MANAGEMENT SYSTEMS:

OCCUPATIONAL HEALTH & SAFETY

Environmental Regulations for Managers

November 21, 2003

Presented by:
Paul Amyotte, P. Eng.
Prepared by:
William Erving
and Paul Amyotte, P.Eng.
 Outline

 History of Occupational Health and Safety

 Vancouver Shipyards Case Study
 Management Functions
 Example OH&S Management System
 NS OH&S Act
 Management Systems
- CSChE PSM
- AIHA OH&SMS
- BS 8800, BSI 18001, OHSAS 18001, (ISO 18001)
- ISO 14001
 Implementing an OH&S Program
 Additional Resources
 Conclusion
“It is the sum of our contributions to
safety management that determines
whether the people we work with live or
die.”
- Piper Alpha inquiry report
What is an OH&S
Management System?

“Part of the overall management system

that facilitates the management of the
OH&S risks associated with the business
of the organization. This includes the
organizational structure, planning
activities, responsibilities, practices,
procedures, processes and resources for
developing, implementing, achieving,
reviewing and maintaining the
organization’s OH&S policy.”
- BSI/OHSAS 18001:1999
History of OH&S
 1760 BC- Hammurabi Code is
established; considered by many to
be first OH&S act
 Middle Ages- Effects of workplace
hazards begin to be identified, but
because of the nature of industry at
the time standards are not put in
place
History of OH&S
 Industrial Revolution- As the factory
system was introduced to industry,
workers faced new hazards. The concern of
industry was profit above all else; injuries
and deaths were acceptable losses when
labour was plentiful and cheap. Virtually no
compensation existed for the untrained
workers of these facilities. Ramazinni,
considered the father of occupational
medicine, publishes “Discourse on the
Diseases of Workers”.
History of OH&S
 1908- Theodore Roosevelt states “The number of
accidents which result in the death or crippling of
wage earners is appalling.” Soon after, worker’s
compensation was established as well as the
National Safety Council in US.
 1931- H.W. Heinrich publishes “Industrial Accident
Prevention” proposing the idea that actions of
people cause more accidents than workplace
conditions. This concept still influences OH&SMS
today. Also postulated that accident prevention was
the responsibility of management.
History of OH&S
 1970- The Occupational Safety and Health
Act passes (OSHA in US)
 1978- Dan Petersen publishes “Techniques of
Safety Management” further building upon
the concepts of Heinrich. Theorizes “An
unsafe act, an unsafe condition and an
accident are all symptoms of something
wrong in the management system.”
 1981- OSHA’s Voluntary Protection Program
established
Present OH&S Policy
In the modern workplace today’s
employee faces new hazards and dangers
unlike anything seen before.
Accompanying these new risks is the
realization by management that OH&S
policy is needed to compete in today’s
marketplace. The need for comprehensive
OH&S management policy in the
workplace has never been greater.
Vancouver Shipyards
Case Study
Company Background
 Main services include the design, construction,
maintenance and repair of all types of ocean-going
vessels
 Employs 300 people represented by the Marine and
Shipbuilders Local 506
 40% of employees are skilled tradespersons such as
welders, fitters, and electricians

Canadian Labour and Business Centre (www.clbc.ca)

[twelve case studies]
 Vancouver Shipyards
Case Study
Impetus for Healthy Workplace Initiatives
 High levels of accidents and injuries
 Costs of unsafe work practices
 Mid 1990’s to late 1990’s: injury rates and claims
higher than industry average
 Numerous Workers Compensation Board fines in
excess of $10,000
 Situation described as “poor management
systems, a lack of commitment to health and
safety by management and employees, sloppy
practices, and little or no accountability”
Vancouver Shipyards
Case Study
Impetus for Healthy Workplace Initiatives
Six-month review found:
 Approach to health and safety was reactive
rather than proactive
 Low morale and lack of trust between
management and employees
 Misconception among employees that WCB
claims are an entitlement paid for by the WCB,
rather than an insurance policy paid for by the
company
Vancouver Shipyards
Case Study
Impetus for Healthy Workplace Initiatives
Six-month review found:
 Management did not understand the
complexities of safety, including the
regulatory environment, safety staffing
requirements and expertise, and the true
costs of accidents
 Decaying infrastructure, with much of the
mobile and fixed equipment failing to
meet safety standards
 Vancouver Shipyards
Case Study
Overhaul of Health and Safety
 New corporate safety manager recruited
 Sought the assistance of the WCB of BC through
its Focus Form Strategy which provides in-depth
assistance
 Committed to written strategy to reduce
workplace injuries
 Invested own resources in developing and
maintaining an effective health & safety program
 Health and safety given equal consideration with
operational, economic and personnel issues
 Vancouver Shipyards
Case Study
A New Health and Safety Management System
 Policy: health and safety policy and
commitment statements to be produced and
signed by senior management and brought to
the attention of all employees
 Organization: outlines roles, responsibilities
and lines of accountability among employers,
committees, and management at all levels. Also
addresses the need for two-way
communication, labour/management
cooperation and adequate health and safety
training
 Vancouver Shipyards
Case Study
A New Health and Safety Management System
 Planning and Implementation: provides guidelines
for proactive health and safety planning, setting of
objectives, and internal inspections and risk
assessments
 Measuring Performance: guidelines to determine
whether and to what extent health and safety
plans have been implemented and stated
objectives achieved
 Audit and Review: outlines procedures for annual
assessment of the health and safety management
system
Vancouver Shipyards
Case Study
Wellness Initiatives at Vancouver Shipyards
 Employee health and lifestyle training
pilot project
 On-site gymnasium and steam room

 Musculo-skeletal injury prevention

program
 North American Occupational Health and
Safety Week (NAOSH) activities
Vancouver Shipyards
Case Study
Impacts and Analysis
 70% reduction in the number of
disability claims from 1998 to 2001
 Claims costs fell from $2.2 million in
1998 to a projected $500,000 in
2001
 Won 2001’s North American
Occupational Safety and Health
General Industry Award
Vancouver Shipyards
Case Study
Management Functions
 “The first dusty of business is to survive
and the guiding principle of business
economics is not the maximization of
profit – it is the avoidance of loss.”
Peter Drucker
 Manager: One who attains organizational
objectives through others by performing
the specialized functions of planning,
organizing, leading and controlling

“Practical Loss Control Leadership”

by Bird and Germain (ILCI, now part of DNV)
Management Functions
 PLANNING: predetermining a course of
action
 ORGANIZING: arranging and relating the
work to be done so that it can be done
most effectively
 LEADING: creating the climate that causes
people to take effective action
 CONTROLLING: measuring and relating
performance and results
Management Functions
 Four essential management SYSTEM
functions:
PLAN DO CHECK ACT

 Done with an ATTITUDE that reflects a

positive corporate culture toward health
and safety.
Example OH&S Management System

 From the mid-1980’s (perhaps earlier)

 Based on the principles that accidents
arise from multiple causes, and that the
vast majority of accidents have their root
causes in management system
deficiencies

“Practical Loss Control Leadership”

by Bird and Germain (ILCI, now part of DNV)
NS OH&S Act
 Is there a need for an ATTITUDE with
respect to OH&S?
 Internal Responsibility System (IRS)
 Everyone shares responsibility for health and
safety in workplace
 Primary responsibility for creating and
maintaining safe and healthy workplace
depends on authority and ability to do so
 OH&S Policy
 Must express employer’s commitment to OH&S

www.gov.ns.ca/enla
NS OH&S Act
 Is there a need for a SYSTEM of PLAN, DO,
CHECK, ACT with respect to OH&S?
 Program (among other requirements)
 Training
 Procedures
 JOSH Committee
 Hazard Identification
 Inspections
 Monitoring/Follow-up/Control of Hazards
 Incident Investigation
 Maintenance of Records and Documentation
 Monitoring of implementation and
effectiveness of the program
MANAGEMENT SYSTEMS
 CSChE PSM
 Canadian Society for Chemical Engineering;
Process Safety Management
 AIHA OH&SMS
 American Industrial Hygiene Association;
Occupational Health and Safety Management
System
 BS 8800, BSI/OHSAS 18001 (ISO 18001)
 British Standard; British Standards Institute;
Occupational Health and Safety Assessment
Series
 ISO 14001
CSChE PSM
 Free resource available at www.chemeng.ca
 Provides an overview of process safety
management for facilities handling hazardous
materials
 Based on the tools developed by the Center for
Chemical Process Safety (CCPS) of the American
Institute of Chemical Engineers (AIChE)
 Presentation here courtesy of Graham Creedy of
Canadian Chemical Producers’ Association (CCPA)
History of safety philosophy in
the chemical industry
We can consider in four phases:
 Late 19th – early 20th century
 Origin of much of basic safety thinking in the
explosives industry (protection of capital assets)
 Second world war through 50s and 60s
 Concepts of loss prevention and investment in
people (often rule-based)
 70s and 80s (Process Safety Management)
 Recognition of seriousness of consequences and
mechanisms of causation lead to focus on the
process rather than the individual worker
 90s and beyond
 Realization of significance of sociocultural factors
Process safety management
Definitions

 Process safety is the operation of facilities that

handle, use, process or store hazardous materials in a
manner free from episodic or catastrophic incidents

 Process safety management is the application of

management systems to the identification,
understanding and control of process hazards to
prevent process-related injuries and incidents

CCPS: Guidelines for Technical Management of Chemical Process Safety

What is meant by “Process”?

 "Process" means any activity involving a highly

hazardous chemical including any use, storage,
manufacturing, handling, or the on-site
movement of such chemicals, or combination of
these activities

US OSHA 1910.119 Process Safety Management Rule, definitions

 Difference between PSM and
traditional health & safety

Traditional workplace health and safety

 Focuses on the individual actions while considering
interaction with equipment
 Occupational health exposures

 Significant legal and regulatory mandate

Objective: to eliminate injuries and illnesses to personnel

Process safety management

 Focuses on process: materials, equipment and systems
 Individuals and procedures are considered part of the
system
Objective: to eliminate process-related incidents
Functions of management system
Planning Organizing

Direction

Leadership
Measurement

Structure
Controlling Implementing

Results
 Features and characteristics of a
management system for process safety
Planning Organizing
Explicit goals and objectives Strong sponsorship
Well-defined scope Clear lines of authority
Clear-cut desired outputs Explicit assignments of roles and
Consideration of alternative achievement responsibilities
mechanisms Formal procedures
Well-defined inputs and resource Internal coordination and communication
requirements
Identification of needed tools and training

Implementing Controlling
Detailed work plans Performance standards and
Specific milestones for accomplishments measurement methods
Initiating mechanisms Checks and balances
Performance measurement and reporting
Internal reviews
Variance procedures
Audit mechanisms
Corrective action mechanisms
Procedure renewal and reauthorization
Examples of PSM management system concerns at
different organizational levels
Scope (PSM elements)

1. Accountability
2. Process Knowledge and Documentation
3. Capital Project Review and Design Procedures
4. Process Risk Management
5. Management of Change
6. Process and Equipment Integrity
7. Human Factors
8. Training and Performance
9. Incident Investigation
10. Company Standards, Codes and Regulations
11. Audits and Corrective Actions
12. Enhancement of Process Safety Knowledge
 Personnel Process
Safety & Safety
Health

Environmental
Control

Overlaps among safety, health and environmental

areas
1. Accountability
 Management commitment at all levels
 Status of process safety compared to other
organizational objectives (e.g. output, quality, cost)
 Objectives must be supported by appropriate resources
 Plan for continuity in operations, systems, organization
 Be ready for exceptions
 Where freedom is allowed, make sure alternatives are
acceptable
 Be accessible for guidance
 Communicate and lead
4. Process Risk Management
 Know what the hazards are

 Understand the risks

 Decide what is acceptable, and meet it

 Control it there (or, better still, improve)

 Be ready if it happens

 If you can't do any of the above, get out of the

business!
Hazard and risk
 Process hazard
 A physical situation with potential to cause
harm to people, property or the environment

 Risk (acute)
 probability x consequences of an undesired
event occurring
Pre-screening using a list
 The first screen is usually a list of materials,
either by
 Name (chlorine, gasoline) or
 Property (flash point, LC50 )
plus
 Threshold quantity on site at any one time

 Usually specified by regulation (Canadian

Environmental Protection Act, Section 200)
 The Canadian Environmental
Protection Act and control of major
accident hazards
 Part 8 of the Act deals with environmental emergencies

 Regulation under Section 200 effective December 9, 2003

 If a site has any of 174 listed substances in more than

threshold quantity, must notify EC by March 2004

 If largest container of a listed substance also exceeds

threshold, must:
 develop emergency plan by June 2004 (plan must address
prevention, preparedness, response and recovery)
 implement plan, including testing, by December 2004
5. Management of Change
 Change of process technology
 Change of facility
 Organizational changes
 Variance procedures
 Permanent changes
 Temporary changes
 Note that none of the above cover latent
errors
Active and latent failures
 Active
 Immediately adverse effect
 Similar to “unsafe act”

 Latent
 Effect may not be noticeable for some time, if at
all
 Similar to “resident pathogen”. Unforeseen
trigger conditions could activate the pathogens
and defences could be undermined or
unexpectedly outflanked
Case study: Flixborough (1974)
(Courtesy of Jessica Shinkle/2001)

 Vapor cloud explosion - fueled by

release of 30 tons of cyclohexane
 Largest single loss by fire or
explosion in the United Kingdom
 killed28 people
 injured 89 others

 $63 million in property damage

Temporary modification

Bellows
1
2
3
4
5
6
Why did the bypass piping fail?
 No safety review and inadequate
supervision
 Job was beyond professional
capabilities of the workers
 Only drawing was a full-size sketch in
chalk on the workshop floor
 No one understood the forces that
would be imposed on the pressurized
piping
 IDENTIFY CHANGE

DETERMINE LOW SIMPLE RISK

SIGNIFICANCE OF ASSESSMENT
CHANGE

Flowchart of a
MEDIUM/ UNCERTAIN
HIGH

REVIEW WITH LOW

RISK

Management
TEAM LEADER

APPROPRIATE RISK
ASSESSMENT

of Change APPROVAL

Program TRAINING AND

COMMUNICATION

IMPLEMENT
CHANGE

Question: Do you see

the four essential FOLLOW-UP

management system
functions at work?
AIHA OH&SMS
Overall Requirements
 The establishment of an OH&SMS
 The establishment of policy, responsibility,
authority reviews and resources
 A documented OH&SMS with procedures,
planning and performance measures
 Determination of conformance with laws,
policies and goals with continuous improvement
 Design control for workplace situations by
qualified personnel with safety reviews
AIHA OH&SMS
Overall Requirements
 Procedures for establishing and controlling
OH&S documents and changes
 Review of OH&S aspects of purchased goods
and contractors
 Effective and relevant OH&S communications,
exposures and documents
 Hazard trace for feedstock used in other
processes back to point of manufacture
 Process control to measure and monitor
hazards to minimize or eliminate hazards to
employees
 AIHA OH&SMS
Overall Requirements
 Inspection of OH&S activities and of records, resulting in
corrective actions
 Inspection, maintenance and calibration of test
equipment
 Sampling data and reporting mechanisms explicitly
documented
 Communicate nonconforming situations to management
and employees until acceptable state can be achieved
 Procedures for implementing corrective and preventive
OH&S actions
AIHA OH&SMS
Overall Requirements
 Procedures for handling hazardous materials
 Procedures for documenting, securing,
storing and disposing of OH&S records
 Plan and implement OH&SMS audits
 Identify needs and provide for relevant
OH&S training
 Ensure outside contractors are included in
OH&S activities
BS 8800
 Established in 1996 this guide to
OH&SMS is similar to ISO 14001
and the AIHA OH&SMS
 Stresses root cause analysis
 Guidance annexes allow the user to
implement the standard
requirements in a practical way
 Basis for BSI 18001/OHSAS 18001
(ISO 18001)
BSI/OHSAS 18001 Overview
BSI/OHSAS 18001
 OH&S Policy
 Planning
 Implementation and Operation
 Checking and Corrective Action
 Management Review
BSI/OHSAS 18001
OH&S POLICY
 Complies to at least minimum legislated regulations
 Appropriate policy must be created and
implemented specifically for an organization’s need
 Available to all parties and communicated to staff
 Documented, implemented & maintained
 Periodic reviews are necessary to establish
continued appropriateness and effectiveness
 Continual improvement
BSI/OHSAS 18001

PLANNING
 Planning for hazard identification,
risk assessment and risk control
 Legal and other requirements
 Objectives
 OH&S management programs
BSI/OHSAS 18001
Planning for Hazard Identification, Risk Assessment
and Risk Control
 Be proactive rather than reactive

 Provide for the classification of risks

 Monitor risk assessment to ensure effectiveness

and timelines of required actions are met
 Use the results of the assessments when setting
objectives
 Keep the information up-to-date
BSI/OHSAS 18001 Risk Matrix (eg)
 BSI/OHSAS 18001 Risk Matrix (eg)

 H – High – Should be mitigated with engineering

and/or administrative controls to a a risk ranking
of L or VL within a specified time frame such as 6
months.
 M - Medium – Should be mitigated with
engineering and/or administrative controls to a a
risk ranking of L or VL within a specified time
frame such as 12 months.
 L – Low - Should be verified on a continuous basis
that procedures or controls are in place.
 VL – Very Low – No mitigation required.
BSI/OHSAS 18001
Legal and Other Requirements
 Ensure all legislated regulations are met
Objectives
 Establish OH&S objectives and be certain
they are met
OH&S Management Programs
 Periodically review and update OH&S
programs
 Assign responsibility, authority, and time
scales to OH&S programs
BSI/OHSAS 18001
IMPLEMENTATION AND OPERATION
 Structure and responsibility
 Training, awareness and competence
 Consultation and communication
 Documentation and data control
 Operational control
 Emergency preparedness and response
BSI/OHSAS 18001
Structure and Responsibility
 Define, document and communicate
responsibility and authority
 Provide essential resources
 Demonstrate commitment to OH&S program
Training, Awareness and Competence
 Ensure that education and training are in
place for tasks that impact OH&S
 Establish and maintain training programs
BSI/OHSAS 18001
Consultation and Communication
 Procedures to communicate changes in OH&S
policy must be put in place
 Employee input to be documented
Documentation and Data Control
 Maintain information on OH&S policies as well as
providing other relevant standards
 Periodically revise and review OH&S policy
information
 Ensure documents are available where needed
BSI/OHSAS 18001
Operational Control
 Establish control measures where needed
 Stipulate and document operating procedures
Emergency Preparedness and Response
 Establish plans and procedures to mitigate
injuries and illness associated with emergency
 Periodically test procedures where practicable
 Review plans and procedures
BSI/OHSAS 18001
CHECKING AND CORRECTIVE ACTION
 Performance monitoring and
measurement
 Accidents, incidents, non-conformances
and corrective and preventative action
 Records and records management
 Audit
BSI/OHSAS 18001
Performance Monitoring and Measurement
 Qualitative and quantitative measure
 Achievement of objectives
 Proactive measures that monitor
compliance with the OH&S programs,
operational criteria and legal requirements
 Reactive measures to monitor accidents,
incidents, ill health and other evidence of
deficient performance
 Calibrate monitoring equipment and
document it
BSI/OHSAS 18001
Accidents, Incidents, Non-conformances and
Corrective and Preventive Action
 Define responsibility for investigating accidents
 Take action to mitigate consequences
 Initiate and complete corrective and
preventative actions
 Confirm effectiveness of actions taken
 Implement and record needed changes to
documented procedures
Question: Do you see the four essential
management system functions at work?
BSI/OHSAS 18001
Records and Records Management
 Establish procedures for handling
OH&S records
 Conformance dictates that records
be
 Legible and identifiable
 Traceable to the activity
 Readily retrievable
 Protected from deterioration
BSI/OHSAS 18001

Audit
 Maintain a program to
 Determine whether OH&SMS conforms
to BSI/OHSAS 18001 guidelines and
other initiatives
 Review the results of previous audits

 Provide information to management

 Audits must be conducted by an

independent source
BSI/OHSAS 18001

MANAGEMENT REVIEW
 Review OH&SMS to ensure
suitability, adequacy and
effectiveness
 Documentation of the review must
be collected
 Changes to the OH&SMS are to be
identified by the audit system
ISO 14001

Policy and Planning

 Environmental policy
 Environmental aspects
 Legal and other requirements
 Objectives and targets
 Environmental management
program
 ISO 14001
Top Management Shall Define the Organization’s
Environmental Policy and Ensure That It
 Is appropriate to the nature, scale and environmental
impacts of its activities, products and services
 Includes a commitment to continual improvement and
prevention of pollution
 Includes a commitment to comply with relevant
environmental regulations and legislation
 Provides environmental objectives and targets
 Is documented and communicated to all employees
ISO 14001
Environmental Aspects
 Establish and maintain procedures for
identifying environmental impacts which
can be controlled
 Determine which activities have a
significant impact on the environment
 Consider these activities in setting
environmental objectives
 Ensure information is updated on
environmental impact of company activities
ISO 14001

Legal and Other Requirements

 The organization shall establish and
maintain a procedure to identify and
have access to legal and other
requirements to which the
organization subscribes, that are
applicable to the environmental
aspects of its activities, products or
services.
ISO 14001
Objectives and Targets
 Establish and maintain documented
environmental objectives and targets at
each function and level within the
organization
 Environmental aspects, technological
options, the views of interested parties and
financial, legal, operational, and business
requirements shall be taken into
consideration when setting targets
 Objectives and targets shall be consistent
with the environmental policy, including the
commitment to reduce pollution
ISO 14001
Environmental Management Program
 Designation of responsibility within the
company substructure to achieve goals
and objectives
 Ensure resources and a timeframe are
provided to ensure completion of
objectives
 Existing management programs shall be
amended to ensure environmental
management applies to all new projects
ISO 14001
Implementation and Operation
 Structure and responsibility
 Training, awareness & competence
 Communication
 Environmental system documentation
 Document control
 Operational control
 Emergency preparedness & response
ISO 14001
Structure and Responsibility
 Roles, responsibility and authorities shall be
defined, documented and communicated
 Resources essential to the environmental
management system shall be provided
 Management shall appoint individuals to
 Ensure that environmental management system
requirements are maintained according to ISO 14001
 Report on performance of the environmental
management system so that necessary revisions to
company policy may be made
ISO 14001
Training, Awareness and Competence
 All personnel whose work may create a
significant impact upon the environment
shall receive training
 Employees shall be made aware of the
 Environmental impact they can have
 Importance of conformance with the EMS
 Dangers associated with departure from
specified operating procedures
ISO 14001
Communication
 Establish and maintain procedures for
 Internal communication between the various
levels and functions of the organization
 Receiving, documenting and responding to
relevant communication from external parties
 The organization shall consider processes
for external communication on its
significant environmental aspects and
record its decision
ISO 14001

Environmental Management System

Documentation
 Establish and maintain information
to
 Describe the core elements of the
environmental management system
and their interaction
 Provide direction to related documents
ISO 14001
Document Control
 Ensure that documents
 Are easy to locate
 Are periodically reviewed and revised

 Are available at all locations necessary

 Which are obsolete are promptly removed

from points of issue and use
 Retained for legal and or knowledge
preservation are identified as such
ISO 14001
Operational Control
 Establish and maintain documented
procedures to cover situations where their
absence could lead to deviations from
environmental goals and objectives
 Stipulate operating criteria for procedures
 Establish and maintain procedures for
communicating requirements to suppliers
and contractors
ISO 14001
Emergency Preparedness
 Establish and maintain procedures to
identify potential for and respond to
accidents and emergency situations,
and for preventing and mitigating the
environmental impact of accidents
 Review and revise emergency
preparedness and response procedures
 Test such procedures where practicable
ISO 14001

Checking and Corrective Action

 Monitoring and measurement
 Nonconformance and corrective and
preventative action
 Records
 Environmental management system
audit
 Management review
ISO 14001
Monitoring and Measurement
 Establish and maintain documented
procedures to monitor and measure, on a
regular basis, the key characteristics of
operations and activities that can have a
significant impact on the environment
 Monitoring equipment shall be calibrated and
records of this process shall be kept
 Establish and maintain a documented
procedure for periodically evaluating
compliance with relevant environmental
legislation
 ISO 14001
Nonconformance & Corrective & Preventative Action
 Establish and maintain procedures for defining
responsibility and authority for handling and
investigating nonconformance, taking action to
mitigate any impacts caused and for initiating and
completing corrective and preventative action
 Corrective and preventative action shall be
appropriate to the magnitude of problems and
commensurate with the environmental impact
encountered
 Record all changes in the documented procedures
resulting from corrective and preventative action
ISO 14001
Records
 Establish and maintain procedures for the identification,
maintenance and disposal of environmental records
 Environmental records shall be legible, identifiable and
traceable to the activity involved
 Environmental records shall be stored and maintained in
such a way that they are easily retrievable and protected
against damage
 Records shall be maintained to demonstrate conformance
to the requirements of ISO 14001
ISO 14001
Environmental Management System Audits
 Provide information on whether or not the
environmental management system meets the
Requirements of ISO 14001
 Allow the company to determine if the
environmental management system has been
properly implemented and maintained
 Scheduling shall be based on the
environmental importance of the activity
involved and the results of previous audits
ISO 14001
Management Review
 Top Management shall at intervals
review the environmental
management system to ensure its
continuing suitability, adequacy and
effectiveness
 All reviews shall be documented
 The management review will address
the need for changes to the
environmental management system
Implementing an OH&S Program
Four Keys to a
Successful OH&S Program

 Management Commitment and

Employee Involvement
 Worksite Hazard Analysis
 Hazard Prevention and Control
 Safety and Health Training
Implementing an OH&S Program
Management Commitment
and Employee Involvement
 Company safety policy must be a priority equal to
that of development, production and sales
 Incorporate safety activities into employee
performance evaluations
 Provide training to all employees in OH&S
 Provide adequate resources for the OH&S program
 Require management audits of the OH&S program
Implementing an OH&S Program

Worksite Hazard Analysis

 Identify all worksite hazards
 Address all worksite hazards in
documented company OH&S policy
 Use tools such as a risk matrix to
evaluate worksite hazards
Implementing an OH&S Program
Hazard Prevention and Control
 Define safe work procedures for
employees
 Control and eliminate hazards
 Justify purchase of employee personal
protective equipment
 Perform employee safety and health
training
 Conduct accident investigations
Implementing an OH&S Program
Safety and Health Training
 Senior management must be taught about
basic safety program activities
 Middle management's role in OH&S must be
defined
 Supervisors should be trained in the same
areas as their employees and have OH&S goals
and objectives
 Employee training consists of how to avoid
accidents and injuries to themselves and others
 Evaluate the training program
Additional Resources
 PowerPoint presentations
 Application of a Loss Causation Model to the Westray Mine Explosion
(Amyotte & Oehmen)
 Risk Assessment or Hazard Management? (Dalzell)
 OHS Canada (magazine)
 Managing Health and Safety (November 2003)
 Industrial Accident Prevention Association
 www.iapa.on.ca
 Canadian Centre for Occupational Health & Safety
 www.ccohs.ca
 Minerva
 www.minervacanada.org
 Texts
 Handbook of Occupational Safety and Health, 2nd ed, L.J. DiBerardinis
(editor), Wiley, NY (1999)
 Industrial Safety and Risk Management, L. Wilson and D.
McCutcheon, University of Alberta Press, Edmonton, AB (2003)
www.uap.ualberta.ca
Conclusion
PLAN, DO, CHECK & ACT
with a
SMILE AND RESOLVE
on a
RISK BASIS
with the aim of
CONTINUAL IMPROVEMENT
within
EACH OH&S PROGRAM ELEMENT
as well as
THE ENTIRE OH&S PROGRAM