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Health and Safety for Managers

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					  Or is he or she just talking safety?
It’s more than Doing the Right Thing!



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   What is S,H & E Management?
• It’s more than Doing the Right Thing
  – Keeping People Healthy & Safe
  – Protecting the Environment in which we Live
• It’s Doing the Right Thing
  – Identifying, understanding & controlling SH&E
    Risks (Hazards)
  – Understanding that business changes can
    degrade controls and safeguards


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                 Learning Objectives


• Know and understand your health and safety
  responsibilities
• To understand the concept of due diligence and what
  you need to do to demonstrate it




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                                 Canada
   What is S,H & E Management?
• It’s Doing the Right Thing
  – Leadership
     • Actions focused on protecting People
  – SH&E as a Core corporate value
  – An integrated SH&E Management System
     • Aligned with corporate objectives & strategies
     • Risk/Hazard identification, assessment & control
  – SH&E Performance Measurement
  – Achievement of Continuous Improvement
     • Virtual elimination of injury, illness & environmental
       damage
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   What is S,H & E Management?
• It’s Doing The Right Thing! WHY?
  – Successful senior executives tell us they achieve
    corporate success because SH&E is a Core Value
  – It’s good for individuals & families
  – It’s good for communities & society
    AND
  – It’s good for Business!



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  What is S,H & E Management?
• How do you know when your doing the right
  thing?
  – You understand your business’s SH&E risks
    (hazards)…




                                                    …and you control them!

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 What is S,H & E Management?
• Understanding your business’s SH&E
  Risks?
                           Identify Risks
                         What can happen?
                         How can it happen?


                    Consider Energy Forms

    Establishing a process (policy, procedures, standards) to identify, assess and
                 eliminate or control unacceptable risks or hazards.


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 What is S,H & E Management?
• Understanding your business’s SH&E
  Risks?         Analyze Risks
                Determine existing Controls

            Determine                Determine
            Likelihood               Consequences


                  Estimate the Risk Level
                       Risk = L X C


                       Evaluate Risks
             Compare against Your standards?
              Determine Your risk priorities?

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  What is S, H & E Management?
• Managing your business’s SH&E Risks?
  – Treat your risks
     • Use multiple barriers / controls
     • A single barrier could fail
  – Monitor and review risks
     • Recognize the dynamic nature of operational
       functions
     • Change is never ending
     • Re-examine if there is change


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Key Elements of SH&E Mgmt.
                          Executive
                          Leadership
                          Vision & Policy

                                                                Assessed SH&E
Results and
                                                                Risks/ Hazards
Evaluation
                                                                  Integrated Objectives/
                                                                  Strategies

                                                            Employee Education,
                                                            Involvement & Coaching
Measurement/                                          Integrated Operational
Assessment, Audit                                     SH&E Programs




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  Personal Leadership Actions!
• Model the behaviours you want
  exhibited
   – Set personal objectives & targets and ask
     employees about theirs
   – Start all meetings with a discussion of
     SH&E
   – Use safety gear where it is required
   – Learn enough to observe work and provide
     feedback when on-site
   – Intervene if a worker appears to be at risk
• Personally review the Mgmt. System
  performance
   – Be part of an assessment or audit
   – Be part of an incident investigation

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                Why Should You Care?


• Three Basic Reasons
  – Human
  – Legal
  – Financial




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                                Canada
           Internal Responsibility System


Each individual within the Ryerson community
shares responsibility for
   – the identification of environmental health and safety
     hazards,
   – managing the related risks, and
   – improving upon any processes with the idea of
     ensuring that the risk is as low as reasonably
     practicable


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                                 Canada
          Basic Structure of the IRS


       Delegate:              BOG                          Accountability
     Authority               President
& Responsibility        Vice Presidents
                        Senior Directors
                   Managers/Chairs/
                      Academic Directors
                   Supervising Faculty & Staff

                      Workers/Students/Guests
                     Volunteers/Contractors


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                                   Canada
                 Who is a Supervisor?


Definition of Supervisor…
• means a person who has charge of a workplace or
  authority over a worker
   – In a University setting the term “Supervisor” could
     be the President, a Senior Director, a
     Chair/Academic Director, a Manager/ Coordinator, a
     Principle Investigator, Teaching Assistant, Technician,
     Technologist, Lead Hands, etc.


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                 Who is a Supervisor?


• Supervisor is not limited by the position title but by
  the responsibilities held


• A supervisor must be
  “competent”…this has a specific
  meaning under the Occupational
  Health & Safety Act
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                                  Canada
          Who is a Competent Supervisor?


Definition of Competent Person…
   – Is qualified because of knowledge, training and
     experience to organize the work and its
     performance
   – Is familiar with the OHS Act and the regulations that
     apply to the work, and
   – Has knowledge of any potential or actual danger to
     health or safety in the workplace.


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                  Who is a Worker?


Definition of Worker…
• A “worker” is considered as any person who receives
  monetary compensation for performing work or
  providing a service
      • Everyone in an organization who receives
        monetary compensation is considered a worker




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                Rights as a Worker


• Right to Know
   – What are the hazards in your job?
• Right to Participate
   – through the joint health and safety committee or
     representative and by asking questions
• Right to Refuse Unsafe Work
   – if you believe the job is dangerous, or you have
     not been trained to do the job


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Due Diligence for Supervisors
            NOT!




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            Due Diligence for Supervisors


What is Due Diligence?
• Due Diligence is the level of judgment, care, prudence,
  determination and activity that a person would
  reasonably be expected to do under particular
  circumstances…this is specific action taken at the level
  of the individual with the duty.




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            Due Diligence for Supervisors


What does Due Diligence really mean?
• due diligence means that employers and supervisors
  shall take all reasonable precautions under the
  particular circumstances to prevent injuries, accidents
  or exposures in the workplace
• this definition presumes that you are following all the
  minimum legal requirements!




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            Due Diligence for Supervisors


Why is there special significance?
• “Due Diligence” is a legal defense for a person charged
  under the OHS legislation
• So, if charged, a defendant may be found not guilty if
  they can prove that on the balance of probabilities,
  the accused had been duly diligent by taking the steps
  necessary to ensure the regulations were complied
  with
• You are presumed GUILTY until proven innocent – the
  defendant bears the burden of proof, NOT the
  prosecution

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            Due Diligence for Supervisors


Consider three main factors of due diligence
• Was the event foreseeable?
• Was the event preventable?
• Did you have control over the circumstances? If it was
  within your authority to control the hazard, did you do
  it?




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             Demonstrating Due Diligence


As the Manager, you are legally obligated to:
• Ensure that the workplace is safe for staff, contractors
  and the public who use or enter your space




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Management of Health & Safety Outcomes
               Model




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        Financial Business Case
Leading indicators measure effort to:



                                                            Increase
                                                              Profit
      Reduce       Reduce                       Reduce
       Risk         Injury                       Cost




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     Due Diligence Business Case
Managing safety performance shows that

• Company actively manages safety through:
   – Leadership
   – Program assessment and improvement
   – Training
• Safety management system is working through:
   – External / internal auditing
• There is an active internal responsibility system

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       Leading Indicator Principles
•   Measure against standards - program / procedure
•   Objective measurement verifiable by auditors
•   Surveys backed up by external audit
•   Corporate plan includes safety performance goals
•   Performance Reported to:
    – Management, JHSC and staff
    – Board of Directors
• Part of performance pay
• Safety Management System nits it all together
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          Checks and Balances
• External audits
  – Interviews reinforce internal performance data
  – Document review corroborate evidence
• Internal audits
• JHSC
  – Labour / management team
  – Transparency of performance activities e.g.
    inspections

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      Building Blocks for Excellence
 Active Commitment from
    Board of Directors
    CEO / executives
    All levels of management and workers
    Union
 Build capacity for continuous improvement
  H&S resources
  Safety management system
  Team approach
 Celebrate performance achievements
 Measuring what matters most

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    Safety Management System
•   Policy - commitment
•   Act on commitment with safety performance goals
•   Safety performance in strategic plan
•   Identify and rank risks
    – Programs, procedures & forms to manage risk
•   Training to develop knowledge, skill and ability
•   Clear communications
•   Evaluation of performance
•   Report outcomes & re-evaluate needs
•   Celebrate success
•   Reset goals
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        Incident Includes

– lost time,
– medical aid,
– first aid,
– motor vehicle,
– property damage,
– near miss
– contractors

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             Lagging Indicators
Frequency Rate
  – # LT × 200,000 ÷ hours worked = frequency rate


Severity Rate
  – # days lost × 200,000 ÷ hours worked = severity rate


Vehicle Incident Rate
  – # of MV incidents × 1,000,000 ÷ km driven = MV rate

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        Value of Leading Indicators
 A number of successes built into score
    Audit team results
    Training team activities
    Special project teams
    Wellness team
 Celebrate team efforts – build pride into safety
  Builds culture around safety improvement
  Team members build skills and knowledge
  Recognition for safety performance & improvement
 Build community of staff involved in safety
 Track performance over time - valuable lessons
 Lower emphasis on zero injuries
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           The elements of SMS
Safety policy and objectives
  1.1 – Management commitment and responsibility
  1.2 – Safety accountabilities
  1.3 – Appointment of key safety personnel
  1.4 – Coordination of emergency response planning
  1.5 – SMS documentation
Safety risk management
  2.1 – Hazard identification
  2.2 – Risk assessment and mitigation
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           The elements of SMS
Safety assurance
  3.1 – Safety performance monitoring and
      measurement
  3.2 – The management of change
  3.3 – Continuous improvement of the SMS
Safety promotion
  4.1 – Training and education
  4.2 – Safety communication

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Safety accountabilities

• Safety responsibilities, accountabilities and
  authorities shall:
   – be documented

   – be communicated throughout the organization

   – include a definition of the levels of management
     with authority to make decisions regarding safety
     risks tolerability

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Safety accountabilities

• The job description of each senior manager
  (departmental head or responsible for a
  functional unit) should include, to the
  appropriate extent, and in addition to the
  specific responsibilities for the
  department/functional unit operation
   – the safety accountabilities
   – the responsibilities regarding the operation of the
     SMS
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    Safety responsibilities – An example
  Safety                  Accountable Executive
  Review
Board (SRB)


                  Head of                               Head of         Heads of
                 operations                           maintenance      other areas



                 Operations                           Maintenance
                safety officer                        safety officer



Safety Action
                           Safety Services
  Group(s)
   (SAG)                       Office
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Operation




Manage      Improve
                                           The
                                         5 minute
                                    Safety Management
 Review
                                    Program in Review


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Operation                                       Do you know
                                               the hazards        No
                                              in the
                                              operation?




Manage      Improve                                                    Assess


                                                  What can cause harm?


                                                  What are you doing about it?
 Review

                                                  Is it enough?


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Operation                                       Do you know
                                               the hazards
                                              in the
                                              operation?



                                                          Yes
 Manage     Improve                                                Manage


                                                  What has to be done?


                                                  What resources do you need?
   Review

                                                  Make them available


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Operation
                                               Is
                                              that it?




  Manage    Improve
                                                                Yes




                                                          … sure ?
   Review
                                            … final answer ?

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Operation
                                              Is
                                             that it?




                                                          No
  Manage    Improve                                                  Review


                                                   What could go wrong?


                                                   How could it happen?
  Review

                                                    How would you deal with it?


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                                         It’s not difficult...
Operation




  Manage    Improve




   Review


                                   don’t be told anything different.
               QUESTIONS
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posted:9/21/2011
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Description: workers safety