OCCUPATIONAL

HEALTH & SAFETY

MANAGEMENT
Introduction

This in house training module is developed with intention to train

HSE Managers and HSE staff of Prime BMD, who are dispatched to
project sites

Generally applicable to all workers who wish to gain knowledge and understanding
of
Occupational Health & Safety requirements of Mitsubishi Heavy Industries Ltd.

This is a general guideline only and more job specific information is to be gained
by the workers at the project site as it differs from project to project.

HEALTH & SAFETY DEPARTMENT

What we expect !!!

• This Training should be interactive, so please cooperate

• PBMD has high commitment towards safety, lets achieve it together
• Please pay attention to the session
• Ask questions and give your opinion upfront
• Please try to avoid distractions, assumptions and judgments
• We expect you to visualize a safe workplace
Reference
The following standards, guidelines and requirements were referred to and
information contained here in this presentation is gathered from the below
sources.

• RA 11058 - (An Act Strengthening compliance with Occupational Safety and Health and Providing
penalties for Violations Thereof)

• DO198 - (Implementing Rules and Regulations of RA 11058)

• Occupational Safety and Health (OSH) Standard-2017
• OSHA - (Occupational Safety & Health Administration, DOL - USA)
• ISO 9001, 14001, 45001 - (International Organization for Standardization – Quality
Management & Environmental Management)

• NEBOSH - [National Examination Board in Occupational Safety & Health (UK)]

Objective

Aim of this training module is to share information regarding effective

Occupational Health, Safety & Environmental Management system at any and
all PBMD construction Site.
The learning objective is to understand the concept of :

• How to implement and control HSE system at project site

• Reduce accidents and incidents,

• Control and Monitor Workers,

• Give directions, guidance, and motivation,

• Protect equipment, facility , people and environment.

• Becoming successful in executing their duties

Outline
DAY 1
1.1. HSE Management Principles
1.2. HSE Policy
1.3. Organizing HSE program
1.4. Planning your activities
1.5. Evaluating HSE Performance
1.1. HSE Management Principles

Foundation & Fundamentals

PRINCIPLE ONE

Increasing unsafe act, Un-attended unsafe

condition, Frequent accidents;

All these are symptoms of something wrong in

the management system.
1.1 HSE Management Principles

Foundation & Fundamentals

PRINCIPLE TWO
Certain sets of circumstances can be predicted to
produce severe injuries. These circumstances can
be identified and controlled:

High energy sources

Unusual, nonroutine
Certain construction
Nonproductive activities
situations
1.1 HSE Management Principles

Foundation & Fundamentals

PRINCIPLE THREE
Safety should be managed like any other company
function.

Management should direct the safety effort by

setting achievable goals, by planning, organizing
and monitoring and action for improvement to
achieve them.
1.1 HSE Management Principles

Foundation & Fundamentals

PRINCIPLE FOUR

The key to effective line safety performance is

management procedures that fix accountability.
1.1 HSE Management Principles
Foundation & Fundamentals

PRINCIPLE FIVE
The function of safety is to locate and define the
operational errors that allow accidents to occur.
This function can be carried out in two ways:

1. By asking why - searching for root causes of

accidents, and

2. By asking whether or not certain known

effective controls are being utilized.
1.1.1 Multi Disciplinary Nature
HSE has a multi disciplinary nature of work and professionals in HSE may
be like the “Jack of all trade, Master of Some”.

In short HSE professional should have a general idea and knowledge of

many different subjects including the below but may not be a specialist
in all of those fields.

• Science (Physics, Chemistry, Biology & )

• Engineering (including Math)
• Psychology
• Sociology
• Law
1.1.2 Barriers to HSE standards
Implementation and control of good safety standards in any project or organization
is challenging because of the underlying factors.

Complexity – different type of activities at work site.

Conflicting demand – deadlines, targets, laws of the state

Behavioral safety – ignorance, young workers, un-skilled workers.

People tend to do wrong things, thinking that they are doing it the right way. Other
wise people do the wrong thing, knowing that it is wrong but the tend to do it that
way which is comfortable and easy for them.
1.1.3 Employer’s Responsibilities
• Provide safe workplace, equipment and work methods
• Provide relevant training as required by the job
• Provide adequate supervision
• Implement Health & Safety objectives that suits to the size and
nature of the work
• Provide adequate and appropriate PPEs at no cost to workers
• Administer comfortable working hours and adequate rest and
recreation to workers
• Remove physical and mental stress from workers
• Implement current standards, laws and regulations as
appropriate to the business.
• Responsible for their own safety and safety of co-workers
• Follow all safety instruction and procedures at site
• Use all safety equipment properly, do not deliberately tampering
with it.
• Report unsafe acts, conditions and hazards to immediate
supervisor.
• Report incidents, accidents, near misses
1.1.5 Why Need HSE Standards

The three main reasons why an organization has to maintain a good

health and safety standard are:

• Moral – One person to another

• Social (or legal)- safe plant, premise, person, SSW,
training & Supervision.

• Economical-accidents and illness costs money

1.1.6 Direct Cost & Indirect Cost

Whenever there is accident in an organization there

are two types costs faced by the organization:
Direct Costs
the measurable costs arising
directly from the accident

Indirect costs
those which arise indirectly as
a consequence of the event.
Indirect costs are often
difficult to quantify and are
hardly identified.

Indirect costs are

approximately 36 times
more than the direct cost.
1.1.6 Direct Cost & Indirect Cost

Examples of Direct Cost Examples of Indirect Cost

• First Aid treatment • Investigation time

• Sick-pay and compensation • Lost employee morale

• Repairs to equipment • Cost of additional control measures

• Damage to property or product • Compliance with enforcement notices

• Lost production time • Cost of recruiting and retraining replacing workers

• Hiring new employee • Loss of reputation and good will of company

• Paying overtime • Increase in insurance premium

Most of the Indirect costs are UN-INSURED !!!

1.2 HSE Policy

Typical HSE Management system is based on the below criteria

P Plan PLAN

D Do
ACT PDCA DO
C Check
A Act CHEC
K
1.2 HSE Policy

OH&S management system model for OHSAS standard

1.2 HSE Policy
1.2 HSE Policy

Policy Written statement from top management

Organizing Designating roles and responsibilities

Planning & Implementation Identify the hazards, Implement control measures

Evaluation Monitor the effectiveness of the control measures

Action for improvement Corrective action for any deviations

Audit (Management Review) Critical, independent, systematic analysis of HSE Management

system

HSE system will be review for continual improvement from time

Continual improvement
to time. It is a non-stop process cycle.
1.2.1 Features of HSE Policy

• Written document signed by top management

• Its is a legal requirement
• Standardization requirement (ILO-OSH 2001, OHSAS 18001)
• Communicates the vision and commitment of the management
• Policy should reflect continual improvement

The HSE policy includes a statement from the top management, its intention,
commitment to provide safe working place, equipment and protection of his workers,
adequate resources availability, delegation of responsibilities, work arrangements,
risk assessment, monitoring and continual improvement of the entire HSE
management system.
1.2.2 Setting Targets
The statement of intent will include the reasonable target that PBMD wish to
achieve during the project execution.

• Targets will be quantifiable

• Achievable
• Targets set directions of operational system
• Set minimum requirement and ways to achieve target
• Targets allows monitoring, benchmarking, and continual improvement
of overall HSE management system

Eg: Achieving 1,000,000 manhours without LTI is a reasonable and

quantifiable target.
1.3 Organizing HSE program
1.3.1 Roles & Responsibilities

Directors & Senior Managers

• Give direction and set priorities
• Get legal requirements
• Set strategies and allocate resources
• Make sure right HSE policy is in place
• Right organization structure with clear roles and responsibilities are
delegated
• Appoint a senior manager for HSE

Middle Managers and Supervisors

• Involve in day-to-day activities
• Responsible for HSE issues within their area of control
• Responsible for the workers working directly under them
• Staff lower down in the organization chart
• Responsible for the area where they are appointed
1.3.1 Roles & Responsibilities

HSE Manager & HSE Staff

• Advice the site manager for HSE standards
• Promoting positive health and safety culture
• Developing and implementing policy
• Identifying training needs
• Involve in accident investigation and reporting

Workers
• Safety of themselves and their colleagues
• By their omission or mistake
• Use tools, equipment and PPEs supplied by employer
• Follow site rules and regulations
• Report unsafe acts and conditions
• Report incidents and accidents immediately
• Do not create violence at the project site.
1.3.2 Subcontractors Responsibilities

• Responsible for their workers

• Activities that can harm or injure other workers visitors at the client’s place
• Accountable for any incidents and accidents at the workplace where their
workers, tools and equipment are directly involved in the incident
• Inform PBMD the potential hazards that will be created during their
operations
• PBMD will inform the subcontractors about the hazards existing at the
project site
• Subcontractor should carry out risk assessment and develop appropriate
method statements. PBMD will review subcontractor’s method statement
• Subcontractor shall plan their work and coordinate with other workers in
the area in such a way that there is no conflict in work.
1.3.3 Selecting Subcontractors

Owner, PBMD & Subcontractors are equally responsible for the overall safety of the
project site.

While selecting the subcontractors on the basis of their health and safety
competence, it is advisable to check the following evidence and record of their
competency such as:

• Subcontractors HSE Policy and statement of intent

• Samples of previous Risk assessment records
• Qualification and training records of staff
• Previous clients details and nature of work undertaken by them
• Records of legal enforcement actions taken against their company
• Membership and certification of certified bodies
• Proof of adequate resources, such as external safety consultant, auditors
etc.
1.3.4 Monitoring Subcontractors

Subcontractors shall comply to the PBMD’s plan for construction and related work
control procedures at project site.

Activities of subcontractors will be monitored by PBMD representatives to ensure

they are complying to PBMD requirements as far as safety is concerned.

PBMD shall randomly inspect but not limited to the following items to check for
subcontractors compliance:

• PTW forms
• Scaffold Tags
• Training Records
• Lift plans
• Emergency control procedures
• Risk Assessment records
• Workplace Hazards Analysis Records
• Confined Space register and procedures
• SSRS – (Safety Statistics Report System)
1.3.5 Joint Occupiers Duties

Whenever there are one or more subcontractors, vendors, suppliers are

occupying and operating in the same work site, there should be some
common rules and provisions made available at site to avoid unnecessary
conflict especially during an emergency situation.

Following provisions shall be considered in such cases:

• Common emergency response procedures to be implemented and

communicated to all occupants
• Common rest rooms and recreation facilities to be provided
• Common parking area to be allotted
• Common waste collection and disposal points
• Common medical facilities
• Common fire drills and evacuation drills shall be conducted at least
once in a year
• Common site induction training program for all subcontractors,
visitors, vendors and suppliers shall be provided
1.3.6 Safety Culture

• The safety culture of an organization is the way that all the people
within the organization think and feel about health and safety and
how this translates into behavior. It can be defined as the shared
attitudes, values, beliefs and behaviors relating to health and safety.

• There is a strong link between safety culture and health and safety
performance. Organizations with a strong positive culture tend to
have good performance, whereas those with a negative culture
perform poorly.

• The safety culture of an organization can be assessed by looking at

indicators such as accidents, sickness rates, absenteeism, staff
turnover, compliance with rules and workers complaints.
1.3.7 Positive Culture

• Majority of workers think and feel safety is important

• Clear commitment and guidance from top management
• Working safely prevents accidents
• Improves workers morale
• Motivates workers to work safely and efficiently
• Increases workers attitude positively
1.3.8 Negative Culture

• Majority of workers think and feel safety is NOT important

• Poor commitment from Management
• Increase in accidents
• workers feel unsecured and stressed up
• workers keep blaming and complaining
• Poor behavior
• They feel that safety is not necessary for their job
• It is not their responsibility to be safe
1.3.9 Safety Culture Indicators

Safety culture is a state of mind of the workers about how they feel, their
attitude and their priority towards safety.

Safety culture can be measured indirectly by looking at the tangible outputs that
can be used as indicators. Several indicators must be examined such as:

• Accidents
• Absenteeism
• Staff turnover
• Sickness rates
• Complaints about working conditions
• Peer pressure
• Blame culture
1.3.10 Behavioral Factors

One worker behaves safety, while other behave unsafely in the same working
condition.
Worker behave safely for one job but behaves entirely different for another job
Worker follow safety in organization but he does not follow safety when moving to
another organization.

Reason – Human Factor

Three significant factors influencing workers behavior:
Individual

• The organization – characteristics of the organization they Job

are working Organization

• The individual - attitude

• The job – the nature of work he is doing
Behavior
1.3.11 Perception of Risk

Optical illusion
1.3.12 Perception of Risk

Factors affecting perception:

• Illness
• Stress
• Fatigue
• Drugs and alcohol
• Previous experiences
• Training and education

How to improve perception

• Survey
• Awareness campaigns
• Training
• Highlighting hazards, using safety signs
• Illumination
• Remove distraction
1.3.13 Improving Safety Culture

• Management commitment and leadership

• Training and competency development
• Verbal and graphic communication to be established
• Share information through notice boards, posters, tool box
meetings, handbooks.
• Workers consultation
• Safety committee involving worker representative
1.3.14 How to plan training

Training should be carefully planned to avoid unnecessary wastage of time,

money and energy of both the workers and the trainers.
Training programs should be developed based on the following factors:
• Type and function of the organization
• Hazard and risk associated with the operations
• Previous accident incident history and trends
• Legal requirements
• Level of training previously acquired

All trainings shall be recorded for future reference

Accidents, incidents and unsafe acts and conditions should come down after an
effective training program.
1.3.15 Emergency preparedness

Inspite of all control measures in place, accidents still happen in the project site.
In order to make sure that emergency procedures are established and are ready
to work otherwise delay in response may make the situation every worst.

PBMD emergency response procedures are dealt in separate session. Still some
general information is shared here as below.

• Make sure there is an established procedure

• Identify Emergency Response Team
• Provide adequate and suitable equipment
• Train the Emergency Response Team members
• Conduct emergency drills periodically at least once a year
1.3.16 Types of emergencies

• Out break of fire without control

• Massive explosion and damage to facilities and machineries
• Release of toxic gas, chemicals spill, radiation leakage
• Natural calamity like flood, earthquake, volcanic activity etc
• Collapsing of structure
• Multiple injury or death of many people due to a massive accident
originating from any of the reasons above.
1.3.17 Vulnerable people

Special care must be given to support and

help vulnerable people who are physically
challenged or who are unable to perform
normal duties such as pregnant women,
senior citizen, visitors who are children or
other similar person.

Adequate first aid, medical facilities and

proper induction training must be given to
them.

A stand by person should be identified and

assigned to assist vulnerable person during
emergency situations.
BREAK
FOR LUNCH
SUMMARY

• Safety is a multi disciplinary profession

• Three Barriers to safety
Complexity, Conflicting Demand & Behavioral Safety.
• Employers’ responsibilities, Workers’ responsibilities
• Moral, Social & Economic reason for having safety in organization
• Direct cost, Indirect cost, Insured costs, Un-insured costs.
• Features of the HSE policy
• Organizing, giving roles & responsibilities
• Selecting & Monitoring Subcontractors
• Positive & Negative Safety Culture
• Perception of Risk
• Emergency Preparedness.
1.4 Planning HSE activities

Remember the most important aspect of HSE Management system is

PLANNING.
Highlight your objectives first. They should be SMART
S-systematic
M-measurable
A-achievable
R-reasonable
T-time bound
1.4 Planning HSE activities

SMART Objectives:
S-systematic – clearly defined, precise

M-measurable - quantifiable

A-achievable – it can be done

R-reasonable – relatively acceptable

T-time bound – set time frame to complete objectives

To reduce accident incident rates To achieve 1,00,000 man-hours without

Not SMART objective LTI.
SMART objective
1.4.1 Risk Assessment

What is HAZARD?
What is RISK? ACCIDENT

Hazard – is something with the

potential to cause harm

Risk – is the likelihood that the

hazard will cause harm in
combination with the severity of
injury, damage or loss that might
RISK
foreseeably occur.

Hazard Triggered to become Risk. As risk

increase accident potential increases.

Risk = Likelihood X Severity HAZARD

1.4.2 Who conducts Risk Assessment

Risk assessment should be carried out by a team of Competent People.

The team may include:

• Workers familiar with the task
• HSE specialist
• Electrical, Mechanical engineers or technical specialists
• Line managers and supervisors of related area
• Any other nominee by the site manager

Note: All members of the team may not be a competent person

1.4.3 Young workers at risk

Young workers in the age group of 15-24 years are most prone to industrial
accidents and injuries. They are also called vulnerable.

So while carrying out risk assessment special attention is to be given to

young workers at site due to following reasons:

• They are not experienced

• Lack of training
• Wrong perception of hazards
• Physical and mental immaturity
• Less developed communication skills
• Heavily influenced by peer group pressure
1.4.4 Risk assessment process

Risk assessment can be described in a five step process:

[Link] Identify the hazards
[Link] Who will be affected (identify the people) and how
[Link] What are the existing control measures, provide additional control
measures if necessary
[Link] Record significant findings
[Link] Review and update as necessary
[Link] Hierarchy of control
[Link] Identifying Hazards

Workplace hazards can be identified in various ways some of them are listed
below:
• Inspection
• Task Analysis [Workplace hazard analysis]
• Legal requirement
• Manufacturer’s information (MSDS)
• Previous incident data

Task Analysis (SREDIM)

• Select the task
• Record the steps or stages of the task
• Evaluate the risk associated with each step
• Develop safe working method
• Implement the safe working method
• Monitor to ensure it is effective
[Link] Who is affected and how

When carrying out risk assessment identify the people who will be
affected, include those who may be affected other than the people
carrying out that particular activity such as:

• Workers/Operators-directly involved in the activity

• Maintenance Staff
• Cleaners
• Contractors
• Visitors
• Members of the public
[Link] Control measures

After identifying the hazards, the next step is to determine if the level
of risk generated by the hazard is acceptable or does it need to be
reduced.

Risk can be described Qualitatively like Very high, High, Medium, Low
or Negligible risks but it is only a general statement.

More convenient and effective risk evaluation is done by breaking the

risk into two components like

RISK = Likelihood X Severity

Substituting the word for a score it is possible to calculate the risk for
a particular hazard.
[Link] Risk Assessment matrix

Risk = Likelihood X Severity

[Link] Record significant findings

Very close to
power lines,
working over
height Passing train can
cause vibration,
distraction and is
risky to work in this
condition

Metal ladder ,
possibility of
electrocution to the
person holding the
ladder also.
Can cause
harm to
members of
public
[Link] Record significant findings

Overhead power line

is very close
Ladder is not
secured on a
firm platform
very dangerous
to use

Unsafe lifting Passing

equipment . vehicle may
Forklift is not hit the fork
intended to lift lift or get
people. damaged
It should not be by falling
used as object from
working above
platform.
[Link] Record significant findings

Significant findings and observations during the risk assessment process has to
be recorded to state the type of hazards that exist in that particular work, the
severity of the risk, and action taken to control the risk to acceptable level.

A typical form will include the following:

• Work nature and location

• Nature of risk
• Severity of risk and people exposed to the risk
• Existing control measures
• Additional control measures required
• Person or group of people doing the risk assessment
• Relevant attachments if necessary such as method statement,
sketches, drawings, maps etc.
[Link] Record significant findings

Sample Risk Assessment Format

[Link] Review and update

Risk assessment is not a one time procedure and document. It is

susceptible to change and review whenever there is significant change in
situations as follows:
Whenever significant change in :
• Process
• Substance (material)
• Equipment
• Workplace environment
• Personnel
• Legal standards

Whenever there is any accident or near miss or illness, the risk

assessment should be reviewed and updated accordingly to bring the risk
level to acceptable range.
[Link] Hierarchy of control

The general principle of prevention of hazard at workplace depends on

the correct selection of technical, procedural and behavioral controls.

The general hierarchy of control is:

• Elimination.
• Substitution.
• Engineering controls.
• Administrative controls.
• Personal Protective equipment.
1.5 Internal audit and review.

5.1. Active monitoring, Reactive monitoring

5.2. Internal audit purpose and procedures
5.3. Accident investigation procedures
1.5.1 Active & Reactive Monitoring

Active Monitoring: Is the proactive measure to make sure that all safety
standards and critical requirements are in place before an accident can occur
at the workplace.

There are many different ways to perform active monitoring. Four significant
methods of active monitoring are:
1. Safety inspection
2. Sampling
3. Tours and survey
1.5.1 Active & Reactive Monitoring

Reactive Monitoring: Reactive monitoring is a critical analysis of illness,

incidents, near misses, or any unwanted events and situations that lead
to an accident. Normally reactive monitoring is done after the occurrence
of an accident.
1.5.2 Internal audit process

Auditing is a systematic, critical evaluation of the entire HSE management system

of an organization.

Audit helps to evaluate and check :

• Management arrangements are reasonable and acceptable
• Risks are identified and controlled at right time
• Proper procedures and standards are in place
• Work control system is in place
• Effective monitoring system is in place
• Areas of deviations
• Areas that need improvement
• Strong areas and weak areas of operations.
• Overall HSE management of the organization
5.2.1 Audit procedure
A typical audit process will include the following

• Pre-audit : Before commencing the audit the auditor will inform the Auditees
the below information as preparatory method.
The scope of audit ,Audit location, Duration of audit, Audit team & assistants,
Documental review
• During the audit, the auditor will examine in detail the documents that
support the HSE operations in the project site such as reports, procedures,
legal documents formats etc.
• Closing the audit :The audit result and feedback will be communicated to the
Auditees verbally followed by a report reflecting the observations,
recommendations for improvements, indicating timescale and priority.

Detailed PBMD audit procedure will be discussed during the later sessions of this
training.
SUMMARY

• PDCA, Planning, SMART Objectives, Risk & Hazard

• What is Risk Assessment, who conducts it, young workers, SREDIM, Using
Risk Assessment matrix
• Hierarchy of control
• Active monitoring & Reactive monitoring
• Audit process, Pre-audit, During Audit, Closing the Audit.
QUESTIONS