EBB 428/3

Occupational Health & Safety :

Management System
(OHS-MS)
Lecturer:
Associate Professor Dr Nadras Othman
(Room: 2.36 - SMMRE)
Workplace injuries are
preventable.
 A Safety and Health
Management Systems is
the best defense against
workplace injuries.
Start with the basics,

Safety and Health Management

Systems
 What?
Definition-
A Safety and Health Management System
(SHMS) is a systematic approach to managing
safety and health activities by integrating
occupational safety and health programs,
policies, and objectives into organizational
policies and procedures.
SHMS is a set of safety and health program
components that interact in an organized way.
Aim ?
›Provide a method to assess and improve
performance in prevention of workplace
incidents and accident via effective
management of hazards and risks in
workplace
 Why?
Safety and Health Management Systems
Reduce the number and severity of work-
related accidents and illnesses.
Managers and employees can work together
Proactive approach
The benefits: fewer lost work days, lower
workers' compensation costs and higher
employee morale and productivity.
 How?
There are five primary elements to an effective
Safety and Health Management system:

Management Commitment
Employee Involvement
Workplace Analysis
Hazard Prevention and Control
Safety and Health Training
Safety and Health Management Systems
Task Process
Fix or replace a Develop a
guard on a vs. system to
machine ensure guards
stay functional
 Characteristics of an Effective SHMS
Adaptability and ease of use
Needs to be used and understood by all employees
During development, keep in mind those with disabilities
who may need various methods of understanding the
system
Easy to understand and implement
SHMS should be adaptable to allow changes and
improvements in your organization.
In an effective SHMS, employees look for ways to make
their work environment safer for themselves and their
coworkers.
 Safety and Health Management Systems

Five primary elements:

 Management Commitment
 Employee Involvement
 Workplace Analysis
 Hazard Prevention and Control
 Safety and Health Training
 Management Commitment
Provides,

• Motivation
• Resources
• Controlling Activities
• Role modeling
 Management Commitment

Recommendations:
• Safety and Health Vision Statement
 Management Commitment
Recommendations:
• Safety and Health Vision Statement
• Safety and Health Person
 Management Commitment

Recommendations:
• Safety and Health Vision Statement
• Safety and Health Person
• Develop a written safety and health policy
 Management Commitment
Recommendations:
• Safety and Health Vision Statement
• Safety and Health Person
• Develop a written safety and health policy
• Establish Benchmarks
 Management Commitment
Recommendations:
• Safety and Health Vision Statement
• Safety and Health Person
• Develop a written safety and health policy
• Establish Benchmarks
• Communicate! Communicate! Communicate
 Management Commitment
Recommendations:
• Safety and Health Vision Statement
• Safety and Health Person
• Develop a written safety and health policy
• Establish Benchmarks
• Communicate! Communicate! Communicate!
• Recognition
 Management Commitment
Recommendations:
• Safety and Health Vision Statement
• Safety and Health Person
• Develop a written safety and health policy
• Establish Benchmarks
• Communicate! Communicate! Communicate!
• Recognition
• Review
Safety and Health Management Systems
Five primary elements:

Management Commitment
Employee Involvement
Workplace Analysis
Hazard Prevention and Control
Safety and Health Training
 Employee Involvement
Recommendations:
You can involve employees by asking them to:
Participate in accident or incident investigations.
Conduct workplace or departmental safety and health
inspections.
Develop and/or evaluate written safety procedures.
Participate in safety and health committees.
Assist in safety training of other employees.
Eliminate Barriers
Top management must “walk the talk”
Allow employees to attend meetings or training sessions
 Employee Involvement
Establish a Safety & Health Committee:

• Involves employees
• Provide Support
• Accountability
Safety and Health Management Systems
Five primary elements:

 Management Commitment
 Employee Involvement
 Workplace Analysis
 Hazard Prevention and Control
 Safety and Health Training
 Worksite Analysis
• Analyze current injuries

• Conduct a baseline survey

• Ideas/suggestions
 Worksite Analysis
• Change Management
• Safety & Health Inspections
• Near misses
Safety and Health Management Systems
Five primary elements:

 Management Commitment
 Employee Involvement
 Workplace Analysis
 Hazard Prevention and Control
 Safety and Health Training
 Hazard Prevention and Control
• Engineering controls
• Administrative controls
• Personal protective equipment
 Hazard Prevention and Control

Recommendations:
• Ergonomics
• Safety and health work
 Safety and Health Management
Systems
Five primary elements:

 Management Commitment
 Employee Involvement
 Workplace Analysis
 Hazard Prevention and Control
 Safety and Health Training
 Training

Recommendations:
• Safety & Health
• Safety and Health management
System
Safety and Health Management Systems
Five primary elements:

 Management Commitment
 Employee Involvement
 Workplace Analysis
 Hazard Prevention and Control
 Safety and Health Training
Safety and Health Management
Systems
Successful Implementation:
Requires work

Develop new or modified safety and

health procedures and documents
identified from assessments

Ensure adequate time and resources

to train employees on all systems
Safety and Health Management
Systems
Review:
Periodic reviews or audits will help identify:
Problems or deficiencies in the system
Develop corrective actions
Keep you on track to meet safety goals
and objectives
 THE COST OF INJURIES
INJURY COST
ICEBERG
Workers’ Comp.
Lost time
Break in new person
Tool/equipment damage
Lost productivity
Competitive
disadvantage
 THE COST OF INJURIES:
Its Only the Tip of the Iceberg

THE HIDDEN COSTS ARE OFTEN GREATER

THAN DIRECT

Medical & wage replacement costs can be much

less than loss in earning power to employee and
their family, and lost efficiency and productivity
to company
 Safety and Health Management
Systems
Benefits
Lowers Workers Compensation Cost
Increased Productivity
Increased Moral
Lower absenteeism
Increased Compliance
Type of OHS-MS used
Association standard:
National standard
(recognised internationally)
MS 1722:2011
OHSAS 18001:2007
New International standard:
ISO 45001- Occupational Health and Safety
Management Systems (MARCH 2018)
Why an ISO Standard?
 ISO 45001 Development Timeline (via
ISO)
 Proposal Stage: Confirmed a new international standard “subject area”
was needed.
 Preparatory Stage: Working group (WG) was set up to prepare the working
draft (WD).
 Committee Stage: WD was shared with members of the parent committee.
A committee draft (CD) was circulated to committee members for
comment/to reach consensus.
 Enquiry Stage: The Draft International Standard (DIS) was circulated to all
ISO members who had three months to vote and comment.
 Approval Stage: The Final Draft International Standard (FDIS) was
circulated to all ISO members for a two-month vote.
 Publication: The official ISO 45001:2018 standard was published on March
12, 2018.
 Migration: The migration from OHSAS 18001:2007 to ISO 45001:2018 began
March 12, 2018 and will end March 11, 2021, when OHSAS 18001:2007 will
be withdrawn.
 We will talk about:

- What does ISO 45001

introduce that we haven’t had
before?
- Making it happen
- What will IOHS do to help?
 Why is a new standard
needed?

The global toll of safety and health failures is a

stark reminder of why we need to manage safety
and health more effectively;
Why develop a new
standard?
• Need to improve safety and health management to
tackle the global toll of failure

• Need a new standard because:

o although OHSAS 18001 is well used (over 90,000

certifications in 127 countries), it’s not a truly
international, consensus-based standard

o it isn’t aligned with other ISO management system

standards
 What’s new

The clauses map those in other international standards:

1. Scope
2. Normative References
3. Terms and definitions
4. Context of the organisation
5. Leadership [and worker participation]
6. Planning
7. Support
8. Operation
9. Performance evaluation
10. Improvement
What are the main differences from
OHSAS 18001?

These include:

Context of organisation – there must be consideration of wider issues such

as supply chain and local community, as well as cultural, social, political,
legal, technological, economic and governance settings

Leadership – ‘top management’ (those who control or direct the organisation)

need to take an active role, eg set direction, foster trust, promote positive
culture and communicate what needs to be done and why it’s important

Documented information – now we’re in the digital age, this includes

electronic and processed information (eg use of smartphones or tablets)
and doesn’t refer to documentation, records or documented procedures
 And, there is more focus on:
Worker participation – top management need to ensure more non-managerial
participation and that they support leadership and contribution from others

Continual improvement – there is a requirement for continual improvement

objectives and process

Hierarchy of control – there is an emphasis on applying the ‘hierarchy’ at

planning and operational stages, so that problems can be designed-out at
the earliest stage

Risk management – this requires ongoing assessment of risks and

opportunities, both for OHS and for the OHSMS itself
Compliance status – requires a process to ensure that
relevant legal and other requirements are taken into
account, kept up to date and compliance status
checked

Contractors, procurement and outsourcing – recognising

the growth in these areas, there is a requirement for
specific processes to safely manage these issues. In
effect, this extends the management system as far into
the supply chain as the organisation has control and
influence

Performance evaluation – requires criteria against which

evaluation takes place and for not only OHS
performance to be evaluated, but also of the efficacy of
the system
Making it happen
Practitioners need to:

1. Understand the requirements of ISO 45001 –

For organisations already certificated to OHSAS

18001 and seeking to migrate to ISO 45001,
their certification auditors will be in touch to
advise on the timescales and will probably
suggest a ‘gap analysis’ audit to identify any
necessary changes to existing processes
Making it happen
Practitioners need to:
2. Identify and address any gaps in knowledge
Organisations without certification to an OHS management systems
standard will need to engage a certification body to audit them and
conduct a ‘gap analysis’ against the ISO 45001 requirements. This will
identify specifically where and how an organisation’s processes need to
be improved to achieve the standard

And of course, organisations can also opt to adopt the standard and
follow the guidance without seeking certification if they so choose,
relying entirely on internal audits
Making it happen
Practitioners need to:
3. Raise awareness within business

It’s important to remember that effective health and safety risk

management is the aim and certification is not an end in itself, but
can be part of the continual improvement journey

4. Secure a commitment to the standard

5. Upskill stakeholders
How will IOHS help?
IOHS will:

- Provide tools and resources for members

- Follow practitioners on the journey and share
best practice
- Give hints and tips for you to share with your
business / clients
- Ensure IOSH products reflect the new global
standard
 Plan-Do-Check-Act (PDCA)
›OHS-MS standard is based on Deming cycle (1950):
Involves setting of OSH policy,
Review of system for allocation of resources, provision of
continue improvement of skills & organisations, hazard
OSH performance Plan identification and risk assessment

Act Do

Monitor and measure Check Actual

programme against the OSH implementation and
policy , objectives, legal and operation of OSH
other requirement programme
Key Elements for OSH-MS:

MS 1722:2011 OHSAS 18001:2007

 CASE STUDY
Problem: How to reduce motor vehicle
accidents?

Solution
Use “Six Sigma” to identify root causes
of motor vehicle accidents
Develop and implement driver
procedures to address risk factors
 SOLUTION
The Six Sigma methodology to reduce motor vehicle accidents;
Step 1: Measure. The project team collected information on variables associated with motor vehicle accidents,
including factors related to the accident, the driver, the vehicle, and the details of the accident.

Step 2: Analyze. The team analyzed the information to determine what factors contributed to most of the
accidents (root cause analysis).

Step 3: Improve. The team developed a series of driver procedures to address the risk factors. For example,
all drivers involved in accidents must complete a defensive driving course. In addition, every employee
must review a 10-step “Arrive Alive” checklist before driving a vehicle.

Step 4: Control. Establish controls to sustain the accident reduction and continue improvement. For example,
the team held a series of presentations for drivers. Some presentations included general information for
all drivers, while other presentations included more detailed information for drivers involved in accidents or
who drive over 30,000 miles per year.
CASE STUDY
Problem: How to reduce musculoskeletal
disorders (MSDs) among computer users
in the company?

Solution
Use “Six Sigma” to identify primary
contributing factors of MSDs
Take steps to reduce those contributing
factors by 70%
 SOLUTION
Step 1: Measure. The project team outlined the sequence of events involved in computer workstation
use and then identified a series of key variables (primary contributing factors) for MSDs, including:
user attributes (e.g., daily time at workstation), user behaviors (e.g., posture, force), and
environmental factors. The team conducted surveys of computer users on these variables and used
the survey results to establish a baseline.

Step 2: Analyze. The team analyzed the survey data to determine differences in workstations, work
environments, training, and behavior. The team then identified possible and probable root causes
underlying these variables using several Six Sigma tools and methodologies. Examples of probable
root causes identified included: failure of employees to recognize the importance of ergonomics
compliance to his/her personal well-being, lack of adjustable furniture, and lack of ownership in
personal safety by employees.

Step 3: Improve. The team implemented a series of improvements to address the root causes, including
upgrading the workstations. The team developed a novel approach to raise employee awareness
on the importance of ergonomics by collecting testimonials from employees and posting them on
company’s Intranet site. Other improvements included designation of Ergonomic Focal Points and
Ergonomic Coordinators, who were company’s employees who volunteered to get specialized
ergonomic training and be available as a first point of contact to other employees with ergonomic
concerns and questions.

Step 4: Control. The team developed a long-term control plan to sustain the improvements.
Results

- MSD risk factors reduced by 64% since

baseline
- Employees more proactive in addressing
ergonomic issues
- Sustainable results
- Reduced severity in ergonomic injuries
company-wide
Summary/Recap
Think back to intro to OSHA 18000 module/ISO 45001 and
the regulations. It follows the S&H Management
Guidelines:

67
Why OSHA is there? OSHA Mission?
The regulations are really grouped by hazards and
each works thru ID of specific hazards.
Most provide programs to address the hazards
Many specify some sort of training
What is YOUR role in the safety and health
management system?
THANKS!