating to Health and Safety been reported to the parent board.
Technical Products  

Signed___________
Managing Director
The Health & Safety Policy – examples
Occupational health and safety management systems
– Requirements 4.2: OH&S POLICY

39
 Planning and implementation

Policy Initial
InitialReview
Review

Organising
policy
policy
Planning &
Audit
Implementing
Planning
Planning
Measuring
Performance

Reviewing Implementation
Implementation&&
Performance operation
operation

40
 Planning for Health & Safety Management

Planning for OH&S involves:

• Identifying requirements for the system -
what needs to be done
• Setting clear performance criteria -
what is to be done
• Identifying who is responsible -
who gets it done
• Setting time scales -
when it should be done by
• Identifying the desired outcome -
what should be the result

41
 Planning for Health & Safety Management

Both BS8800 and OHSAS 18001 identify three key areas which
need to be addressed during the planning stage.
(1) Risk Assessment and Management
The intent of this requirement is so that the organisation can appreciate
all significant OH&S hazards facing it using the process of risk
management.
(2) Legal requirements
The organisation should identify all legal requirements applicable to it as
well as any other industry or company specific requirements to which it
subscribes.
(3) Health & Safety Objectives and Programmes
Health and safety objectives are defined as “the goals in terms of H&S
performance that an organisation sets itself to achieve and should be
quantified wherever practicable”.

42
 Planning for Health & Safety Management
Examples of Types of OH&S objective

• The introduction of additional features into the OH&S management

system (e.g. permit to work systems for specific tasks, strategic OH&S
safety training for supervisors etc.).
• The improvement of existing features, or the constancy of their
application across the Quarry (e.g. accident reporting, communication
of standard procedures etc.).
• The elimination or the reduction in frequency of particular undesired
incidents (e.g. reduce accidents by 20%, remove all hazardous
material etc.)

43
 Planning for Health & Safety Management

Implementing Objectives
• Suitable indicators should be defined for each objective to allow for
the monitoring of the implementation of the objectives.
• Formal action plans should be drawn up for each OH&S objective that
has been identified. These should identify the:
– Individuals who are responsible for the deliverance of the objectives across the
quarry and/or within each operation.
– Various tasks that need to be undertaken in order to meet each objective.

44
 Planning for Health & Safety Management

Roles and Responsibilities

• At all levels within the organisation, people need to be aware of
their roles and responsibilities.
• Individual OH&S responsibilities should be clearly defined.
• All personnel should be given the authority and resources
necessary to carry out their responsibilities.
• Appropriate arrangements should exist whereby people are held
accountable for discharging their responsibilities.
• Reporting relationships should be clear and unambiguous.
• Where personnel appraisal systems exist OH&S responsibilities
should be included.

45
• EXAMPLE
Roles and Responsibilities

46
  Policy continued
We will encourage all MANAGERS
Managers and
Supervisors to take Each manager is responsible for the day-to-day safety of his work area and all employees under his control.
ownership of Health To this end he will ensure that all employees fully understand the company Health and Safety Policy and that all
and Safety within there company directives and procedures are fully complied with.
area The manager will ensure that his department has documented procedures for all Health and Safety and auditing
standards..
Employees must take  
ownership of there a)     The provision and maintenance of safe plant and equipment and all safe systems of work.
work space and b)     The provision for safe storage handling and transportation of articles and substances.
equipment c)      The provision of information instruction training and supervision.
d)     The provision of safe access and egress
e)     The provision of a safe working environment
f)      The provision of good welfare facilities.
g)     The provision of First Aid and Occupational Health facilities
h)      Ensure any new machinery either purchased or delivered complies with all existing Health and Safety
legislation
i)        Prior to going into production.
 
To assist in achieving these standards a full time Safety Manger will provide advice and resources to each of the
business managers.
Risk Assessments will be carried out on a 18 Month cycle except when the risk becomes intolerable or when a
change in production is to be carried out Managers must ensure that the Safety Department is aware of all
changes taking place that include any form or movement of machinery.
Trained personnel must only carry out risk Assessments.

Supervisors and Team
Leaders
Have the day-to-day
responsibility for health and
safety in their respective
areas.
Policy continued
Supervisors and Team Leaders
On a day-to-day basis the Supervisor or Team Leader have control of health safety and welfare within their
respective areas.
 
They must be familiar with the company’s Safety Policy and actively support the company on any Safety
matters this will include attendance at monthly Safety meetings and the support of any Safety training that may
be taking place.
Their specific responsibilities will include
1)     Ensuring that all machinery and equipment is safe and maintained as appropriate.
2)     Report all accidents near misses and dangerous occurrences and ensure that the required investigations are
carried out
3)     Ensure that all employees under their control carryout their duties in a safe way at all times while at work.
4)     Maintain a good standard of housekeeping at all times
5)     Make recommendations to their business manager on matters regarding Health Safety and Welfare.

Safety Representatives
hold a key role of being the
employee representatives
on matters relating to
Health, Safety and Welfare
Policy continued
 Safety Representatives.
Freudenberg Technical Products fully supports employee representation on health safety and welfare matters.
The company views Safety Representatives as playing a key role in consultations with the employer and considers
the Safety Representative to be one of the main links of any Health and Safety Committee.
In addition to this The Safety Representative shall promote Health and Safety to all employees and will have the
following functions
1)     They will investigate complaints by an employee that relate to that employee’s Health Safety and Welfare. 
2)     They will make representations to the employer on matters regarding Health Safety and Welfare.
3)     They will make representations to the employer on general matters that may have Health and Safety
Concerns.
4)     Carryout inspections of the workplace and document in accordance with company procedures.
5)     Represent all employees in consultation with officers and inspectors of the Health and Safety Executive or
any other enforcing authority.
 6)     Receive any instructions or information from officers or inspectors affecting the employee’s health safety
and welfare.
Safety Representatives should receive training to give them the skill and knowledge that will allow them to fulfil
their obligations.
Safety Representatives names should be included in any Inductions given to new employees.

 
Employees. It is Freudenberg
Technical Products policy that
all employees shall fully comply
with all legislation and any
Specific safety instructions or
safety procedures this forms
part of their conditions of
employment.
 Policy continued
Employees. All employees have a Legal Duty while at work TO:
 
1)     Take responsibility for their own and that of others Health and Safety and except responsibility for all of
there acts or omissions whilst in the place of work.
 
  Co-Operate with their employer at all times enabling the employer to comply with all duties and
requirements that may be placed upon them.
3)     Report to the Supervisor or Manager any faults in plant machinery and equipment or indeed any
dangerous situation.
4)     Not interfere with or misuse anything that belongs to the company that is in the best interests of Health
and Safety
5)     Comply with all Health and Safety Instructions given to them by any person in authority.
Reporting of Faults and Dangerous Situations.
Every employee has a legal duty to report to there Team Leader or Supervisor any faults to any plant or
equipment.
If the response they receive is not satisfactory then they should contact the Health and Safety Department.
 Training & Competence
• The organisation should have effective procedures for ensuring the
competence of personnel to carry out their designated functions.
• Systematic identification of the competencies required by each
employee.
• Provision of training identified as being necessary.
• Assessment of individuals to ensure that they have acquired and
maintain the knowledge and skills necessary for the level of
competence required.
• The maintenance of appropriate training/skills records.

51
 Implementation and Operation
Consultation & Communication
The organisation should encourage participation in a process of consultation and
communication. This involves:

• Identifying and receiving relevant OH&S information from outside the

organisation including:
– New, or amendments to legislation;
– Information necessary for the identification of hazards and evaluation and control of risks;
– Information and developments in OH&S management practice.
• Ensuring that pertinent OH&S information is communicated to all people in the
organisation who need it. This requires arrangements to:
• Ensure that information does not just flow from the top down, but also from
the bottom up.
• Avoiding restricting OH&S items to dedicated OH&S meetings.
• Report hazards and shortcomings in OH&S arrangements.
• Ensuring that relevant information is communicated to people outside the
organisation who require it.
• Encouraging feed-back and suggestions from employees on OH&S matters.
52
 Implementation and Operation
Documentation
• The organisation should document, and maintain up-to-date sufficient
documentation on its OH&S management system.
• This requirement is analogous to Regulation 7 of the Quarries Regulations,
1999 which require the production of a health and safety document.

Level 1 Policy
Policy,
Scope

Describes processes Procedures

Level who, what, when,
2 where
Work
Level Describes how tasks and Instructions,
3 specific activities are done checklists,
forms,
OHSMS
Level
4
Provides objective Evidence of compliance to
OHS requirements clause 4.5 Records Documentation
53
 Implementation and Operation
Operational Control
• The organisation should establish and maintain arrangements to
ensure that activities are carried out safely.
• These arrangements should be based on the results of the risk
assessment, and any health and safety objectives that have been
defined.
• The organisation should also plan and prepare for all foreseeable
accident, incident and emergency situations.

54
 Implementation and Operation
Clause 4.5 Checking and corrective action
• Performance measuring and monitoring
• Accident, incident, non-conformance and corrective and preventive actions
• Records and records management
• Audits

Proactive Reactive

• Internal Audits • Unsafe acts

• Objective achievement • Near misses
• Training effectiveness • Accidents
• Staff attitudes • Sickness absence
• Health surveillance • Complaints
• Exposure levels • Regulatory Issues
• Use of PPE

55
Implementation and Operation
4.4.7 Emergency preparedness and
response
• An emergency is a potentially life-threatening
situation, usually occurring suddenly &
unexpectedly.
– They may be the result of natural or human
causes.
• Responses to emergencies typically include fire-
fighting medical, security, and safety personnel.
– As well as specialists from a variety of different
fields.
– Each have different, interrelated & interdependent
roles to play.
• A company's emergency response plan should
clearly identify the different personnel and
groups that respond to various types of
emergencies.
– One person should be clearly identified and
accepted by all emergency responders as the
emergency coordinator.

56
 Implementation and Operation
FIGURE 1 Elements of emergency preparation. FIGURE 2 Parts of an emergency response plan.

The Emergency Planning and Community Right-

to-Know Act (EPCRA) is designed to make
information about hazardous chemicals
available to a community.

Because no workplace is immune to

emergencies, preparing for them is critical.
An important component of preparation is
planning.
 Implementation and Operation
First Aid in Emergencies
• Workplace emergencies often require a
medical response —usually immediate first
aid.
– First aid consists of lifesaving measures
taken to assist an injured person until
medical help arrives.
• Providing first-aid training to
employees should be part of
preparing for emergencies.
• In certain cases, OSHA CFR 1910.151 requires
companies have at least one employee on-
site who has been trained in first aid.

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 Implementation and Operation
Evacuation Planning
• OSHA 29 CFR
1910.38 is the
standard for
evacuation
planning, and
requires a written
plan for evacuating
the facility in the
event of an
emergency.
– Critical
elements are
marking exit
routes,
communicatio
ns, outside
assembly, and
training.

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 Implementation and Operation
Evacuation Planning

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 Implementation and Operation

TRAINING

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Implementation and Operation

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Implementation and Operation

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Implementation and Operation

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 Implementation and Operation
Psychological Trauma of Emergencies
• Psychological trauma among employees involved in workplace disasters is
as common as it is among combat veterans.
– Trauma is psychological stress, as the result of an event so shocking
that it impairs a person's sense of security or well-being.
– Traumatic events are typically unexpected, shocking, and involve the
reality or threat of death
• The typical approach to an emergency can be described as follows:
– Control it, take care of the injured, clean up the mess, and get back to
work.
• Often, the psychological aspect is ignored.

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 Implementation and Operation
Trauma Response Team
• A company's Trauma Response Team (TRT) may consist of safety &
health personnel who have undergone special training or fully
credentialed counseling personnel, depending on the company.
– Their job is to intervene as early as possible, help employees
acknowledge what they have experienced, and give them opportunities
to express how they feel about it.
• TRT members who are not counselors or mental health
professionals should never attempt to provide care that they are
not qualified to offer.
– Part of the trauma training involves recognizing the symptoms of
employees who need professional care.

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 Implementation and Operation
Terrorism in the Workplace
• The events and the ongoing threat in American workplaces have many
people living and working in fear.
– Employers clearly have a role to play in preparing for terrorist attacks,
taking all precautions to prevent them & responding properly should an
attack occur.
– At Malaysia:?????

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 Implementation and Operation
Terrorism vs. … in the Workplace

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 Implementation and Operation
Recovering from Disasters
• Recovering quickly from a disaster is key to staying in
business.
– About 70% of businesses that close for a month or more as
a result of disaster never reopen, or fail within 3 years.
• A comprehensive disaster recovery plan should have at
least the following components:
– Recovery coordinator, recovery team, recovery analysis and
planning.
– Damage assessment and salvage operations.
– Recovery communications & employee support/assistance.

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 Implementation and Operation
Disasters-

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 Implementation and Operation
Disasters-

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 Implementation and Operation
Resuming Business After a Disaster
After a disaster in the workplace
—whether natural, accidental, or
terrorist related—a
comprehensive hazard
assessment should be completed
before business is resumed.

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 Implementation and Operation
Recovering from Disasters
Before resuming business, consider the following:
– Structural integrity.
• Has the structural integrity of the building been checked by
professionals to ensure that it is safe to enter?
– Utility checks
• Have all utilities—gas, electricity, water, sewer—been checked to
ensure there are no leaks, cracks, loose wires, etc.?
• Have the appropriate utilities given approval for reopening?
– Cleanup protection.
• Ensure that cleanup crews are properly protected from any
hazardous materials/conditions that might have been created.
– Health and sanitation.
• Kitchens, bathrooms & areas in which food,or potentially
hazardous or toxic substances are stored should be checked &
and thoroughly cleaned to prevent exposure of employees and
customers to hazardous conditions.
– Air quality & ventilation.
• Make sure the air quality in the facility is tested by competent
professionals before allowing personnel to enter the building.
• Make sure ductwork has been checked for potentially harmful
biological and chemical agents as well as dust & debris.
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 Implementation and Operation
Recovering from Disasters
Before resuming business, consider the following: (con’t)
– Walls, ceilings, and floors.
• Check walls and ceilings to ensure that no materials are in danger of falling off
—inside for occupants and outside for pedestrians.
– Safety equipment.
• Check all fire extinguishers, all types of alarms, and any other safety
equipment to determine whether it has been damaged.
– Lighting.
• Ensure that all illumination devices are in proper working order and that all
personnel have the required amount of illumination to do their jobs.
– Hazardous waste removal.
• Any type of potentially hazardous material that is left lying around after the
disaster should be collected and properly disposed of.
– Machines and equipment.
• All machines and equipment should be checked carefully before they are
reenergized.
– Furniture.
• Check all furniture to ensure its structural integrity.
• Make sure fasteners, braces, and supports have not been damaged during the
emergency or that furniture has not become unstable due to water damage.
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Occupational health and safety management systems
– Requirements : 4.3 PLANNING

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Occupational health and safety management systems
– Requirements : 4.3 PLANNING

Initial
InitialReview
Review

policy
policy

Planning
Planning

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Occupational health and safety management systems –
Requirements 4.4 IMPLEMENTATION AND OPERATION

Initial
InitialReview
Review

policy
policy

Planning
Planning

Implementation
Implementation&&
operation
operation

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 Occupational health and safety management systems –
Requirements 4.4 IMPLEMENTATION AND OPERATION

The OHSAS 18001 Approach

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 Occupational health and safety management systems –
Requirements 4.4 IMPLEMENTATION AND OPERATION

The OHSAS 18001 Approach 79

 Measuring Performance

The key purposes of measuring performance

Policy are to:
1. Determine whether OH&S plans have been
implemented and objectives achieved;
Organising 2. Check that risk control measures are in place
and are effective;
3. Learn from system failures such as areas of non-
Planning &
Audit compliance, accidents and incidents.
Implementing
4. Promote the implementation of plans and risk
controls by providing feedback to all parties
Measuring
Performance 5. Provide information that can be used to review,
and if necessary to improve aspects of an OH&S
management system.
Reviewing
Performance

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 Measuring Performance
An organisation’s performance measurement system should incorporate both
active and reactive monitoring data.

Active measuring systems

Used to check compliance with the organisations OH&S activities.
Examples of active monitoring data are:
– The extent to which plans and objectives have been set and achieved.
– Whether a director for OH&S has been appointed.
– Whether a safety policy has been published.
– The numbers trained in OH&S.
– Number of risk assessments completed.
– Extent of compliance with risk controls.

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 Measuring Performance

Reactive monitoring Systems

• Should be used to investigate, analyse and record OH&S management
system failures including:
 Unsafe Acts
 Unsafe conditions
 Lost time accidents
 Major accidents & fatalities
 Sickness absences
 Criticisms made by regulatory agency staff
 Complaints made by members of the public.

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 Measuring Performance

Investigating Accidents and Incidents

• Organisations should have procedures for both the reporting

and investigating of accidents and incidents.

• The prime purpose of these procedures should be to prevent

further occurrence of the situation by identifying and dealing
with the root causes.

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Occupational health and safety management systems
– Requirements 4.5 CHECKING

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Occupational health and safety management systems
– Requirements 4.5 CHECKING

85
Occupational health and safety management systems
– Requirements 4.5 CHECKING

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 Reviewing Performance

The periodic review of the management

system
Policy

• The results of Internal Audits

Organising
• Changes to the OHSMS
• Incident/accident reporting and
outcomes
Planning &
Audit
Implementing • New/changes to legislation
• New/changes to processes
Measuring • Objectives and policy
Performance

Consider changes to the organisation, are

Reviewing
Performance
our objectives still relevant.

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 Auditing

• OH&S auditing is a process whereby an organisation can

review and continuously evaluate the effectiveness of
their OH&S management system.

• Safety auditing is a positive and proactive means of

checking the safety performance of an organisation.

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 Key Requirements of Auditing
1. Scheduling
• An annual plan should be prepared for carrying out internal safety audits.
 
2. Management Support
• To be of value, senior management should be fully committed to the concept of
auditing and its effective implementation within the organisation.

3. Data collection and interpretation

• Relevant documentation should be examined. This may include.
– OH&S management system documentation.
– OH&S policy statement.
– OH&S emergency procedures.
– Permit to work systems and procedures.
– Minutes of OH&S meetings.
– Accident/Incident reports and records.
– Training records.
– Reports or communication with the enforcing authority.
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 Key Requirements of Auditing
Audits
• Audits provide a comprehensive and formal assessment of the
organisation’s compliance with OH&S procedures and practices.
• The end result of an audit should include a detailed written
assessment of OH&S procedures, the levels of compliance with
procedures and practices and should where necessary identify
corrective actions.

Auditors
• One or more persons may undertake audits. A team approach may
widen the involvement and improve co-operation. They should be
independent of the part of the organisation or the activity that is to
be audited.

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 Key Requirements of Auditing

Audit results

• At the end of the audit, and before submitting their report, the
auditor or the audit team should hold a meeting with the responsible
manager of the audited area.

• The main purpose of such a meeting is to communicate the results of

the audit to the responsible manager in order to ensure that it is
understood and agreement is reached.

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 Key Requirements of Auditing

Content of the Report

The content of the final audit report should, depending on the case, contain
the following elements:
 The audit objectives and scope
 The particulars of the audit plan, identification of the members of the
auditing team and the audited representative, dates of audit and
identification of the area subject to audit;
 The identification of reference handbooks used to conduct the audit;
 The cases of non conformance.
 The auditors assessment of the degree of conformity to OHSAS 18001
 The ability of the OH&S management system to achieve the stated OH&S
objectives

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 Management Review

Inputs What needs to change? Outputs

Audits
Audits –External
–External
-Internal
-Internal
Organisation
Organisation changes
changes
Actions
Actions Outstanding
Outstanding
Objectives Improvement
Objectives && Targets
Targets action
Accidents/Incidents
Accidents/Incidents
Review plan
Operational
Operational Control
Control
Legal
Legal Compliance
Compliance
Policy
Policy
Training/competency
Training/competency

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Occupational health and safety management systems
– Requirements 4.6 MANAGEMENT REVIEW

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 Route to Registration (BSI)
Registration Process

Introductory visit-
PHASE ONE
gap analysis.
Desk top
Conducted early on in the project.
review
Identifies areas that are OK
and which areas need more work.

PHASE TWO
Address
Implementation
non-conformances
audit

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 Certification Benefits

• External audits ensure that operational controls are maintained

• Reduced risk of accidents/incidents and financial losses
• Use of the ‘BSI Registered symbol’
• Maintain legal compliance
• Drive Continual Improvement

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 Route to Registration (Malaysia)
MS 1722:2011 & OHSAS 18001:2007 - Occupational Health and Safety Management
Systems (OHSMS)

Scope of standards? Occupational Health and Safety Management Systems (OHSMS)

What does certify to the An organization has established a systematic approach to control and improve its occupational,
standard means? health and safety performance. 
This will contribute to protection of employees from work hazards, injuries, ill health, diseases,
near misses and fatalities. 

By complying with the standards helps relevant  organizations comply with legal requirements set
out by Occupational, Safety and Health Act 1994 (Act 514), Factory and Machinery Act1967 (Act
139) and Petroleum (Safety Measures) Act 1984 (Act 302) and their relevant regulations. 

Who should apply? Any organisation of any size

Standards used? National Standards
•MS 1722:2011 – Occupational Safety and Health Management Systems – Requirements
(FIRST REVISION)
This is a Malaysian Standard that provides requirements on Occupational Safety and Health
Management Systems (OSHMS)  and basis for the development OSH system in an organisation.
Association  Standard (recognized internationally)
•OHSAS 18001:2007– Occupational, health and safety  Management Systems – Requirements
OHSAS is a standard that is developed by the OHSAS team, an association that includes government
agencies, certification bodies, national standards, industry associations, and consultants. OHSAS
18001 is to assist organizations in establishing a management system to manage and control their
health and safety risks and improving their OH&S performance.
 Route to Registration (Malaysia)
MS 1722:2011 & OHSAS 18001:2007 - Occupational Health and Safety Management
Systems (OHSMS)

Certification Certification process and cycle

cycle?

How to apply? List of accredited certification body by Standards Malaysia can

be accessed through the following URL
http://www.jsm.gov.my/web/guest/cb-directory
*URL may change from time to time.  Please revert to
Standards Malaysia's website atwww.jsm.gov.my should the
URL did not work.

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MS 1722:2011 & OHSAS 18001:2007 - Occupational Health
and Safety Management Systems (OHSMS)

Benefit of 1.OSH and OHSAS will help you to comply with legal requirements as specified in Occupational,
certification safety and health Act 1994 (Act 514) and the relevant regulations while providing you with the
benefit of fulfilling business and social responsibility on environmental management
2.By establishing an OH&S management systems, you will eliminate or minimise risk to
employees and other interested parties who may be exposed to OH&S risks associated with its
activities
3.By complying to the systems, you are safeguarding your business and providing your customer,
supplier and stakeholders with confidence that you are aware and capable of managing OH&S
issues
4.Your business will save more money of OH&S incidents and accidents as the cost of preventing
OH&S incidents will be lesser than cost of handling and corrective actions after accidents
occurred
5.The systems promote continual improvement, which will provide your business with the
competitive edge to compete in the market place and for those who have succeeded, to become
more successful and resilient
6.The systems also look into the needs of your human resource which will also increase staff
morale and commitment in OH&S
7.Complying to standards provide you with the accolades for competitive edge
8.All of the above will increase profitability and business security

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 Checklist for current student

• Test 1 result
• Test 2
– Location
– Time
– examples
• Mini project report Presentation
• Individual assignment

• https://www.openlearning.com/courses/mem603-
occupational-safety-and-health/HomePage

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