REVISED Safety Supervisor - SSM SAFE Work Conference€¦ · • Whatdoes’thatmean’to’the’supervisor?’ – Manage’safety’like’abusiness’system’thatneeds’ to’be’designed,’developed,’implemented’and’

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SAFETY SUPERVISOR

ETHELINDA PADUA, CRSP, RSO, CAE SAFETY AND HEALTH CONSULTANT

SSM INSTRUCTOR

EP SAFETY AND HEALTH CONSULTING AND ASSOCIATES, INC.

•  EFFECTIVE SAFETY SYSTEMS COMPONENTS -‐ MANAGEMENT SYSTEMS (STRUCTURE – TOOLS AND RESOURCES) -‐ SAFETY CULTURE

Management System? • A systemaJc approach to managing safety: Includes the necessary: -‐  organizaJonal structures,

-‐  resources (equipment, resources) -‐  responsibiliJes/accountabiliJes, -‐  policies/procedures -‐  Training

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Strategies – Levels of Intervention and tools

Baseline performance

“Practical drift”

Operational performance organization

Predictive Proactive Reactive

Highly efficient Very efficient Efficient

Reactive

Desirable management level

Insufficient

Surveys Audits

Emergency Response

Accident and incident

reports

Hazards

Hazard Recognition Control Direct

observation systems

SAFETY CULTURE

•The introducJon of safety management concepts lays the foundaJon upon which to build a safety culture •Safety culture cannot be “mandated” or “designed”, it evolves. •It is generated “top-‐down”

Positive Culture

Positive culture

Flexible culture People can adapt

organizational processes when faced with

emergencies, shifting from the conventional hierarchical

mode to a flatter mode.

Learning culture People have the willingness and the competence to draw

conclusions from safety information systems and the

will to implement major changes.

Informed culture People are knowledgeable about the human, technical,

organizational and environmental factors that determine the safety of the system as a whole.

Reporting culture People are prepared to report their errors and

experiences

Just culture People are encouraged (even rewarded) for providing essential

safety-related information. However, there is a clear line that differentiates between acceptable and unacceptable behaviour.

Source: David Marx

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The management dilemma…………..

Production Protection

Resources Resources Management levels

Supervisor “Every one who undertakes, or has the

authority, to direct how another person does

work or performs a task is under a legal duty

to take reasonable steps to prevent bodily

harm to that person, or any other person,

arising from that work or task”.

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Concerns?

•  What are your concerns relevant to your duJes as a supervisor according to the Workplace Safety and Health Act and RegulaJons?

•  We hear about due diligence? What does this mean?

•  Where do you begin?

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Some quesJons you should be asking: •  Do you know your responsibiliJes? •  Have you informed your workers about their rights and

responsibiliJes? •  Do you have a process to idenJfy, analyze and control risks? •  Can you demonstrate efforts to reduce workplace risks? •  How do you communicate safety-‐related issues to workers? •  Do you have a process to report and learn from accident

invesJgaJons? •  Do you regularly review and update your safe work procedures? •  Can you demonstrate a safety management system exists? •  How do you verify the educaJon and training of workers? •  Do you have a process for documentaJon and/or record keeping?

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Supervisor ResponsibiliJes •  Ensure all workers are informed about the hazards (known and potenJal) in

their workplace. •  Ensure all workers are trained on emergency and safe work procedures •  Ensure all workers wear appropriate personal protecJve equipment •  Ensure all incidents are invesJgated, corrected, and followed up to ensure

correcJve acJon is effecJve •  Ensure inspecJons are done and substandard pracJces are corrected. •  Ensure meeJngs are held to discuss safety concerns (toolbox talks, safety talk

sessions prior to shid, etc.) •  Ensure workers concerns are discussed and addressed and are consulted. •  Ensure all acJviJes relevant to safety and health are documented (method to

display due diligence)

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CONSEQUENCES •  Unsafe Work Environment

– Direct Costs – Losses Due To: •  Decreased ProducJvity •  Increased Insurance Costs due to Injury •  Other

•  Regulatory Non-‐Compliance – ResulJng in PenalJes – ProsecuJons – Criminal Negligence

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FUNDAMENTALS

Worker Rights and ResponsibiliJes •  Right to know •  Right to parJcipate •  Right to Refuse Unsafe Work •  Right to Non-‐Discriminatory AcJon

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Hazard IdenJficaJon, Assessment and Control

Hazard IdenJficaJon/Assessment (some methods): •  Job Hazard and Control Analysis – ObservaJon of work being performed with the intent of looking for hazards and documenJng appropriate controls

•  Risk Assessment of all hazards •  Direct ObservaJon •  InspecJon And Review of Previous InspecJon Reports •  Review of Injury/Illness Reports •  Review of Incident InvesJgaJon Reports •  Review of Incident Report StaJsJcs

Which hazard is the toughest to control and why?

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Hierarchy of Controls

Requires a physical change to the

workplace

Requires worker to

wear something

Elimina'on/Subs'tu'on

Requires worker or employer to do something

Most Effec've

Least Effec've

CONTROLS: Engineering CONTROL AT THE SOURCE!

Limits the hazard but doesn’t enJrely remove it.

Local Exhaust

Other Examples: Mechanical Guards

Wet Methods for Dust Enclosures/IsolaJon DiluJon VenJlaJon

Proper equipment Re-designed Tools

Image: by Kare_Products

Image: by JohnRH4's photostream

Image: by purpleslog’s photostream

CONTROLS: Administra've Aimed at Reducing Employee Exposure to Hazards

but Not Removing Them! �  Changes in work procedures such as:

�  Written safety policies/rules �  Schedule changes, such as:

�  Lengthened or Additional Rest Breaks �  Job Rotation �  Adjusting the Work Pace

�  Training with the goal of reducing the duration, frequency and severity of exposure to

hazards

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CONTROLS: PPE Personal Protec've Equipment Control of LAST RESORT!

�  Special Clothing

�  Eye Protec'on �  Hearing Protec'on

�  Respiratory Protec'on

19 CONTROL IS AT THE WORKER!

Hierarchy of Controls

Requires a physical change to the

workplace

Requires worker to

wear something

Elimina'on/Subs'tu'on

Requires worker or employer to do something

Most Effec've

Least Effec've

InspecJons (formal and informaJon)

•  InspecJons (random -‐ informal or planned -‐ formal) are important as they allow you to: –  idenJfy exisJng and potenJal hazards and unsafe pracJces –  listen to the concerns of workers and supervisors –  gain further understanding of jobs and tasks –  determine underlying causes of hazards –  monitor hazard controls (personal protecJve equipment, engineering

controls, policies, procedures) –  Implement correcJve acJon

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What to observe during an inspecJon……. • Looking for safe pracJces and having the chance to provide posiJve feedback to workers immediately when observed Reminding workers about emergency procedures if not known

• Looking for appropriate/missing signage

• Looking for opportuniJes for improvement

• Looking for unsafe pracJces -‐ specific to the work area/task

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Requirements for InvesJgaJng Workplace Incidents

W210 7.4(5)(i) Safety and Health Program must include procedure for invesJgaJng incidents.

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What is InvesJgated? a)  Serious incident

b)  An accident or other dangerous occurrence

i.  that injures a person, and results in the person requiring medical treatment, or

ii.  that had the potenJal to cause a serious incident

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Who should do the invesJgaJng?

An invesJgaJon must be carried out by: (a) the co‑chairpersons of the commiqee (b) the employer and the representaJve (c) the employer, in the presence of a worker employed at the workplace who is not associated with the management of the workplace, when there is no commiqee or representaJve at the workplace.

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When a serious incident/dangerous occurrence occurs, immediately:

•  Inform the supervisor. •  Inform the commiqee co-‐chairs. •  Inform the safety and health professional (where applicable)

•  Preserve the area and do not disturb unless it is required to to free a trapped person or to avoid the creaJon of an addiJonal hazard.

•  Inform the Safety and Health Officer •  InvesJgate 2015-‐01-‐26

Eight Steps in an InvesJgaJon 1.  PreparaJon (obtain invesJgaJon kit) 2.  VisiJng the scene 3.  InformaJon gathering (Interviews/Statements)

4.  ExaminaJon of physical evidence (Gather and record the facts/evidence)

5.  Analyzing the evidence (Evaluate the facts, then draw conclusions)

6.  Recommending CorrecJve AcJon 7.  Preparing the Report 8.  Follow-‐Up

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ExpectaJons of a Safety and Health Officer re. Serious Incident

•  Provide the following informaJon: –  Name, address, date of birth, status of injured worker –  Name of supervisor –  Names of all witnesses and individual (brief) statements

•  Provide documentaJon (maintenance, inspecJons, SWP, training, invesJgaJon report, etc.)

•  Cooperate

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EMPLOYEE TRAINING •  NEW HIRE

– ORIENTATION –  TASKS TO BE PERFORMED (SEE ATTACHED SHEET) – SPECIFIC TO THE JOB

•  EXISTING EMPLOYEE –  TASKS NOT YET PERFORMED – SPECIFIC TO THE JOB –  TASKS ALREADY PERFORMED – REFRESHER TRAINING – OTHER – REFRESHER TRAINING WHEN REQUIRED

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WORKER COMPETENCY

•  WRITTEN, VERBAL, OBSERVATION – QUIZZES/TESTS – RETURN DEMONSTRATION

•  DOCUMENT RESULTS

•  RETAIN DOCUMENTATION 5 YEARS FROM DATE OF TRAINING/TESTS

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DISCIPLINE Before taking acJon on an employee, ask:

ü Has an adequate investigation been

completed relevant to the circumstances? ü Has adequate safety education and training

been provided? ü  PPE provided? ü Have safety rules been properly explained? ü Has safety techniques been displayed by

supervisors?

DUE DILIGENCE

•  What does that mean to the supervisor? – Manage safety like a business system that needs to be designed, developed, implemented and evaluated to provide effecJveness and value.

– Does not rely on a person’ memory that certain things need to get done; the “system that is in place” ensures that things get done.

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•  Reasonable steps taken by a person in order to saJsfy a legal requirement…..

–  All steps – consultaJon from OHS Commiqee, or Safety RepresentaJve or Worker where Commiqee or RepresentaJve does not exist.

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OHS POLICY

• DEVELOP POLICY INDICATING COMMITMENT • STATEMENT OF ROLES AND RESPONSIBILITIES TO ENSURE EFFECTIVE IMPLEMENTATION AND ENFORCEMENT OF THE POLICY

OBSERVATION CORRECTIVE ACTION

FOLLOW UP

• OBSERVE –MONITOR TO ENSURE EMPLOYEE COMPLIANCE

• CORRECT – IF NON-‐COMPLIANCE IS A CONCERN, ADVICE EMPLOYEE OF THE CONCERN AND DISCUSS CORRECTIVE ACTION AND CONSEQUENCES

• CONTINUOUS IMPROVEMENT (FOLLOW UP) – REVISE PROCESSES DEPENDENT ON THE CONCERN AND/OR DISCUSSION WITH EMPLOYEE AND OTHER STAKEHOLDER

DOCUMENTATION

• POLICY – SIGNED, DATED AND IMPLEMENTED • COMMUNICATION METHOD RELEVANT TO INFORMING THE WORKERS ABOUT THE POLICY • TRAINING/ORIENTATION DOCUMENTATION • POLICY (KEEP FOR 5 YEARS)

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HAZARD RECOGNITION AND CONTROL

• PERFORM A JOB HAZARD ANALYSIS • PERFORM RISK ASSESSMENTS FOR ALL JOB HAZARDS •  IMPLEMENT CONTROLS AS PER HIERARCHY OF CONTROLS • DEVELOPSWP • COMMUNICATE -‐ INFORM WORKERS THROUGH TOOL BOX TALKS, ORIENTATION, TRAINING, MEETINGS


FOLLOW UP




DOCUMENTATION

• RISK ASSESSMENTS • JOB HAZARD ANALYSIS • SAFE WORK PROCEDURES • OTHER IMPLEMENTED CONTROLS • TRAINING RECORDS • DISCIPLINE RECORDS • MONITORING RECORDS • INSPECTION RECORDS • CORECTIVE ACTION RECORDS • FOLLOWUP RECORDS • INCIDENT REPORTS AND CORRECTIVE ACTION/FOLLOW UP RECORDS

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EMERGENCY PREPAREDNESS AND

RESOURCES

• PERFORM RISK ASSESSMENT •  IDENTIFY RESOURCES •  IMPLEMENT CONTROLS TO MITIGATE RISKS • DEVELOP EMERGENCY PROCEDURES AS PER RISK ASSESSMENT • COMMUNICATE -‐ INFORM WORKERS THROUGH TOOL BOX TALKS, ORIENTATION, TRAINING, MEETINGS


FOLLOW UP

• OBSERVE –MONITOR TO ENSURE EMPLOYEE COMPLIANCE (DRILLS, ETC)



DOCUMENTATION

• RISK ASSESSMENTS • JEMERGENCY PROCEDURES • TRAINING/ORIENTATION RECORDS • DISCIPLINE RECORDS • DRILL RECORDS • INSPECTION RECORDS (EMERGENCY SYSTEMS • CORECTIVE ACTION RECORDS • FOLLOWUP RECORDS • INCIDENT REPORTS AND CORRECTIVE ACTION/FOLLOW UP RECORDS

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CHEMICAL / BIOLOGICAL PLAN

• PERFORM A JOB HAZARD ANALYSIS • PERFORM RISK ASSESSMENTS FOR ALL JOB HAZARDS •  IMPLEMENT CONTROLS AS PER HIERARCHY OF CONTROLS • DEVELOP ALL REQUIRED SWP (EMERGENCY PLAN, PPE, SPECIFIC PLAN) • COMMUNICATE -‐ INFORM WORKERS THROUGH TOOL BOX TALKS, ORIENTATION, TRAINING, MEETINGS


FOLLOW UP




DOCUMENTATION

• RISK ASSESSMENTS • JOB HAZARD ANALYSIS • SAFE WORK PROCEDURES • MEDICAL SURVEILLANCE RECORDS • AIRBORNE MONITORING RECORDS • MSDS • TRAINING RECORDS • DISCIPLINE RECORDS • INSPECTION RECORDS • CORECTIVE ACTION RECORDS • FOLLOWUP RECORDS • INCIDENT REPORTS AND CORRECTIVE ACTION/FOLLOW UP RECORDS

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IINSPECTION

• PERFORM INSPECTIONS • DEPARTMENT/AREA – SUPERVISOR/WORKERS • BUILDING -‐ COMMITTEE • IMPLEMENT CORRECTIVE ACTION RESULTING FROM THE INSPECTIONS • FOLLOW UP ON CORRECTIVE ACTIONS • COMMUNICATE -‐ INFORM WORKERS THROUGH TOOL BOX TALKS, ORIENTATION, TRAINING, MEETINGS


FOLLOW UP




DOCUMENTATION

• INSPECTION RECORDS • CORRECTIVE ACTIONS • FOLLOW UP RECORDS • TRAINING RECORDS • DISCIPLINE RECORDS

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WORKER PARTICIPATION

• COMMITTEE OR SAFETY REPRESENTATIVE • METHOD TO REPORT CONCERNS • METHOD TO REPORT INCIDENTS, INJURIES/ILLNESSES •  INSPECTIONS •  JHA / RISK ASSESSMENT PROCESS •  INVESTIGATION PROCESS • OHS ACTIVITIES


FOLLOW UP




DOCUMENTATION

• INSPECTION REPORTS • INCIDENT REPORTS • RISK ASSESSMENTS • JOB HAZARD ANALYSIS • MINUTES OF MEETINGS • TRAINING RECORDS • INSPECTION RECORDS • INCIDENT REPORTS AND CORRECTIVE ACTION/FOLLOW UP RECORDS

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CONTRACTOR SAFETY

• DEVELOP POLICY / PROCEDURES INDICATING CRITERIA FOR SELECTION OF CONTRACTORS, PROVIDING INFORMATION TO CONTRACTORS, MONITORING CONTRACTS WHILE ON SITE


FOLLOW UP




DOCUMENTATION

• INSPECTION REPORTS • INCIDENT REPORTS • RISK ASSESSMENTS • SITE SAFETY PLANS • COMPETITIVE BID CRITERIA FOR SELECTION

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INCIDENT /DANGEROUS OCCURRENCES INVESTIGATION

• DEVELOP POLICY AND PROCEDURES INDICATING ACTIONS TO BE TAKEN FOR SERIOUS ACCIDENTS AND DANGEROUS OCCURRENCES

• METHOD TO REPORT INCIDENTS, INJURIES/ILLNESSES •  INVESTIGATION PROCESS • TRAIN ON INVESTIGATION PROCESS


FOLLOW UP




DOCUMENTATION

• POLICY • INCIDENT REPORTS • MINUTES OF MEETINGS • TRAINING RECORDS • INCIDENT REPORTS AND CORRECTIVE ACTION/FOLLOW UP RECORDS

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PROGRAM /SYSTEMS EVALUATION

• DEVELOP POLICY AND PROCEDURES RELEVANT TO METHOD OF EVALUATION INCLUDING ROLES AND RESPONSIBILITIES


FOLLOW UP




DOCUMENTATION • AUDIT AND FOLLOWUP REPORT • 

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SUMMARY

DUE DILIGENCE •  DEVELOP MANAGEMENT SYSTEMS •  DEVELOP A GOOD SAFETY CULTURE •  MAINTAIN SYSTEMS/CULTURE •  DOCUMENT

Documents

REVISED Safety Supervisor - SSM SAFE Work Conference€¦ · • Whatdoes’thatmean’to’the’supervisor?’ – Manage’safety’like’abusiness’system’thatneeds’ to’be’designed,’developed,’implemented’and’