IE-OHSE: BASIC OCCUPATIONAL HEALTH AND SAFETY ENGINEERING | LECTURE

CHAPTER 25: PREPERAING FOR EMERGENCIES AND TERRORISM

2nd SEMESTER | S.Y. 2021-2022 TRANSCRIBED BY: ILAGAN
LECTURER: MR. VLADIMIR VIRAY

EMERGENCY select a planning coordinator for

the community, and work with the
➢ An emergency is a potentially life coordinator in developing local
threatening situation, usually occurring plans. State emergency response
suddenly and unexpectedly. Emergencies commissions (SERC) are required to
may be the result of human or natural oversee LEPCs. Plans for individual
causes. companies in a given community
➢ Rationale for emergency preparation should be part of that communities
• When an emergency occurs larger plan.
immediate reaction is essential. b. Emergency Notification -
Speed in responding can mean the Chemical spills or releases of toxic
difference between life and death substances that exceed established
or between minimal damage and allowable limits be reported to
major damage. Ideally all those appropriate LEPCs and SERCs.
involved should be able to respond Reports must contain the name of
properly with a minimum of substance released, where the
hesitation. release occurred, , when the release
• This can only occur if all exigencies occurred, estimated amount of
have been planned for and planned release, known hazards to people
procedures have been practiced, and property, recommended
evaluated and improved. Because precautions, and the name of a
no workplace is immune to contact person in the company.
emergencies, preparing for them is c. Information Requirements -
critical. means that the local companies
EMERGENCY PLANNING AND must keep their LEPCs and SEPCs
COMMUNITY RIGHTS TO KNOWS ACT and through them the public
informed about the hazardous
➢ This law is designed to make information
substances that the companies
about hazardous chemicals available to
store, handle, transport or use. This
the community where they are being used
includes keeping comprehensive
so that residents can protect themselves in
records of such substances on file,
the case of an emergency. It applies to all
up to date and readily available.
companies that use, make, transport, or
d. Toxic Chemical Release
store chemicals.
Reporting - requires that local
a. Emergency Planning - Requires
companies report the total amount
that communities form local
of toxic substances released into
emergency planning communities
the environment. Reports go to the
(LEPC), develop emergency
Environmental Protection Agency
response plans for the local
(EPA) and the state level
communities, host public forums,
environmental agency.
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 COMPANY’S EMERGENCY RESPONSE training to employees should be part of
EFFORT preparing for emergencies.
➢ OSHA requires at least one employee on
➢ A company’s emergency response plan
site trained in first aid [CFR ].
should clearly identify the different
➢ List of topics that may be covered in a first
personnel and groups that respond to
aid class for industrial workers (basic first
various types of emergencies and in each
aid):
case who is in charge – emergency
➢ Cardiopulmonary resuscitation, Severe
coordinator. One person must be in charge,
bleeding, Broken bones and fractures,
every one involved should know who is in
Burns, Choking on a obstruction, Head
charge, every one who has a role in
injuries and concussions, Cuts and
responding to an emergency is given
abrasions, Electric shock, Heart attack,
ample opportunity to practice in simulated
Stroke recognition, Moving an injured
conditions that come as close as possible
person, Drug overdose, Unconscious
to real conditions.
victim, Eye injuries, Chemical burns, Rescue.
OSHA STANDARDS AND EMERGENCY ➢ Other first aid preparation at your
PREPARATION company
➢ All OSHA standards are written for the • Beyond Training:
purpose of promoting a safe, healthy, ▪ Have well stocked first aid
accident free, and hence emergency free kits available: throughout
workplace. the workplace in clearly
➢ The following sections of OSHA’s standards visible, easily accessible
deal with emergency preparedness: locations.
• Emergency action plan [29 CFR ] ▪ Have appropriate personal
• Exit arrangements [29 CFR (e)] protective devices available:
• Exit capacity [29 CFR (c),(d)] rubber surgical gloves and
• Exit components[29 CFR (a)] facemasks or mouthpieces
• Exit workings [29 CFR (q)] for CPR.
• Exit width [29 CFR (c)] ▪ Post emergency telephone
• Exterior exit access [29 CFR (g)] numbers: 911 and
• Occupational health and emergency numbers for
environmental controls 29 CFR , ambulance, hospital, police,
Appendix C fire, LEPC and appropriate
• Hazardous materials 29 CFR , internal personnel.
Appendix C ▪ Keep all employees
➢ A first step for companies developing informed: about basic first
emergency plans is to review these OSHA aid.
standards. This can help safety and health OSHA’s STANDARD FOR EVACUATION
personnel identify and correct conditions PLANNING (20 CFR 1910.38)
that may exacerbate emergency situations
➢ Written plan for evacuating the facility in
before they occur.
the event of an emergency. Critical
FIRST AID TRAINING PROGRAM AT YOUR elements of the plan are marking of exit
COMPANY routes, communications, outside assembly
➢ Because there is no way to predict when and training.
first aid may be needed, providing first aid ➢ Marking of exit routes: Clearly identified
and marked routes of exit, that can be seen
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 in event of darkness (photo luminescent preventing a particular type of
signs); low level markings in case of smoke; emergency should be summarized
fire fighting equipment clearly marked; first in this section.
aid equipment clearly marked with • Schedules: Dates and times of
directional signs; electrical, chemical, regularly schedules emergency
physical hazards identified and marked. drills.
➢ Communication and alarm procedures: ➢ Depending on the types of products and
Procedures for reporting an emergency, processes involved, a company may
procedures for initiating an evacuation, and anticipate the following: fires, chemical
procedures for providing necessary spills, explosions, toxic emissions, train
information to employees who are being derailments, hurricanes, tornadoes,
evacuated. lightning, floods, earthquakes, or volcanic
➢ Outside Assembly: Assembly area to which eruptions. A company’s EAP should be a
employees go once evacuated, so a collection of small plans for each
headcount can be taken. Backup assembly anticipated or potential emergency.
area if primary area has been rendered
LOCALIZING EAP
inaccessible or hazardous.
➢ Training: Training should be provided when ➢ Map of the plant: A map of the specific
employees are first hired, and retraining plant helps to localize the EAP. The map
should be provided periodically, as various should include the location of exits, access
elements of the plan are updated. Drills points, evacuation routes, alarms,
should be a major part of the training. emergency equipment, a central command
or control center, first aid kits, emergency
ESSENTIAL COMPONENTS OF AN EAP
shutdown buttons, and any other
➢ Developing an Emergency action plan important elements of the EAP.
(EAP) is a major step in preparing for ➢ Chain of command: An organizational
emergencies. The plans should have the chart illustrating the chain of command –
following components: also helps localize the EAP – names and
• Procedures: Specific, step by step telephone numbers of everyone involved in
emergency response procedures responding to an emergency. Designated
should be developed for each backup person for every position.
emergency. ➢ Coordination information: All telephone
• Coordination: All cooperating numbers and contact names of people in
agencies and organizations and agencies with which the company
emergency responders should be coordinates emergency activities must be
listed along with their telephone listed.
numbers and primary contact ➢ Local training: All training should be
person. geared towards the type of emergencies
• Assignments and responsibilities: that may occur in the plant. In addition
Every person who will be involved in practice drills should take place on site in
responding to a given emergency the specific locations where emergencies
should know his or her assignment. are most likely to happen.
It is important to assign a backup
person for each area of
responsibility.
• Accident prevention strategies:
The day to day strategies for
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 ERT, ERN, AND TRT follows: control it, take care of the
injured, clean up the mess, and get
➢ Emergency Response Team (ERT) is a
back to work. Often the
special team that responds to emergencies
psychological aspect is ignored.
to ensure proper personnel evacuation and
This leaves witness and other co-
safety, shut down building services and
workers to deal on their own with
utilities, work with responding civil
trauma they have experienced.
authorities, protect and salvage property,
• The purpose of the response is to
and evaluate areas for safety prior to
help employees get back to normal
reentry.
by enabling them to handle what
➢ Emergency Response Network (ERN) is a
they have experienced. This is best
network of ERTs that cover a designated
accomplished by a team of people
geographical area and is typically
who have had specialized training.
responsible for a specific type of
emergency. DISASTER RECOVERY PLAN
➢ Trauma Response Team (TRT) may
➢ Recovering quickly is the key to staying in
consist of safety and health personnel who
business. A comprehensive disaster
have undergone specialized training or
recovery plan should have at least the
fully credentialed counseling personnel to
following components:
help employees get back to normal by
• Recovery coordinator: one person
enabling them to handle a disaster or some
who has ultimate responsibility and
kind of emergency so shocking that it
authority for disaster recovery.
impairs a person’s sense of security or well
• Recovery team: key personnel to
being.
whom the recovery coordinator can
➢ Expert System
delegate specific responsibilities
• Expert computer systems are
such as facility management,
programmed for use in emergency
security, human resources,
situations to help meet the
environmental protection,
challenge of responding to a mixed
communications and personnel
chemical emergency or any other
needed to restart operations.
type of emergency involving
• Recovery analysis and planning:
multiple hazards. They use an if-
assessing the impact of the disaster
then format – for example if hot
on the organization both short term
then do not touch.
and long term by considering
➢ Trauma
various scenarios and plan for them.
• Trauma is psychological stress. It
• Damage assessment and salvage:
occurs as a result of an event
The preparedness element should
typically a disaster or some kind of
include a comprehensive inventory
emergency, so shocking that it
of all property, items essential for
impairs a person’s sense of security
maintaining facility, list of personnel
or well being. Traumatic events are
who will aid in the recovery, list of
typically unexpected and shocking,
all vendors, worksheet to document
and they involve the reality or
all action taken during recovery,
threat of death.
and procedures for quickly
➢ Trauma Response
establishing a remote operating
• The typical approach to an
site.
emergency can be described as

4
 • Recover communications: Who is can see around them, the less likely
to be notified and how it is to take terrorists can pull off a surprise attack.
place. You may have to notify ➢ Have and enforce parking and delivery
customers, vendors and suppliers, regulations: So that no car is closer to the
employees’ families, appropriate building than 100 feet. Have strict delivery
authorities, and media. procedures, so that terrorists posing as
• Employee support and assistance: delivery personnel do not gain access.
Including financial, medical, and ➢ Make sure that visitors can be screened
psychological. Determine post from a distance: Will lessen likelihood of
disaster work schedules. Include terrorists gaining access by overpowering
overtime work and flexibility in security personnel.
scheduling. ➢ Keep all un staffed access doors locked and
➢ The recovery element should include alarmed: Make air intake and other utilities
procedures for securing the workplace for inaccessible to all but designated
the recovery team and coordinator, maintenance personnel: Prevent access to
maintaining security, assessing damage, roofs and upper stories: roof doors locked
and investigating the accident. and alarmed.
➢ Plan employee assistance including ➢ Secure trash containers: keep at a distance
medical, transportation, financial, shelter, from building.
food, water, clothing and psychological ➢ Ensure that employees, contractors, and
services. Plan for grief counseling. Plan for visitors wear badges: Require identification
relocating facility. Plan to fully inform of visitors.
employees about what happened. ➢ Have emergency response plan and
practice it periodically: Be cautious of
PREPARING FOR THREAT OF
information placed on your company web
TERRORISM
site: can be used by terrorists, such as
➢ Run a safe and caring operation: employees detailed maps.
should know that their safety is a high ➢ Keep up to date with latest safety and
priority. security strategies: Protect the integrity of
➢ Listen to employees: answer questions, and your facility’s key system: restrict access to
communicate openly and frequently. keys, consider not using master keys.
➢ Train employees: for example mailroom
employees need to be trained in how to
screen incoming mail for biohazards and
explosives.
➢ Know your personnel: institute background
checks as part of the hiring process.
➢ Empower personnel: empower employees
to back away from a situation that does not
feel right.
➢ Harden the site against external threats and
restrict access: Insulate the workplace from
negative outside influences. Call in security
experts to develop and implement
necessary controls.
➢ Remove any barriers to clear visibility
around the facility: The better employees
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 IE-OHSE: BASIC OCCUPATIONAL HEALTH AND SAFETY ENGINEERING | LECTURE

CHAPTER 26: ETHICS AND SAFETY

2nd SEMESTER | S.Y. 2021-2022
LECTURER: MR. VLADIMIR VIRAY

INTRODUCTION APPROACHES TO HANDLING ETHICAL

BEHAVIOR
➢ Morality refers to the values that are
subscribed to and fostered by society in ➢ Best-ratio approach: The safety and health
general and individuals within society. professional should do everything possible
➢ Ethics is the study of morality within a to create conditions that promote ethical
context established by cultural and behavior and try to maintain the best
professional values, social norms, and possible ratio of good choices to bad. When
accepted standards of behavior. Ethics hard decisions must be made, the
attempts to apply reason in determining appropriate choice is one that does the
rules of human conduct that translate most good for the most people.
morality into everyday behavior. Ethical ➢ Black-and-White approach: Right is right
behavior is that which falls within the limits and wrong is wrong and circumstances are
prescribed by morality. irrelevant. The safety and health
professional’s job is to make ethical
ETHICS TESTS
decisions and to carry them out. When
➢ Morning-after test: If you make this choice, difficult decisions must be made the safety
how will you feel about it tomorrow and health professional must make fair and
morning? impartial choices regardless of the outcome.
➢ Front-page test: This test encourages you ➢ Full-potential approach: Safety and health
to make a decision that would not professionals should make decisions based
embarrass you if printed as a story on the on how the outcomes affect the ability of
front page of your home town newspaper. those involved to achieve their full potential.
➢ Mirror test: If you make this decision how ➢ Industrial firms have a critical role to play in
will you feel about yourself when you look promoting ethical behavior among their
in the mirror? employees: Create an internal environment
➢ Role-reversal test: This test requires you to that promotes, expects, and rewards ethical
trade places with the people affected by behavior.
your decision and view the decision through
FACING AN ETHICAL DILEMMA
their eyes.
➢ Common-sense test: This test requires you 1. Apply the guidelines: The morning after
to listen to what your instincts and common test, the front page test, the mirror test, the
sense are telling you. If it feels wrong, it role reversal test and the common sense
probably is. test. Attempt to block out all mitigating
➢ Safety and health professionals should be circumstances and other factors that tend to
able to make responsible decisions cloud out the issue. At this point the goal is
concerning ethical choices. only to identify the ethical choice.
2. Select the Approach: You have tree basic
approaches: best-ratio, black-and-white,
and full potential approaches. Factors that
will affect the ultimate decision include your

6
 personal make-up, the expectations of the ➢ Pride: Individuals apply internal guidelines
company, and the degree of company and have sufficient self esteem to make
support. decisions that may not be popular with
3. Proceed with the Decision: The approach others.
selected in step 2 will dictate how you ➢ Patience: Individuals believe right will
proceed. Two things are important in this prevail in the long run, and they are willing
final step. The first is to proceed in strict to wait when necessary.
accordance with the approach selected. The ➢ Persistence: Individuals are willing to stay
second is to proceed consistently. Fairness is with an ethical course of action once it has
a large part of ethics, and consistency is a been chosen and see it through to a positive
large part of fairness. Employees respect conclusion.
consistency. ➢ Perspective: Individuals take the time to
reflect and are guided by their own internal
ETHICS PHILOSOPHY FOR A CHEMICAL
barometer when making ethical decisions.
COMPANY
PROBLEMS ASSOCIATED WITH WHISTLE
➢ The Martin Marietta code of conduct is
BLOWING
summarized as follows: In our daily activities
we bear important obligations to our ➢ Retribution: People who blow the whistle
country, our customers, our owners, our on their employers may be subject to
communities and to one another. retribution. They may be fired, transferred to
➢ We carry out these obligations by certain an undesirable location, or reassigned to an
unifying principles: Our foundation is undesirable job. They may also be shunned.
INTEGRITY Our strength is our PEOPLE Our ➢ Damaged relationships and hostility:
style is TEAMWORK Our goal is EXCELLENCE Blowing the whistle about an illegal or
unethical practice can often damage
INDIVIDUAL AND SOCIAL FACTORS THAT
relationships. Somebody is responsible. That
MAY INFLUENCE AN EMPLOYEE’S
person or those persons may be disciplined
ETHICAL BEHAVIOR
as a result. Damaged relationships are often
➢ Three personality measures can influence an manifested as hostility directed towards the
employee’s ethical behavior: whistle blower.
• Ego strength: is his or her ability to ➢ Loss of focus: Whistle blowers often find
undertake self directed tasks and to that their time, energy, and attention are
cope with tense situations. overtaken by the events surrounding the
• Machiavellianism: is the extent to claim of illegal or unethical behavior. Rather
which he or she will attempt to than focusing on doing their jobs, they find
deceive and confuse others. themselves dealing with retribution,
• Locus of control: is the perspective damaged relationships, and hostility.
of workers concerning who or what ➢ Scapegoating: Some safety professionals
controls their behavior (internal or may decide to ignore the issue or to raise it
external control). to the next level of management and leave
FIVE P’S OF ETHICAL BEHAVIOR it there. When an employee is injured or the
environment is damaged, an irresponsible
➢ Purpose: Individuals see themselves as organization facing charges of negligence
ethical people who let their conscience be may begin looking for a convenient
their guide and in all cases want to feel good scapegoat. One obvious candidate in such
about themselves. situations is the organization’s chief health
and safety professional.
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 IE-OHSE: BASIC OCCUPATIONAL HEALTH AND SAFETY ENGINEERING | LECTURE

CHAPTER 27: HAZARDS ANALYSIS/ PREVENTION AND SAFETY MANAGAEMENT

2nd SEMESTER | S.Y. 2021-2022

LECTURER: MR. VLADIMIR VIRAY

INTRODUCTION Divide the system into its various

components. Examine each individual
➢ A hazard is a condition or combination of
component and record all of the various
conditions that, if left uncorrected, may lead
ways in which the components may fail. Rate
to an accident, illness, or property damage.
each potential failure according to the
PRELIMINARY HAZARD ANALYSIS degree of hazard posed [0 = no hazard, 1 =
slight, 2 = moderate, 3 = extreme, 4=
➢ A preliminary hazard analysis is conducted
severe]. Examine all potential failures for
to identify potential hazards and prioritize
each individual component of the system
them according to: the likelihood of an
and decide what effect the failures could
accident or injury being caused by the
have.
hazard; and the severity of the injury, illness,
➢ Hazard and Operability Review (HAZOP):
or property damage that could result if the
HAZOP consists of forming a team of
hazard caused an accident.
experienced, knowledgeable people from a
➢ A useful sorting is to rate the probable level
variety of backgrounds relating to the
of injuries that could occur (catastrophic,
process or system and having team
critical, marginal, and nuisance).
members brainstorm about potential
➢ Then with each item, indicate the probability
hazards.
of occurrence (considerable, probable, or
➢ Human Error Analysis (HEA): is used to
unlikely).
predict human error. Two approaches to
➢ Rate the correction of these hazards next by
HEA can be effective: Observing employees
cost.
at work and noting hazards (the task
➢ Experience and related expertise are
analysis approach) and actually performing
important factors in conducting a
job tasks to get a firsthand feel for hazards.
preliminary review.
➢ Technic of Operation Review (TOR): is an
➢ For example , say, a new piece of equipment
analysis method that allows supervisors and
such as a computer numerical control (CNC)
employees to work together to analyze
machining center is installed. The safety and
workplace accidents, failures and incidents.
health professional may form a team that
It seeks to identify systemic causes, not to
includes an experienced machinist, an
assign blame.
electrician, a materials expert, and a
computer control specialist. All members of WEAKNESS OF FMEA AND HAZOP AND
the team are asked to look over the HOW IT CAN BE OVERCOME
machining center for obvious hazards
➢ The limitation of FMEA (Failure mode and
relating to their respective areas of
effective analysis) is that it does not account
expertise.
for human error, because it is generally the
HAZARD ANALYSIS: FMEA, HAZOP, HEA heart of a workplace accident compared to
AND TOR system or process failure. The weakness can
be overcome by coupling human error
➢ Failure Mode Effect Analysis (FMEA):
analysis with FMEA.
Critically examine the system in question.

8
 ➢ HAZOP (Hazard and operability review) has organization failed to prevent the
the same weakness as FMEA – they do not occurrence.
factor human errors in the equation.
HAZARD PREVENTION STRATEGIES
HAZOPs predict problems with associated
with system or process failures. The ➢ Eliminate the source of the hazard.
weakness can be overcome by coupling ➢ Substitute a less hazardous equivalent
human error analysis with HAZOP. ➢ Reduce the hazards at the source
➢ Remove the employee from the hazard
TWO APPROACHES TO HEA
(substitute a robot or other automated
➢ Human Error Analysis (HEA): is used to system).
predict human error. Two approaches to ➢ Isolate the hazard (enclose them in barriers)
HEA can be effective: ➢ Dilute the hazard (ventilate the hazardous
1. Observing employees at work and substance)
noting hazards (the task analysis ➢ Apply appropriate management strategies
approach) ➢ Use appropriate personal protective
2. Actually performing job tasks to get equipment
a firsthand feel for hazards. ➢ Provide employee training
➢ Regardless of how HEA is conducted it is a ➢ Practice good housekeeping
good idea to perform it in conjunction with
HAZWOPER RESPONSE TO CHEMICAL
FMEA and HAZOP analysis. This will enhance
SPILL
the effectiveness of all three processes.
➢ Hazardous waste operations and
TECHNIC OF OPERATION REVIEW (TOR)
emergency response (HAZWOPER) gives
➢ Technic of Operation Review (TOR): is an organizations two options for responding to
analysis method that allows supervisors and a chemical spill:
employees to work together to analyze • The first is to evacuate all employees
workplace accidents, failures and incidents. in the event of a spill and call in
It seeks to identify systemic causes, not to professional emergency response
assign blame. personnel. Employers who use this
➢ For 20 years user documentation on TOR option must have an emergency
was not readily available. Consequently wide action plan [EAP] in place in
scale use did not occur till the early 1990s. accordance with 29CFR 1010.38(a).
• The second option is to respond
MOST IMPORTANT STRENGTHS OF TOR
internally. Employers who use this
➢ Technic of Operation Review (TOR) is a option must have an emergency
hands-on analytical methodology designed response plan [ERP] in place that is
to determine the root system causes of an in accordance with 29 CFR 1010.120.
operation failure.
RISK ASSESSMENT
➢ Because it uses a worksheet written in
simple to understand terms and follows an ➢ Risk assessment is the process of
uncomplicated yes/no decision-making quantifying the level of risk associated with
sequence, it can be used at even the lowest the operation of a given machine.
levels of the firm. ➢ The most widely used risk assessment
➢ TOR demands careful and systematic technique is the decision tree coupled with
evaluation of the real circumstances codes representing the four questions and
surrounding an incident, and results in defined levels of risk.
isolating the specific ways in which the
9
 • Question 1: Severity (S) of potential program for communicating with
injuries employees about safety information;
▪ S1 Slight injury (bruise, emergency plan; employee orientation
abrasion) program; and safety manual.
▪ S2 Severe injury ➢ Employee training: Safety managers are
(amputation or death) responsible for ensuring that both new and
• Question 2: Frequency (F) of experienced employees receive the training
exposure to potential hazards they need to do their jobs safely.
▪ F1 Infrequent exposure ➢ Communication: Safety managers are
▪ F2 from frequent to responsible for ensuring that employees,
continuous exposure supervisors, and managers are fully
• Question 3: Possibility (P) of informed about the safety and health
avoiding the hazard if it does occur policies, practices, concerns, and other
▪ P1 Possible information.
▪ P2 Less possible to not ➢ Human resource management: Safety
impossible managers work closely with human resource
• Question 4: Likelihood (L) that the management personnel on personnel issues
hazard will occur relating to safety and health – blood testing,
▪ L1 Highly unlikely drug testing, wellness programs, and back-
▪ L2 Unlikely to-work programs for injured personnel.
▪ L3 Highly likely ➢ Self assessments: Develop checklists for
➢ Associated risk factors (B) ranging from managers and employees for safety
lowest (1) to highest (4) oriented self assessments.
➢ By applying the decision tree or similar ➢ Safety and health promotion: The purpose
device, the risk associated with the of safety programs is to remind people to
operation of a given machine can be think of safety first – both on and off
quantified. This allows safety personnel to campus.
assign logical priorities for machine ➢ Accident investigation and reporting: Safety
safeguarding and hazard prevention. managers are responsible for establishing a
structured system for investigating
SAFETY MANAGEMENT CONCERNS
accidents and near misses and for reporting
➢ Strategic planning: An organizations the results of the investigations.
strategic plan should have either a broad ➢ Ongoing monitoring: Safety managers are
goal or a guiding principle that speaks to responsible for ensuring that workplace
maintain a safe and healthy work hazards and the requirements of applicable
environment. regulatory agencies are properly monitored
➢ Safety policy: The safety policy should on a regular basis.
summarize the organization’s commitment
and explain the responsibility of managers,
supervisors and employees for maintaining
a safe and healthy work environment.
➢ Written procedures: Safety managers
should ensure that all of the following are
developed as written policies: job
descriptions; general safety rules;
procedures for specialized and hazardous
operations; standard operating procedures;
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 IE-OHSE: BASIC OCCUPATIONAL HEALTH AND SAFETY ENGINEERING | LECTURE

CHAPTER 28: PROMOTING SAFETY

2nd SEMESTER | S.Y. 2021-2022
LECTURER: MR. VLADIMIR VIRAY

SAFETY POLICY • Employers must ensure that safety

➢ Promoting safety begins with having a rules are enforced objectively and
published company safety policy. The policy consistently
should make it clear that safe work practices ➢ Objectivity and consistency are critical when
are expected of all employees at all levels at enforcing rules. Objectivity means that rules
all times. The safety policy serves as the are enforced without bias. Consistency
foundation upon which all other means that the rules are enforced in the
promotional efforts are built same manner every time with no regard to
➢ Safety Policy should convey one of the any outside factors.
following: ➢ Guidelines for developing safety rules and
• The company and its top managers regulations.
are committed to safety and health • Minimize the number of rules to the
• Employees are expected to perform extent possible. Too many rules can
their duties in a safe and healthy result in rule overload.
manner. • Write rules in clear and simple
• The company’s commitment extends language. Be brief and to the point,
beyond the walls of its plant to avoiding ambiguous or overly
include customers and the technical language
community. • Write only the rules that are
necessary to ensure a safe and
healthy workplace. Do not nitpick.
• Involve employees in the
development of rules that apply to
their specific areas of operation.
• Develop only rules that can and will
be enforced.
• Use common sense in developing
rules
SAFET RULES AND REGULATIONS EMPLOYEE PARTICIPATION IN
➢ Rules and regulations define behavior that PROMOTING SAFETY
is acceptable and unacceptable from a ➢ One of the keys to promoting safety
safety and health perspective. From a legal successfully is to involve employees. A
point of view, an employer’s obligations fundamental rule of management is if you
regarding safety rules can be summarized as want employees to make a commitment,
follows: involve them from the start. One of the most
• Employers must have rules that effective strategies for getting employees to
ensure a safe and healthy workplace commit to the safety program is to involve
• Employers must ensure that all them in the development of it. Employees
employees are knowledgeable should also be involved in the
about the rules. implementation, monitoring, and follow-up.
11
 SUGGESTION PROGRAMS • Keep visual aids simple and the
message brief.
➢ Suggestion programs promote safety and
• Make visual aids large enough to be
health. Well-run suggestion programs offer
seen easily from a reasonable
two advantages:
distance.
• they solicit input from the people
• Locate visual aids for maximum
most likely to know where hazards
effect.
exist
• Use color whenever possible to
• they involve and empower
attract attention to the visual aid
employees which, in turn, gives them
ownership of the safety program. PERSONAL COMMITMENT TO
➢ Suggestion programs must meet certain WORKPLACE SAFETY
criteria to be effective:
➢ Gaining a personal commitment from
• All suggestions must receive a
employees has merit. Ours is a society that
formal response.
revolves around the written signature. We
• All suggestions must be answered
sign countless documents in our lives, from
immediately.
credit statements to bank loans to home
• Management must monitor the
mortgages to college registration forms. In
performance of each department in
each of these cases, our signature is a
generating and responding to
written pledge of our commitment to meet
suggestions.
certain responsibilities.
• System costs and savings must be
➢ Companies gain the following three
reported.
advantages from making signing on the
• Recognition and awards must be
dotted line a part of their program to
handled promptly.
promote safety:
• Good ideas must be implemented.
• By their signature, employees make
• Personality conflicts must be
a personal commitment.
minimized
• By their signature, employees
VISUAL AWARENESS promise to interact positively with
fellow workers when they see them
➢ Making a safety and health message visual
ignoring safety precautions.
can be an effective way to get the message
• By their signature, employees give
across.
fellow workers permission to
➢ Several rules of thumb can help ensure the
correct them when they ignore
effectiveness of efforts to make safety
safety precautions.
visual:
• Change signs, posters, and other INCENTIVES
visual aids periodically. Visual aids
➢ If properly used, incentives can help
left up too long begin to blend into
promote safety. Safety is another issue that
the background and are no longer
is being confronted using incentives. To
noticed.
promote safety effectively, incentives must
• Involve employees in developing
be properly structured. The following
the messages that are displayed on
strategies are recommended for enhancing
signs and posters. Employees are
the effectiveness of incentive programs:
more likely to notice and heed their
1. Define Objectives
own messages than those of others.
2. Define Specific Criteria
3. Make Rewards Meaningful
12
 4. Recognize that only employees who available to competing teams are
will participate in an incentive equitably distributed and that
program know what incentives will human talent is as appropriately
motivate them. spread among the teams as
5. Keep Communications Clear possible.
6. Use Non-Monetary Rewards
TEAMWORK APPROACH TO PROMOTING
7. Reward Teams
SAFETY
➢ OSHA’s Stand on Safety Incentives
• Organizations that plan to use ➢ Teamwork approach is an excellent way to
safety incentives should be aware promote safety. Teamwork is a
that OSHA is skeptical of them. fundamental component of the total safety
OSHA is not against the use of management, or TSM.
safety incentives per se. Rather, ➢ Characteristics of Effective Teams Effective
OSHA is concerned that safety • Supportive Environment
incentives, if not properly handled, • Team Player Skills
might lead to unsafe behavior, • Role Clarity
failures to report accidents and near • Clear Direction
misses, and hazardous conditions • Team-Oriented Rewards
that are not reported. OSHA’s • Accountability.
greatest concern is that safety
PERSUASION AS PROMOTIONAL TOOL
incentives that are not properly
handled might encourage ➢ Promotion strategies relating to safety and
employees to cover up safety health have one overall goal: to gain and
problems rather than report them. maintain the commitment of all personnel
to working safely. In order to convince
COMPETITION workers who are focused on concerns that
➢ Competition is another strategy that can can distract them from the issue to take
be used to promote safety. However, if this safety seriously, professionals in the field
approach is not used wisely, it can backfire must be persuasive.
and do more harm than good. To a degree, ➢ Two approaches to persuasive
most people are competitive. communication:
➢ Competition can be organized between • Projective Communication
teams, shifts, divisions, or even plants. Here ▪ This is an assertive approach
are some tips that will help safety and in which you attempt to
health professionals use competition in a change people’s minds, gain
positive way while ensuring that it does not their commitment, move
get out of hand: them to action, or improve
• Involve the employees who will their attitude.
compete in planning programs of • Receptive Communication
competition. ▪ This is a more passive
• Where possible, encourage approach in which you use
competition among groups rather listening more than talking
than individuals, while to remove barriers, elicit
simultaneously promoting information, show interest
individual initiative within groups. in the opinions of others,
• Make sure that the competition is and identify hidden
fair by ensuring that the resources problems
13
PROMOTING OFF-THE-JOB SAFETY
➢ The off-the-job component of an
organization’s safety program consists of
education, training, and mentoring to help
employees stay safe when they are not at
work. Off-the-job safety is critical because
accidents and injuries outside of work can
affect an organization’s healthcare costs,
productivity, and competitiveness in the
same way that on-the-job accidents and
injuries affect them. A valuable employee
who is injured off the job is still just as
injured and unavailable for work as one
who is hurt on the job
➢ Off-the-Job Training Programs
• Fall Prevention
• Motor Vehicle Safety
• Poison Prevention
• Fire Prevention
• Drowning Prevention
• Electric Shock
• Lifting-Injuries Prevention

14
 IE-OHSE: BASIC OCCUPATIONAL HEALTH AND SAFETY ENGINEERING | LECTURE

CHAPTER 29: ENVIRONMENTAL SAFETY AND ISO 14000 (ENVIRONEMNTAL MANAGEMENT)

2nd SEMESTER | S.Y. 2021-2022
LECTURER: MR. VLADIMIR VIRAY

INTRODUCTION environmental and workplace safety

➢ Industry and the environment can be concerns into two different
compatible, mutually beneficial entities with departments. Clean air act The Clean
the proper care and appropriate practices. Air Act contains provisions that
This chapter explains the “whys” and “hows” require companies to take whatever
of good environmental management and actions are necessary to prevent or
safety minimize the potential
➢ Environmental Protection Agency (EPA) consequences of the accidental
substantial progress has been made in release of pollution to the air
cleaning up air and water pollution in the ➢ The Clean Air Act, originally signed into law
following areas in 1970, has been revised several times. The
• Carbon Monoxide Emissions Clean Air Act now contains approximately
• Volatile Organic Compounds 350 pages detailing the requirements of
• Sulfur Oxides seven titles:
• Ocean Dumping of Industrial Waste • Title I: Urban Air Quality
• Cities without adequate sewage • Title II: Mobile Sources
treatment • Title III: Hazardous Air Pollutants
• Polluted rivers. However, nitrogen • Title IV: Acid Rain Control
oxide emissions and ocean dumping • Title V: Permits
of sewage sludge are still problems. • Title VI: Stratospheric Ozone
➢ Much work remains to be done about Provisions
environmental safety and health. The • Title VII: Enforcement
following actions are recommended ECONOMICS OF ENVIRONMENTAL
• Acid rain REGULATION
• Ground-level ozone
➢ We need accurate data on how a country’s
• Global warming.
annual investment in a clean environment
• Water pollution.
impacts the following:
• Toxic wastes
• The inflation rate
• Garbage.
• The unemployment rate
• Lead
• The rate of growth of the gross
• Mercury
national product
➢ Legislation and Regulation
• The international trade balance
• A fairly clear-cut division of authority
• Human health
exists for legislation and regulations
• Productivity in the workplace
concerning the environment
• Reduced damage to exposed
➢ OSHA-EPA Partnership
materials
• partnership has ramifications for
• Agricultural output
safety and health professionals
• Industrial modernization
because most companies have
traditionally separated

15
 • Research and innovation in the ➢ Indoor Environmental Quality
chemical and pharmaceutical • Indoor air quality, as the name
industries implies, simply refers to the quality
➢ The economics of safety and health is an of the air in a work environment
issue that gains importance every year. • The National Institute for
Prospective safety and health professionals Occupational Safety and Health
need to be aware of the importance of being (NIOSH) recommends the term
able to provide both costs and benefits data indoor environmental quality (IEQ)
when safety and health measures are to describe the problems occurring
proposed. in buildings and workplaces
➢ Types of Environment throughout the nation.
1. Natural Environment • concerns about air quality may be
2. Controlled Environment caused by a number of factors such
3. Closed Environment as comfort, noise, lighting,
ergonomic stressors, and job-related
ROLE OF SAFETY AND HEALTH
psychological stressors can
PROFESSIONALS
contribute to complaints, both
➢ Safety and health professionals need to be individually and in combination with
prepared to confront potential hazards in others.
all these types of environments. Dealing ➢ Most common concerns about IEQ
with hazards of the environment involves 1. Typical symptoms associated with
protecting workers within a plant from IEQ
dangerous environmental conditions and 2. Size of the IEQ problem
protecting the general public from unsafe 3. Why are IEQ problems increasing?
conditions that may be created by the 4. What types of IEQ problems are
operations or products of the plant. typically found in the workplace?
➢ In today’s workplace, the safety and health 5. What do investigators look for
professional will be asked to take on during an IEQ evaluation?
environmental responsibilities in addition A. pollutant source
to the traditional safety and health B. the healing, ventilating, and
responsibilities. air-conditioning (HVAC)
➢ A safety and health professional should be systems
prepared to undertake the increased C. pollutants pathways and
workload associated with environmental driving force
safety. Safety and health students should D. occupants
be prepared to study environmental ➢ Action Plan for Ensuring IEQ4
courses or parts of courses in their college Step 1: Designate an IEQ manager
curricula. Practicing safety and health Step 2: Develop an IEQ profile of all
professionals should be prepared to buildings in question
undertake continuing education in Step 3: Address existing and potential
environmental issues. problems.
HAZARDS OF THE ENVIRONMENT Step 4: Training for employees.
➢ Environmental hazards can have an effect on Step 5: Implement a plan for facility
people, machines, systems, and other operations and maintenance.
inhabitants of a given environment. Step 6: Manage processes that are
potentially harmful.

16
 Step 7: Communicate with employees functions as they relate specifically to the
about their role impact of an organization’s processes,
Step 8: Establish procedures for responding products, or services on the environment
to IEQ complaints

HAZARDOUS WASTE REDUCTION

➢ encourage industrial firms to reduce their
hazardous waste output
➢ THREE BROAD PROVISIONS
• First, companies must certify on the
transportation manifest that they
have a program in operation to
reduce the volume and toxicity of
hazardous waste each time ➢ An environmental management system’s
hazardous waste is transported off- minimum components
site. • Establish and maintain an effective
• Second, in order to qualify for emergency-preparedness program
permits to treat, store, or dispose of (leading, planning, organizing, and
hazardous waste, companies must controlling).
implement and operate a hazardous • Assess the organization’s
waste reduction program.
environmental performance against
• Finally, companies must submit
all applicable benchmarks and adjust
biennial plans to the EPA describing
as necessary (controlling).
actions taken to reduce the volume
• Establish a review process for
and toxicity of their hazardous
auditing the EMS and identifying
waste. opportunities for improvement.
➢ OSHA Hazardous Waste Standard • Establish and maintain
• These standards require that communications linkages with all
companies identify, evaluate, and stakeholders, internal and external.
control hazardous substances; train • Promote the establishment of an
employees in the proper accident EMS in contractors and suppliers.
prevention procedures and ➢ Possible Benefits of EMS
emergency response procedures; 1. Ease of Trade
reduce exposure to hazardous 2. Improved compliance with
substances; provide medical regulations
monitoring; keep employees 3. Credibility
informed concerning hazardous 4. Reduction in liability or risk
substances on the job; implement 5. Regulatory Incentives
decontamination procedures; and
6. Sentencing mitigation
develop both on- and off-site
7. Pollution prevention and waste
emergency response plans
reduction
ENVIRONMENTAL MANAGEMENT SYSTEM 8. Profit
(EMS) 9. Improved internal management
10. Community goodwill
➢ An environmental management system
11. Retention of high quality workforce
(EMS) is the component of an organization
12. Insurance
with primary responsibility for these
17
 13. Preference in lending voluntary motivation instead of mandatory
compliance.
INTERNATIONAL ORGANIZATION FOR
➢ ISO 14001 standard requires an
STANDARDIZATION (ISO)
understanding of the following concepts:
➢ The International Organization for 1. EMS. An organization’s EMS
Standardization (ISO) is a worldwide provides the structure for
organization of national standards bodies. implementing its environmental
Globalization of the marketplace has policy. The management system
created a competitive environment that consists of the organization’s
requires peak performance and continual structure, personnel, processes, and
improvement. The unrelenting demands of procedures relating to
the today’s marketplace have given rise to environmental management.
new philosophies for doing business, most 2. EMS audit. The EMS audit is the
of which fall under the broad umbrella of process used to verify that an EMS
quality management (QM). One of the actually does what an organization
initiatives under the QM umbrella is the ISO says it will do. As part of the audit,
9000 family of quality standards. These results are reported to the
standards contain criteria for promoting organization’s top management
effective QM systems These standards team.
contain criteria for promoting effective QM 3. Environmental aspect. Any aspect
systems. of an organization’s processes,
products, or services that can
ISO 14000
potentially affect the environment.
➢ the same organization that developed the 4. Continual improvement. In the
ISO 9000 quality standards—has now global marketplace, good enough is
developed the ISO 14000 family of never good enough. Performance
standards to promote effective EMS. that is competitive today may not be
➢ For safety and health managers accustomed tomorrow. Consequently, an EMS
to complying with government mandates, must be improved continually,
ISO 14001 certification is a novel approach. forever
Shifting attitudes and greater public 5. Plan-do-check-adjust model. The
awareness are making it essential that PDCA model comes from the work of
business firms be good neighbors in their W. Edwards Deming in the area of
communities. The marketplace demands QM. The model works well in any
that businesses produce high-quality management system that must be
products at competitive prices, without continually improved.
harming the environment. ISO 14000 6. Structure and application of the
provides the framework for making effective ISO 14001 standards. The ISO
environmental management a part of the 14001 standard is subdivided into six
organization’s overall management system. broad components as follows:
ISO 14001 4.1 General requirements
4.2 Environmental policy
➢ The ISO 14001 standard represents an 4.3 Planning
approach to protecting the environment 4.4 Implementation and operation
and, in turn, a company whose processes 4.5 Checking and corrective
and products may affect the environment.
The standard is unique because it relies on
18
➢ Plan-do-check-adjust (PDCA) model 4.4.6 Operational Control
applied to an EMS
4.4.7 Emergency Preparedness and
Response

4.5 Checking and Corrective Action

4.5.1 Monitoring and Measurement

4.5.2 Non-conformance and
Corrective and Preventive Action

4.5.3 Records

4.5.4 Environment Management

System Audit

4.6 Management Review

REQUIREMENTS OF THE ISO

➢ The ISO 14001 standard contains criteria
subdivided into the following broad
categories: general environmental policy;
planning; implementation and operations;
checking and corrective action; and
management review.
4.1 General Requirements
4.2 Environmental Policy
4.3 Planning
4.3.1 Environmental Aspects
4.3.2 Legal and Other Requirements
4.3.3 Objectives and Targets
4.3.4 Environmental Management
Programs

4.4 Implementation and Operation

4.4.1 Structure and Responsibility

4.4.2 Training, Awareness and
Competence

4.4.3 Communication

4.4.4 Environmental Management

System Documentation

4.4.5 Document Control

19
 IE-OHSE: BASIC OCCUPATIONAL HEALTH AND SAFETY ENGINEERING | LECTURE

CHAPTER 30: TSM: TOTAL SAFETY MANAGEMENT IN A QUALITY MANAGEMENT SETTING

2nd SEMESTER | S.Y. 2021-2022
LECTURER: MR. VLADIMIR VIRAY

INTRODUCTION health perspective.

➢ Quality management (QM) is an approach ➢ QM in Health and Safety Perspective
to doing business that began to gain wide • Customer Focus
acceptance in the United States in the late • Obsession with Quality
1980s and early 1990s, and was originally • Scientific Approach
called total quality management, or TQM. • Long-Term Commitment
➢ Quality management (QM) is an approach • Teamwork
to doing business that maximizes the • Continual Process Improvements
competitiveness of an organization through • Education and Training
continuous improvement of its products, • Freedom through Control
services, people, processes, and • Unity of Purpose
environments. • Empowerment
➢ Characteristics that describe HOW TQM SAFETY MANAGEMENT IN A QM SETTING
achieves its purpose:
➢ The concept of TSM was introduced by the
• Customer Focus
author in his book Implementing Total
• Obsession with Quality
Safety Management. It grew out of a need
• Scientific Approach
to transform safety and health management
• Long-Term Commitment
from a strict compliance orientation to a
• Teamwork
performance orientation in which
• Continual Process Improvements
compliance is an important issue, but not
• Education and Training
the only issue. A safe and healthy work
• Freedom through Control
environment should do more than keep
• Unity of Purpose
employers out of trouble with regulatory
• Empowerment
agencies. Pressure from state and federal
HOW DOES QM RELATE TO SAFETY? agencies in the area of workplace safety
➢ Management and employees sometimes fluctuates in accordance with the prevailing
view safety as the responsibility of the safety political climate. However, the need to
department or the safety manager. In the maximize the performance of employees
case of quality, isolation is a prescription for and organizations is constant. Safety and
failure. In the case of safety, it is a health should be a key element in an
prescription for disaster. QM principles can organization’s strategic plan for gaining a
solve the problem of isolation by making competitive advantage in the global
safety everybody’s job and casting the marketplace. TSM is an approach to safety
safety manager in the role of facilitator and and health management that is rooted in
catalyst. The isolation issue is not the only organizational performance and global
tie between QM and safety management. To competitiveness. Its purpose is to give
fully understand how QM relates to safety, organizations the sustainable competitive
we must examine each of the distinguishing advantage of a safe and healthy work
characteristics of QM from a safety and environment that allows employees to
achieve consistent peak performance.
20
WHAT IS TOTAL SAFETY MANAGEMENT determinant of the performance
levels that individuals, teams, and
➢ The origin of TSM can be traced back to the
organizations are able to achieve. 3.
globalization of the marketplace that began
3. Continual Improvement Forever -
after World War II, but really took hold in the
In the age of global competition,
1970s. The need for TSM was created by the
quality is an ever-changing
need for organizations to be competitive
phenomenon. Quality that is
globally.
competitive today may not be
➢ TSM is a performance and process-oriented
tomorrow. Consequently, continual
approach to safety and health management
improvement is essential. If quality
that gives organizations a sustainable
must be improved continually, it
competitive advantage in the global
follows that the work environment
marketplace by establishing a safe and
must also be improved continually.
healthy work environment that is conducive
Quality and safety are more than
to consistent peak performance and that is
complementary; they are
improved continually forever. It involves
inseparable.
applying the principles of QM to the
management of safety and health. TRANSLATING TSM INTO AN ACTION
➢ Key elements that must be understood to
➢ There are three fundamental components
fully comprehend TSM
through which the TSM philosophy is
1. Sustainable competitive
translated into action on a daily basis. These
advantage - Every organization that
three components are:
competes at any level, but especially
• TSM STEERING COMMITTEE
those that compete at the global
▪ This oversees the
level, must have competitive
organization’s safety and
advantages. These are capabilities or
health program. It is
characteristics that allow them to
responsible for the
outperform the competition. In
formulation of safety and
today’s competitive marketplace,
health policies, the approval
high-performance employers are
of internal regulations and
adding one more critical area to the
work procedures relating to
list of those in which competitive
safety and health, the
advantages are sought. This new
allocation of resources, and
addition is the work environment. 2.
the approval of
2. Peak Performance - The primary
recommendations made by
driver behind TSM performance is
IPTs.
organizational, team, and individual.
• IMPROVEMENTS PROJECT TEAMS
An organization’s ability to survive
▪ IPTs are ad hoc, or
and prosper in the global
temporary, teams formed by
marketplace is determined largely by
the TSM steering committee
the collective performance of
for the purpose of pursuing
individuals and teams. Consistent
specific improvement
peak performance by all individuals
projects relating to the work
and teams in an organization is
environment.
essential to long-term success in the
• TSM FACILITATOR
global marketplace. The quality of
▪ The TSM facilitator must be a
the work environment is a major
safety and health
21
 professional from within the employees with a safe and healthy work
organization. The TSM environment that is conducive to consistent
facilitator serves as the peak performance.
steering committee’s ➢ Implementing TSM Model
resident expert on the
technical and compliance
aspects of safety and health
➢ Fundamental Elements of TSM
• TSM differs in several ways from
traditional safety and health
management. To appreciate these
differences, one must understand
the following fundamental elements
of TSM:
▪ Strategically based
▪ Performance and process
oriented
▪ Dependent on executive-
level commitment
▪ Teamwork oriented
▪ Committed to employee
empowerment and
enlistment
▪ Based on scientific decision
making
▪ Committed to continual ➢ Summary
improvement • Quality management (QM) is an
▪ Comprehensive, ongoing approach to maximize
training competitiveness of an organization
▪ Unity of purpose through continuous improvement of
its products, services, people,
RATIONALE FOR TSM
process, and environments
➢ The correlation between work environment • TSM (total safety management)
and job performance is strong. It is this gives an organization a sustainable
correlation that forms the basis of the competitive advantage in the global
rationale for TSM. Globalization has marketplace
increased the level of competition in the
marketplace exponentially. For many
organizations, adjusting to globalization has
been like jumping from high school athletic
competition to the Olympics.
➢ Organizations that find themselves in these
circumstances need every competitive
advantage that they can muster. They need
to do everything possible to improve
performance continually. What every
organization can, and must, do is provide
22
 IE-OHSE: BASIC OCCUPATIONAL HEALTH AND SAFETY ENGINEERING | LECTURE

CHAPTER 31: ESTABLISHING A SAFETY-FIRST COROPORATE CULTURE

2nd SEMESTER | S.Y. 2021-2022
LECTURER: MR. VLADIMIR VIRAY

INTRODUCTION competition is the foundational

➢ A safety-first corporate culture exists driver behind the need
when the tacit assumptions, beliefs, values, ➢ How Corporate Cultures are Created
attitudes, expectations, and behaviors that • Many factors contribute to the
are widely shared and accepted in an creation of an organization’s
organization support the establishment and corporate culture. The value systems
maintenance of a safe and healthy work of executive-level decision makers
environment for all personnel at all levels. are often reflected in their
➢ Evidence of an organization’s corporate organization’s culture. How
culture includes: managers treat employees and how
1. It’s priorities employees at all levels interact are
2. How people in the organization also factors that contribute to the
succeed organizational culture. What
3. How decisions are made in the management expects of employees
organization and what employees in turn expect
4. Expectations management has of of management are factors that
Employees contribute to an organization’s
5. Expectations employees have of culture.
management WHAT A SAFETY-FIRST CORPORATE
6. Effects of internal peer pressure on CULTURE LOOKS LIKE
safety
o Widely shared agreement among
7. Unwritten rules that are widely
key decision makers that providing a
accepted
safe and healthy work environment
8. How conflict about safety is handled
is an essential competitive strategy.
➢ Importance of Having Safety-First
o Emphasis on the importance of
Corporate Culture
human resources to the organization
• To summarize in just one word why
and the corresponding need to
it is so important for organizations to
protect them from hazards.
establish and maintain a safety-first
o Ceremonies to celebrate safety and
corporate culture, the appropriate
health-related successes.
word would be competition. The
o Widely shared agreement that the
market force behind the need for a
work environment that is most
safety-first corporate culture is
conducive to peak performance and
competition. There are also the
continual improvement is a safe and
moral obligation of employers to
healthy work environment.
provide a safe and healthy work
o Recognition and rewards given to
environment for workers and the
high-performing workers and teams
practical obligations that grow out
include safety and health-related
of regulatory compliance, but
performance on the job.

23
 o Strong customer focus that includes • Insistence on safety and health as
product safety as a critical concern. part of supplier relations.
o Insistence on safety and health as • Effective internal network for
part of supplier relations. communicating safety and health
o Effective internal network for information and expectations.
communicating safety and health • Informal rules of behavior that
information and expectations. promote safe and healthy work
o Informal rules of behavior that practices.
promote safe and healthy work • Strong pro-safety corporate value
practices. system as set forth in the strategic
o Strong pro-safety corporate value plan.
system as set forth in the strategic • High expectations and standards for
plan. performance relating to safety and
o High expectations and standards for health.
performance relating to safety and • Employee behavior that promotes
health. safe and healthy work practices.
o Employee behavior that promotes
TEN STEPS FOR ESTABLISHING A
safe and healthy work practices.
SAFETY-FIRST CORPORATE CULTURE
➢ Part of the process of establishing a safety-
first corporate culture is developing an ➢ The process for establishing a safety-first
understanding of what one looks like. If a corporate culture in an organization consists
picture of an organization with a safety-first of 10 broad steps. Those steps are as
corporate culture could be taped to an follows:
organization’s wall for all employees to see, 1. Understand the need for a safety-
it would have the following characteristics: first corporate culture.
• Widely shared agreement among 2. Assess the current corporate culture
key decision makers that providing a as it relates to safety.
safe and healthy work environment 3. Plan for a safety-first corporate
is an essential competitive strategy. culture.
• Emphasis on the importance of 4. Expect appropriate safety-related
human resources to the organization behaviors and attitudes.
and the corresponding need to 5. Model the desired safety-related
protect them from hazards. behaviors and attitudes.
• Ceremonies to celebrate safety- and 6. Orient personnel to the desired
health-related successes. safety-first corporate culture.
• Widely shared agreement that the 7. Mentor personnel in the desired
work environment that is most safety-related behaviors and
conducive to peak performance and attitudes.
continual improvement is a safe and 8. Train personnel in the desired
healthy work environment. safety-related behaviors and
• Recognition and rewards given to attitudes.
high-performing workers and teams 9. Monitor safety-related behavior and
include safety and health-related attitudes at all levels.
performance on the job. 10. Reinforce and maintain the desired
• Strong customer focus that includes safety-first corporate culture.
product safety as a critical concern.

24