Navy Safety Fundamentals 102

102 102 SAFETY FUNDAMENTALS References: [a] OPNAVINST 5100.23G, Navy Occupational Safety and Health (NAVOSH) Program Manual [b] OPNAVINST 3500.39C, Operational Risk Management (ORM) [c] NAVEDTRA 14167, Naval Safety Supervisor [d] OPNAVINST 5102.1 (Series), Navy and M...

102 102 SAFETY FUNDAMENTALS References: [a] OPNAVINST 5100.23G, Navy Occupational Safety and Health (NAVOSH) Program Manual [b] OPNAVINST 3500.39C, Operational Risk Management (ORM) [c] NAVEDTRA 14167, Naval Safety Supervisor [d] OPNAVINST 5102.1 (Series), Navy and Marine Corps Mishap and Safety Investigation, Reporting, and Record Keeping Manual [e] The Purple Book [f] BUMEDNOTE 6260, Interim Navy Medicine Hearing Conservation Program Guidance [g] COMUSFLTFORCOMINST/COMPACFLTINST 5100.8 102.1 Discuss historical development of the Navy Safety and Occupational Health (SOH) program. [Ref. c, Ch.1, Pg. 1-1 and Ch. 5, Pg. 5-1] -1917 Safety engineers were assigned to each naval shipyard. -1922 Safety programs for civilian employees were introduced at all naval activities. -1929 Enlisted personnel on shore duty were included in safety programs. -1947 The Navy Department Safety Council was organized under the Director of Safety of the Office of Industrial Relations (OIR). Its original mission was to coordinate safety procedures and to provide communications between the bureau safety engineers and the technical staff of the OIR safety branch. In 1967, the council's mission was expanded to include the development and maintenance of the U.S. Navy Safety Precautions Manual, OPNAV 34P1. -1951 The transition from propeller to jet aircraft helped the Secretary of the Navy (SECNAV) to establish the Naval Aviation Safety Council. In 1955, the name was changed to the Naval Aviation Safety Center. -1963 The Navy was shaken by the sudden loss of the USS Thresher (SSN-593), in which 129 sailors were lost. The Navy convened a court of inquiry to examine the circumstances leading up to and surrounding the incident. The court's findings resulted in the creation of the Submarine Safety Program Its purpose was to impose high standards of quality control on submarine construction and operations. In 1964, the Chief of Naval Operations (CNO) established the Submarine Safety Center at the submarine base in New London, Connecticut, to examine and coordinate all matters of submarine safety. -1966-1967- SECNAV tasked CNO with reviewing the entire Navy Safety Program after a series of fires, collisions, and other mishaps involving surface ships resulted in more than 200 deaths and $100 million in damages. On 3 May 1968, as a result of the CNO's findings, SECNAV established the Naval Safety Center. -1970 The Occupational Safety and Health Act (OSHA) of 1970 became law. 26 -1973 The Commander, Naval Safety Center, was designated as the CNO's Safety Coordinator (N09F), reporting directly to the Vice Chief of Naval Operations. This designation made the Naval Safety Center's mission more specific and all encompassing. -1983 The first Navy Safety & Occupational Health Program Manual, OPNAVINST 5100.23 Series was implemented. -Safety programs gained special prominence after passage of the Occupational Safety and Health Act on 31 December 1970. The primary thrust of the act was directed at the private- sector employer. However, section 19 of the act and several later Executive orders directed federal agencies to set up and maintain comprehensive and effective occupational safety and health programs. -On 26 July 1971, Executive Order (EO) 11612, the Occupational Safety and Health Programs for Federal Employees, was signed. This EO stated that the federal government, as the nation's largest employer, has a special obligation to set an example for safe and healthful employment. In that regard, the head of each federal department and agency was directed to establish an occupational safety and health program. ___________________________________ (Signature and Date).2 Explain safety program responsibilities of the following command personnel: [Ref. c, Ch. 1] a. Commanding Officer [Pg. 1-6] The commander, commanding officer, or officer in charge has ultimate responsibility for safety matters within his or her unit. He or she appoints a safety officer or safety manager to help carry out day-to-day safety-related activities. The duty of the safety officer or safety manager is to make sure all personnel understand and strictly enforce all prescribed safety precautions. Afloat, the safety organization extends from the commanding officer down to the most junior sailor. Each department and division on board ship has safety program responsibilities. Ashore, although bases and tenant commands are staffed with military or civilian safety professionals, the safety organization includes every worker. b. Executive Officer [Pg. 1-7] The safety officer reports to the executive officer about administrative matters. The safety officer assignment may be a primary or collateral duty, depending on the type of ship and its size. c. Safety Officer [Pg. 1-7] The safety officer is responsible for managing the SOH program. The safety officer reports directly to the commanding officer on SOH matters and to the executive officer for the administration the SOH program. Normally, the safety officer has Department Head status and seniority and is responsible for carrying out a comprehensive safety program. Objectives established by the commanding officer serve as the basis for this 27 program. OPNAVINST 5100.19E outline the duties and responsibilities of the safety officer. The safety officer's responsibilities include the following: (1) Act as the principal advisor to the commanding officer on shipboard SOH matters. (2) Oversee ship-wide planning to implement all elements of the SOH program. (3) Prepare and submit, through the chain of command, requests for external SOH support such as industrial hygiene surveys, safety surveys, safety assist visits or technical guidance. 4) Participate in mishap and safety investigation (5) Ensure timely and accurate recording and reporting of required mishap reports. (6) Maintain and analyze SOH records (inspection/assessment reports, injury reports, and mishap statistics) and determine trends. (7) Ensure that annual internal safety inspection is performed. (8) Ensure dissemination of SOH information. (9) Schedule/coordinate required SOH training with the training officer/planning board for training. Conduct training as appropriate and ensure records of that training are maintained. (10) Serve as advisor-recorder of the safety council. Prepare agenda for issuance by the chairperson. (11) Serve as chairperson of the enlisted safety committee. (12) Ensure, that SOH discrepancies beyond ship's force capability are properly identified, prioritized, and documented for corrective action. (13) Complete the Afloat Safety Officer course (A-4J-0020) or the Submarine Safety Officer course (F-4J-0020), as appropriate, prior to or within six months of assignment. (14) Ensure timely processing and follow-up on safety hazard reports submitted by crew members. (15) Coordinate with the command’s traffic safety coordinator and recreation and off- duty safety (RODS) coordinator to include these programs in the overall SOH program. (16) On ships where the assigned safety officer or assistant safety officer is an industrial hygiene officer (IHO): (a) Maintain and ensure calibration of all industrial hygiene equipment. (b) Participate in and demonstrate proficiency in asbestos laboratory quality assurance programs as required by the TYCOM.(c) Ensure that exposure monitoring for the command is performed, and provide technical assistance on request to tended units and other afloat units. (17) Establish web-enabled safety system (WESS) account on COMNAVSAFECEN website. The safety officer works with all department heads and division safety officers and petty officers in carrying out the safety program in their areas. d. Department Head [Pg. 1-8] (1) Ensure that all assigned workspaces are inspected and maintained free of hazards and are in compliance with applicable SOH standards. (2) Ensure that all assigned personnel are properly trained, advised of any associated hazards, are equipped/provided with appropriate protective clothing/equipment, and complete any required medical surveillance screenings. (3) Take prompt action to abate/correct any identified deficiency under their control. (4) Integrate safety in all activities consistent with mission requirements. 28 (5) Ensure that mishaps, hazards, and near mishaps are reported to the safety officer. e. Division Officer [Pg. 1-8] Division officers shall appoint a senior petty officer (E-5 or above) as the division safety petty officer to assist in the responsibilities outlined above and provide appropriate on board indoctrination to ensure satisfactory performance in the safety field. f. Work Center Supervisor [Pg. 1-8] (1) Ensure that workspace are inspected and maintained free of hazards and are in compliance with applicable SOH standards. (2) Ensure that all assigned personnel are properly trained, advised of any associated hazards, are equipped/provided with appropriate protective clothing/equipment, and complete any required medical surveillance screenings. (3) Take prompt action to abate/correct any identified deficiency under their control. (4) Integrate safety in all activities consistent with mission requirements. (5) Ensure that mishaps, hazards, and near mishaps are reported to the Division officer. g. Safety Petty Officer [Pg. 1-8, Pg. 1-9] The division safety petty officer or aviation safety petty officer (when embarked onboard ship) shall: (1) Inspect division spaces and submit hazard reports per OPNAV 3120/5. (2) Advise the division officer on the status of the SOH program within the division including any safety-related items revealed through maintenance, such as noncompliance with or deficiency in the planned maintenance system (PMS). (3) Keep the division officer informed of safety training needs within the division. (4) Conduct division SOH training and ensure documentation of that training is maintained. (5) Assist in mishap or hazard investigations and provide recommendations to division officers for correction. (6) Serve on the enlisted safety committee. (7) Perform or supervise the performance of required safety petty officer maintenance index page (MIP) planned maintenance h. All hands [Pg. 1-9] Safety program success depends on all-hands cooperation and support. The best safety program cannot prevent mishaps if the crew does not comply with safety precautions. All hands must follow posted safety precautions, comply with safety standards, and report unsafe or unhealthful conditions. They must report injuries and material damage immediately to their supervisor. ___________________________________ (Signature and Date).3 What is the purpose of ORM? [Ref. b, Encl. 1, Pg. 1] 29 a. Is a decision making tool used by personnel at all levels to increase effectiveness by identifying, assessing, and managing risks. By reducing the potential for loss, the probability of a successful mission is increased. b. Increases Navy’s ability to make informed decisions by providing a standardized RM process. c. Minimizes risks to acceptable levels, commensurate with mission accomplishment. The amount of risk the Navy will accept in war is much greater than what the Navy should accept in peace, but the process is the same. Correct application of the ORM process will reduce losses and associated costs resulting in more efficient use of resources. d. Applies to off-duty activities due to their own diverse set of hazards and risks. ORM must be practiced 24 hours a day, 7 days a week, and 365 days a year. ___________________________________ (Signature and Date) 30 102 SAFETY FUNDAMENTALS (CONT’D) 102.4 Explain the following as they apply to ORM: [Ref. a, Encl. 1, Pg. 7] a. Identifying hazards - A hazard is any condition with the potential to negatively impact mission accomplishment or cause injury, death, or property damage. Hazard identification is the foundation of the entire RM process. If a hazard is not identified, it cannot be controlled. The effort expended in identifying hazards will have a multiplier effect. Therefore, this step should be allotted a larger portion of the available time. There are three basic actions to be completed in this step: (1) Analyze the Mission. Conduct analysis by reviewing the plans and orders describing the mission or task, identifying the specified and implied tasks, and defining the requirements and conditions needed to accomplish those tasks and, thus, accomplish the mission. From this, construct a chronological or sequential list of the major events and tasks in a mission or task, breaking the operation down into manageable phases. This is the complete picture of what is expected to happen; it assures all elements of a mission or task are evaluated for potential sources of risk. (2) List the Hazards. With the mission or task mapped out, each event in the sequence is reviewed for hazards. Hazards can be identified in many ways and from many sources. It is important to involve the operators and those with applicable experience. Review any appropriate reports, lessons learned, and instructions. If time permits, solicit additional expertise. Brainstorming is useful in this preliminary hazard analysis to identify hazards. Asking “what if,” a means of thinking about what could go wrong, can help build on the PHA or uncover additional hazards. (3) Determine the Hazard Root Cause. Make a list of the causes associated with each identified hazard. Often a hazard may have multiple causes, but it is important to identify the root cause. The root cause is the first link in the chain of events leading to mission or task degradation. One technique to help determine a root cause is to keep asking the question “Why?” With the causes identified, risk controls can be applied to mitigate the risk. b. Assessing hazards- For each hazard identified, determine the associated degree of risk in terms of probability and severity. The result of the risk assessment is a prioritized list of hazards, which ensures that controls are first identified for the most serious threat to mission or task accomplishment. The hazard list is intended for use as a guide to the relative priority of risks involved and not as an absolute order to follow. (1) Severity. This is an assessment of the potential consequence that can occur as a result of a hazard and is defined by the degree of injury, illness, property damage, loss of assets (time, money, personnel), or effect on the mission or task. Consideration must be given to exposure potential. 31 102 SAFETY FUNDAMENTALS (CONT’D) (2) Probability. This is an assessment of the likelihood that a potential consequence may occur as a result of a hazard and is defined by assessment of such factors as location, exposure (cycles or hours of operation), affected populations, experience, or previously established statistical information. (3) Complete Risk Assessment. Combine the severity with the probability to determine the risk assessment code (RAC) or level of risk for each hazard. (4) Risk Assessment Pitfalls. The following pitfalls should be avoided during the assessment: (a) Over Optimism. Not being totally honest or not looking for root causes. (b) Misrepresentation. Individual perspective may distort the data. (c) Alarmism. “The sky is falling” or “worst case” estimates are used regardless of their possibility. (d) Indiscrimination. All data is given equal weight. (e) Prejudice. Subjective or hidden agendas are used vice facts. (f) Inaccuracy. Bad or misunderstood data nullify accurate risk assessment. (g) Enumeration. Difficulty in assigning a numerical value to human behavior. c. Making risk decisions- There are three basic actions which ultimately lead to making informed risk decisions: identifying control options; determining the effect of these controls on the hazard or risk; and, ultimately deciding how to proceed. (1) Identify Control Options. For each hazard, develop one or more control options that either avoid the hazard or reduce its risk to an acceptable level. 1. Reject the Risk. If overall risks exceed benefits or value, do not take the risk. Without the authority to apply the proper or necessary controls, rejecting the risk is a valid option and is a way to elevate the risk to the proper level. 2. Avoid the Risk. It may be possible to avoid specific risks by “going around” them or doing the mission or task in a different way. 3. Delay an Action. If there is no time deadline or other benefit or value to speedy accomplishment of a mission or task, it may be possible to reduce the risk by delaying the task. Over time, the situation may change and the risk may be eliminated, or additional risk control options may become available (additional resources, new technology, etc.) reducing the overall risk. 4. Transfer the Risk. Risk may be reduced by transferring all or some portion of that mission or task to another individual, unit, or platform that 32 102 SAFETY FUNDAMENTALS (CONT’D) is better positioned, more survivable, or more expendable. Transference decreases the probability or severity of the risk to the total force 5. Compensate for the Risk. To ensure the success of critical missions or tasks and compensate for potential losses assign redundant capabilities. (2) Determine Control Effects. With controls identified, the hazard should be re-assessed, taking into consideration the effect the control will have on the severity and or probability. This refined risk assessment determines the residual risk for the hazard, assuming the implementation of selected controls. At this point, it is also appropriate to consider the cost (personnel, equipment, money, time, etc.) of the control and the possible interaction between controls. (3) Make Risk Decisions. A key element of the risk decision is determining if the risk is acceptable. This decision must be made at the right level by the individual who can balance the risk against the mission or task potential benefit and value. This individual decides if controls are sufficient and acceptable and whether to accept the resulting residual risk. If it is determined the risk level is too high, the development of additional or alternate controls, modifications, changes, or rejecting the course of action becomes necessary. Leaders can use the risk assessment in conjunction with their commanders’ guidance to communicate how much risk they are willing to allow subordinate leaders to accept. It is important to keep in mind that risk decisions are based on the residual risk, which is only valid if the selected controls are implemented and remain effective. d. Implementing controls- Once the risk control decisions are made, the next step is implementation. This requires that the plan is clearly communicated to all the involved personnel, accountability is established, and necessary support is provided. Careful documentation of each step in the RM process facilitates risk communication and the rational processes behind the RM decisions. (1) Make Implementation Clear. To make the implementation directive clear, consider using examples, providing pictures or charts, including job aids, etc. Provide a roadmap for implementation, a vision of the end state, and description of expectations. Controls should be presented so they will be received positively by the intended audience. This can best be achieved by promoting user ownership. (2) Establish Accountability. Accountability is important to effective RM. Ultimately, the accountable person is the appropriate decision maker; the individual responsible for accomplishing the mission or task. However, successful implementation requires delegation of risk control actions. Those assigned should acknowledge the responsibility and be held accountable for the implementation. 33 102 SAFETY FUNDAMENTALS (CONT’D) (3) Provide Support. A properly applied control has the best chance for successful implementation. In addition to ongoing participation of the leadership, this requires: (a) Providing the personnel and resources necessary to implement the control measures. (b) Designing sustainability into the controls from the beginning. (c) Employing the control with a feedback mechanism that will provide information on whether the control is achieving the intended purpose. e. Supervising- Supervise and review involves determining the effectiveness of risk controls throughout the mission or task. This involves three actions: monitoring the effectiveness of risk controls; determining the need for further assessment of all or a portion of the mission or task due to an unanticipated change; and capturing lessons learned, both positive and negative. (1) Monitor. Monitor the operation to ensure: (a) Controls are implemented correctly, are effective, and remain in place. (b) Action is taken to correct ineffective risk controls and reinitiate the RM process in response to new hazards. (c) Risks and controls are reevaluated any time the personnel, equipment, or mission tasks change, or new events are anticipated in an environment not identified in the initial RM analysis. (2) Review. When controls are applied and during the mission or task, a continuous systematic review must be accomplished to see if the risks versus the benefits and value are balanced. To determine if appropriate RM controls were applied, compare the earlier risk assessment to the present risk assessment. (a) To accomplish an effective review, those responsible for the mission or task should identify whether the actual cost is in line with expectations and determine what effect the risk control had on mission or task performance. It is difficult to evaluate the risk control by itself; therefore, the focus should be on the risk mitigation relative to the mission or task. (b) Measurements are necessary to ensure accurate evaluations of how effectively controls reduce risks. Measurement can be done by simple observation, talking with personnel, or through more formal after action reports, surveys, and in-progress reviews. (3) Feedback. A review by itself is not enough. A mission or task feedback system should be established to ensure that the corrective or preventative action taken was effective and that any newly discovered hazards identified during the mission or task are analyzed and corrective action taken. It is essential that the feedback system be designed to: 34 102 SAFETY FUNDAMENTALS (CONT’D) (a) Inform all involved personnel. (b) Provide input back into the ORM process during execution of the mission or task. (c) Provide input into a lessons learned database for use by others or for the next event. (d) Provide for formal or unit level training updates or revisions. ___________________________________ (Signature and Date).5 Discuss the four principles of ORM. [Ref. b, Encl. 1, Pg. 2] a. Accept Risk when Benefits Outweigh the Cost. The process of weighing risks against the benefits and value of the mission or task helps to maximize success. Balancing costs and benefits is a subjective process. Therefore, personnel with knowledge and experience of the mission or task must be engaged when making risk decisions. b. Accept No Unnecessary Risk. If all detectable hazards have not been identified, then unnecessary risks are being accepted. Additionally, an unnecessary risk is any risk that, if taken, will not contribute meaningfully to mission or task accomplishment or will needlessly jeopardize personnel or materiel. The RM process identifies hazards that might otherwise go unidentified and provides tools to reduce or offset risk. The acceptance of risk does not equate to the imprudent willingness to gamble. Take only risks that are necessary to accomplish the mission or task. c. Anticipate and Manage Risk by Planning. Integrating RM into planning at all levels and as early as possible provides the greatest opportunity to make well-informed risk decisions and implement effective risk controls. This enhances the overall effectiveness of ORM and often reduces costs. Thorough planning identifies associated hazards and the steps necessary to complete the task or mission. d. Make Risk Decisions at the Right Level. Anyone can make a risk decision. However, the appropriate level for risk decisions is the person that can make decisions to eliminate or minimize the hazard, implement controls to reduce the risk, or accept the risk. Leaders at all levels must ensure that personnel know how much risk they can accept and when to elevate the decision to a higher level. Ensuring that risk decisions are made at the appropriate level will establish clear accountability. Therefore, those accountable for the mission must be included in the RM process. If the commander, leader, or individual responsible for executing the mission or task determines that the controls available to them will not reduce risk to an acceptable level, they must elevate the risk decisions to the next level in the chain of command. ___________________________________ 35 102 SAFETY FUNDAMENTALS (CONT’D) (Signature and Date).6 Discuss the following hazard severity codes: [Ref. b, Table 1, Encl. 1, Pg. 8] a. Category I- Loss of the ability to accomplish the mission. Death or permanent total disability. Loss of a mission-critical system or equipment. Major facility damage. Severe environmental damage. Mission-critical security failure. Unacceptable collateral damage. b. Category II-Significantly degraded mission capability or unit readiness. Permanent partial disability or severe injury or illness. Extensive damage to equipment or systems. Significant damage to property or the environment. Security failure. Significant collateral damage c. Category III- Degraded mission capability or unit readiness. Minor damage to equipment, systems, property, or the environment. Minor injury or illness. d. Category IV- Little or no adverse impact on mission capability or unit readiness. Minimal threat to personnel, safety, or health. Slight equipment or systems damage, but fully functional and serviceable. Little or no property or environmental damage. ___________________________________ (Signature and Date).7 Discuss the following mishap probability codes: [Ref. b, Table 2, Encl. 1, Pg. 9] a. Subcategory A- Likely to occur, immediately or within a short period of time. Expected to occur frequently to an individual item or person; or continuously over a service life for an inventory of items or group. b. Subcategory B- Probably will occur in time. Expected to occur several times to an individual item or person; or frequently over a service life for an inventory of items or group. c. Subcategory C- May occur in time. Can reasonably be expected to occur some time to an individual item or person; or several times over a service life for an inventory of items, or group. d. Subcategory D- Unlikely to occur, but not impossible. ___________________________________ (Signature and Date).8 Define the terms “Hazard Severity” and “Mishap Probability” as they apply to the Risk Assessment Code (RAC). [Ref. a, Pg. 12-A] -Hazard Severity: determines the severity based either on the naval asbestos facility score (NAFS) if available in the activity’s asbestos inventory or from a judgment of the condition of the asbestos involved. 36 102 SAFETY FUNDAMENTALS (CONT’D) The resulting Roman numeral is the hazard severity. (For more information on NAFS see Naval Facilities Engineering Service Center Pub SP-2027-ENV of Sep 97, Asbestos Control Program Operations and Maintenance Plan.) (NOTAL) -Probability: determine the number of people exposed to asbestos then determine the number of hours per week the average person is exposed. Note the letter where the row and column intersect. This is the probability ___________________________________ (Signature and Date) 102.9 Explain requirements to properly use and maintain Personal Protective Equipment (PPE). [Ref. a, Ch. 20, Para. 2001] -a. The best means of protecting personnel from hazard exposure in the workplace is to eliminate the hazard. When this is not possible, engineering controls shall be the method of choice to eliminate or minimize hazard exposure in the workplace. When neither of these methods can be employed, activities shall implement a personal protective equipment (PPE) program to reduce or eliminate personnel exposure to hazards. - b. Navy policy is that activities provide, use and maintain PPE when competent authority determines that its use is necessary and that such use will lessen the likelihood of occupational injuries and/or illnesses. Activities shall provide necessary protective equipment where there is a reasonable probability that the use of the equipment will prevent or reduce the severity of injuries or illnesses. PPE procurement and enforcement of proper use and maintenance is the responsibility of the activity. - c. Activities must recognize that personal protective devices do nothing to reduce or eliminate the hazard itself. They merely establish a last line of defense, and any equipment breakdown, failure or misuse immediately exposes the worker to the hazard. Many protective devices, through misapplication or improper maintenance, can become ineffective without the knowledge of the wearer and can have potentially serious consequences. For this reason, proper equipment selection, maintenance, employee training (including equipment limitations) and mandatory enforcement of equipment use are key elements of an effective PPE program. ___________________________________ (Signature and Date) 37 102 SAFETY FUNDAMENTALS (CONT’D).10 Explain the functions of the Safety Councils and Committees. [Ref. a, Ch. 4, Pg. 4-1 thru 4-4] Navy and Marine Corps Safety Council is composed of operator-level Navy and Marine Corps safety leaders who advise and recommend safety performance improvements to the Chief of NavalOperations (CNO), the Commandant of the Marine Corps (CMC), and the Deputy Assistant Secretary of the Navy for Safety (DASN(S)). Council membership consists of co-chairs and appointed Chairs of each of the following Safety Committees: (1) Afloat Safety Committee (2) Aviation Safety Committee (3) Ground Tactical Safety Committee (4) Shore Safety Committee -Depending upon size, organization and mission, if considered necessary or desirable, the Budget Submitting Office (BSO) (headquarters level or regional level) may establish councils composed of both military members and civilian employees. - Safety councils shall be established at all Navy regions, as well as at activities that provide their own safety support. At the region level, the Program Manager responsible for Safety shall chair the council; at the activity level, the CO, XO or equivalent shall chair the council. Commanding officers shall appoint members in writing, either by letter to an individual or by title or position, in a local instruction. Membership shall include civilian and military personnel representing key organizational elements at the region and activity, as well as safety and health professionals. Civilian employees shall be represented on the council. Many local labor-management agreements contain provisions on employee representation. The requirement for a safety council can be met by any formally established region and activity management board or council that addresses safety issues, even if it also addresses other issues, as long as such boards/councils meet the basic intent and criteria of this chapter. Commands that do not have a safety staff and receive safety services from a region may be asked to participate in the Regional safety council meetings. Participation on the regional council shall be determined by the mission of the command and complexity of its work environment. Commands that do not participate in the regional safety council shall be provided minutes of the meetings as necessary. (1) If the region or activity safety manager attends routinely scheduled department head (staff) meetings or personally briefs the CO/XO on a recurring basis, where safety Items can be discussed in a timely manner, only one formal annual meeting is required. Otherwise, the council shall meet annually or more frequently as needed. The region or activity safety organization shall retain minutes on file for a minimum of three years. (2) The council develops agendas and action items based on the nature of the region or activity, its scope of operations and its hazard or mishap experience. Subject matter discussed by the council will include goals, 38 102 SAFETY FUNDAMENTALS (CONT’D) program improvement plans, mishap prevention experience, requirements and initiatives, compliance issues and hazard abatement. The safety office shall develop proposed agendas and presentations for the council and ensure meetings are scheduled. ___________________________________ (Signature and Date).11 Discuss the purpose of a mishap investigation and who’s responsible for conducting the investigation. [Ref. a, Ch. 14, Pg. 14-1 thru 14-5] -Shore regions and activities shall conduct a safety investigation of every mishap, major or minor, and handle the investigation as a search for facts as outlined in reference 14-2. The severity or significance of the mishap determines the extent of the investigation. The region or activity shall establish guidelines delineating roles and responsibilities for reporting and investigating all classes of mishaps. Military or civilian safety and occupational health professionals trained per Section 1405 shall conduct mishap investigations of Class A and B mishaps. The safety office shall ensure proper investigation of all mishaps and review all investigation reports. Management personnel may assist in mishap investigations, however, regions and activities shall not use information they obtain through the safety investigation for administrative or disciplinary action. - Safety departments shall notify the Injury Compensation Program Administrator (ICPA), medical, and/or industrial hygienists as needed, of their mishap investigation, which should include a request for specific support. The safety departments are to document the notification and specific results or any support received. - The investigator shall complete a written report with firm, factual findings of mishap root causes and recommendations for specific corrective action to be taken to prevent recurrence. (1) For mishaps involving civilian personnel, the mishap investigator shall release to the ICPA all factual information regarding the mishap. The investigator is specifically forbidden to release any privileged safety information, including the analysis, findings, and recommendations of the investigator or mishap investigation board.” (2) For all mishaps, the safety departments shall forward safety recommendations to appropriate department heads and/or supervisors, follow up with the appropriate department heads and/or supervisor to verify progress in implementing the corrective action, and notify command personnel of the department’s progress in implementing recommendations for corrective action. 39 102 SAFETY FUNDAMENTALS (CONT’D) - Safety departments shall prepare and maintain a log of current status information on all recommendations for corrective actions in safety and mishap prevention matters. - Regions and activities shall electronically report all mishaps meeting the reportable criteria in reference 14-2 directly to COMNAVSAFECEN using the Web-Enabled 12) Discuss the hierarchy or preferred control measures for fall hazards. [Ref. a, Ch. 13, Para. 1308] Safety System (WESS) or appropriate format from reference 14-2 if Internet connectivity is not feasible. - Protection, dissemination, and release of mishap information, and the concept of privileged safety information guidance are provided in reference 14-2. - Guidance on the assignment and conduct of Safety Investigation Boards, handling evidence and witness statements, and report submission and endorsements is provided in reference 14-2. ___________________________________ (Signature and Date).12 Discuss the hierarchy or preferred control measures for fall hazards. [Ref. a, Ch. 13, Para. 1308] Elimination - Removing the hazard from a workplace. This is the most effective control measure. Prevention - Isolating or separating the hazard from the general work areas Engineering Controls - If the hazard cannot be eliminated, isolated, or separated, engineering control is the next-preferred measure to control the risk Administrative Controls - This includes introducing new work practices that reduce the risk of a person falling ___________________________________ (Signature and Date).13 What is the purpose of the Hazmat Program? [Ref. a, Ch. 7, Para. 701] HMC&M focuses on preventing, minimizing, or eliminating the introduction of hazardous material (HM) into the Navy system, substituting less hazardous HM for HM already in the Navy system, safely using HM in the workplace, and safely handling and disposing of hazardous waste (HW). ___________________________________ (Signature and Date) 40 102 SAFETY FUNDAMENTALS (CONT’D).14 Explain the responsibilities of all unit personnel as applied to safety: [Ref. a, Ch. 2, Pg. 2-6 thru 2-9; Ch. 3, Pg. 3-1 thru 3-19] -Shore regions, activities, commands, commanders, COs, directors, and OICs shall implement the items below: (1) Issue a new policy statement adopting and enhancing the policy established in section 0104. Disseminate the new policy statement to all personnel within 3 months after assumption of command. Regions and activities shall accomplish this by posting the policy statement on all official bulletin boards and by other means as appropriate, such as publication in base newspapers, new employee indoctrination, safety videos, etc. The policy statement shall reflect the commander's commitment to safety and to programs that prevent or minimize occupational mishaps. NOTE: Tenant activities receiving base operating support safety support per paragraph 0303b(2) may post a safety policy statement from the host and region or develop their own safety policy. (2) Conduct an aggressive, continuing SOH program that is integrated throughout the regions and activities per Navy policy outlined in paragraph 0104. (3) Organize, staff, and maintain a safety function or safety office as required by chapter 3 of this manual. Assign SOH responsibilities to qualified personnel. Regional safety offices shall be established per paragraph 0304. (4) Ensure all personnel are fully aware of their obligations and personal responsibilities to the safety program. Establish clear lines of accountability. -Headquarters commands shall designate an safety official who will have sufficient authority and responsibility to represent effectively and support the headquarters commander in the management and administration of the headquarters command safety program. The designated safety official shall report directly to the headquarters commander. A safety organization, staffed and organized commensurate with the mission and functions of the command, shall support and report directly to the designated safety official. A safety professional shall head the safety organization. Professional certification is recommended, per paragraphs 0304.c and 0606. The designated command safety official shall: a. Establish, coordinate, direct, and evaluate the effectiveness of safety policies, plans, programs, and procedures. b. Serve as the focal point within the command for safety-related matters. c. Provide technical advice, direction and guidance on safety matters to other commands or bureau organizational elements and to subordinate field activities. d. Interpret safety standards and regulations and develop or participate in developing new or revised standards, when appropriate. 41 102 SAFETY FUNDAMENTALS (CONT’D) e. Conduct assessments of the effectiveness of the command’s overall safety program by performing subordinate command management evaluations and reviewing self-assessments. f. Serve as the headquarters command's representative on safety councils, committees and working groups established by higher authority and the private sector. The safety official shall serve as technical advisor to cognizant offices of the Chief of Naval Operations (CNO) on safety-related matters in areas over which the headquarters command is assigned cognizance. g. Review illness/injury analyses from command activities to identify and initiate actions to improve the effectiveness of the safety program and reduce instances of injury and illness. h. Foster safety awareness through appropriate promotional methods and channels of communication. i. Ensure adequate consideration of safety features in the design, purchase or procurement of items over which the command exercises acquisition authority. j. Plan, develop, participate and evaluate employee safety training in coordination with cognizant training groups, offices, and organizations. k. Review and coordinate budget requirements, requests, and program objective memoranda for safety and coordinate budget submissions, as appropriate. Ensure that the safety official in each region and field activity have sufficient authority and responsibility to plan for and ensure funds for the staff, their equipment, materials and the training required to ensure implementation of an effective safety and occupational health program. ___________________________________ (Signature and Date).15 Explain the maintenance and use of PPE and why it is necessary. [Ref. a, Ch. 20, Pg. 20-1 thru 20-7] Activities must recognize that personal protective devices do nothing to reduce or eliminate the hazard itself. They merely establish a last line of defense, and any equipment breakdown, failure or misuse immediately exposes the worker to the hazard. Many protective devices, through misapplication or improper maintenance, can become ineffective without the knowledge of the wearer and can have potentially serious consequences. For this reason, proper equipment selection, maintenance, employee training (including equipment limitations) and mandatory enforcement of equipment use are key elements of an effective PPE program. ___________________________________ (Signature and Date).16 Discuss safety and occupational health training requirements. [Ref. a, App. 6-A, Pg. 6A-1] 42 102 SAFETY FUNDAMENTALS (CONT’D) -1. All new employees regardless of position require safety orientation training. -2. Cover various topics applicable to employees including mishaps, compensation, MSDSs, work procedures, smoking, stress, plans and goals, radiation, etc. The supervisor can provide these at "stand-up" safety meetings at industrial regions or activities, safety stand-downs or through routed handouts and publications in offices. Formal classroom training is not required; however, where meetings or informal classroom training are conducted, document training by roster with subject, date, instructor and attendees; electronic media can be used to document such training. For non- industrial (office) regions or activities, or personnel, the supervisor should use monthly or periodic "captain's call" or other meetings or methods to distribute information to promote safety. -3. One continuing education unit (CEU) is generally awarded for each 10 contact hours of instruction. One and one tenth CEU is generally equivalent to one college course credit hour. However, the number of CEUs earned per contact hours of instruction depends on the accrediting body awarding the CEUs. All full time journeyman level (see paragraph 0303e(1)) SOH personnel (to include safety managers and officers, industrial hygienists and industrial hygiene officers) shall receive an equivalent of four CEUs or 40 hours of continuing education annually. All full time SOH personnel who have not attained journeyman level shall receive an equivalent of eight CEUs or 80 hours of professional development training annually. For CIHs®: five certification maintenance points (or 1 week per year) are required to maintain certification. For CSPs®: five points per year are required for continuation of certification (COC). To certify as a COHN, a nurse must be registered, have 3,000 hours in occupational health in the past 5 years or complete a certificate program in occupational health nursing for academic credit. To re-certify, an occupational health nurse (OHN) must have 3,000 hours of OHN practice and 50 contact hours of continuing nursing education in the past 5 years. For CEU courses, one CEU equals one COC point and for non-CEU courses, 3 hours of instruction equals one-fourth COC point. (Regions and activities should provide other occupational health professionals with appropriate levels of professional training.) -4. The hours and CEUs given above are required, although the measure of success or compliance is knowledge and understanding of subject matter, not length of training. Off-the-shelf video training tapes and computer-based training programs are to be used only as supplemental training tools since these training aides do not necessarily meet all training requirements established in this chapter or by OSHA. ___________________________________ (Signature and Date) 43 102 SAFETY FUNDAMENTALS (CONT’D) 102.17 Discuss electrical and electronic safety and tag-out precautions. [Ref. a, Ch. 24, Pg. 24-1 thru 24-5] -Requirements apply only when the unexpected energizing or movement of machinery/equipment or the release of energy during the maintaining or servicing of such equipment/machinery could cause injury to personnel and/or property damage. a. Commands shall discipline any person(s), other than the original person(s) who installed the lockout/tagout device(s) or that person's supervisor, who removes a lockout/tagout device. b. When similar machines and/or equipment are covered with a single generic written procedure, the procedure shall list the types of equipment to which the operating procedure applies. c. Lockout/tagout is the preferred method of energy control and commands shall use it ashore where feasible. Regions/Activities shall not use combination locks for lockout. No two lockout devices (locks) shall have the same key. No more than two keys shall exist for any lock. The worker shall maintain one key and the supervisor shall maintain the other in a location readily accessible to that supervisor in the event of an emergency. d. Both lockout and tagout devices shall indicate the identity of the employee applying the device(s). Lockout/tagout devices shall be standardized throughout a region or within each shore activity. e. Commands shall ensure that all training complies with reference 24-1, is specific to the region or activity, but need not include instruction on energy sources or means of isolation that are not applicable to the region or activity. ___________________________________ (Signature and Date).18 Discuss the purpose of safety stand-downs. [Ref. a, Ch. 6, Pg. 6-A-2] - Cover various topics applicable to employees including mishaps, compensation, MSDSs, work procedures, smoking, stress, plans and goals, radiation, etc. The supervisor can provide these at "stand-up" safety meetings at industrial regions or activities, safety stand-downs or through routed handouts and publications in offices. Formal classroom training is not required; however, where meetings or informal classroom training are conducted, document training by roster with subject, date, instructor and attendees; electronic media can be used to document such training. For non- industrial (office) regions or activities, or personnel, the supervisor should use monthly or periodic "captain's call" or other meetings or methods to distribute information to promote safety. ___________________________________ (Signature and Date) 44 102 SAFETY FUNDAMENTALS (CONT’D).19 Describe parameters of the following mishap classifications: [Ref. d, Ch. 2, Para. 2002] a. Class A- The resulting total cost of damages to DoD or non-DoD property in an amount of $2 million or more; a DoD aircraft is destroyed; or an injury and/or occupational illness result in a fatality or permanent total disability. b. Class B- The resulting total cost of damages to DoD or non-DoD property is $500,000 or more, but less than $2 million. An injury and/or occupational illness result in permanent partial disability or when three or more personnel are hospitalized for inpatient care (beyond observation) as a result of a single mishap. c. Class C- The resulting total cost of damages to DoD or non-DoD property is $50,000 or more, but less than $500,000; or an event involving one or more DoD personnel that results in one or more days away from work. ___________________________________ (Signature and Date).20 Discuss the label elements of the Globally Harmonized System (GHS). [Ref. e, Ch. 4, Sect. 3, Pg. 37 thru 39] GHS label elements have been standardized (identical with no variation) and are directly related to the endpoints and hazard level. The standardized label elements included in the GHS are: Symbols (hazard pictograms): Convey health, physical and environmental hazard information, assigned to a GHS hazard class and category. Signal Words: "Danger" or "Warning" are used to emphasize hazards and indicate the relative level of severity of the hazard, assigned to a GHS hazard class and category. Hazard Statements: Standard phrases assigned to a hazard class and category that describe the nature of the hazard. *This approach makes it easier for countries to implement the system and should make it easier for companies to comply with regulations based on the GHS. ___________________________________ (Signature and Date).21 At what decibels is single and double hearing protection required? [Ref. f, Pg. 3] Noises greater than 84 dBA and peak noises greater than 140 dBA require hearing protection. (ear plugs or ear muffs) Noises greater than 104 dBA require double hearing protection. (ear plugs and muffs) 45 102 SAFETY FUNDAMENTALS (CONT’D) ___________________________________ (Signature and Date).22 What are the risk factors work-related musculoskeletal disorders (WMSDs). [Ref. a, Ch. 23, Para. 1.b] -WMSDs result from the cumulative effect of repeated traumas associated with specific workplace risk factors. Risk factors include but are not limited to: a) Force - the amount of physical effort required to maintain control of equipment or tools or perform a task such as heavy lifting, pushing, pulling, grasping, or carrying. b) Repetition - performing the same motion or series of motions continually or frequently for an extended period of time with little variation. Examples include prolonged typing, assembling components and repetitive hand tool usage. c) Awkward or static postures - awkward posture refers to positions of the body (limbs, joints, back) that deviate significantly from the neutral position while performing job tasks. For example, overhead work, extended reaching, twisting, and squatting or kneeling. Static postures refer to holding a fixed position or posture. Examples include gripping tools that cannot be set down or standing in one place for prolonged periods. d) Vibration - Localized vibration, such as vibration of the hand and arm, occurs when a specific part of the body comes into contact with vibrating objects such as powered hand tools (e.g., chain saw, electric drill, chipping hammer) or equipment (e.g., wood planer, punch press, packaging machine). Whole-body vibration occurs when standing or sitting in vibrating environments (e.g., operating a pile driver or driving a truck over bumpy roads) or when using heavy vibrating equipment that requires whole-body involvement (e.g., jackhammers). e) Contact stress - results from occasional, repeated or continuous contact between sensitive body tissues and a hard or sharp object. Examples include resting the wrist on a hard desk edge, tool handles that press into the palms or using the hand as a hammer. *When present for sufficient duration, frequency, magnitude, or in combination, these risk factors may cause WMSDs. In addition, personal risk factors, such as, physical conditioning, existing health problems, gender, age, work technique, hobbies and organizational factors (e.g. job autonomy, quotas, deadlines) may contribute to but do not cause the development of WMSDs. Additionally, environmental conditions such as working in temperature extremes may contribute to the development of WMSDs. ___________________________________ (Signature and Date) 46