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- 2. SAFETY INDUCTION AND PRACTICE IN SITE Safety Programmes - Construction Safety - Elements of an Effective Safety Programmes - Job-site assessment - Safety Meetings -Safety Incentives. Contractual Obligations - Safety in construction contracts- Substance Abuse - safety Record Keeping
- 3. SAFETY PROGRAMMES Documents in this series are designed to help employers, employees, health and safety committees and others to develop workplace health and safety programs, prepare plans of action to prevent accidents or occupational diseases, and to conduct investigations as some of the many ways to meet and achieve good health and safety practices in the workplace.
- 4. Elements of an Effective Safety Programmes • Management Leadership • Worker Participation • Hazard Identification and Assessment • Hazard Prevention and Control • Education and Training • Program Evaluation and Improvement • Communication and Coordination for Employers on Multiemployer Worksites
- 5. SITE SAFETY ASSESSMENT The law states that a site safety assessment must be conducted prior to work commencing. Failure to comply with the law may result in injuries to workers.
- 6. HOW? • The SSA must be completed before any work starts. • The purpose is to identify hazards. • The SSA form will help remind you of what types of hazards or situations may be present.
- 7. Job-site assessment SITE SAFETY ASSESSMENT • Identify jobsite hazards. • Assess the risks. • Classify the hazards. • Record the actions required. • Correct each hazard by assigning responsibility. • Communicate with all workers and visitors. • Document your decisions and actions.
- 8. JOB SITE ASSESSMENT SHEET
- 15. SAFETY MEETINGS
- 16. SAFETY MEETINGS • A review of the completed SSA form • Addressing all questions • The steps taken to remediate the hazards • Any PPE requirements • Any other notices, permits, and plans required.
- 17. SAFETY INCENTIVE PROGRAMMES(SIP) • Rewards Categories: 1. Rewards for a reduction in number of injuries and illnesses reported 2. Rewards for improved safe work practices
- 18. FORMS OF INCENTIVES • Time off • Special assignments • Increased autonomy • Recognition • Advancement • Social gatherings • Prizes
- 19. CONTRACTUAL OBLIGATIONS • Two parties involved • Legally responsible • Exchanges products/services/money
- 20. SAFETY IN CONSTRUCTION CONTRACTS • http://www.safetypartnering.com/smd/pfss.h tm
- 21. SUBSTANCE ABUSE Drug/Alcohol Detection: Breathalyse simple urine test saliva testing Hair testing
- 22. Effects of Drug Abuse • . Safety in the workplace • Public safety • Work productivity • Quality of work • Financial costs for the company
- 23. SAFETY RECORD KEEPING • Documentation • 1 to 5 years • Specific regulations • Safety training records for 5 years • Exceptions- Material safety data sheets- 30 years
- 24. OBSERVATIONS • Restricted work or transfer to another job. • Days away from work. • Death. • Medical treatment beyond first aid. • Loss of consciousness. • A significant injury or illness that has been diagnosed by a physician or other licensed health care professional.
- 25. WAY OF RECORDINGS-DEATHS 1. Calling, or visiting, the nearest area office during normal business hours; 2. Calling OSHA’s free and confidential number at 800-321-OSHA (6742); or 3. Using the new online form, which will soon be available on osha.gov/report_online.
- 26. HEAD OF DOCUMENTS • Safety orientations/training records • Safety meetings minutes • Written safety policies and procedures • Hazard identification and corrective • Equipment maintenance and inspection records • Employee medical and exposure records • Incident report • Injury and illness records • Accident/Incident investigations reports • OSHA citations and abatement actions
- 27. THANK YOU
Editor's Notes
- Essential Elements for Safety Success Of the many resources on effective safety management that one can find in a simple online search, the Occupational Safety and Health Administration’s (OSHA’s) “Recommended Practices for Safety and Health Programs for Construction,”1 issued in 2016, perhaps best summarizes the essential elements of a successful safety program. Initially issued in 1989 as “Safety and Health Program Management Guidelines,” this latest version reflects on OSHA’s experiences with successful contractors and others to establish 7 Core Elements for safety and health programs, which is as follows: Management Leadership • Top management demonstrates its commitment to continuous improvement in safety and health, communicates that commitment to workers, and sets up program expectations and responsibilities. • Managers at all levels make safety and health a core organizational value, establish safety and health goals and objectives, provide adequate resources and support for the program, and set a good example. Worker Participation • Workers and their representatives are involved in all aspects of the program—including setting goals, identifying and reporting hazards, investigating incidents, and tracking progress. • All workers, including contractors and temporary workers, understand their roles and responsibilities under the program and what they need to do to effectively carry them out. • Workers are encouraged and have means to communicate openly with management and to report safety and health concerns without fear of retaliation. • Any potential barriers or obstacles to worker participation in the program (for example, language, lack of information, or disincentives) are removed or addressed. Hazard Identification and Assessment • Procedures are put in place to continually identify workplace hazards and evaluate risks. Safety and health hazards from routine, non-routine, and emergency situations are identified and assessed. • An initial assessment of existing hazards, exposures, and control measures is followed by periodic inspections and reassessments to identify new hazards. • Any incidents are investigated with the goal of identifying the root causes. • Identified hazards are prioritized for control. Hazard Prevention and Control • Employers and workers cooperate to identify and select methods for eliminating, preventing, or controlling workplace hazards. • Controls are selected according to a hierarchy that uses engineering solutions first, followed by safe work practices, administrative controls, and finally, personal protective equipment (PPE). • A plan is developed to ensure that controls are implemented, interim protection is provided, progress is tracked, and the effectiveness of controls is verified. Education and Training • All workers are trained to understand how the program works and how to carry out the responsibilities assigned to them under the program. • Employers, managers, and supervisors receive training on safety concepts and their responsibility for protecting workers’ rights and responding to workers’ reports and concerns. • All workers are trained to recognize workplace hazards and to understand the control measures that have been implemented. Program Evaluation and Improvement • Control measures are periodically evaluated for effectiveness. • Processes are established to monitor program performance, verify program implementation, and identify program shortcomings and opportunities for improvement. • Necessary actions are taken to improve the program and overall safety and health performance. Communication and Coordination for Employers on Multiemployer Worksites • Host employers, contractors, and staffing agencies commit to providing the same level of safety and health protection to all employees. • Host employers, contractors, and staffing agencies communicate the hazards present at the worksite and the hazards that the work of contract workers may create on site. • Host employers establish specifications and qualifications for contractors and staffing agencies. • Before beginning work, host employers, contractors, and staffing agencies coordinate on work planning and scheduling to identify and resolve any conflicts that could affect safety or health. OSHA’s discussion on each of these program elements includes the recommended practices for the program, as well as several action items for each. Each action item is an example of the steps that leaders can take to establish, implement, maintain, and improve a safety and health program. Leaders looking to improve their organization’s safety programs, and take advantage of the insights of others, would be wise to optimize implementation of these essential elements. The Importance of Safety Culture If the essential elements for safety success are the “bones” of a safety program, a proactive safety culture is the “skin” that holds it all together. No single essential element, nor a combination of these elements, will excel without an organizational safety culture in place that is proactive, universal, and continuously improving. The safety culture concept is based on the notion that organizations have unique cultures—a combination of values, beliefs, and behaviors that define the way they do business. While many definitions for “safety culture” exist in various resources, one that effectively captures the sentiment for contractors is from the Center for Construction Research and Training (CPWR), which states that safety culture encompasses “the deeply held, but often unspoken, safety-related beliefs, attitudes, and values that interact with an organization’s systems, practices, people, and leadership to establish norms about how things are done in the organization.”2 Perhaps one of the earliest known active demonstrations of establishing a safety culture (and instilling management commitment to safety) was with the DuPont Company. Back in the 1800s, DuPont gunpowder mills were plagued by accidental explosions that killed or injured workers with each blast. Patriarch Eleuthere Irenee Du Pont decided to make managers more safety conscious: he relocated their offices directly above the production floor. This move—for obvious reasons—made them more invested in the prevention of accidents. The term safety culture may have found its origins after the 1986 accident at the Chernobyl nuclear power plant, the world’s worst nuclear disaster. Explosions at the Ukraine reactor caused at least 30 deaths and contaminated 400 square miles. The International Atomic Energy Agency blamed it on a “poor safety culture” at the plant. Lapses in safety culture have also been cited as part of the reason for the space shuttle Columbia explosion, which killed 7 astronauts and destroyed a $2 billion space shuttle. Although definitions of what constitutes a good safety culture differ, they all involve focusing on establishing safety as a value within the organization—rather than a priority subject to change depending upon needs, schedules, etc. Leaders who recognize the many benefits of safety and strive to establish a proactive safety culture in their organizations will likely be more successful in leading safety.
- WHAT ARE SAFETY INCENTIVE PROGRAMS? An incentive program provides rewards to reinforce desired behavior; therefore, a safety incentive program is supposed to reinforce good safety habits and practices positively. SIPs come in two main categories: Rewards for a reduction in number of injuries and illnesses reported Rewards for improved safe work practices Safety incentive programs also take on two different forms. INJURY AND ILLNESS BASED PROGRAM An injury/illness based program that rewards on the basis of the number of injuries or illnesses is reported. When numbers go down, rewards are given. This form of SIP operates under the premise that: All facilities and equipment are inherently safe and do not cause accidents All workers have been provided with appropriate training to use the equipment Therefore, accidents are really the result of worker negligence or worker-compromised safety This form of program aims for a reduction in the number of injuries and illnesses reported; it only looks at reported numbers. You can probably already see where the weakness is in that. This type of SIP directly equates awards with the number of injuries reported. If injuries are down, a reward is given. It can work in the short-term, maybe to help get a particular safety practice started. Over time, however, injuries are underreported. The wrong behavior is rewarded. It’s a big temptation to everyone not to report injuries, especially if peer pressure is involved. Underreporting tends to provide false feedback and cause a mistrust between the workers and management. In the long term, these programs are difficult to discontinue, even though they have become trivial because they are viewed as an entitlement. BEHAVIOR BASED PROGRAM A behavior-based program relies on observing workers to determine when a reward should be given. Such observations take the form of monitoring participation in safety meetings and training, offering suggestions for jobsite safety, and showing safe behavior. Behavior-based programs resolve the problem of false feedback because the incentive rewards different behaviors. Instead of reporting injuries, awards are determined by observation of safe practices. You will likely see: Increased attendance at safety meetings and training Elimination of the temptation to hide injuries Better data about equipment and facilities that put workers at risk Behavior-based programs remove the direct link between rewards and the number of accidents reports. Administration of this type of SIP can become complicated. It gets difficult to measure and monitor behavior, especially since employee behavior can change for a variety of external factors. Regular testing and two-way feedback can mitigate the measurement problem, somewhat, but places another regulatory burden on the company. In both types of programs, motivation is the critical factor. Each needs to provide: Positive reinforcement Feedback Recognition Reward Of these, positive reinforcement is the weakest link because it is the least understood. Which is better, a small gift or simple praise? Will the same reinforcement work with each individual worker? Preferences tend to change over time, making this question more difficult to address. Positive reinforcement works best when it immediately follows the desired behavior, so saving awards for another time eliminates the reinforcement. Rewards would need to occur daily. This means peers are probably in the best position to provide the reinforcement, encouraging gaming of the system. FORMS OF INCENTIVE Incentives can come in many forms, but the most effective have more personal value than monetary. In fact, money does not need to be a choice as long as the incentive is meaningful and positive to your workers. To minimize comparing the incentive's value to a dollar amount, it should be awarded separately from normal compensation. Here are some incentives that are low in cost but high in perceived value: Time off Special assignments Increased autonomy Recognition Advancement Social gatherings Prizes If the incentive is awarded after a celebration, you can give workers an opportunity to relive the event and further reinforce the behavior. Incentives must be specified when the SIP is launched, and they must be achievable. If the bar is set too high, nobody will bother to try earning it. Plus, since you want long-lasting change, be sure the awards are based on long-term progress rather than short term achievement. Above all, don’t make the incentive competitive as this may negatively impact morale and worker relations. Base them on absolute criteria; once an individual or group reaches that goal, the incentive is earned. Who should be awarded? Everybody who meets the criteria. Remember, we said no competition. If everyone receives the same incentive for meeting the same goals, a sense of belonging results. It provides each employee with a sense of being part of the safety initiative. In fact, it’s better to reward multiple participants rather than a single individual. Conversely, groups should not be penalized for the actions of an individual. You want to lay the foundation of safety as a team effort. Individuals do not cause accidents; accidents are a collective failure of the group. EFFECTIVENESS OF SAFETY INCENTIVE PROGRAMS Research from the ASSE Foundation has found that companies with safety incentive programs have lower lot time incidence rates and EMRs (Experience Modification Rates) and that these same companies showed greater improvement between assessment periods. They also found that using both tangible and intangible rewards had slightly better effectiveness over tangible awards alone. Workers understand that these types of programs do have their downsides but no real drawbacks and provide a positive path to a safe workplace. Management was a little less favorable. The research did not find any difference in effectiveness between group and individual rewards, a SIP based on illness and injury vs. behavior-based programs, or what the time was period between the improvement and award. Some are understandably skeptical about the true effectiveness of SIPs because they feel: The program does not obligate any change in existing process or procedures Incentives deflect attention away from the real problem Incentives are based on the assumption that accidents are only caused by unsafe acts and do not take into consideration faulty equipment or other outside factors Setting up a Safety Incentive Program may be beneficial for short-term reinforcement of new practices, but they haven't been shown to change long-term behavior. If implemented poorly, a SIP can cause more problems than it solves. Implemented well and it can improve morale and reduce workers compensation costs. A SIP does best when implemented as part of a complete and comprehensive safety program that includes training, culture change, drug testing, and other critical elements.
- Stakeholders in the construction industry looking to improve profits would do well to look within their own operations. The financial loss due to drinking and substance abuse is estimated to be in the billions of dollars per year. According to a report issued by the Substance Abuse and Mental Health Services Administration (SAMHSA), substance and alcohol abuse has been negatively affecting the mining and construction industry by way of lost productivity, workplace accidents and injuries, absenteeism, low morale and illness. A key finding of the report was that these industries had far and away the highest rates of abuse, even when relativized for gender and age across other industries.
- Did You Know? Recordkeeping – Construction Industry Posted on May 15, 2013 by admin Posted in 5 Steps, Did You Know, News You Can Use, Safety Subscription,Uncategorized Did you know that you must document your efforts to comply with OSHA regulations? Various regulations specify requirements for collecting, keeping, and providing certain types of occupational health and safety information and records. Documentation of your safety compliance efforts should include (but is not limited to): Safety orientations/training records Safety meetings minutes Written safety policies and procedures Hazard identification and corrective Equipment maintenance and inspection records Employee medical and exposure records Incident report Injury and illness records Accident/Incident investigations reports OSHA citations and abatement actions You must retain safety records for a specific amount of time. Retention requirements generally range from 1 to 5 years. Check the specific regulations that apply to your industry, but as a best practice, retain safety and training records for 5 years. Note that some regulations have separate retention requirements. For example, employee medical records, including material safety data sheets (MSDS), must be kept for the length of employment plus 30 years. Safety Records Management System Organizing your safety records can be a daunting task. A well-organized safety records management system will be a workable filing system, whether electronic or otherwise, that can save time, effort, and money in the future. To create a workable records management system, determine if it will be an electronic or a traditional hard copy system. Then, decide the main categories for your filing system followed by sub-categories. Sub-categories may be further divided, e.g., by year, as needed. Create file folders (electronic or hard copy) for each category and sub-category. Using an electronic filing system, the sub-categories are nested under the main category folder. For example, for the main category of “Employee Training” as listed above, would have sub-categories that may include “New Hire Safety Orientation”, “Jobsite Project Induction”, “Respiratory Protection”, “Fire Safety & Extinguisher Use” etc. You must provide employees access to safety records. Employees have a right to information and records about hazardous chemicals in the workplace (MSDS), hazard exposure monitoring, and their own safety, personnel, and medical records. You must provide employees access to safety records within a reasonable timeframe (usually 7 days) and must notify employees when monitoring indicates that they have been exposed to a hazard. Employees also have the responsibility to report all workplace hazards, illnesses, injuries, accidents, and near misses so they can be evaluated and prevented in the future. You must track and report workplace injuries and illnesses. There are two exceptions to these recordkeeping requirements: If you have ten or fewer employees, you are not required to keep these records unless you are asked in writing to do so by OSHA or the Bureau of Labor Statistics (BLS). Similarly, if you operate in a low-hazard industry, you have to keep these records only if OSHA or the BLS asks you specifically to do so. (Click herefor Non-Mandatory Appendix A to Subpart B – Partially Exempt Industries.) The regulations provide two forms for recording this information, OSHA Forms 300 (the Log of Work-Related Injuries and Illnesses) and 300A (the Summary of Work-Related Injuries and Illnesses). In addition, you must maintain a supplementary record for each recordable injury or illness on Form 301 (Injury and Illness Incident Report), or an equivalent form. Some state workers’ compensation, insurance, or other reports may be acceptable substitutes. To be considered an equivalent form, any substitute must contain all the information asked for on this form. Click here for Regulatory Detail – 29 CFR 1904 Subpart B Injury and Illness Recording and Reporting. What injuries/illnesses must be recorded on the OSHA 300 Log? All new cases of work-related injuries and illnesses must be recorded on the OSHA 300 Log that involve: Restricted work or transfer to another job. Days away from work. Death. Medical treatment beyond first aid. Loss of consciousness. A significant injury or illness that has been diagnosed by a physician or other licensed health care professional. You must enter each recordable injury and illness on the OSHA 300 Log and 301 Incident Report within seven calendar day of receiving information that a recordable injury or illness has occurred. What is the 300A summary? Form 300A is intended to summarize the employer’s yearly totals for illnesses and injuries and is taken from the information recorded on the OSHA 300 Log. Specifically, it requires that you calculate the total number of cases with days away from work, cases with job transfers or restrictions, any other recordable cases, and deaths. In addition, you must identify the total number of days of job restrictions or transfers and days away from work. Finally, you must report what types of injuries and illnesses you experienced, including the total number of injuries, skin disorders, respiratory conditions, poisonings, and all other illnesses. Where and when do we post the 300A summary? You must post the annual summary no later than February 1 each year, and it must remain posted until April 30. You must post a copy of your annual 300A summary in each establishment in a conspicuous place or places where notices to employees are customarily posted, such as in employee break areas or locker rooms. You also must ensure that the posted annual summary is not altered, defaced or covered by other material. In addition, an executive must certify that the OSHA 300 Log has been examined and that the annual summary is believed to be correct and complete. The certifying executive can be either the owner or an officer of the organization, the highest ranking executive at the establishment, or the supervisor of that highest-ranking executive. All injury reports must be maintained for at least 5 years, plus the current year’s report. (Five years is the minimum retention time.) You must report fatalities and serious injuries to OSHA. You must report to OSHA all work-related fatalities within 8 hours, and any work-related hospitalization, amputation, and loss of an eye within 24 hours. This requirement is for all employers — even those in Partially Exempt Industries mentioned above. Employers have 3 options for reporting the event by: Calling, or visiting, the nearest area office during normal business hours; Calling OSHA’s free and confidential number at 800-321-OSHA (6742); or Using the new online form, which will soon be available on osha.gov/report_online. Only fatalities occurring within 30 days of the work-related incident must be reported to OSHA. Inpatient hospitalization, amputation, or loss of an eye must be reported to OSHA only if they occur within 24 hours of the work-related incident. Previously, work-related fatalities and hospitalization of three or more employees required reporting. For a detailed discussion of OSHA’s recordkeeping requirements, click here to refer to the OSHA Recordkeeping Handbook. You must post certain information in the workplace. Many of the employment laws administered by the U.S. Department of Labor (DOL) require you to post notices in the workplace (see table below). The Department provides electronic copies of the required posters and some of the posters are available in languages other than English. States and local governments may also have posting requirements. You should contact the appropriate state or local agency if you need additional state-specific information. In addition, you must post any current citations that OSHA officers have issued to you, and any petitions that you have filed with OSHA for modification or abatement. As mentioned above, if you are covered by OSHA’s recordkeeping requirements described above, you must post an annual summary of occupational illnesses and injuries. Click here for Regulatory Detail – 29 CFR §1903.2 Posting of notice; availability of the Act, regulations and applicable standards