COSH
Intended Learning Outcomes
1. Global and National Situation in OSH
2. OSH Foundations and its Benefits
3. International OSH Standards by the International Labour Organization
4. Philippine Legislation (RA 11058)
5. OSH Policy and Safety Statement
6. Responsibilities of Employers’ and Employees’
Activity 1: Preparation of a report on “New safety and health issues in
construction project”
Lecture - 2
OSH FOUNDATION AND BENEFITS
TOPIC 1
Management Commitment
Learning Outcomes
1. Describe the different eras in the development of OSH
act (OSHA)
2. Explain the principles of industrial safety
3. Identify the different type of safety culture
4. Define the management’s roles and responsibilities in
safety and health
5. Examine the accountability of management and the
supervisor
6. Analyse the functions of the Safety and Health
Commitee
1.1 The Eras of Safety
Management
1.Inspection Era (1911 – 1931)
• Focusing on workers’ behavior by correcting or eliminating physical
hazards
• Assumptions that cleaning up physical conditions came first as
this was thought to possibly be actual cause of injuries
2. The Unsafe Act and
Condition Era
(1930-1940)
• Focusing on unsafe act cause of high percentage of accident,
88% (Heinrich, 1931)
• Applying
• Cleaning up the physical condition
• Trying to teach and train workers on the safe ways if working
• Removing unsafe conditions andstopping unsafe acts in the workplace
3. Industrial Hygiene Era
• Physicians were focusing occupational diseases
• Three concentration area:
• Concentrate at the physical conditions
• Focus on the behavior of workers
• Monitor environmental conditions
4. Noise Era
• 1951 – A worker loss his hearing due to his job.
• Worker compensation were introduced
• Two protective actions
• Protecting workers from any hearing loss
• Protecting the company from paying for hearing loss occurred
elsewhere
5 Safety Management Era
• Safety professional start to see the management in safety.
• Safety policies inplace, defining responsibility and clarifying the role
of authorities
• Professional view about:
• Attempting to better define the scope and functions of the position
• Developing curriculum for formal education to prepare a potential
professional
• Evolving a professional certification programme
6 Occupational Safety and
Health Era
(early 1970)
• OSH Act changing the world of safety management
• Concentrate on two primary things
• Removing physical conditions mentions in the standards
• Documenting everything that was done
7 The Accountablity Era
• Above management commitment
• Focusing in 3 different view:
• Different ways to measure performance
• New definition of managerial roles
• Better definition of what is acceptable safety performance at all levels
of organization
8 Behavior Based Era and
• Used theHuman EraBehavior in safety program
principle of Human
• Consideration of employee perceptions of the organisation and the
working climate that implementation of these approaches have
created
1.2 PRINCIPLES OF
SAFETY MANAGEMENT
Heinrich’sAxiom of Industrial
1. InjuriesSafety
result from a complete series of
factors, one of which is the accident itself
2. An accident can occur as a result of unsafe act
and/or unsafe conditions
3. Most accidents are the result of unsafe
behaviour by people
4. An unsafe act or an unsafe conditions does not
immediately result in an accident/injury;
Heinrich’sAxiom of Industrial
5. Safety
The reasons why people commit unsafe acts
can serve as helpful guides in selecting
corrective actions.
6. The severity of an accident is largely
fortuitous (by chance) and the factors that cause it are
largely preventable.
7. The prevention techniques are analogous with
the best quality and productivity techniques.
Heinrich’sAxiom of Industrial
8. Safety
Management should assume responsibility for
safety because it is in the best position to get
results.
9. The supervisor is the key person in the
prevention of industrial accidents.
10. In addition to the direct costs of an accident
(i.e. compensation, liability claims, medical
costs, and hospital expenses) there are also
hidden or indirect costs.
The Domino Theory and
Multiple
Causation Theory
• The easiest and most effective domino to remove is the
one at the center
• “If you are to prevent loss, remove the unsafe act or the
unsafe condition”
• Use this theory in two fundamental areas today
• Accident Investigation
• Inspection
Domino Theory
• Each factor is the fault of the factor that immediately
precedes it
• A preventable injury is the natural culmination of a series
of events or circumstances, which occur in a fixed logical
order
Domino Theory
• If one of the dominoes is removed then the chain of
events will be halted, and the accident will not happen
• Element 3 (unsafe act and/or mechanical or physical
hazard) is probably the easiest factor to remove
Domino Theory
Multiple Causation Theory
• May be more than one cause, not only in sequence, but
occurring at the same time
• In accident investigation all causes must be identified
• Usually simple accidents have a single cause
• Major disasters normally have multiple causes
Multiple Causation Theory
Cause a
Cause b Unsafe Act
Cause c
Injury or
Accident
Damage
Cause d
Unsafe
Cause e
Condition
Cause f
Unsafe Act
• Categories:
• Operating without clearance
• Operating at unsafe speed
• Rendering safety devices inoperative
• Using unsafe equipment, or using it unsafely
• Unsafe methods e.g. loading, carrying, mixing
• Adopting unsafe position or posture
• Working on moving or dangerous equipment
• Horseplay e.g. distracting, teasing, startling
• Failure to wear PPE
• Lack of concentration; fatigue or ill health
• Human Factors
Unsafe Act
• Unsafe acts can be active or passive:
• Active Unsafe Acts:
• Worker deliberately removes machine guard
• Passive Unsafe Acts:
• More difficult to deal with
• By pursuing an active safety policy, it is possible to achieve a reduction
in bad habit s and hence accidents
Unsafe Condition
• Categories:
• Inadequate guarding
• Unguarded machinery
• Defective, rough, sharp, slippery, decayed, cracked surfaces
• Unsafely designed equipment
• Poor housekeeping, congestion
• Inadequate lighting, glare, reflections
• Inadequate ventilation, contaminated air
• Unsafe clothing or PPE
• Unsafe processes
• Hot, humid or noisy environment
Unsafe Acts/Conditions
• The picture shows how unsafe acts & conditions may
interact to produce an accident.
• Accident potential is increased when unsafe acts &
conditions occur simultaneously. Of course, this is not to
say that an act or condition alone could not result in an
accident.
Unsafe Acts/Conditions
Potential
Accident
Unsafe
Unsafe Acts Conditions
THE DEVELOPMENT OF
MANAGEMENT SYSTEM
Defining a Management
System
• ILO-OSH 2001
• A set of interrelated or interacting elements to establish OSH policy
and objectives, and to achive those objectives
• ISO 1400 (1996)
• The part of the overall management system that includes
organizatioal structure, planning activities, responsibilities, practices,
procedures, processes and resources for developing, implementing,
achieving, reviewing and mantaining the environmental policy
Further System Characteristic
• Open System
• System interact by exchanging infromation
• Close System
• Limit their ability to adapt or respond to changing external
conditions
Key System Distinctions
1) Management Leadership and Commitment
2) Worker participation
3) Continual Improvement
4) Evaluation
5) Integration
6) Management Review
4 SAFETY CULTURE AND
MANAGEMENT
Safety Culture:
Concept and Realities
• Safety culture refers to the ways that safety issues are
addressed in a workplace. It often reflects "the attitudes,
beliefs, perceptions and values that employees share in
relation to safety." In other words, "the way we
do safety around here."
Safety Culture Component
• The value, beliefs and principles that serve asa a
foundation for the safety management system
• A set of practices and behaviors that exemplify and
reinforce those basic principles
Safety Culture
Safety Culture and Safety
• EvidencePerformance
of safety-oriented workforce is a positive factor
for the firm’s safety performance.
• Three important contributions;
• Top management’s leadership and support
• Lower managemnet commitment
• Employees’ involvement in occupational safety.
The management of an
Integrated Safety
Culture
• Systematic approach to supervisors’ behavior change is
the most efficient strategy to effect change.
• Three problem address need to solve:
• The resistence of individuals to change
• The adaptation of existing management formal system to support
the process of change
• The shaping of the informal political and cultural dynamics of the
organization.
5 MANAGEMENT
COMMITMENT AND
INVOLVEMENT
Definition
Roles and Responsibilities of
Management
Roles and Responsibilities of Managers
and Supervisors
6. SAFETY AND HEALTH
COMMITTEE
Responsibilities
• Encouranging Workers’ Involvement
• “It takes two to tango”
Establishment of a Safety and Health
Commitee
