Workplace Safety & Health:Hazard Control & Prevention

Workplace Safety & Health:Hazard Control & Prevention

A. Timely and effective hazard control		Hazard controls are fully in place, known and supported by work force, with concentration on engineering controls and safe work procedures.
		Hazard controls are fully in place with priority to engineering controls, safe work procedures, administrative controls, and personal protective equipment (in that order).
		Hazard controls are fully in place, but there is some reliance on personal protective equipment.
		Hazard controls are generally in place, but there is heavy reliance on personal protective equipment.
		Hazard control is not complete, effective, and appropriate.

B. Facility and Equipment Maintenance		Operators are trained to recognize maintenance needs and perform and order maintenance on schedule.
		An effective preventive maintenance schedule is in place and applicable to all equipment.
		A preventive maintenance schedule is in place and is usually followed except for higher priorities.
		A preventive maintenance schedule is in place but is often allowed to slide.
		There is little or no attention paid to preventive maintenance; break-down maintenance is the rule.

C-1. Emergency Planning and Preparation		There is an effective emergency response plan and employees know immediately how to respond as a result of effective planning, training, and drills.
		There is an effective emergency response plan and employees have a good understanding of responsibilities as a result of plans, training, and drills.
		There is an effective emergency response plan and team, but other employees may be uncertain of their responsibilities.
		There is an effective emergency response plan, but training and drills are weak and roles may be unclear.
		Little effort is made to prepare for emergencies.

C-2. Emergency Equipment		Facility is fully equipped for emergencies; all systems and equipment are in place and regularly tested; all personnel know how to use equipment and communicate during emergencies.
		Facility is well equipped for emergencies with appropriate emergency phones and directions; majority of personnel know how to use equipment and communicate during emergencies.
		Emergency phones, directions, and equipment are in place, but only emergency teams know what to do.
		Emergency phones, directions, and equipment are in place, but employees show little awareness.
		There is little or no effort made to provide emergency equipment and information.

D-1. Medical Program (Health Providers)		Occupational health providers are regularly on-site and fully involved.
		Occupational health providers are involved in hazard assessment and training.
		Occupational health providers are consulted about significant health concerns in addition to accidents.
		Occupational health providers are available, but normally concentrate on employees who get hurt.
		Occupational health assistance is rarely requested or provided.

D-2. Medical Program (Emergency Care)		Personnel fully trained in emergency medicine are always available on-site.
		Personnel with basic first aid skills are always available on-site, all shifts.
		Either on-site or nearby community aid is always available on day shift.
		Personnel with basic first aid skills are usually available, with community assistance nearby.
		Neither on-site nor community aid can be ensured at all times.

Workplace Safety & Health : Worksite Assessment Checklist

Workplace Safety & Health : Worksite Assessment Checklist

II. WORKSITE ANALYSIS

A-1. Hazard identification (Expert survey)		Comprehensive expert surveys are conducted regularly and result in corrective action and updated hazard inventories.
		Comprehensive expert surveys are conducted periodically and drive appropriate corrective action.
		Comprehensive expert surveys are conducted, but corrective actions sometimes lag.
		Expert surveys in response to accidents, complaints, or compliance activity only.
		No comprehensive surveys have been conducted.

A-2. Hazard identification (Change analysis)		Every planned or new facility, process, material, or equipment is fully reviewed by a competent team, along with affected workers.
		Every planned or new facility, process, material, or equipment is fully reviewed by a competent team.
		High hazard planned or new facility, process, material or equipment are reviewed.
		Hazard reviews of planned or new facilities, processes, materials, or equipment are problem driven.
		No system for hazard review of planned or new facilities exists.

A-3. Hazard identification (Job and process analysis)		A current hazard analysis exists for all jobs, processes, and material; it is understood by all employees; and employees have had input into the analysis for their jobs.
		A current hazard analysis exists for all jobs, processes, and material and it is understood by all employees.
		A current hazard analysis exists for all jobs, processes, or phases and is understood by many employees.
		A hazard analysis program exists, but few are aware of it.
		There is no routine hazard analysis system in place.

A-4. Hazard identification (Inspection)		Employees and supervisors are trained, conduct routine joint inspections, and all items are corrected.
		Inspections are conducted and all items are corrected; repeat hazards are seldom found.
		Inspections are conducted and most items are corrected, but some hazards are still uncorrected.
		An inspection program exists, but corrective action is not complete; hazards remain uncorrected.
		There is no routine inspection program in place and many hazards can be found.

B. Hazard Reporting System		A system exists for hazard reporting, employees feel comfortable using it, and employees feel comfortable correcting hazards on their own initiative.
		A system exists for hazard reporting and employees feel comfortable using it.
		A system exists for hazard reporting and employees feel they can use it, but the system is slow to respond.
		A system exists for hazard reporting but employees find it unresponsive or are unclear how to use it.
		There is no hazard reporting system and/or employees are not comfortable reporting hazards.

C. Accident/Incident Investigation		All loss-producing incidents and near-misses are investigated for root cause with effective prevention.
		All OSHA-reportable incidents are investigated and effective prevention is implemented.
		OSHA-reportable incidents are generally investigated; accident cause and/correction may be inadequate.
		Some investigation of incidents takes place, but root cause is seldom identified and correction is spotty.
		Injuries are either not investigated or investigation is limited to report writing required for compliance.

D. Injury/illnesses analysis		Data trends are fully analyzed and displayed, common causes are communicated, management ensures prevention; and employees are fully aware of trends, causes, and means of prevention.
		Data trends are fully analyzed and displayed, common causes are communicated, and management ensures prevention.
		Data is centrally collected and analyzed and common causes are communicated to supervisors.
		Data is centrally collected and analyzed but not widely communicated for prevention.
		Little or no effort is made to analyze data for trends, causes, and prevention.

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Safety And Health Survey Checklist

Safety and Health Program Assessment

Worksheet

I. MANAGEMENT LEADERSHIP

AND EMPLOYEE INVOLVEMENT

A. Clear worksite safety and health policy		There is a S&H policy and all employees accept, can explain, and fully understand it.
		There is a S&H policy and majority of employees can explain it.
		There is a S&H policy and some employees can explain it.
		There is a written (or oral, where appropriate) policy.
		There is no policy.

B. Clear goals and objectives are set and communicated		All employees are involved in developing goals and can explain desired results and how results are measured.
		Majority of employees can explain results and measures for achieving them.
		Some employees can explain results and measures for achieving them.
		There are written (or oral, where appropriate) goals and objectives.
		There are no safety and health goals and objectives.

C-1. Management Leadership		All employees can give examples of management's commitment to safety and health.
		Majority of employees can give examples of management's active commitment to safety and health.
		Some employees can give examples of management's commitment to safety and health.
		There is some evidence that top management is committed to safety and health.
		Safety and health is not a top management value or concern.

C-2. Management example		All employees recognize that management always follows the rules and addresses the safety behavior of others
		Management follows the rules and usually addresses the safety behavior of others.
		Management follows the rules and occasionally addresses the safety behavior of others.
		Management generally follows basic safety and health rules.
		Management does not follow basic safety and health rules.

D. Employee involvement		All employees have ownership of safety and health and can explain their roles.
		Majority of employees feel they have a positive impact on identifying and resolving safety and health issues.
		Some employees feel that they have a positive impact on safety and health.
		Employees generally feel that their safety and health input will be considered by supervisors.
		Employee involvement in safety and health issues is not encouraged nor rewarded.

E. Assigned safety and health responsibilities		All employees can explain what performance is expected of them.
		Majority of employees can explain what performance is expected of them.
		Some employees can explain what performance is expected of them.
		Performance expectations are generally spelled out for all employees.
		Specific job responsibilities and performance expectations are generally unknown or hard to find.

F. Authority and resources for safety and health		All employees believe they have the necessary authority and resources to meet their responsibilities.
		Majority of employees believe they have the necessary authority and resources to meet their responsibilities.
		Authority and resources are spelled out for all, but there is often a reluctance to use them.
		Authority and resources exist, but most are controlled by supervisors.
		All authority and resources come from supervision and are not delegated.

G. Accountability		Personnel are held accountable and all performance is addressed with appropriate consequences.
		Accountability systems are in place, but consequences used tend to be for negative performance only.
		Personnel are generally held accountable, but consequences and rewards do not always follow performance.
		There is some accountability, but it is generally hit or miss.
		There is no effort towards accountability.

H. Program Review (Quality Assurance)		In addition to a comprehensive review, a process is used which drives continuous correction.
		A comprehensive review is conducted at least annually and drives appropriate program modifications.
		A program review is conducted, bit it doesn't drive all necessary program changes.
		Changes in programs are driven by events such as accidents or near misses.
		There is no program review process.

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Safety

Successful Workplace Safety & Health Management System

The Safety and Health Management System model below are one of the simple example of Safety and Health management model adopted by successful organisation. This organisation emphasize on the continual improvement of safety and health program in the workplace to ensure that the safety and health of the workers will be the priority in their business operations.

The main component that will moves this Safety and Health Management System to be functional and effective is the Commitment from the Top Management. The overall responsibility to this systems lies on the shoulder of management team (both top and middle Management team). They have to ensure that all other components of the systems established in a systematic manner with a proper planning and implementation.

They have to set the policy and objectives, employ resources, budget allocations, get the correct team and monitor the programs.  The implementation of any program related to safety and health should be based on this management system so that it can be monitor and improved accordingly to ensure the safety and health of the workers is maintained. Audit and inspection is the  tool that can be used by the management team to ensure the effectiveness  and the quality of the program introduced .

The professional groups in Safety and Health such as Safety and Health Officer, Occupational Health Doctor and Nurses, Industrial Hygienist, Toxicologist, etc. should be engaged by the management to assist them in establishing Safety and Health programs. The implemented programs should then be evaluated and improved.

OSH MANAGEMENT SYSTEM MODEL

This Safety and Health Management System Model is also based on the Quality Management model approach to ensure that the Safety and Health program in the workplace could be improved further through its continual improvement system.

 

The Safety and Health Management System model below are one of the simple example of Safety and Health management model adopted by successful organisation. This organisation emphasize on the continual improvement of safety and health program in the workplace to ensure that the safety and health of the workers will be the priority in their business operations