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Accredited OSH Consultant

Accredited Pollution Control Officer


Registered Mechanical Engineer

Until the beginning of the 20th century, many


owners & society at large took a fatalistic view
of safety.

Accidents are seen as regrettable, but not


preventable.

Farm workers & immigrants willing to risk their


lives & limbs went to the city for decent wage.

The occurrence of accidents led social reformers


& labor unions push for more humane
workplaces.

1910 reformers succeeded in getting workers


compensation laws.

1920 interest in scientific management,


improved safety leads to improved
productivity.

1930 companies began to study not just


physical workplaces, but human contributions
to accidents.

1940 focus on safety management broadened


to include prevention from accidents/illnesses.

1950 management adopted the behavioral


approach, applied motivational principles,
emphasis on engineering control.

1960 concerns broadened to include


environmental hazards.

1970 workers participation in safety &


health concerns increased.

1980 priorities shifted from hazard


identification to hazard prevention, inception of
general movement toward pro-active, rather
than reactive.

1990 integrating safety, health &


environmental management; safety, health, &
environmental (SHE) programs contribute to
companys success.

2000 empowerment of workers; integrating


quality, safety & health, and environment
management systems; and multi-tasking of
workers.

PEOPLE

EQUIPMENT

MACHINE

ENVIRONMENT
But now, the following two (2) factors are equally
important in managing the program in Safety & Health.

PROCEDURES, METHODS & WORK INSTRUCTIONS

TIME

That most accidents can be prevented;

That incidents are near accidents;

That accidents are not random events but preventable


events;

That accidents can be prevented with full management


commitment & support to S&H programs that includes
proper hazard identification & evaluation, preventive &
corrective procedures, monitoring, evaluation, and
training.

That team leaders & supervisors are important links in


the chain of safety consciousness and that they are
responsible for watching over the workplace and
protecting their employees from faulty equipment,
carelessness, and the many other potential hazards
from the job.

The company should manage the


safety culture through:

Safety values (company goals)


Safety behavior (practices)
Organization for safety & health (H&S
Committee and S&H Program)
Safety leadership (leadership by
example)

Participative Management is now


applied

Employee Empowerment is now actively


promoted

Team Approach to promote workplace


harmony is now introduced.

Forward Thinking Companies now have


S&H Program that includes written principles
that guide safety & health efforts. These
principles are called Key Result Areas
(KRA).

INADEQUATE:

Comprehensive
SAFETY
& HEALTH
PROGRAM

1 System
2 Standards
3 Compliance

LACK
LACKOF
OF
CONTROL
CONTROL

BASIC
BASIC
CAUSES
CAUSES

Contact w/ Energy or Substance


above the threshold limit of the
body or structure

IMMEDIATE
IMMEDIATE
CAUSES
CAUSES

1 PERSONAL FACTORS
Inadequate capability
Lack of knowledge
Lack of skill
Stress
Improper motivation

2 JOB FACTORS

Inadequate leadership
Inadequate engineering
Inadequate purchasing
Inadequate maintenance
Inadequate tools & equipment
Wear & tear
Inadequate work standards
Abuse & misuse

LOSS CAUSATION MODEL

ACCIDENT
ACCIDENT
(EVENT)
(EVENT)

People
Environment
Property
Process

LOSS
LOSS

(Result of Accident)
(Result of Accident)

1 UNSAFE CONDITIONS
Inadequate guards/barriers
Inadequate PPE
Defective tools/equipment
Congestion
Inadequate warning system
Disorder
Excessive exposures
Inadequate ventilation
Inadequate illumination

BUSINESS
Profitability
Growth
Continuity

2 UNSAFE ACTS

Failure to warn
Failure to obey rules
Failure to follow procedures
Removing safety devices
Improper lifting
Failure to use PPE
Servicing operating equipment
Horseplay

Why you
need
SAFETY !!!

Lack of Control (Inadequacy) of


the following:
1

SYSTEM (MANAGEMENT)

SYSTEM STANDARDS

COMPLIANCE TO SET
STANDARDS

Personal Factors

Inadequate physical/mental capability


Physical/psychological stress
Poor/improper motivation

Job (Management System) Factors

Poor/inadequate leadership/supervision
Inadequate purchasing/tools/equipment
Inadequate maintenance/engineering
Inadequate work standards

INADEQUATE

RESPONSIBILITY
Management Employee
1 System/Program
33%
0%
2 Standards
33%
0%
3 Compliance to Standards 16.16% plus 16.16 %
The bulk of control lies with Management.
About 15% or more of companys
problems are controlled by employees,
while 85% or more are controlled by
management.

It should be Pro-active
rather than Reactive.

It should be Preventive &


Predictive rather than
Corrective.

Empowerment

Total Quality Management

Continuous Improvement Model/Cycle


1
2
3
4
5

Management Commitment & Involvement (vision &


leadership
Establish a Baseline (as is)
Set Goals (where we should be)
Implement Strategies (close gap between as is &
where we should be)
Review and Adjust (reach for where we could be)

Results (consistent, cope demands, continuous


improvement)

Prevention (from unforeseen events)

Competitive advantage (attain world class


performance/recognition)

Management systems: automate monitoring,


reporting, accomplishment of goals, personnel
development, improved business process,
integrated quality-safety & health-environment
approach avoiding duplication of
efforts/functions.

LEADERSHIP &
ADMINISTRATION

PERSONAL
COMMUNICATION

MANAGEMENT
TRAINING

PLANNED
INSPECTION

JOB/TASK
ANALYSIS
& PROCEDURES

JOB/TASK
OBSERVATION

ORGANIZATIONAL
RULES

HIRING &
PLACEMENT

ACCIDENT &
INCIDENT
INVESTIGATION

ACCIDENT &
INCIDENT
ANALYSIS

PERSONAL
PROTECTIVE
EQUIPMENT

MEASUREMENT
AUDIT SYSTEM

PURCHSING &
ENGINEERING
CONTROLS

EMPLOYEE
TRAINING

HEALTH CONTROL
& SERVICES

GROUP
MEETINGS

GENERAL
PROMOTIONS

EMERGENCY
PREPAREDNESS

RECORDS &
REPORTS

OFF-THE-JOB
SAFETY

Strategy: Lay the proper groundwork

Solicit support

Get & use inputs

Plan & communicate logistics

Provide training/education

Be patient

Pace the implementation

Communicate clearly

Set the example

BUILD A GREAT PLACE TO WORK

To be successful, safety must be more than a


program or a book of procedures; it must be a
company philosophy an attitude that is
unquestioned.

Safety is without doubt, the most


crucial investment we can make,
and the question is not what it
costs us but what it saves.

Insurance premiums are reduced


through improving systematic
management of health & safety.

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