Safety Management

UNIT – 1
Safety
Safety is one of the prime considerations in any organization, whether it is
profitable or non-profitable. Management is fully responsible for planning and
implementing all protective measures to safeguard all employees and properties from
any sort of hazard in the workplace. Safety is also required by local laws, industrial
regulations and practices.
Employees need to be trained and informed about all safety aspects they might
encounter in their workplaces. Safety monitoring and controlling is one of the major
day to day tasks of management, since the accidents, damage, injury and other health
hazards cost money, hamper production or service and have tremendous negative effect
on employee morale and business goodwill.

Safety Management
The Work Health Act places the responsibility (known as the “Duty of Care”)
on employers to, as far as practicable, provide and maintain a safe place of work.
 This means that employers must ensure that:
 Hazards and risks are identified and risks controlled
 Personnel are consulted on health and safety issues
 Appropriate information, instruction, training and supervision are provided
 Appropriate systems of work are in place in workplaces under their control
The Work Health (OH&S) Regulations introduced in December 1992, focus on
a comprehensive approach to safety management, the responsibility for which rests
with the employer.

What is a Safety Management System?

This can best be described as a set of actions or procedures relating to health
and safety in the workplace, put in place and actively endorsed by management to
achieve the following:
 Identification, assessment and control of all workplace hazards and risks
 Active involvement in health and safety matters by all of the organization’s
personnel
 Setting of health and safety performance standards for all of the organization’s
personnel
 Providing information and training for people at all levels so they can
effectively meet their responsibilities
 Implementing organization goals and objectives for health and safety
Concept of Safety
In order to understand the accident causation, it is necessary to consider what is
meant by "safety".
Depending on one's perspective, the concept of safety may have different
connotations, such as:
 Zero accidents (or serious incidents);
 The freedom from danger or risks, i.e. those factors which cause or are likely to
cause harm;
 The attitude towards unsafe acts and conditions by employees (reflecting a
"safe" corporate culture);
 The degree to which the inherent risks in industry are "acceptable";
 The process of hazard identification and risk management; and
 The control of accidental loss (of persons and property, and damage to the
environment).
Safety is the state in which the risk of harm by accident to persons or of property
damage is reduced to, and maintained at or below, an acceptable level through a
continuing process of hazard identification and risk management.

Safety Policy
The occupational health and safety act requires employers to develop and
implement a safety policy. It requires the commitment and endorsement of the employer
and employees to be a successful policy. There are generally three sections in a safety
policy, which include:
 Statement of the policy - The employer’s commitment to managing health and
safety and the goal of the policy
 Responsibility - Stating who is responsible for each specific action
 Arrangements or procedures - Outlines the details of procedures including the
reduction of hazard policy
It may also include about the following:
 Employee training
 Use of administrative controls, hazard isolation, locking, warnings, signs and
symbols marking hazards, etc.
 Use of personal protective equipment (PPE)
 Removing hazardous materials or replacing such materials with less harmful
alternatives
 Improved lighting and working environment
 Prevention of slip-trip-fall
Safety Organization
The safety organization of the NMCB provides for (1) the establishment of
safety policy and (2) control and reporting. The Battalion Safety Policy Organization is
made up of the policy committee, supervisors' committee, equipment, shop, and crew
committees. The SAFETY POLICY COMMITTEE is presided over by the executive
officer. Its primary purpose is to develop safety rules and policy for the battalion. This
committee reports to the commanding officer, who must approve all changes in safety
policy.

The SAFETY SUPERVISORS' COMMITTEE is presided over by the

battalion's safety chief and includes safety supervisors assigned by company
commanders, project officers, or officers in charge of detail. This committee provides
a convenient forum for work procedures, safe practices, and safety suggestions. Its
recommendations are sent to the policy committee.
The EQUIPMENT, SHOP, AND CREW COMMITTEES are assigned as required.
Each committee is usually presided over by the company or project safety supervisor.
The main objective of the committee is to propose changes in the battalion's safety
policy to eliminate unsafe working conditions or prevent unsafe acts. These committees
are your contact for recommending changes in safety matters. In particular, the
equipment committee reviews all vehicle mishap reports, determines the cause of each
mishap, and recommends corrective action. As a crew leader, you can expect to seine
as a member of the equipment, shop, or crew safety committee. Each committee
forwards reports and recommendations to the Safety Supervisors' Committee.

Line and Staff Functions for Safety

The term "line" refers to any position in your organization, such as the
production supervisor, having authority over the work and personnel performing the
work. It is authority legitimized by a "line" of delegation from the top manager.
 The term "staff" refers to any position, such as the safety manager, that provides
advice and support to line managers. However, the term "staff" is not synonymous with
the support function of the business unit. Maintenance, sales, and marketing, for
example, are support functions of a business, but the supervisors of these functions are
in line positions.
It is a common practice in organizations to hold the safety director or safety
committee responsible for safety and health performance. This practice frequently
results in nominally responsible individuals who do not have the necessary authority to
perform their assigned safety and health duties (Attribute 30). In addition, assignment
of responsibility for safety and health protection to a single staff member, or even a
small group, may leave other members feeling that someone else is taking care of safety
and health problems.
This element calls for judgment regarding the attitude of top management. The
surest way to get information to support such a judgment is to ask the top manager.
Confirming or negating information can be obtained by interviews with other personnel
and by any assessments performed for Attribute 26.

Safety Committee
The Safety Committee is comprised of a group of employees who value the
safety and well-being of their peers and the continuous success of the organization. It’s
an effective way to improve safety behavior and performance in the workplace and to
encourage workers to support the organization’s safety program. Participation in the
Safety Committee represents a commitment on your part in time and effort to:
 Be your organization’s eyes and ears
 Raise safety awareness
 Gain respect of co-workers and peers
 Analyze and/or solve problems
 Follow-up and follow-through consistently

A. Purpose
The purpose of a Safety Committee is to regularly bring workers and
management together in a cooperative effort to communicate and to promote
occupational safety and health in the workplace. It’s an opportunity to assist the
employer and make recommendations for improvements regarding safety issues. It’s a
joint effort to detect and correct workplace hazards, reduce injuries and illnesses,
prevent fatalities and increase safety awareness. The committee is visible and
approachable for safety and health concerns, suggestions, and problem solving.
B. Functions
In order to accomplish these objectives successfully, the Safety Committee should:
1. Develop a written mission statement and by-laws or charter.
2. Define duties and responsibilities of officers and general members.
3. Identify and prioritize goals and establish action plans to achieve each goal.
4. Include representation from different levels and areas of the organization.
5. Make attendance a priority and utilize all member resources.
6. Hold regularly scheduled meetings, one feasibly every month but no less than every
four months.
7. Develop methods to increase and maintain safety awareness.
8. Communicate the purpose, activities and accomplishments of the committee to all
employees (i.e., safety bulletin boards, newsletters, posting on networks).
9. Organize special subcommittees to address specific issues and projects.
10. Set clear meeting agendas, publish them in advance and then follow them.
11. Keep minutes of each meeting that summarizes the key issues discussed, the
proposed actions to be taken, and the person(s) responsible for follow-up on each item.
Minutes should be published and provided to each committee member and available to
all employees.
Other duties may include:
1. Safety contests
2. Poster programs/contests
3. Audio-visual presentations
4, Special safety/health events (open house, safety fairs)
5. Guest speakers, seminars or training programs.
6. Employee suggestion programs
7. Injury prevention campaigns (i.e., ergonomics, backs, slips/trips/falls)
8. Special safety recognition awards
9. Newsletters/promotional material
10. Safety fairs and activities
11. Tracking and trending losses
12. Conducting accident investigations
13. Performing inspections
C. Organization
Each Safety Committee should include a Chairperson, a Vice-Chairperson, a
Secretary, general members and alternates. Chairperson the primary duties of this
position are to:
1. Develop meeting agendas.
2. Coordinate and conduct orderly meetings.
3. Establish necessary deadlines and subcommittee assignments.
4. Provide appropriate and timely follow-up on problems and recommendations
developed by the committee.
5. Serve as a communication liaison between management and the committee.
6. Promote health and safety by personal example.
In order to be effective, the Chairperson:
1. Must have the confidence of other committee members, employees and management.
2. Be familiar with the general principles and concepts of safety and health management
and applicable requirements of the Montana Safety Culture Act (MSCA), the
Occupational Safety and Health Act (OSHA) and/or the Mine Safety and Health Act
(MSHA).
3. be visibly enthusiastic about the organizations Safety and Health Program.
Vice-Chairperson
The primary duties of this position are:
1. Assume leadership of the committee when the chairperson is unavailable on a short-
term basis or resigns from the committee.
2. Assistance with the coordination and direction of the committee and subcommittee
activities.
Secretary
The primary duties of this position are:
1. To maintain, record and disseminate minutes of each meeting.
2. Actively promote safety and health by personal example and communicate with
employees and supervisors. The Secretary should be appointed by the Chairperson or
elected by members of the committee for a one year term, rotating this post periodically
to give all members an opportunity.
General Members/Alternates
1. Each committee should be made up of employees from various areas and levels
within the organization.
2. Work with supervisors to eliminate hazardous conditions and unsafe work practices.
3. Listen to employee suggestions about safety and discuss in the next scheduled
committee meeting.
4. Investigate suggestions, concerns, new ways of working safely, corrective actions,
and safety and health inspections.
5. Attend training necessary to gain the skills and experience to promote safety and
health within the organization.
All Committee Members
1. Set a good example.
2. Be visible.
3. Be proud to serve.
4. Feel their jobs are important.
5. Seek education and training.
6. Support each other.
D. Meetings
Committee meetings should be held on a specific day and time, and scheduled
at least every month but no less than every four months. When meeting schedules are
planned well in advance, members are in a better position to arrange for their attendance
and prepare for discussion.
Committee meetings should include:
1. Review of unfinished items from previous meetings and/or activities.
2. Status reports from any subcommittees.
3. Discussion/review of safety inspection reports and actions taken to correct hazards.
4. Review accident/incident reports and any corrective actions identified.
5. Review status of current action plans or training programs.
6. Review loss control reports and make recommendations.
7. Discuss special activities or upcoming events.
8. Discuss safety suggestions/concerns and provide solutions.
9. Discuss new business, future agenda items, projects and meeting dates.
10. Retain recorded meeting minutes for three years. Records should be made available
for review and/or assessment, as necessary.
E. Summary
The Safety Committee will function more effectively as long as it is recognized
by employees, supervisors and managers who welcome its services. The committee can
be a proactive tool to help prevent unsafe practices and conditions, reduce the risks
associated with injuries and illnesses, and help motivate employees and supervisors to
become actively involved in their organization’s safety and health program.

Budgeting for Safety

Safety affects the bottom line in two ways. Most people instantly recognize the
first, which is the cost of complying with safety rules and providing the tools and
training needed to ensure a safe workplace. But the second safety-related cost factor
actually tends to have a much larger effect on the bottom line. That factor is the negative
costs and expenses you avoid by having an effective safety program.
That’s not wishful thinking. Companies that have implemented comprehensive
safety and health programs report that employee morale improves, leading to increases
in productivity, competitiveness, and profits. These companies view losses from
accidents in the same way they look at any other type of loss – as a business risk that
must be prevented. Taking steps to prevent such losses is not considered to be part of
the company’s overhead. Instead, it’s an investment in the company’s own health.
Safety has a clear ROI
In fact, independent studies have consistently shown that every dollar invested
in safety programs provides a payback of $4 to $6 in reduced costs. As a manager, if
you knew that a $10,000 investment in a piece of equipment would lower your annual
labor costs by $25,000, you’d probably consider that to be very wise decision. That
same $10,000 invested in your safety program could return $40,000 to $60,000 in lower
costs. So which is the smarter investment?
 Examining the return on investment (ROI) of safety makes just as much sense
as looking at the return on your other investments. Actually, it may make even more
sense. Consider that workplace injuries, illnesses and fatalities cost more than $170
billion per year in the U.S. More than one million injuries and 2.3 million cases of ill-
health are experienced by workers in an average year, contributing to a loss of about 40
million working days.
The indirect costs of incidents
You’re familiar with the direct costs of injuries in your workplace. But were
you aware that those costs are just the tip of the iceberg? What are known as “indirect”
costs of workplace injuries are substantially greater. Various studies have determined
that indirect costs are anywhere from four to fifty times the direct costs experienced by
employers.
If you find that hard to believe, consider what a lost-time accident creates in
indirect costs. You’ll have to pay for replacement labor while your worker recovers.
Your supervisory staff probably had to take time away from their regular tasks to
address the situation, and you may have assumed some additional costs to investigate
and document the incident. But there may have also been production downtime, as other
employees stopped working to help, watch, or simply talk about the incident.
Equipment they may need could have been damaged – or the injured employee may
have been the only one with knowledge about a particular procedure or process. You
may face OSHA fines and legal costs. In the worst-case situations, the injury may cause
you to lose a contract with a customer that has very strict safety standards — or even
put your company on the 10:00 news or the front page of the newspaper.
Consider the costs of making up lost work. The standard computation involves
the cost of the incident and its related claims by your normal profit percentage. Multiply
that number by 100, and you’ll see how much more you need to sell just to make up
what you lost in the incident. If an incident cost you $230,000, and your company earns
a normal operating profit of 13.47 percent, you’d have to sell an addition $1.7 million
in products to compensate for the incident.
Having incident claims on your record will affect what you pay in workers’
comp premiums, because your EMR (experience modification ratio) will increase.
Have enough claims, and your carrier may even refuse to cover you.
How do you begin to budget for safety?
As you start the process of developing your safety budget, remember the ROI a
safety program provides. In addition, consider the fact that the money you’ll invest in
your safety program will likely be less than the total direct and indirect costs of just one
preventable incident.
One of the best ways to determine how much you’ll need to budget is to consider
three readily available sources. The first of these is paying attention to trends in your
company’s safety incidents and your own observations of employee activities regarding
safety. The second involves reaching out to your employees, and the third focuses on
compliance data collected by the government.
 Watching trends in your company’s safety culture demands some effort, but it
can provide tremendous insight. For example, we were working on a large construction
project that encouraged tradesmen to use eye protection only when performing certain
tasks. After noticing a high frequency of eye-related incidents over several months, we
implemented a 100% safety glasses policy and saw a major drop in eye injuries. Beyond
your own observations, you can study your company’s workers’ compensation claims
and other health records to gather information.
Employees can be an excellent source of safety-related information, because
they deal with issues daily and have the best understanding of the problems. If you
don’t already survey employees about safety, ask them four simple questions:
1. Have you had any safety-related incidents in the past year (if yes, explain)?
2. Do you have any safety-related concerns about your job and/or work area (if
yes, explain)?
3. Do you have any ideas or recommendations for improving safety in your work
area, and if yes, what would you improve and how?
4. Do you have all of the necessary Personal Protective Equipment to protect
yourself while working (if no, explain)?
Acting on the feedback you receive can result in a tremendous morale and
confidence boost for your safety program.
Finally, it pays to review OSHA’s current data for the top ten most-cited safety
issues. The categories will give you a sense of the areas in which OSHA inspectors are
focusing their efforts. That way, you can examine these areas in your own company
and determine what steps you need to take to ensure compliance.
Putting it all together
Now that you’ve identified your company’s specific safety needs, you’ll be
better able to determine the cost of the training and equipment you’ll need to improve
the safety of your workplace.
By looking beyond the direct costs of injuries and other incidents that impact
employee health, and focusing on the economic impact safety problems have upon the
business, management will be in a better position to make confident, informed
decisions. Even more important, it will ensure that all of your workers return home safe
and healthy every day, reducing the likelihood that their families and friends will suffer
the ill effects of an injury.
 UNIT – 2
Job Safety Analysis (JSA)
The purpose of this module is to understand what a Job Safety Analysis (JSA)
is and to advise when to use it, how to develop it and f where it fits into the risk
management process. It seeks to provide practical guidance for holders, operators, site
senior executives, supervisors, contractors and persons who are responsible for safety.
The module does not prevent other ways of achieving an acceptable level of risk from
being adopted and followed.
JSA is one of several hazard identification and risk assessment tools used by the
industries. It is a basic tool and its application and quality varies greatly. Used in the
correct context, it can be a useful safety tool, however if it is used incorrectly or
inappropriately, it can result in poor identification of hazards and may contribute to
serious incidents.
The term 'job' and 'task' are commonly used interchangeably to mean a specific
work assignment. There may be many individual tasks in a job and as such 'job' may be
a more appropriate term. Similarly 'safety' and 'hazard' can also be used
interchangeably.

The term 'job' and 'task' are commonly used interchangeably to mean a specific
work assignment. There may be many individual tasks in a job and as such 'job' may be
a more appropriate term. Similarly 'safety' and 'hazard' can also be used
interchangeably.
As the term 'job safety analysis' is not restricted to only identification of hazards,
but the implementation of controls and verification of the effectiveness of those
controls, the term 'safety' will have a more appropriate meaning in the context of
assessment of risk in a job.
Presently there are many different versions of JSAs operating in industries,
including:
 Job Safety and Environment Analysis (JSEA)
 Task Hazard Analysis (THA)
  Safe Job Analysis (SJA)
 Task Safety Analysis (TSA)
 Pre-Work Safety Check
 Job Task Analysis
In general the JSA has the following two ways of understanding:
“Job safety analysis is an important part of a safety programme for stopping
work accidents and illnesses. It is about looking at each job to identify and assess
hazards and set up safe work practices”.
Or/and
“A JSA is a task oriented risk assessment which can be applied by a work team
prior to undertaking a potentially hazardous activity. Generally the technique is applied
on site for routine activities as a precursor to a safe working procedure. It uses job
observation and experience as the basis for identifying hazards and controls to be used.
It is a primitive, but helpful, qualitative safety analysis tool”.

Application of a JSA
On completion of the JSA, the supervisor is required to review and sign off the
JSA where appropriate. If a job is considered to be 'high risk' by the supervisor or the
team (during personal prestart checks), a formal risk assessment as appropriate other
than a JSA should be conducted by an appropriate team.
Appropriate training, competency and understanding of the task is required for the
supervisor to determine the level of risk a job attracts. In general, a JSA should only
be applied to a job when:
 The hazards and potential or resultant risks are known to be low
 There is no procedure or SWI developing, modifying or reviewing a procedure
of SWI (where appropriate).
A JSA should not be conducted as the primary tool to identify hazards and
controls where the job:

 Has the potential for serious injuries, illness, equipment damage or

environmental harm
 Is new and has not been conducted before
 Is of a long duration (that is over one shift)
 Involves multiple work teams
 Is known to have had a history of accidents or near misses
 Is unusual or complex
 Involves the use of new equipment, tools, or chemicals
 Involves interaction with many interdependent systems (such as electrical,
mechanical or hydraulic systems).
 It should also not be used as the primary tool for jobs where there is a new
regulatory requirement in place or where there is a change in the process of
performing a job.

The importance of a JSA

Before developing a JSA it is essential to understand the value of a JSA. The
success of a JSA is dependent on the knowledge of those performing it and their attitude
and commitment to it.
It is important to note that a JSA is not a 'personal prestart check' or 'permit to
work'. A JSA is also not a compliance activity but it is a key step in workers protecting
themselves. Keeping the JSA relevant is a challenge and all involved in the process of
conducting a JSA need to have a clear understanding of its purpose.
The role of the supervisor is essential in creating an effective JSA. Supervisors
should have the skills and knowledge to put together a JSA or be able to oversee its
development. This includes assessing how well it has been completed and how effective
the chosen controls are.
When the JSA has been done, it can be used to tell the worker how to do the
job, and is ideal for training, since it shows a worker how to do the job in the best and
safest way. It also sets the standard for the job so that everyone learns to do the job in
the same safe way.
 The JSA can help managers and supervisors learn about the jobs to be
supervised, even if they have not actually done all the jobs themselves. The JSA should
be used as a checklist when doing safety inspections or audits, as it tells the auditor
what should be happening on any job.
The JSA provides a “measure” during any incident investigation, as it sets out
how the job should be done.
The obvious use of a job safety analysis is to insure that safety issues are
identified and resolved prior to beginning work on a project. The job safety analysis
can also support other activities, including:

 Cost projections;
 Employee orientation;
 Training needs determination;
 Performance evaluation;
 Accident investigation;
Job safety analysis has immediate and effective value additions to the system
where the safety analysis has been done as illustrated by the figure above.

Disaster Control
Measures taken before, during, or after hostile action or natural or manmade
disasters to reduce the probability of damage, minimize its effects, and initiate
recovery.
Safety Survey
Safety surveys are an organization’s internal activity conducted by those in
charge. They differ from the general safety inspections or audits conducted by the
government or other legislative bodies. Surveys are conducted regularly to detect
unsafe conditions due to malpractices, mishandling of equipment, improper stowage
of materials, poor housekeeping, workplace hazards, fire hazards, machine wear and
tear, unsafe and unauthorized activities, and no or improper use of personal protective
equipment.
Safety surveys reduce accidental exposure and make employees more aware of
standard operation procedures. They are also an effective way of obtaining a complete
picture of day-to-day work and safety practices.
Safety surveys may include the following points:
 Building Conditions: Structural safety, housekeeping, unobstructed exits, fire
protection, and electrical items
 Equipment: Machine guarding, wear-and-tear on joints and connections
 Health Conditions: Sufficiency of light and air, temperature and humidity
levels, noise pollution, ergonomics, and the presence of slip, trip and fall
hazards
 Procedures and Practices: Standard operating procedure is in place, safety
practices are adhered to, personal protective equipment is used, and
procedures for preventing exposure to harmful substances are followed
 Personal Acts: The presence of unsafe and unauthorized activity, talking
while working, mindlessness, etc.

Safety Sampling
Safety sampling is performed by routine checks or inspections. It is a repeatable
process designed to ensure compliance to federal standards over a long term basis and
to keep safety levels high consistently. Employers should work with a qualified safety
coordinator who has experience in creating, reviewing and maintaining standard
operating procedures and their documentation, as well as perform safety inspections
and help staff to comply with federal standards through staff training procedures.

Safety Inspection
A safety inspection is a documented or formalized procedure that is often
carried out by a safety specialist to identify potential hazards. There are many types of
safety inspections. Some are carried out to check vehicle safety, some inspect industrial
plants, and others are carried out to identify hazards in office buildings. Most safety
inspections involve a checklist, which helps inspectors thoroughly assess each area or
potential hazard and pinpoint specific instances that may cause safety issues.
Types of Safety Inspections
There are several ways to perform safety inspections of a workplace, task or
job. The most popular ways include using checklists, general knowledge, and risk
mapping. To be effective, safety inspections must be individualized or tailored to meet
the needs of a specific workplace, task or job.

Safety Checklist Inspections

A checklist is very good for the regular inspection of specific items. However,
they may not be as useful in identifying previously unrecognized hazards. Many
different checklists are available from a variety of sources. Unfortunately, since these
readymade checklists are generic, they rarely meet the needs of a specific workplace,
task or job. However, you may find them useful to inspect a part of your area. For
instance, the owner's manual for a table saw may have a checklist that works perfectly
for inspecting the saw in a department shop. Taking parts of several ready-made
checklists and putting them together may be an easy method of beginning the
development of your customized checklist.
General Knowledge Safety Inspections
Another way of conducting inspections is to use the information you have in
your head and just walk around looking at what is going on. You do not use a pre-
made checklist for this type of inspection. This method keeps you from getting stuck
looking at the same things every time. However, the effectiveness of this inspection
method is dependent on the individual's level of knowledge about workplace related
safety practices. It is important to document the results of the inspection and any
action taken in resolving or addressing safety hazards.
Risk Mapping Safety Inspections
The third inspection method is called risk mapping. It is a good method to use
at a safety meeting where everyone there is familiar with the workplace or process. This
technique uses a map/drawing of the workplace or a list of steps in a process. People in
the group then tell the leader the hazards they recognize and where they are located in
the workplace or process. The leader uses different colours or symbols to identify
different types of hazards on the map or list of steps. This type of inspection is valuable
for involving all employees in identifying and resolving safety hazards.
What should you include in your inspections?
When you do your inspections make sure you are looking at your entire operation's
safety program.
Remember to evaluate:
 processes
 equipment
  workplace environment
 employee training
 emergency plans
Where a health and safety representative has drawn your attention to the
findings of an inspection they have carried out, you should consider the matter and
decide what appropriate follow-up action should be taken. Union-appointed health and
safety representatives can inspect the workplace. They have to give reasonable notice
in writing when they intend to carry out a formal inspection of the workplace, and have
not inspected it in the previous three months. If there is substantial change in conditions
of work or HSE publishes new information on hazards, the representatives are entitled
to carry out inspections before three months have elapsed, or if it is by agreement. The
frequency of inspections will depend on the nature of the work. Inspections may be less
often, for example, if the work environment is low risk like in a predominantly
administrative office. But if there are certain areas of a workplace or specific activities
that are high risk or changing rapidly, more frequent inspection may be justified, for
example on a construction project.
Following-up after an inspection: -
After an inspection:
Explain the reasons for any follow-up action you decide to take to your
representatives. Let the representative who notified you of the inspection have the
opportunity to inspect again so they can check if the issues raised got appropriate
attention, and record their views. Share the follow-up action taken throughout the
workplace and other relevant parts of the business, including the health and safety
committee where there is one. There may be times when action may not be appropriate,
you may not be able to act within a reasonable period of time, or when the action you
take is not acceptable to your safety representatives. It is advisable to explain the
reasons for the action you have decided to take in writing to your representatives.
Requirements: -
Employers are required to develop procedures and schedules for regular
workplace inspections. They are also required to maintain a workplace and the
necessary equipment, systems and tools that are safe and without risk to their workers.
Maintaining a healthy and safe workplace would also include ergonomic
considerations. To determine how often workplace inspections, need to be conducted –
daily, weekly, monthly, annually, etc. – employers need to determine what is necessary
to ensure the recognition, evaluation and control of workplace hazards. Reviewing the
following may assist them to make that determination:
 the industry involved;
 the kinds of work carried out;
 the risks and hazards involved in the work and in the environment,
 including ergonomic risks;
 the number of different work areas;
 the number of workers in each work area;
  the hours of operation;
 the pace of the work; and
 other factors that are reasonable to include.
Employers must also consult with their OH&S committees about scheduling
workplace inspections and ensuring their committees actively participate in conducting
them. Employers must also comply with industry-specific or hazard specific legislation.
Some of these fall under: Asbestos Abatement Regulations; Asbestos Exposure Code
Regulations; OH&S First Aid Regulations; Workplace Hazardous Materials
Information System (WHMIS) Regulations; and Regulations; Mines Safety of Workers
Regulations; and Regulations. Employers should be aware of the legislation related to
their industry and to specific hazards in their workplaces.
Procedures: -
As an important part of the OH&S program, workplace inspections should have
procedures to ensure their effectiveness. are the step by step process for completing
workplace inspections? The procedures should identify those responsible for
conducting and those responsible for communicating each step of the inspection.
Ergonomic considerations should be a part of all workplace inspection procedures.
Reasons for conducting workplace inspections are to
 prevent workplace injury, illness and property damage;
 recognize existing and potential hazards including ergonomic risks;
 recommend and monitor corrective actions;
 gain a better understanding of work processes and tasks;
 improve communication between workplace parties;
 encourage workplace parties to voice their OH&S concerns;
 increase knowledge and understanding about preventing injury, illness and
property damage;
 raise awareness of the role of OH&S committees;
 improve OH&S in the workplace; and
 ensure a healthy and safe environment.
Employers are to: -
 provide the resources – human and financial – to carry out regular workplace
inspections;
 ensure workplace inspections procedures are developed;
 ensure all workers are provided with the education and training needed to
understand their responsibility and to co-operate with those conducting
workplace inspections;
 consult with OH&S committees about scheduling workplace inspections;
 ensure OH&S committees take an active role in workplace inspections;
 review workplace inspections reports;
 ensure recommendations for corrective action are implemented, monitored,
evaluated and communicated; and
  review workplace inspections procedures at least every three years.
All Workers including Managers and Supervisors are to: -
 participate in workplace inspections when requested;
 make suggestions for corrective actions to those conducting workplace
inspections; and
 take part in training or the development of safe work practices and procedures
required as the result of the workplace inspections.
OH&S Committees are to: -
 co-operate with the employer in scheduling workplace inspections;
 actively participate in workplace inspections;
 review all workplace inspections reports;
 make recommendations for corrective action to the employer;
 monitor implementation, follow-up, and evaluation of corrective actions;
 regularly monitor the effectiveness of workplace inspections and make
recommendations for improvement when appropriate;
 review workplace inspections procedures; and
 ensure ergonomic considerations are included in all workplace inspections.
Steps in the workplace inspection process: -
The workplace inspections procedures should outline a step-by-step process for
carrying out each step in workplace inspections. The major steps involved in workplace
inspections are:
Step 1: - Planning workplace inspections
Scheduling Workplace Inspections
Employers must consult with OH&S committees to schedule workplace inspections. A
step-by-step process for scheduling should be included in the workplace inspections
procedures. Consider the following when developing the schedule:
 who will conduct workplace inspections;
 the size of the workplace;
 the operations carried out in the workplace;
 kinds of existing and potential hazards including ergonomic risks;
 hours of work;
 number of shifts;
 seasonal operations; and
 any other aspects specific to the workplace that may affect how and when
inspections can be conducted.
It is important for those conducting workplace inspections to observe workers
and supervisors while they are working and to ask questions about work processes, safe
work practices and procedures, training, etc. Therefore, workplace inspections should
be scheduled during hours of operation and take into account all shifts. The workplace
inspections procedures should include a process for reviewing the items on the
checklist. The checklist should never be considered a permanent document. It should
be reviewed regularly and revised when there are changes to equipment, tools or work
processes, and when hazards are identified either by staff or as the result of an
accident/incident investigation or a workplace inspection.
The checklist should be used as a guide only. Those conducting the inspections
must be constantly alert to and record hazards that may not be on the checklist. All
workplace parties should work co-operatively to develop the best workplace
inspections checklist for their specific work area. Supervisors and workers know their
work processes and work areas the best. Therefore, they can add great value to the
development of the checklist. Ergonomic risks must be included on all workplace
inspections checklists. There is no one best way to design a workplace inspections
checklist. Depending on the workplace, checklists may be designed based on work
areas, equipment, work processes, etc. If the workplace is large or has many complex
work processes, more than one checklist may be required.
The steps involved in preparing for workplace inspections should be detailed in
the workplace inspections procedures. This should include a review of appropriate
legislation, industry standards, manufacturer's equipment specifications, etc. Previous
workplace inspections checklists and reports, recommendations from the previous
workplace inspections for possible follow-up, floor diagram and route for inspections
and accident/incident investigation reports for possible follow-up.
Step 2: -Conducting workplace inspections
The following suggestions for conducting effective workplace inspections should be
included in workplace inspections procedures.
Tips for conducting effective workplace inspections: -
 Draw attention to the presence of any immediate danger other items can await
the final report.
 Shut down and lock out any hazardous items that cannot be brought to a safe
operating standard until repaired.
 Do not operate equipment. Ask the operator for a demonstration. If the operator
of any piece of equipment does not know what dangers may be present, this is
cause for concern. Never ignore any item because you do not have knowledge
to make an accurate judgment of safety.
 Look up, down, around and inside. Be methodical and thorough. Do not spoil
inspections with a once-over-lightly approach.
 Clearly describe each hazard and its exact location in your rough notes. Allow
on-the-spot recording of all findings before they are forgotten. Record what you
have or have not examined in case inspections are interrupted.
 Ask questions, but do not unnecessarily disrupt work activities. This may
interfere with efficient assessment of the job function and may also create a
potentially hazardous situation.
  Consider the static (stop position) and dynamic (in motion) conditions of the
item you are inspecting. If a machine is shut down, consider postponing
inspections until it is functioning again.
 Discuss as a group: "Can any problem, hazard or accident generate from this
situation when looking at the equipment, the process or the environment?" And
determine what corrections or controls are appropriate.
 Do not try to detect all hazards simply by relying on your senses or by looking
at them during inspections.

Step 3: -Completing workplace inspections reports

Completing workplace inspections reports is a critical step since it summarizes
the findings of inspections and provides recommendations for corrective actions. The
attached list will help to ensure all important items are included in the inspections
report.
Items to be included in workplace inspections reports: -
 time, date and area/department inspected;
 a clear description of existing or potential hazards observed;
 priority ranking according to risk: some corrective actions need to be
immediate; others require more planning; while others may require temporary
measures until a permanent solution can be implemented;
 recommendations for corrective actions, target date and person responsible for
implementation;
 name of person(s) who conducted the inspection and completed the report;
 date the report was sent to the employer; and
 dates for and names of individuals responsible for follow-up/monitoring of
corrective actions.
A copy of the workplace inspections report form should be included in the
workplace inspections procedures, and those conducting workplace inspections should
be trained in its use. The report should be written as soon as possible after inspections
and follow a standardized format to help ensure consistency among the reports.
Distributing Copies of Workplace Inspections Reports: -
The workplace inspections procedures should list those who will receive the
workplace inspections reports. Before being distributed, the report should be reviewed
by those who conducted the inspections to ensure it is accurate, clear and complete.
Copies should be distributed to:
 the employer;
 managers;
 supervisors;
  OH&S committees; and
 workers (the workplace inspections procedures should outline how the report
is communicated to workers).
Step 4: -Monitoring corrective actions
Monitoring corrective actions is an important means of preventing injury,
illness and property damage and ensuring implementation and effectiveness of
corrective actions. The monitoring process should be included in the workplace
inspections procedures.

Ways to ensure corrective actions are monitored include:

 assigning follow-up responsibility to an individual;
 identifying the date for follow-up;
 documenting the individual(s) responsible for follow-up;
 including the follow-up date on the workplace inspections report;
 adding the corrective action to workplace inspections checklists for future
monitoring; and
 training workers, including managers and supervisors, to note the
effectiveness of the corrective action during their informal workplace
inspections.
Role of OH&S Committees in Evaluating Workplace Inspections: -
OH&S committees actively participate in workplace inspections. The
workplace inspections procedures should outline the role of OH&S committee’s in
workplace inspections. As part of the internal responsibility, workplace inspections
should be evaluated by OH&S committees. Following are sample questions OH&S
committees may use when evaluating the effectiveness of workplace inspections.
 Is there a procedure(s) for conducting workplace inspections?
 Are regular workplace inspections conducted?
 Are workplace inspections procedures followed?
 Are all workers including managers and supervisors involved in workplace
inspections?
 Does the employer consult with OH&S committees about scheduling
inspections?
 Do OH&S committees actively participate in workplace inspections?
 Is a workplace inspections checklist used when conducting workplace
inspections?
 Does the workplace inspections checklist include ergonomic risks?
 Is senior management involved in conducting workplace inspections?
 Are supervisors and front-line workers involved in workplace inspections?
 Are all areas of the workplace inspected (exterior and interior of facility)?
  Do OH&S committees review all workplace inspections reports?
 Are workplace inspections reports communicated to the employer and
workers?
 Are workplace inspections reports kept by the employer and by OH&S
committees?
 Are corrective actions put in place to prevent injury, illness and property
damage?
 Are corrective actions monitored for effectiveness?

Safety Audit
A safety audit evaluates safety programs and practices within an organization.
Employers conducting an audit should:
 Measure and collect information about a safety program’s reliability and
effectiveness
 Look at whether a safety program meets the company’s stated goals
 Examine safety training and response efforts
Types of safety audit?
Six types of audit which are related to health and safety:
 Health and safety audits
 "Walk around audit"
 Health and safety management audit
 Project Health, Safety & Environmental (HSE) auditing
 Process safety audit
 Product safety audit
 The Safety & Health Audit Recognition Programme (SHARP)
 Auditor List for SHARP

Health and safety audits

Objectives of this type of safety auditing are to inform the company:
 How well it is performing in H&S
 Whether managers and others are meeting the standards which the company
has set itself
 Whether the company is complying with the H&S laws which affect its
business with the view that the company making any improvements identified
as necessary from this information.
“walk around audit"
A “walk around audit" is to determine whether the health and safety policies of
the company are being properly implemented and to identify areas in which policy
effectiveness needs to be improved.
H&S management audits
One of the main problems with H&S audits of the above type is that they tend
to examine H&S problems from the symptoms rather than causes of the problems. They
rarely focus entirely on the management of H&S.

H&S Management audits look into the following areas:

1. Does the company have adequate procedures for identifying specific H&S
requirements which apply to its undertakings?
2. Are the procedures followed and are responsibilities set out clearly and
understood?
3. Does the company's H&S policy documentation include adequate procedures
for identifying hazards which exists at the workplace, and for assessing
regularly the risks to employees and others affected by the workplace and
workplace activities in order to identify the measures needed to avoid their
exposure to risks of harm?
4. Are adequate risk assessment procedures also set out for hazards of products
and /or services supplied by the company in order to identify the measures
needed to avoid risks of harm to people such as distributors, customers, end-
users and members of the public?
5. Are the procedures in 3. and 4. followed, and are responsibilities set out clearly
and understood?
6. Does the company have adequate procedures for setting, reviewing and revising
as necessary its health and safety standards for meeting specific H&S
requirements and for meeting its general duties to protect employees and others
form risks identified in the company's risk assessments?
7. Do the procedures for setting company standards include the identification of
measurable targets which can be audited to monitor the level of compliance with
company standards?
8. Are the procedures in 5. and 6. followed and are responsibilities set out clearly
and understood?
9. Does the company have adequate procedures for planning, implementing,
controlling, monitoring and reviewing the measures identified in 3. and 4. ?
10. Does the company have adequate procedures for carrying out H&S audits to
check that the procedures in 9. are followed and that the measures in 3. and 4.
are effective?

Project Health, Safety & Environmental (HSE) auditing

Project HSE auditing provides the method for monitoring and controlling HSE
activities and procedures throughout the life of the project. It comprises of two
activities:
 Formal audits
 Regular and ad-hoc inspections
The formal audits provide a more comprehensive and formal assessment of
compliance with HSE procedures and plans. They should be carried out at key points
during the project life cycle.
Process Safety Audits
It is a self-evaluation audit which aims at:
 gather all relevant documentation covering process safety management
requirements at a specific facility
 determine the program's implementation and effectiveness by following up on
their application to one or more selected processes.
Product Safety Audit
Safety Audit is important in the product design and development stages. It is to
ensure that the company had adequately protected the user of a product from hazards
that it did not know existed. This type of audit is to
 Identify and classify hazards associated with the product i.e. catastrophic,
critical, occasional, remote, or improbable
 Develop a hazard risk index and priority setting
 Get employee to present design alternatives and to review for feasibility

The Safety & Health Audit Recognition Programme (SHARP)

The Safety & Health Audit Recognition Programme (SHARP) is developed and
administered by the Society of Accredited Safety Auditors Ltd. (SASA) and The Hong
Kong Registered Safety Auditors Association (HKRSAA) (collectively referred to as
the Programme Administrator or PA) to enhance the professional standard and
performance of safety and health audits conducted in accordance with the Factories and
Industrial Undertakings (Safety Management) Regulations. The objective is to procure
excellent and quality audits that are well above legal requirements and trade expectation
so as to achieve advancement in the occupational safety and health performance in
Hong Kong.
Auditors enrolled in this programme (SHARP Auditors) undertake that they will
abide by the criteria of safety audit practice issued by the PA from time to time. Audit
reports prepared by SHARP Auditors will bear a label and a seal of the SHARP Auditor
issued under this programme on the cover page confirming that the audit was conducted
and the report was prepared in accordance with the criteria set under SHARP. Audits
that are conducted in accordance with SHARP may gain respected recognition and
popularity amongst factory proprietors and contractors as they signify quality audits
and quality reports.