Copyright	  ©	  COSH	  2011	     1	  
JULY 17-19, 2011Ir Daud Sulaiman  NIOSH, Bangi                                                   COSH 2011 KLCC           ...
TOPICS	  FOR	  DISCUSSION	  •  ACTIVITIES	  FOR	  THE	  COMMITTEE	  TO	  CARRY	  OUT	  •  GUIDELINES	  FOR	  THE	  COMMITT...
EMPOWERING THE SH COMMITTEE FOREFFECTIVE MEETINGS AND ACTIVITIES            Copyright	  ©	  COSH	  2011	     4	  /	  39	  ...
100 %RESPONSIBILITY                               PRIVATE SECTOR   FOR OSH                   GOVERNMENT     0%            ...
•  OSH	  POLICY	  •  IMPLEMENTATION	  OF	  THE	  POLICY	  :	     –  SAFETY	  MANAGER	     –  SAFETY	  AND	  HEALTH	  COMMI...
Safety	  and	  Health	  CommiQees	  provide	  a	  way	      for	  management	  and	  workers	  to	  meet	    regularly	  t...
The	  commiQee	  should	  :	  	  •    Foster	  cooperaZon	  and	  consultaZon	  between	       management	  and	  workers	...
Copyright	  ©	  COSH	  2011	     9	  /	  39	  
FOR	  THE	  COMMITTEE	  TO	  CARRY	  OUT	                                          Copyright	  ©	  COSH	  2011	     10	  /...
ISSUES	  	            NOT	  URGENT	                                                  URGENT	                            NO...
Are	  members	  du=es	  clearly	  defined?	  DuZes	  of	  commiQees	  are	  defined	  in	  the	  OSHA	  and	  SHC	  RegulaZo...
5.   PromoZng	  	  and	  monitoring	  compliance	  with	  health	  and	  safety	       regulaZons	  6.  ParZcipaZng	  in	 ...
12.  Studying	  safety	  programs	  of	  other	  companies	  to	  enhance	  own	       program	  13.  ParZcipaZng	  in	  a...
Copyright	  ©	  COSH	  2011	     15	  /	  39	  
FOR	  THE	  COMMITTEE	  TO	  FOLLOW	                                       Copyright	  ©	  COSH	  2011	     16	  /	  39	  
1.  Do	  not	  make	  the	  safety	  commiQee	  responsible	  for	  safety;	      management	  has	  that	  responsibility...
4.  Task	  the	  commiQee	  to	  help	  management	  develop	  strategy	      and	  advise	  on	  the	  safety	  and	  hea...
8.  Ensure	  the	  commiQee	  is	  not	  simply	  a	  place	  to	  let	  people	      gather	  so	  it	  can	  be	  said	 ...
Copyright	  ©	  COSH	  2011	     20	  /	  39	  
 	  FACED	  BY	  THE	  COMMITTEE	                                                Copyright	  ©	  COSH	  2011	     21	  /	 ...
ROUTINE	  MEETINGS	  BRING	  ROUTINE	  RESULTS	  …	                           Copyright	  ©	  COSH	  2011	     22	  /	  39...
•  Make	  sure	  the	  commiQee	  has	  well-­‐defined	  objecZves	  and	     clearly	  set	  out	  funcZons.	  •  Make	  s...
•  Specify	  agenda	  items.	  SZck	  to	  the	  agenda.	  •  CommiQee	  members	  should	  be	  trained	  in	  health	  a...
•  Make	  sure	  all	  members	  arrive	  on	  Zme.	  •  Make	  sure	  the	  agenda	  is	  manageable	  and	  all	  items	...
•  Make	  sure	  all	  commiQee	  members	  are	  trained,	  well-­‐informed	  and	     confident	  about	  holding	  a	  p...
•  Make	  sure	  the	  commiQee	  has	  a	  ‘profile’	  in	  the	  workplace	  so	     commiQee	  meeZngs	  are	  seen	  as...
•  Employers	  must	  consult	  with	  employees	  on	  determining	  the	     membership	  of	  any	  SHC.	  However,	  e...
•  Make	  sure	  all	  recommendaZons	  are	  noted	  in	  the	  minutes	  and	  the	     acZons	  required	  are	  clearl...
Copyright	  ©	  COSH	  2011	     30 / 39
Copyright	  ©	  COSH	  2011	     31	  /	  39	  
•  We’ve	  all	  had	  plenty	  of	  experience	  with	  safety	  meeZngs.	     We’ve	  aQended	  many,	  and	  some	  of	...
•  Whether	  meeZng	  goals	  are	  idenZfied	  consciously	  or	     not,	  a	  safety	  meeZng	  should	  acZvate	  safet...
Seven	  Steps	  :	  	  1.  Plan	  the	  mee=ng	  around	  your	  cri=cal	  objec=ves.	  A	  safety	      meeZng	  is	  not...
3.  Limit	  your	  points.	  No	  more	  than	  three	  to	  five	  main	  points	  is	      the	  rule	  of	  thumb.	  One...
5.  Vary	  the	  format.	  Have	  outside	  experts	  in	  when	  possible.	      Vendors	  are	  osen	  happy	  to	  come...
6.  Discuss	  “near	  miss”	  situa=ons.	  It	  may	  be	  difficult	  to	  get	      people	  to	  talk	  openly	  about	  ...
Copyright	  ©	  COSH	  2011	     38	  /	  39	  
39	  /	  39	     Copyright	  ©	  COSH	  2011	  
Institut Keselamatan dan KesihatanPekerjaan Negara (IKKPN)National Institute of Occupational Safety andHealth ( NIOSH ) Ma...
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SHC by Ir. Daud

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SHC by Ir. Daud

  1. 1. Copyright  ©  COSH  2011   1  
  2. 2. JULY 17-19, 2011Ir Daud Sulaiman NIOSH, Bangi COSH 2011 KLCC Copyright  ©  COSH  2011   2  /  39    
  3. 3. TOPICS  FOR  DISCUSSION  •  ACTIVITIES  FOR  THE  COMMITTEE  TO  CARRY  OUT  •  GUIDELINES  FOR  THE  COMMITTEE  TO  FOLLOW    •  ISSUES  GENERALLY  FACED  BY  THE  COMMITTEE  •  TOWARDS  AN  EFFECTIVE  COMMITTEE  MEETINGS   Copyright  ©  COSH  2011   3  /  39    
  4. 4. EMPOWERING THE SH COMMITTEE FOREFFECTIVE MEETINGS AND ACTIVITIES Copyright  ©  COSH  2011   4  /  39    
  5. 5. 100 %RESPONSIBILITY PRIVATE SECTOR FOR OSH GOVERNMENT 0% NOW TARGET Copyright  ©  COSH  2011   5  /  39  
  6. 6. •  OSH  POLICY  •  IMPLEMENTATION  OF  THE  POLICY  :   –  SAFETY  MANAGER   –  SAFETY  AND  HEALTH  COMMITTEE   –  SAFETY  AND  HEALTH  OFFICER   –  SAFETY  SUPERVISOR     –  LINE  RESPONSIBILITY   –  OSH  MANAGEMENT  SYSTEM   Copyright  ©  COSH  2011   6  /  39  
  7. 7. Safety  and  Health  CommiQees  provide  a  way   for  management  and  workers  to  meet   regularly  to  discuss  workplace  health  and   safety  issues.     The  commiQee  should  bring  together  workers  pracZcal  knowledge  of  the  jobs,  and   the  management s  overview  of  the   workplace  and  work  organizaZon,  to  solve   current  safety  and  health  issues.     Copyright  ©  COSH  2011   7  /  39    
  8. 8. The  commiQee  should  :    •  Foster  cooperaZon  and  consultaZon  between   management  and  workers  in  idenZfying,   evaluaZng  and  controlling  hazards  at  workplaces.  •  Be  an  effecZve  channel  of  communicaZon  to   exchange  ideas  to  solve  OSH  problems.  •  Enhance  interest  and  moZvaZon  of  all  groups  of   management  and  workers  in  Safety  and  Health   acZviZes.   Copyright  ©  COSH  2011   8  /  39  
  9. 9. Copyright  ©  COSH  2011   9  /  39  
  10. 10. FOR  THE  COMMITTEE  TO  CARRY  OUT   Copyright  ©  COSH  2011   10  /  39  
  11. 11. ISSUES     NOT  URGENT   URGENT   NOT  IMPORTANT            NOT  I  MPORTANT                                     NOT  IMPORTANT   NOT  URGENT   BUT  URGENT   IMPORTANT  BUT   IMPORTANT  AND   IMPORTANT   NOT  URGENT   URGENT  WHICH  ISSUES  SHOULD  THE  SAFETY  COMMITTEE  FOCUS  ON?   Copyright  ©  COSH  2011   11  /  39  
  12. 12. Are  members  du=es  clearly  defined?  DuZes  of  commiQees  are  defined  in  the  OSHA  and  SHC  RegulaZons.  Specific  duZes  may  vary  with  the  type  and  size  of  the  organizaZon,  industry,  number  of  safety  specialist  staff  in  the  organizaZon,  the  firms  accident  experience,  and  the  number  of  commiQees.  DuZes  common  to  all  commiQees  include:  1.  AQending  all  commiQee  meeZngs  2.  PromoZng  the  health  and  safety  policy,  and  program  3.  AssisZng  the  employer  in  resolving  worker  health  and  safety   complaints  4.  Providing  feedback  on  workers  suggesZons     Copyright  ©  COSH  2011   12  /  39  
  13. 13. 5.  PromoZng    and  monitoring  compliance  with  health  and  safety   regulaZons  6.  ParZcipaZng  in  the  idenZficaZon  and  control  of  workplace   hazards  7.  ParZcipaZng  in  assessments  and  the  development  of  control   programs  for  hazardous  substances  8.  AQempZng  to  raise  health  and  safety  standards  above  legal   requirements  9.  ParZcipaZng  in  the  resoluZon  of  work  refusals  10.  AssisZng  in  the  training  of  new  workers  11.  ConducZng  health  and  safety  educaZon  programs   Copyright  ©  COSH  2011   13  /  39  
  14. 14. 12.  Studying  safety  programs  of  other  companies  to  enhance  own   program  13.  ParZcipaZng  in  accident  invesZgaZons  14.  Maintaining  records  of  accidents  and  injuries  15.  IniZaZng  other  acZviZes  as  indicated  by  accident  experience  16.  Carrying  out  workplace  inspecZons  17.  Making  health  and  safety  recommendaZons  18.  Advising  on  personal  protecZve  equipment  19.  AssisZng  in  the  development  of  organizaZonal  OSH  rules  20.  AssisZng  in  the  development  of  safe  work  procedures  21.  Monitoring  effecZveness  of  OSH  programs   Copyright  ©  COSH  2011   14  /  39  
  15. 15. Copyright  ©  COSH  2011   15  /  39  
  16. 16. FOR  THE  COMMITTEE  TO  FOLLOW   Copyright  ©  COSH  2011   16  /  39  
  17. 17. 1.  Do  not  make  the  safety  commiQee  responsible  for  safety;   management  has  that  responsibility.  2.  Avoid  using  the  commiQee  as  an  operaZng  tool.  Don’t  have   members  “do”  safety.  Incident  invesZgaZons,  inspecZons,   suggesZon  evaluaZon  and  hazard  report  analysis  are  beQer   done  by  the  line  or  dedicated  teams.  3.  Don’t  let  commiQee  members  become  the  enforcers.   Enforcement  must  fall  to  management.  One  possible   excepZon:  a  behavioral  safety  process  can  permit  line   people  (along  with  management)  to  reward  and  coach   behavior  related  to  safety.   Copyright  ©  COSH  2011   17  /  39  
  18. 18. 4.  Task  the  commiQee  to  help  management  develop  strategy   and  advise  on  the  safety  and  health  process.  5.  Use  data  (incidents,  rates,  research,  behavior  analysis,  etc.)   to  support  decisions.  Track  the  progress  of  goals  and   objecZves  and  help  management  with  accountability.  6.  Give  the  commiQee  members  Zme,  funding,  clerical   support,  and  other  resources.  7.  Senior  management  involvement  is  needed  to  help   transform  words  of  commitment  into  acZon.   Copyright  ©  COSH  2011   18  /  39  
  19. 19. 8.  Ensure  the  commiQee  is  not  simply  a  place  to  let  people   gather  so  it  can  be  said  that  a  commiQee  exists.  Look  at  how   commiQees  are  used  effecZvely  for  quality  or  operaZons.   Use  them  as  a  model.  9.  Measure  your  commiQee’s  performance.  Know  when  it’s   working.  If  it  doesn’t,  make  adjustments.  10.  Ask  your  human  resources  staff  to  help,  or  have  a  labor   relaZons  aQorney  review  the  mission  and  organizaZon  of   the  commiQee.   Copyright  ©  COSH  2011   19  /  39  
  20. 20. Copyright  ©  COSH  2011   20  /  39  
  21. 21.    FACED  BY  THE  COMMITTEE   Copyright  ©  COSH  2011   21  /  39  
  22. 22. ROUTINE  MEETINGS  BRING  ROUTINE  RESULTS  …   Copyright  ©  COSH  2011   22  /  39  
  23. 23. •  Make  sure  the  commiQee  has  well-­‐defined  objecZves  and   clearly  set  out  funcZons.  •  Make  sure  all  commiQee  members  understand  the   commiQee’s  role  in  dealing  with  long-­‐term  policy  and   workplace  health  and  safety  program  issues.  •  Make  sure  all  commiQee  members  understand  the  difference   between  the  safety  and  health  officer  role  and  the  role  of  the   commiQee.  •  Ensure  the  agenda  is  not  crowded  with  minor  problems,   which  should  be  solved  elsewhere.   Copyright  ©  COSH  2011   23  /  39  
  24. 24. •  Specify  agenda  items.  SZck  to  the  agenda.  •  CommiQee  members  should  be  trained  in  health  and  safety   and  clearly  understand  the  commiQee’s  role.    •  The  commiQee  will  be  an  effecZve  part  of  the  overall  health   and  safety  program,  and  there  is  a  common  understanding  of   the  commiQee’s  objecZves.    •  Issues  raised  by  employees,  safety  and  health  officer,   supervisors  and  management  should  be  in  keeping  with  the   scope  of  the  commiQee’s  role.  •  Ensure  the  development  and  implementaZon  of  an  issue   resoluZon  procedure.     Copyright  ©  COSH  2011   24  /  39  
  25. 25. •  Make  sure  all  members  arrive  on  Zme.  •  Make  sure  the  agenda  is  manageable  and  all  items  can  be  worked   through  in  the  allocated  Zme.  •  PrioriZze  items  if  it  appears  there  will  not  be  enough  Zme.  Make   sure  urgent  or  important  maQers  come  first.  •  Make  sure  the  agenda  is  circulated  so  all  members  come  prepared.  •  The  chairperson  should  keep  Zme  and  sum  up  where  appropriate.  •  Make  sure  running  out  of  Zme  is  not  an  excuse  for  stalling   commiQee  business.  The  efficient  and  speedy  resoluZon  of   business  means  a  more  effecZve  commiQee.   Copyright  ©  COSH  2011   25  /  39  
  26. 26. •  Make  sure  all  commiQee  members  are  trained,  well-­‐informed  and   confident  about  holding  a  posiZon  on  the  commiQee.  •  ‘RepresentaZves’  on  the  commiQee  are  just  that  –  representaZves.   They  must  have  the  opportunity  to  present  the  views  of  those  they   represent.  Where  dominaZon  occurs,  the  chairperson  must   encourage  balanced  discussion.  •  Establish  a  meeZng  code  so  that  all  members  have  an  equal  chance   to  contribute.  •  Consider  allocaZng  Zme  for  each  member  who  wants  to  contribute   to  the  discussion  on  a  parZcular  item.  •  Consider  training  in  effecZve  meeZng  procedures  for  the  members.  •  Make  sure  the  commiQee  is  not  too  large  –  too  many  people  trying   to  have  a  say  will  slow  down  the  commiQee  meeZng.   Copyright  ©  COSH  2011   26  /  39  
  27. 27. •  Make  sure  the  commiQee  has  a  ‘profile’  in  the  workplace  so   commiQee  meeZngs  are  seen  as  needing  a  suitable  venue.    •  Make  sure  a  suitable  venue  is  always  available  for  commiQee   meeZngs  and  make  a  firm  booking  with  set  Zmes  and  dates.  •  Ensure  management  support  for  the  commiQee  through  the   provision  of  faciliZes  and  equipment.  •  The  secretary  is  responsible  for  seqng  up  the  room  before  the   meeZng  so  all  necessary  equipment  are  ready  and  working.  •  Make  sure  others  in  the  workplace  understand  commiQee   meeZngs  should  not  be  interrupted.   Copyright  ©  COSH  2011   27  /  39  
  28. 28. •  Employers  must  consult  with  employees  on  determining  the   membership  of  any  SHC.  However,  employees  must  make  up  at   least  half  of  the  membership  of  the  commiQee    •  More  than  one  commiQee  may  be  needed  if  the  workplace  is  large.   A  Zered  structure  with  departmental  or  secZon  commiQees   coordinated  by  an  overall  commiQee  can  work  well.  •  The  workplace  should  aim  for  a  representaZve  commiQee  where   people  from  a  range  of  areas,  needs,  operaZons  and  levels  of   experZse  can  work  together.  This  does  not  necessarily  mean  you   will  need  a  large  commiQee.  •  The  chairperson  should  be  trained  in  meeZng  procedures  to  ensure   discussion  is  balanced  and  to  enable  proper  representaZon  by   those  aQending  the  meeZng.   Copyright  ©  COSH  2011   28  /  39  
  29. 29. •  Make  sure  all  recommendaZons  are  noted  in  the  minutes  and  the   acZons  required  are  clearly  described.  •  Make  sure  minutes  are  distributed  and  displayed  ASAP  so  that   urgency  and  responsibility  for  acZon  is  understood  within  the   workplace.  •  Make  sure  commiQee  operaZons  are  well  supported  by   management,  with  faciliZes,  Zme  to  implement  acZon,  resources   and  informaZon.  •  RecommendaZons  not  implemented  should  be  included  on  the   agenda  for  the  next  meeZng,  and  the  chairperson  should  pursue   the  maQer.  Those  people  not  implemenZng  recommendaZons   need  to  explain  the  lack  of  acZon  and  detail  plans  to  implement   recommendaZons.  •  The  commiQee  should  review  its  operaZons  and  make  sure  all   members  are  commiQed  to  the  agreed  objecZves.   Copyright  ©  COSH  2011   29  /  39  
  30. 30. Copyright  ©  COSH  2011   30 / 39
  31. 31. Copyright  ©  COSH  2011   31  /  39  
  32. 32. •  We’ve  all  had  plenty  of  experience  with  safety  meeZngs.   We’ve  aQended  many,  and  some  of  us  have  led  many.   While  some  of  these  meeZngs  have  been  highly  effecZve,   many  —  maybe  most  —  have  not  been  effecZve  at  all.    •  A  study  of  a  round  of  safety  training  sessions  for  a  large   industrial  company  :  supervisors,  work  leaders,  and  safety   coordinators.  They  were  asked  to  give  their  best  esZmate   of  the  percentage  of  safety  meeZngs  they’ve  experienced   over  the  years  that  were,  in  their  judgment,  really  effecZve.   EsZmates  ranged  from  a  high  of  75  percent  down  to  5   percent,  with  the  average  response  being  less  than  50   percent.   Copyright  ©  COSH  2011   32  /  39  
  33. 33. •  Whether  meeZng  goals  are  idenZfied  consciously  or   not,  a  safety  meeZng  should  acZvate  safety  awareness   and  safe  behavior  on  the  part  of  every  crew  member.   MeeZngs  should  encourage  everyone  involved  to   watch  out  for  and  coach  each  other.  This  is  the  core   purpose  of  a  safety  meeZng.    •  But  in  a  familiar  worst-­‐case  scenario,  a  supervisor   simply  reads  a  safety  bulleZn  or  an  accident  report   from  a  regulatory  body  database.  ParZcipants  then   sign  a  roster  indicaZng  they  aQended  the  meeZng.   Then  everyone  gets  back  to  work.   Copyright  ©  COSH  2011   33  /  39  
  34. 34. Seven  Steps  :    1.  Plan  the  mee=ng  around  your  cri=cal  objec=ves.  A  safety   meeZng  is  not  an  informal  monologue  about  safety.  It  is  a   planned  communicaZon  event  aimed  at  achieving  a  specific   objecZve.  And  the  planning  involves  both  the  content  –  the   “what”  of  the  meeZng  –  and  the  process  –  the  “how”.    2.  Determine  what  content  is  of  interest  and  value.  Members   are  likely  to  get  more  out  of  topics  directly  relevant  to  the   work  they  do,  the  condiZons  they  work  in,  best-­‐pracZce   behaviors  they  need  to  engage  in,  and  the  risks  and  hazards   they  may  be  exposed  to.  When  in  doubt,  one  way  of   determining  what  would  be  of  most  interest  and  value  to  the   group  is...  ask  them.     Copyright  ©  COSH  2011   34  /  39  
  35. 35. 3.  Limit  your  points.  No  more  than  three  to  five  main  points  is   the  rule  of  thumb.  One  is  not  enough,  and  25  is  ridiculous.   The  point  is  not  to  cover  as  much  as  you  possibly  can;  the   point  is  for  members  to  learn  and  focus  on  a  few  criZcal   elements  of  safe  work.    4.  Make  the  mee=ng  interac=ve.  If  people  are  talking,  they  are   acZve  and  engaged.  One-­‐way  communicaZon,  the  most   common  format  by  far,  is  of  limited  value.  What  will  get  your   people  talking?  If  you  pose  quesZons,  will  they  answer?  Can   you  pre-­‐assign  meeZng  parZcipants  to  lead  part  of  the   meeZng  or  perhaps  talk  about  a  safety  issue  of  parZcular   importance  to  them?       Copyright  ©  COSH  2011   35  /  39  
  36. 36. 5.  Vary  the  format.  Have  outside  experts  in  when  possible.   Vendors  are  osen  happy  to  come  in  and  talk  about  safe  use   of  their  equipment.  Some  safety  cultures  rotate  leadership   responsibility  for  the  meeZng.  A  roundtable  discussion  of   safety  case  studies  (again  relevant  to  the  kind  of  work  they   do)  can  be  energizing.  Breaking  a  large  class  down  into  sub-­‐ groups  of  three  or  four  to  work  on  case  studies  or  to   brainstorm  safety  recommendaZons  can  generate  a  higher   level  of  energy  and  involvement.  In  a  group  of  20,  usually   only  a  few  acZvely  parZcipate;  in  a  group  of  four,  all  usually   parZcipate.     Copyright  ©  COSH  2011   36  /  39  
  37. 37. 6.  Discuss  “near  miss”  situa=ons.  It  may  be  difficult  to  get   people  to  talk  openly  about  incidents  they  have  seen  or  been   part  of.  But  if  approached  gradually,  with  no  one  singled  out   for  embarrassment  or  punishment,  many  teams  get  to  the   point  where  they  will  share  and  learn  from  such  events.   When  a  safety  culture  is  at  the  point  where  near  misses  can   be  discussed  openly  and  construcZvely,  the  meeZngs  are   automaZcally  more  useful  to  the  team.    7.  Follow  up  issues  iden=fied  in  the  mee=ng.  A  common   complaint  of  ineffecZve  safety  meeZngs  is  “we  bring  stuff  up   but  nothing  gets  done  about  it.”  Don’t  spend  every  safety   meeZng  rehashing  the  same  hazards  and  poor  pracZces.     Copyright  ©  COSH  2011   37  /  39  
  38. 38. Copyright  ©  COSH  2011   38  /  39  
  39. 39. 39  /  39   Copyright  ©  COSH  2011  
  40. 40. Institut Keselamatan dan KesihatanPekerjaan Negara (IKKPN)National Institute of Occupational Safety andHealth ( NIOSH ) Malaysiawww.niosh.com.my40  /  39   Copyright  ©  COSH  2011  

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