In essence, an OHS system is a group of related and interdependent plans, strategies, and policies as well as implementation and evaluation activities designed to reduce the probability and severity of workers being injured in the workplace.  Like any other system there is a “plan”, “do”, “review” and “improve” sequence which supports continuous improvement.  OHS is a “risk management” approach in which hazards (i.e. risks) are identified, assessed, treated (i.e. controlled) and the treatments evaluated.

The concept of the OHS system is relatively simple.  The complexity comes from the broad range of factors and processes that underpin workplace safety.  At any given point in time there will be elements of the system that are in different stages of the improvement cycle.  Some elements will be highly developed and refined whilst others are embryonic.

Underpinning Principles

High quality OHS systems will be founded on proven and widely accepted principles.  Whilst it is not possible to comprehensively describe key principles in an article such as this, some “basics” are outlined below.

Principle 1 - No blame approach

An effective OHS system is based on a “no blame approach”.  This means that regardless of the fallible nature of human beings or the circumstances of workplace injuries when they occur, safety practitioners must look for a systemic approach to addressing hazards in the workplace.  Simply blaming employees for disregarding policies or engaging in “stupid” behaviour is tantamount to saying “Bad luck that you’ve been hurt. You should have known better”.  The truth is we all do “stupid” things from time to time and permanent disability or death is a high price to pay.

I recall accounts of a large smelting company which used to pour molten slag (excess by-product of the smelting process) into a large outdoor pit.  The top layer of the slag would cool and harden, becoming solid enough for a person to walk over the surface.  However, the slag underneath the top surface would remain molten for an extended period of time.  The pit was open to employees as they walked from one part of the site to another, but they were aware of the policy that they were not to walk across the hardened surface.  Unfortunately, this was the shortest route to the staff canteen from the main worksite and the policy was routinely ignored.  Management also ignored the policy in their failure to enforce the policy.  Inevitably, one day, a worker was walking over the top of the pit when the surface crust broke, dropping them into the molten mix.  Their body would have been vaporised in an instant.

The company made fencing off the pit area a high priority, ensuring that the “human factor” would no longer present a risk in this situation.

People often behave in ways that are inherently unsafe.  How often have we all lifted items that were too heavy and/or awkward to hold?  The causes of serious back injury are not secret, but we take the risk anyway.  Much better to have a system to manage manual handling tasks, backed up by appropriate lifting equipment where required.

Principle 2 - Effective hazard identification and management

There must be regular and ongoing attention to identifying and managing hazards.  Humans are by nature adaptive creatures.  The down-side of this is that where a hazardous situation exists (e.g. a trip hazard) we learn to accommodate the risk rather than treat the risk.  We may avoid the hazard 999 times out of 1000, but that 1 failure to negotiate the hazard is all that it takes to cause injury.

A systemic approach (i.e. a planned approach) to hazard identification clearly signals the need to manage the hazard effectively.  After all, what is the point of identifying any risk if it is then ignored?

With regard to managing hazards, the “Hierarchy of Controls” is a useful way in which to determine the level of “control” required for a given risk.  Whilst there are various versions of the “Hierarchy of Controls” the levels of risk treatment (from the most preferred down to the least preferred) are described as;

• Elimination - Remove the hazard or source of risk completely
• Substitution - Find a product or device that is less hazardous.  This level of control is particularly useful in environments that use chemicals.
• Isolation - Block access to the source of risk either by physical means or signage
• Engineering - this level of control is often used with machinery (e.g. safety guards around moving parts) and for a range of manual handling tasks (e.g. fork lifts, “sack trucks”)
• Administrative - relates to safe work operating procedures, training and instruction.  Administrative controls also include regular inspections of the work environment and facilities.
• Personal Protective Equipment (PPE) - Self explanatory!  We often see workers in hazardous occupations using PPE.  Fire-fighters, police, construction workers, outdoor workers are all examples of occupations where PPE is a basic requirement.

Principle 3 - OHS system is integrated with management systems as a whole

This principle makes safety “everybody’s business”.  Planning for safety should be integrated with general business planning processes.  The commitment to OHS risk identification and management should be no less than the commitment to other risks, whether they are risks to finances, assets, reputation, or any other kind of business risk.

The treatment of OHS risks and the evaluation of the treatments (i.e. “controls”) should occur at the “work face” in every work environment.  Hazard management is not a corporate exercise or a “one size fits all” approach.  For example, sun block may be an essential item for outdoor workers, but for office based workers, the ergonomic design of the work station may be a much more pressing issue.

The OHS System comprises of a 5 stage cycle.  Paradoxically, it starts with a “management review” of safety in the workplace.  After all, if you don’t have a clear idea of what is going on it becomes more difficult to plan effectively.

Stage 1 - Management Review

Remember the “plan”, “do”, “review” and “improve” cycle?  This stage primarily relates to review.  In other words, it is a “stocktaking” exercise.  What data do we have, what does it tell us and what does it mean for future planning? 

In the best of systems, the management review is well supported by audit and measurement processes.   This stage will incorporate some high level risk identification and assessment activity based on the data.

Stage 2 - Planning

This is the point that we address the risks identified in the management review stage and determine the appropriate level of control (i.e. elimination, substitution, isolation etc) to be applied.  This is also the stage in which the nature of the controls is determined, appropriate to the assessment of the identified risks.  Again, in the best of environments, there will be consultative processes that enable all stakeholders to contribute directly and indirectly.

Stage 3 - Policy and Procedures

Some practitioners include the development of policies and procedures in the “planning” part of the cycle.  It really doesn’t matter.  Semantics should not get in the way of progress toward an improved OHS system.

Policies and procedures document both the intent and how the intent is to be achieved in terms of workplace safety.  Some policies and procedures will relate to very specific risks to safety (e.g. manual handling) whilst others might relate to the health of the system as a whole (e.g. Internal Audit policy).  What the policy and procedure framework will do is to put everybody in an organisation “on the same page” when it comes to safety.  Not surprisingly, policies and procedures are only as good as their implementation.

Stage 4 - Implementation

This is the “do” part of the cycle, where the “rubber hits the road”.  Policies, procedures, regular programs and processes are implemented in the workplace.  This stage is the practical application of all that we have learned about our own workplace and the associated hazards. 

The implementation stage is often the most visible OHS activity to observers and employees within an organisation.  It is the “road test” for the strategies arising from the review and planning stages.

Stage 5 - Audit and Measurement

No system can survive on guesswork alone.  Measurement of key performance indicators and auditing of processes and procedures will provide quantitative and qualitative data which feeds useful intelligence into the management review and planning stages.  This stage will confirm the degree to which strategies, policies and procedures are implemented and the degree to which they are effective.  Gaps in the system, or less than successful outcomes are identified through audit and measurement activity, highlighting areas for further development or improvement.

The range of OHS related activity is infinite.  However, the following activities are examples of what will be routinely observed in the workplace.

• System review procedures
• A framework of system reports
• OHS strategic plans
• Objectives, targets and performance indicators for identified programs, policies and procedures.
• Consultation processes, including OHS Committees in medium to large organisations
• OHS training needs analyses and training
• Clear statements of accountability
• Emergency and other contingency planning
• Planned approaches to workplace changes
• Policies and procedures
• Policy & Procedure review schedules
• Hazard, incident and injury reports
• Investigations of incidents and injuries
• Corrective action plans
• Workplace inspections
• Maintenance of risk and other registers
• Job and person specifications and performance management processes incorporating OHS
• Proactive hazard management programs (i.e. identification, assessment, control of risks and evaluation of controls based on the “hierarchy of controls”)
• Investigation of incidents, injuries and hazards
• Plant (i.e. equipment) risk assessments
• Various testing and inspection regimes
• Employee Handbooks
• Printed and display materials, signage
• Employee Assistance programs
• Material Safety Data Sheet (MSDS) folders
• Job Safety Analyses
• Contractor management strategies
• Collection and analysis of system data (both qualitative and quantitative).
• Internal and external audit processes

Summary

The concept of an OHS system is simple.  The “machinery” of the system in operation is far more complex.  If your organisation needs to develop a systematic approach to OHS, start with what you know now (i.e. management review).  Without data, you may need to begin on the basis of your “best guess”, but be sure to collect relevant information and data as you go.  This will tell you whether your best guess is on the mark.  Alternatively, and just as useful, monitoring data will suggest areas for improvement in the next planning and implementation phases of the OHS system cycle.

Remember, don’t leave workplace safety to “good luck”.  Real “luck is where hard work and opportunity intersect”.