SHC by Ir. Daud

Ir Daud Sulaiman NIOSH, Bangi

COSH 2011 KLCC

JULY 17-19, 2011

2 / 39 Copyright © COSH 2011

Copyright © COSH 2011 3 / 39

TOPICS FOR DISCUSSION

•  ACTIVITIES FOR THE COMMITTEE TO CARRY OUT

•  GUIDELINES FOR THE COMMITTEE TO FOLLOW

•  ISSUES GENERALLY FACED BY THE COMMITTEE

•  TOWARDS AN EFFECTIVE COMMITTEE MEETINGS


EMPOWERING THE SH COMMITTEE FOR EFFECTIVE MEETINGS AND ACTIVITIES

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•  OSH POLICY •  IMPLEMENTATION OF THE POLICY : – SAFETY MANAGER – SAFETY AND HEALTH COMMITTEE – SAFETY AND HEALTH OFFICER – SAFETY SUPERVISOR – LINE RESPONSIBILITY – OSH MANAGEMENT SYSTEM


Safety and Health CommiQees provide a way for management and workers to meet

regularly to discuss workplace health and safety issues.

The commiQee should bring together workers’ pracZcal knowledge of the jobs, and

the management’s overview of the workplace and work organizaZon, to solve

current safety and health issues. 7 / 39 Copyright © COSH 2011

The commiQee should : •  Foster cooperaZon and consultaZon between

management and workers in idenZfying, evaluaZng and controlling hazards at workplaces.

•  Be an effecZve channel of communicaZon to exchange ideas to solve OSH problems.

•  Enhance interest and moZvaZon of all groups of management and workers in Safety and Health acZviZes.



FOR THE COMMITTEE TO CARRY OUT

ISSUES NOT URGENT URGENT

NOT IMPORTANT NOT IMPORTANT NOT URGENT

NOT IMPORTANT BUT URGENT

IMPORTANT IMPORTANT BUT NOT URGENT

IMPORTANT AND URGENT


WHICH ISSUES SHOULD THE SAFETY COMMITTEE FOCUS ON?

Are members' du=es clearly defined? DuZes of commiQees are defined in the OSHA and SHC RegulaZons. Specific duZes may vary with the type and size of the organizaZon, industry, number of safety specialist staff in the organizaZon, the firm's accident experience, and the number of commiQees. DuZes common to all commiQees include: 1.  AQending all commiQee meeZngs 2.  PromoZng the health and safety policy, and program 3.  AssisZng the employer in resolving worker health and safety

complaints 4.  Providing feedback on workers' suggesZons


5.  PromoZng and monitoring compliance with health and safety regulaZons

6.  ParZcipaZng in the idenZficaZon and control of workplace hazards

7.  ParZcipaZng in assessments and the development of control programs for hazardous substances

8.  AQempZng to raise health and safety standards above legal requirements

9.  ParZcipaZng in the resoluZon of work refusals 10.  AssisZng in the training of new workers 11.  ConducZng health and safety educaZon programs


12.  Studying safety programs of other companies to enhance own program

13.  ParZcipaZng in accident invesZgaZons 14.  Maintaining records of accidents and injuries 15.  IniZaZng other acZviZes as indicated by accident experience 16.  Carrying out workplace inspecZons 17.  Making health and safety recommendaZons 18.  Advising on personal protecZve equipment 19.  AssisZng in the development of organizaZonal OSH rules 20.  AssisZng in the development of safe work procedures 21.  Monitoring effecZveness of OSH programs



FOR THE COMMITTEE TO FOLLOW

1.  Do not make the safety commiQee responsible for safety; management has that responsibility.

2.  Avoid using the commiQee as an operaZng tool. Don’t have members “do” safety. Incident invesZgaZons, inspecZons, suggesZon evaluaZon and hazard report analysis are beQer done by the line or dedicated teams.

3.  Don’t let commiQee members become the enforcers. Enforcement must fall to management. One possible excepZon: a behavioral safety process can permit line people (along with management) to reward and coach behavior related to safety.


4.  Task the commiQee to help management develop strategy and advise on the safety and health process.

5.  Use data (incidents, rates, research, behavior analysis, etc.) to support decisions. Track the progress of goals and objecZves and help management with accountability.

6.  Give the commiQee members Zme, funding, clerical support, and other resources.

7.  Senior management involvement is needed to help transform words of commitment into acZon.


8.  Ensure the commiQee is not simply a place to let people gather so it can be said that a commiQee exists. Look at how commiQees are used effecZvely for quality or operaZons. Use them as a model.

9.  Measure your commiQee’s performance. Know when it’s working. If it doesn’t, make adjustments.

10.  Ask your human resources staff to help, or have a labor relaZons aQorney review the mission and organizaZon of the commiQee.



FACED BY THE COMMITTEE


ROUTINE MEETINGS BRING ROUTINE RESULTS …

•  Make sure the commiQee has well-‐defined objecZves and clearly set out funcZons.

•  Make sure all commiQee members understand the commiQee’s role in dealing with long-‐term policy and workplace health and safety program issues.

•  Make sure all commiQee members understand the difference between the safety and health officer role and the role of the commiQee.

•  Ensure the agenda is not crowded with minor problems, which should be solved elsewhere.


•  Specify agenda items. SZck to the agenda.

•  CommiQee members should be trained in health and safety and clearly understand the commiQee’s role.

•  The commiQee will be an effecZve part of the overall health and safety program, and there is a common understanding of the commiQee’s objecZves.

•  Issues raised by employees, safety and health officer, supervisors and management should be in keeping with the scope of the commiQee’s role.

•  Ensure the development and implementaZon of an issue resoluZon procedure.


•  Make sure all members arrive on Zme.

•  Make sure the agenda is manageable and all items can be worked through in the allocated Zme.

•  PrioriZze items if it appears there will not be enough Zme. Make sure urgent or important maQers come first.

•  Make sure the agenda is circulated so all members come prepared.

•  The chairperson should keep Zme and sum up where appropriate.

•  Make sure running out of Zme is not an excuse for stalling commiQee business. The efficient and speedy resoluZon of business means a more effecZve commiQee.


•  Make sure all commiQee members are trained, well-‐informed and confident about holding a posiZon on the commiQee.

•  ‘RepresentaZves’ on the commiQee are just that – representaZves. They must have the opportunity to present the views of those they represent. Where dominaZon occurs, the chairperson must encourage balanced discussion.

•  Establish a meeZng code so that all members have an equal chance to contribute.

•  Consider allocaZng Zme for each member who wants to contribute to the discussion on a parZcular item.

•  Consider training in effecZve meeZng procedures for the members. •  Make sure the commiQee is not too large – too many people trying

to have a say will slow down the commiQee meeZng.


•  Make sure the commiQee has a ‘profile’ in the workplace so commiQee meeZngs are seen as needing a suitable venue.

•  Make sure a suitable venue is always available for commiQee meeZngs and make a firm booking with set Zmes and dates.

•  Ensure management support for the commiQee through the provision of faciliZes and equipment.

•  The secretary is responsible for seqng up the room before the meeZng so all necessary equipment are ready and working.

•  Make sure others in the workplace understand commiQee meeZngs should not be interrupted.


•  Employers must consult with employees on determining the membership of any SHC. However, employees must make up at least half of the membership of the commiQee

•  More than one commiQee may be needed if the workplace is large. A Zered structure with departmental or secZon commiQees coordinated by an overall commiQee can work well.

•  The workplace should aim for a representaZve commiQee where people from a range of areas, needs, operaZons and levels of experZse can work together. This does not necessarily mean you will need a large commiQee.

•  The chairperson should be trained in meeZng procedures to ensure discussion is balanced and to enable proper representaZon by those aQending the meeZng.


•  Make sure all recommendaZons are noted in the minutes and the acZons required are clearly described.

•  Make sure minutes are distributed and displayed ASAP so that urgency and responsibility for acZon is understood within the workplace.

•  Make sure commiQee operaZons are well supported by management, with faciliZes, Zme to implement acZon, resources and informaZon.

•  RecommendaZons not implemented should be included on the agenda for the next meeZng, and the chairperson should pursue the maQer. Those people not implemenZng recommendaZons need to explain the lack of acZon and detail plans to implement recommendaZons.

•  The commiQee should review its operaZons and make sure all members are commiQed to the agreed objecZves.


•  We’ve all had plenty of experience with safety meeZngs. We’ve aQended many, and some of us have led many. While some of these meeZngs have been highly effecZve, many — maybe most — have not been effecZve at all.

•  A study of a round of safety training sessions for a large industrial company : supervisors, work leaders, and safety coordinators. They were asked to give their best esZmate of the percentage of safety meeZngs they’ve experienced over the years that were, in their judgment, really effecZve. EsZmates ranged from a high of 75 percent down to 5 percent, with the average response being less than 50 percent.


•  Whether meeZng goals are idenZfied consciously or not, a safety meeZng should acZvate safety awareness and safe behavior on the part of every crew member. MeeZngs should encourage everyone involved to watch out for and coach each other. This is the core purpose of a safety meeZng.

•  But in a familiar worst-‐case scenario, a supervisor simply reads a safety bulleZn or an accident report from a regulatory body database. ParZcipants then sign a roster indicaZng they aQended the meeZng. Then everyone gets back to work.


Seven Steps : 1.   Plan the mee=ng around your cri=cal objec=ves. A safety

meeZng is not an informal monologue about safety. It is a planned communicaZon event aimed at achieving a specific objecZve. And the planning involves both the content – the “what” of the meeZng – and the process – the “how”.

2.   Determine what content is of interest and value. Members are likely to get more out of topics directly relevant to the work they do, the condiZons they work in, best-‐pracZce behaviors they need to engage in, and the risks and hazards they may be exposed to. When in doubt, one way of determining what would be of most interest and value to the group is... ask them.


3.   Limit your points. No more than three to five main points is the rule of thumb. One is not enough, and 25 is ridiculous. The point is not to cover as much as you possibly can; the point is for members to learn and focus on a few criZcal elements of safe work.

4.   Make the mee=ng interac=ve. If people are talking, they are acZve and engaged. One-‐way communicaZon, the most common format by far, is of limited value. What will get your people talking? If you pose quesZons, will they answer? Can you pre-‐assign meeZng parZcipants to lead part of the meeZng or perhaps talk about a safety issue of parZcular importance to them?


5.   Vary the format. Have outside experts in when possible. Vendors are osen happy to come in and talk about safe use of their equipment. Some safety cultures rotate leadership responsibility for the meeZng. A roundtable discussion of safety case studies (again relevant to the kind of work they do) can be energizing. Breaking a large class down into sub-‐groups of three or four to work on case studies or to brainstorm safety recommendaZons can generate a higher level of energy and involvement. In a group of 20, usually only a few acZvely parZcipate; in a group of four, all usually parZcipate.


6.   Discuss “near miss” situa=ons. It may be difficult to get people to talk openly about incidents they have seen or been part of. But if approached gradually, with no one singled out for embarrassment or punishment, many teams get to the point where they will share and learn from such events. When a safety culture is at the point where near misses can be discussed openly and construcZvely, the meeZngs are automaZcally more useful to the team.

7.   Follow up issues iden=fied in the mee=ng. A common complaint of ineffecZve safety meeZngs is “we bring stuff up but nothing gets done about it.” Don’t spend every safety meeZng rehashing the same hazards and poor pracZces.


Institut Keselamatan dan Kesihatan Pekerjaan Negara (IKKPN) National Institute of Occupational Safety and Health ( NIOSH ) Malaysia

www.niosh.com.my


SHC by Ir. Daud

Health & Medicine

Transcript of SHC by Ir. Daud