OTHM Unit 2.pptx

UNIT 2 HEALTH AND SAFETY MANAGEMENT PRACTICE  Learning outcomes Understand the process of planning and organizing occupational health and safety practices in the workplace. Analyze the process of leading and controlling health and safety practices in the workplace. Assess the process of reviewin...

UNIT 2 HEALTH AND SAFETY MANAGEMENT PRACTICE  Learning outcomes Understand the process of planning and organizing occupational health and safety practices in the workplace. Analyze the process of leading and controlling health and safety practices in the workplace. Assess the process of reviewing the performance of health and safety practices in the workplace. Identify the process of monitoring and auditing health and safety practices in the workplace. Understand corporate social responsibilities and ethical codes of conduct and their impact on health and safety management. Understand the critical factors in the management of occupational health and well-being in the workplace Analyzing different factors causing violence at work Analyzing different factors causing work related ill health i.e., stress  Planning an OH&S Management system  Planning prerequisites Establishing scope of ohs mgt system OHS system breakdown into processes Implications of poor planning on OH&S management systems performance Organizational Roles and Responsibilities The employers or managing director Directors Middle managers & Supervisors Workers Contractors Safety advisors Controller of premises Joint occupier in a premises Self employed Designer, manufacturer and suppliers  PDCA Model in OH&S Management Sytsem PLAN DO CHECK ACT  OH&S Objectives What are ohs objectives Significance of ohs objectives Difference between ohs policy and ohs objectives How to establish ohs objectives Frequency of setting ohs objectives How to measure the effectiveness of ohs objectives What if ohs objectives are not achieved Options available for setting ohs objectives Management review (MR) What is MR Purpose of MR Who should take part in review Features of an effective NC statement Quiz WHO WILL DECIDE IF OHS MANAGEMENT SYSTEM IS PERFORMING GOOD OR BAD? Quiz DIFFERENTIATE BETWEEN FEATURES OF AN OHS MANAGEMENT SYSTEM PERFORMING GOOD VERSUS BAD Frequency of Management Reviews (MR) Depends on; - Top management - Performance of OHS mgt system - Regulatory requirements - Clients’ requirements - Certification body requirements Quiz AN ORGANIZATION CAN HAVE QUARTERLY OHS MGT SYSTEM REVIEW WHILE ANOTHER CAN HAVE ONLY ANNUAL REVIEW. EXPLAIN WHY? Arrangements for Management Review An established and documented procedure Top management understanding The sufficiency, adequacy, correctness and relevancy of data The competence of personnel involved in collecting, analyzing and presenting the data for management review process The availability of performance measurement and effectiveness of previous management review outputs Characteristics of an effective MR procedure Responsibilities assigned for carrying out various tasks Frequency of the management review process Detailed description of any situations or circumstances which may necessitate to carry out additional MR The list of personnel from various function who will take part in management review meetings The responsibilities for administrative & communication The presence of any stakeholders, clients etc. Provision for review and or update (as required) Review inputs of MR What are review inputs and why are they significant for review effectiveness? Who will decide on type of review inputs to be presented to top management? How to quantify review inputs’ performance? Are there any significant inputs? What is criteria for significant and non-significant inputs? Quiz HOW TOP MANAGEMENT CAN ENSURE THAT THE REVIEW INPUTS ARE SIGNIFICANT? Quiz IS THERE ANY CONFLICT OF INTEREST IF THE PERSONNEL INVOLVED IN EFFECTIVE IMPLEMENTATION OF OHS MGT SYSTEM ALSO ANALYZE AND EVALUATE THE DATA FOR MGT REVIEW PROCESS? Review outputs of MR What are review outputs? What options are available for top management subsequent to a management review process? How to gauge the effectiveness of management review process? Risks involved in ohs mgt system review process? Need for employees’ involvement and participation in review output Quiz OUTLINE THE RISK ASSOCIATED WITH OHS MGT SYSTEM REVIEW PROCESS? Quiz OUTLINE THE CIRCUMSTANCES WHICH MAY NECESSITATE THE REQUIREMENTS TO COMPLETELY CHANGE AN OHS MGT SYSTEM? Changing OHS Management System What to consider; Lesson learnt from the previous OH&S management system Provision in existing OH&S management system to get adapted The resources estimation and their availability Expected deliverables for new ohs mgt system The availability and readiness of organization’s personnel Understanding the market and economic trends Quiz OUTLINE WHY AN OH&S MANAGEMENT SYSTEM OF AN ORGANIZATION MAY NOT SERVE ITS INTENDED FUNCTION? Active Monitoring What is active monitoring? Purpose of active monitoring Performance standards/criteria for active monitoring Organizational context and performance standards Degree of conformance Quiz IS IT NECESSARY THAT ALL ORGANIZATIONS MAY HAVE SET SAME PERFROMANCE STANDARDS? IF NOT, EXPLAIN WHY? Systematic Inspections What to inspect When to inspect How to inspect Who will inspect Improvement in OHS Mgt system What is correction What is corrective action What is preventive action Quiz USING A SINGLE EXAMPLE OF ANY NONCONFORMITY, DIFFERENTIATE BETWEER CORRECTION, CORRECTIVE ACTION AND PREVENTIVE ACTION Reactive Monitoring What is reactive monitoring Why reactive monitoring Performance standards for reactive monitoring Trends Patterns Quiz AN ORGANIZATION HAS A ROBUST SYSTEM FOR ACTIVE MONITORING. WHY DO THEY NEED TO HAVE A REACTIVE MONITORING SYSTEM THEN? Health and Safety Auditing What is an audit Purpose of auditing Scope of auditing Audit criteria Audit objectives Type of audits Pros and cons of each audit type Audit vs inspections Audit Process Pre audit activities Conduct of onsite audit Post audit activities Audit Responsibility Why audits? Resources for audits Top mgt responsibility for audits Employees’ responsibilities for audits Quiz WHY DO ORGANIZATIONS CARRY OUT AUDITS ONCE THERE IS AN ONGOING PROCESS OF INSPECTIONS IN PLACE THROUGHOUT THE YEAR?  Processes involved in Monitoring & Measuring OH&S MS Identification of key processes Performance indicators for key processes Monitoring and/or measuring criteria Inspection & internal audit system in place Competence of personnel involved in monitoring, measuring and auditing Risks assessed for all the key processes Quiz WHAT ARE KEY PROCESSES AND HOW DO ORGANIZATIONS IDENTIFY THEM? Quiz WHY DO ORGANIZATIONS ANALYZE AND EVALUATE THEIR OHS PERFORMANCE ONCE INSPECTIONS AND AUDITS ARE ALREADY BEING DONE EFFECTIVELY?  Benefits of 3rd Party Accredited Certification Marketing advantage Capturing overseas markets Gains customers trust and loyalty Value addition in the OH&SMS Legal & other requirements are fulfilled 2nd party audits may be exempted from clients  Sampling in audits and inspections Why sampling? How sampling is done Characteristics of an effective sample Risk involved in sampling  Checklists Why checklists? How to prepare checklists Pros and cons of using checklists for audits  Audit principles Integrity Fair presentation Due professional care Confidentiality Independence Evidence-based approach Quiz OUTLINE WHY AUDITORS’ OPINION AND PREFERENCES CAN UNDERMINE THE AUDIT CONCLUSIONS?  Objective Audit Evidence What is objective evidence How to collect objective evidence - document review - observation - interviewing How to record objective evidence Verification of objective evidence  Non-Conformity (NC) What is a non-conformity How to detect a non-conformity Is a non-conformity good or bad for organization Type of non-conformities How to address non-conformities Competence of auditor's vs quality of non-conformity  Non Conformity Report (NCR) What is a non-conformity report Who raises an NCR What is a NC statement Features of an effective NC statement  Occupational safety and health management in the framework of corporate social responsibility Corporate social responsibility (CSR) can influence development of occupational safety and health (OSH) management and particularly contribute to: • Integration of safety and health into business processes, • Developing strategic approach to OSH that is compatible with strategic management, • Developing strategies that improve OSH but also foster innovation, • Combining the rational logic of prevention and safety management systems with ethical or value-driven approaches, • Developing the external stakeholder perspective for OSH, and involve and commit new powerful stakeholders in safety and health programs, • Developing more integrated approaches to safety and health, whereby occupational safety and health are no longer isolated from public safety and health, product safety, and whereby the safety and health responsibilities of companies are no longer limited to their own site. Supporting development of integrated approaches to occupational safety and health, corporate social responsibility can link occupational safety and health management with human resources, environment, profitability and productivity. CSR can also help to mainstream occupational safety and health management activities aimed at providing reasonable working hours, ensuring a proper work-life balance, promoting health and well-being, preventing harassment in the workplace, appropriate protection of vulnerable groups such as e.g. migrant workers and workers with disabilities, young workers and elderly people etc. At the same time, development of OSH management system supports implementing Management systems CSR-related activities in OSH. Principles of Workplace Occupational health & Wellbeing • Encourage movement at work • Encourage healthy eating at work • Enable choice at work • Create a sense of belonging & connection at work • Connect with the outdoors at work • Foster growth at work • Combat stress & burnout at work Vocational rehabilitation “Vocational rehabilitation is a set of services designed to assist individual with disabilities to become selfsufficient” The Prevalence of Mental Ill Health Within the Workplace • 440,000 cases of work-related stress, depression or anxiety in 2017/18 (prevalence rate of 1,800 per 100,000). • 239,000 new cases (incidence rate of 720 per 100,000). • 15.4 million days lost (average 25.8 days per case). • Account for 44% of all work-related ill health cases and 57% of all working days lost due to Anxiety “A feeling of unease, such as worry or fear, that can be mild or severe.” (NHS) Anxiety can have both psychological and physical symptoms. Long-term anxiety can lead to serious ill-health conditions, such as hypertension and heart disease. Anxiety is sometimes linked to: • Panic disorder (having panic attacks). • PTSD caused by exposure to a traumatic event. • Depression. Depression “Feelings of extreme sadness, despair or inadequacy that last for a long time.” (NHS) The severity of the symptoms of depression can vary. At its mildest, depression involves being persistently low in spirit (low mood) while, at its most severe, depression makes sufferers feel suicidal and that life is no longer worth living. Work-Related Stress Stress is: The adverse reaction that people have to excessive pressure of other demands placed upon them. Health effects: ‒ Psychological. ‒ Physical. ‒ Behavioural. Can lead to serious ill health if prolonged. Work-Related Stress Physical: Behavioural: • Sweating. • Fast heartbeat. • High blood pressure. • Skin rashes. • Muscle tension. • Headache. • Dizziness. • Sleeplessness. • Poor concentration. • Poor decisionmaking. • Mood swings. • Irritability. • Alcohol consumption. • Drug misuse. • Absence from work. Psychologica l: • Anxiety. • Low selfesteem. • Depression. Group Exercise Discuss what can cause stress at work. Causes of Work-Related Mental Ill Health Causes of stress: • • • • • • Excessive demands. Lack of control over work. Lack of support. Poor workplace relationships. Lack of clarity about an individual's role. Threat of change, and change itself. Staying in Work Research indicates that work is good for mental health, and that prolonged absence from work is bad for mental health: • The employer should adopt policies and procedures that enable those suffering from mental ill health to remain in work. • Most people who mental health problems recover fully or are able to manage the problem and continue to work effectively. • Historically mental health has been stigmatised and sufferers discriminated against and excluded from work. • Work is often the best place for them to be. Stress Control Measures HSE ‘Management Standards’ approach: User the six causes as a framework for risk assessment: • Demands. • Control. • Support. • Relationships. • Role. • Change. Stress Control Measures Control Measures • Demands ‒ reasonable demands, sufficient resources. • Control ‒ given as much control as possible. • Support ‒ information, instruction, training, additional support. • Relationships ‒ clear anti-harassment and bullying policies. • Role ‒ clear job descriptions, responsibilities and authority. • Change ‒ planning and preparation for change, communication, timescales. Work-Related violence: "Any incident in which a person is abused, threatened or assaulted in circumstances relating to their work.” Risk Factors for Violence • Cash handling. • Lone working. • Representing authority. • Wearing a uniform. • Dealing with people under stress. • Dealing with people under the influence of drugs or alcohol. • Censuring or saying "no". Risk Factors for Violence • Hospital accident and emergency staff. • Police. • Social workers. • Bus and taxi drivers. • Fire-fighters and paramedics. • Traffic wardens. • Railway staff. • Teachers. Control Measures for Violence Discover the extent of the problem by: • Collecting and analysing incident reports. • Interviewing staff (formally or informally). • Staff surveys. Control Measures for Violence At a central office: • Zero-tolerance and prosecution. • Security staff. • CCTV. • Security doors. • Minimise queues and waiting times. • Display waiting times. • Training. • Screens. • Panic alarms. • Pleasant environment. Control Measures for Violence Conducting home visits: • Training. • No work in high-risk areas. • Communication means/GPS. • Incident records. • No visits after dark. • Vetting customers. • Not carrying cash or valuables. • Visit-logging. • Pre- and post-visit communications.