1) The document introduces safety management and defines it as systematically applying policies and procedures to analyze, evaluate, and control risks. It also discusses key aspects of an effective safety management system. 2) Risk analysis is presented as a tool to proactively identify hazards before accidents occur. The key steps are identified as risk identification, assessment, control, and review. 3) Job safety analysis is given as an example method to focus on tasks, identify related hazards, and reduce risks. The 6-stage analysis procedure is outlined.

1. INTRODUCTION TO SAFETY MANGEMENT
Most legislationandapproachestoOccupational SafetyHealth(OSH) are basedon the principle that
the employer or company operating the workplace are responsible for safety and health at the
workplace. There are many regulations and management systems that describe what employers
shoulddoonOccupational SafetyandHealth(OSH).One definitionof riskmanagement, basedonthe
technical reliability standard states:
“Risk management is the systematic application of management policies, procedures and
practices to the tasks of analysing, evaluating and controlling risk.”
In some industriesthe word“safety”ispreferred,e.g.,thisdefinitionrelatedtomajoraccident sites:
“Safety managementmay be definedasthe aspectof the overall managementfunction that
and implements the safety policy. This will involve a whole range of activities, initiatives,
programs, etc., focused on technical, human and organisational aspects and referring to all
the individual activities within the organisation, which tend to be formalised as Safety
Management Systems (SMS).”
“Safety management is a way of managing the hazards (safety risks) of a company.”
 1) The policy should express the general intention, aims and approaches, in relation to
occupational safety and health issues at the company.
 2) Organising for health and safety is the process of designing and establishing the
responsibilities and relationships that form the social environment within which work
takesplace.More simplystated:“Organisingishavinganeffectivemanagementstructure
and arrangements in place for delivering policy.”
 3) Planningisessential foreffective implementationof OSHpolicy.Planningrequiresthe
allocationof humanandfinancialresources,andthe settingof precisegoals.A numberof
other activities are also related to planning including design of rules, accident
investigations, and risk analysis.

2.  4) Measuringisanessentialaspectof maintainingOSH-performance.Theimplementation
of plans needs to be checked to ascertain whether a company complies with standards.
Accidents, incidents, and health problems need to be monitored.
 5) During the review process judgementsare made about the adequacy of performance
and decisions about improvements and other changes are made.
 6) Feedback is an essential element in all parts of management systems. Managers and
workers need information about activities, accident rates, etc, to enable them to take
effective and positive action.
 7) Auditingisastructuredprocessof collectingindependentinformationonthe efficiency,
effectiveness and reliability of a total OSH management system. Corrective actionsmay
also be proposed if necessary.
The feedback of information and problems can take many forms from formal, written reports to
informal discussionsbetweenindividuals.Persontopersoncommunicationmaybe a veryimportant
source of information in both formal and informal systems.
KEY CHARACTERISTICS OF A SUCCESSFUL HEALTH & SAFETY MANAGEMENT SYSTEMS:
RISK ANALYSIS & TOOLS FOR THE RISK ANALYSIS:
Riskanalysisisa useful tool tosystematicallyidentifyhazardsandproblemsatthe workplace,evenif
no accidents have occurred (a proactive approach). The term “safety analysis” is often used as an
alternative. Within the technical field of reliability there is a standard from the International
Electrotechnical Commission, which states that: “Risk analysis is the systematic use of available
informationtoidentifyhazardsandtoestimate the risktoindividualsorpopulations,propertyorthe
environment.”
The key steps for the Risk Management Process are:
 Risk Identification;
 Risk Assessment;

3.  Risk Control; and
 Risk Control Review.
1. JOB SAFETY ANALYSIS:
“Job safety analysis” is a simple example of a safety analysis method. Attention is
concentrated on the tasks performed by a person or group in the workplace in order to
identify the hazards related to the task, and to find appropriate means to reduce the risks.
Basically, the method is focused on accidents, but it may also be useful in identifying other
hazards such as exposure to chemicals.

4. The analysisprocedure inthe above Figure consists of 6 main stages, plusa preparatoryand
concluding stage; it is recommended that each stage is completed in sequence.Preparation
includes defining the job tasks to be analysed,and gathering informationabout the job. Job
instructions are often useful. It is beneficial to involve a team of people from the workplace
whichmayinclude someone familiarwiththe jobanalysismethod,asupervisor,andaperson
who performs the job and knows its potential problems.
I. Identify the Job Task:
Select jobs or activities based on the following priorities. JSAs can be completedby
individualactivitiesorbyacollectionof activitiesthatmake upanindividual’sjob.The
lattercan be quite useful whenyouhave several employeesdoingmanyof the same
activities. The former is useful when an employee has few activities or when a new
activity is added.
• Jobs with highest rates of injury, illness, or frequency.
• High-risk jobs with potential to cause severe injury or illness.
• New jobs.
• Jobs with changes to equipment, process, or procedure.
• Jobs with complex procedures.
• Ultimately, all jobs within the unit.
II. Break Job Steps:
Nowthat you are preparedto performthe analysis,observe the joboractivitybeing
performed and document the individual steps or tasks completed. Take good notes
to assist in completing the JSA form.
• List each step/task sequentially as to how the job/activity is done.
• Document potential hazards for each step/task.
• Review the steps/tasks with employee(s) and get their input on hazard controls.
• Address any dangerous hazards immediately.
III. Identify Potential Hazards:
When identifying the hazards for each step it is vital to look for things that could go
wrong. Be on the lookout for unsafe behaviours and unsafe conditionsthat exist or
might occur.
Unsafe behaviours
• Failure to follow established standards & procedures for the task or activity.
• Examples: Not meeting required qualifications and/or training and not
implementing safe work practices.
Unsafe conditions
 Failure to recognize critical elements in the workplace environment, such as
Environmental, Biological, Chemical, and Physical conditions
 Examples: Not implementing safe work practices and toxic chemical build-up.
IV. Assess Risk:

5. An adequate risk assessment requires extensive knowledge of the work processes,
health hazards and occupational hygiene practices. It is important to begin with:
 a detailed observation of the workplace;
 the collectionof informationonhazardsfromsurveysalreadyconducted
from similar workplaces or from the literature.
For Example:
V. Determine Control Measures:
The “Hierarchy of Controls” providesthe preferredtype of controlsby effectiveness
(see Definitionsabove).One shouldalwaystrytoimplementelimination,substitution
and engineering controls before moving to administrative controls. The last line of
defence,whenall otheroptionshave beenimplementedorfoundtobe infeasible,is
the use of Personal Protective Equipment. Often, unless a hazard is entirely
eliminated, more than one type of control measure may be necessary.
VI. Communicate and Implement:
Obviously the more reliable or less likely a hazard control can be circumvented, the
better. Discuss your recommendations with all employees who perform the job and
consider their responses carefully. If you plan to introduce new or modified job

6. procedures, be sure they understand what they are requiredto do and the reasons
for the changes.
2. HAZARD IDENTIFICATION & RISK ASSESSMENT:
HIRA reviewsmaybe performedatanystage ina workslife cycle-conceptual design,detailed
design,construction,Commissioning,on-goingoperation,decommissioningordemolition.In
general,the earlierthatahazard isidentified(e.g.,duringconceptualdesign).The more cost-
effectivelyitcanbe eliminatedormanaged.studiesperformedduringthe earlydesignstages
are typically done at corporate or engineering offices. Studies performed once a process is
near start-up, during operation or before decommissioning are typically done in a plant
environment.
A HIRA study is typically performed by a team of qualified experts on the process, the
materials,andthe workactivities personnelwhohaveformaltrainingonriskanalysismethods
usuallyleadtheseteams,applyingthe selectedanalysistechniquewithsubjectmatterexperts
from engineering, operations, maintenance and disciplines as needed. A simple early-in-life
hazard identification studymay be performed by a single expert: However, a multidiscipline
team typically conducts more hazardous or complex process risk studies, especially during
later life cycle stages involving operating and maintenance personnel early in the review
process will help to identify hazards when they can be eliminated or controlled most cost-
effectively. When the study is complete, management must then decide whether to
implement any recommended risk reduction measures to achieve its risk goals.

7. Example HIRA Worksheet for Flat-iron Work Machine:
Activities Hazard Effect
Current Risk
Control
Risk
Severity
Risk
Likelihood
Risk
Level
Sorting
Accidentally
knocked
linen cart
position at
work path
External body
injury; cuts,
torn and
scratches
Training
providedto the
workers before
start work. 1 4 4
Washing
Struck by
the
chemical
containers
in high
space
External body
injury;sprain,
torn
ligaments or
muscles and
brokenbones
Training
providedto the
workers before
start work.
Briefingonsafe
work
procedure.
2 4 8
Drying Burn due to
contact
with hot
surface of
the outer
part of
dryer
Burn skin
Warning sign
pasted on the
outer surface
of dryer. 1 4 4
Ironing
Fingers or
hands
drawn into
trapped
between
the moving
flatwork
ironer
Permanent
disability;
severed
fingersor
hand
The device may
stop function if
any non-flat
object gets into
flatwork ironer.
Provided
workers with
operational
manuals to
operate the
flatworkironers.
3 3 9