Management is firmly committed to a policy enabling all work activities to be carried out safely, and with all possible measures taken to remove (or at least reduce) risks to the health, safety and welfare of workers, contractors, authorised visitors, and anyone else who may be affected by our operations.
The company should be committed to ensuring we comply with the Work Health and Safety Act 2012, the Work Health and Safety Regulations 2012 and applicable Codes of Practice and Australian Standards as far as possible (Hughes and Ferrett 2015).
This policy:
Management:
Will provide and maintain as far as possible:
Workers:
Each worker has an obligation to:
The company seeks the co-operation of all workers, customers and other persons. We encourage suggestions for realising our health and safety objectives to create a safe working environment with a zero accident rate.
This policy applies to all business operations and functions, including those situations where workers are required to work off-site (Friend and Kohn 2014).
The purpose of the Work Health and Safety Management System is to:
Senior Management Commitment- This element is about defining the contractor’s policies, objectives, responsibilities and commitments to WHS, as well as identifying and providing the resources needed for implementation and verification. Responsibility for the system starts at the senior management level, with a corporate WHS policy that applies to all projects.
WHS Communication and Consultation- This element is about establishing the process for sharing relevant WHS information with workers and other contractorssuch as subcontractors and consultants in the supply chain, providing them with an opportunity to express their views on WHS issues and allocating adequate time to resolving such issues.
Managing Subcontractors and Consultants- This element is about selecting and managing subcontractors and consultants, defining measures to assess the capacity of all subcontractors and consultants in the supply chain to comply with specified WHS standards and monitoring their compliance.
Design- This element is about defining a process to identify and eliminate (or at least minimise) WHS risk relating to design at any stage of a Project. The elimination of risks at the design or planning stage is often easier and cheaper to achieve than making changes later when the risks become real hazards in the workplace.
Risk Management- This element is about defining a process to identify WHS hazards, assess risks and plan work processes to control those risks. It also covers Safe Work Method Statements and hazardous management processes. For effective WHS management, company must establish procedures for:
Training- This element is about establishing the procedures and allocating resources to identify and provide for the training needs of workers. A properly designed training program will consider the training needs for each stage of a construction process. It will allow for regular and ongoing WHS communication, for example through ‘toolbox’ meetings. It will facilitate the delivery of appropriate training by appropriately qualified personnel.
Inspection, Testing and Servicing- This element is about establishing procedures for planning and conducting WHS inspection, testing and monitoring on work sites and for plant and equipment use, work processes and incoming products. It also covers health surveillance and monitoring and the servicing of plant and equipment. Regular inspection and testing must be carried out to verify that appropriate WHS management is in place, and that construction work processes are proceeding safely and in accordance with WHS Management Plans and requirements.
Incident Management and Corrective Action- This element is about establishing procedures to manage incidents, to control the use of products and work practices which do not meet WHS requirements and to address appropriately WHS issues through corrective action and injury management procedures.
Purchasing, Handling, Storage, Packaging and Delivery- This element is about making sure that all materials, equipment and plant purchased or hired conform to the required WHS standard and establishing procedures to facilitate compliance with legislative and other requirements for handling, storage, packaging and delivery of products including materials. Employers at a workplace must obtain the necessary information from their suppliers to enable the elimination or control of WHS risks before their installation or use.
Client Reporting and Project Performance Measurement- This element is about establishing procedures for regularly monitoring performance against WHS objectives and targets defined by the contractor at the corporate and project level. The element defines the process for reporting WHS performance / issues to the Client. Performance measurement is an essential aspect of monitoring and evaluating WHS performance in an enterprise and/or industry. One of the primary objectives of measuring WHS performance is to provide feedback regarding health and safety performance.
Internal Reviews-This element is about establishing procedures for planning and undertaking internal reviews, including audits, to verify the on-site WHS processes and practice match the required plans and procedures. A schedule of internal reviews must be established and implemented to verify that WHS processes and practice match the required plans and procedures, and that the corrective actions resulting from reviews are effective.
Documentation and Records- This element is about establishing procedures, for the control, approval, dissemination, withdrawal, storage and disposal of WHS documents, data and other records. An important factor for the success of construction projects is accurate and detailed documents such as plans, specifications, Standards and Codes. These include documents dealing with WHS work practices (Lundgren and McMakin 2013).
Traditionally, safety management has been reactive; with a business only taking action after something has gone wrong. A WHS management system will provide the opportunity for a business to take a proactive approach to safety by adopting risk management principles which allow hazards to be identified and controlled before they cause harm. A WHS management system will ensure a coordinated approach to health and safety instead of trying to deal with potentially conflicting information and instructions which lead to confusion among managers and employees and expose the business to unacceptable risk (Pink et al. 2016). A WHS Management system will allow mechanisms for involving your staff in health and safety at the workplace. Employee involvement is one of the principles of good management practice and providing opportunity for input to the people who are doing the work and who know what the problems are, can only benefit the business. A WHS management system will provide a process for review which will permit you to take an “under the hood” look at what is happening in your business and allow you to make improvements where required. While many may see the implementation of a WHS management system in their business as just too hard or too prescriptive, it cannot be denied that there are significant advantages to the systematic management of safety. Business improvements, reduction in risk, and operating cost reductions all flow from a successfully implemented WHS management system (Lundgren and McMakin 2013).
The company will systematically identify hazards and assess risks before the project starts by using the hierarchy of control in conjunction with:
The company would also identify risks:
We will inform our workers of our risk management procedures and ensure they are trained in risk management (Ball-King and Ball 2016).
We will control all risks we identify by applying the Hierarchy of Controls as follows:
Where possible, we will implement risk controls that are high in the order and will implement multiple controls where necessary (Badri, Gbodossou and Nadeau 2012).
Roles and responsibilities:
All workers are responsible for:
The principal employer is responsible for:
Emergency and incident response:
To ensure we are prepared for an emergency we:
If an incident occurs at the workplace the procedure is:
Depending on the nature and severity of the injury, the principal contractor will notify Workplace Standards.
This induction will outline:
The worker training would
We will consult with all workers and contractors on WHS issues for this project:
We will ensure our workers and other contractors are aware of WHS requirements by providing them with this WHS Management Plan before starting work on the project. Contractors are expected to make their workers aware of all WHS requirements.
We will communicate relevant WHS information to everyone involved in this project by:
We will manage the risks associated with falls from heights by:
Ensuring that where practicable, any work involving the risk of a fall is undertaken on the ground or on a solid construction (such as an elevated work platform). We will ensure, where reasonably practical, that that no-one comes within an unsafe distance of an overhead or underground power line. We will maintain an in-service inspection and test regime for all portable electrical leads, tools and earth leakage devices. We will ensure that all plant is regularly maintained, inspected and tested by a relevant competent person (Urquhart, 2011).
Workers must:
The metrics reported for the health and safety performance are: Lost Time Injury Frequency Rate (LTIFR). This is the number of lost time injuries per million hours worked. • Total Injury Frequency Rate (TIFR). This is the number of injuries per million hours worked. • Number of Lost Time Injuries (LTI). • Number of all Injuries inclusive of first aid, medical treatment, and lost time • Number of near Hits.
Incident Frequency Rate: The organisation wide incident frequency rate for both lost time injuries and all reported injuries is relatively stable. This is largely due to the averaging effect of the calculation when taken over a twelve month period, combined with the limited set of data. The staff TIFR is showing a steady downward trend. This reflects in the overall reduction in the frequency of injuries over the last 12 months. This trend is offset by a steady increase in the number of contractor incidents reported over the last 12 months giving a total Organisation downward trend.
Total Incidents: Based on the information currently available, the number of Lost Time Incidents is averaging around 2.5 per month peaking at 7 for March. The 7 LTIs in March were all as a result of injuries sustained by Auckland Transport Staff (3 ankle sprains, two assaults, a slip, trip, and fall, and a strained leg). • Total reported incidents for staff are highly variable month to month with no obvious seasonal pattern. • The contract workforce is providing a good level of near hit reporting. Information as to the nature and cause of the near hit is not collected currently and, as such, no trend analysis is possible. An initiative to improve staff near hit reporting will be rolled out in conjunction with the new reporting tool.
A review of the current Health and Safety Risk Register for the organisation has been completed. The identified risks and the assessment and treatment of those risks does not appear to accurately reflect the actual organisational risk. A series of health and safety risk management workshops is planned that will develop a risk register that identifies and quantifies the critical risks for the organisation. The first of these workshops will focus on public transport operations and will be completed in the first weeks of May. An assessment of the organisation’s “risk appetite” will also need to be completed to ensure the risk assessment process matches the needs of the organisation.
The significant health and safety incidents occurred in March:
The concerned authority must note:
There is a need of enactment of a new WHS policy, based on Australian Model Law, including:
References
Badri, A., Gbodossou, A. and Nadeau, S., 2012. Occupational health and safety risks: Towards the integration into project management. Safety science, 50(2), pp.190-198.
Badri, A., Gbodossou, A. and Nadeau, S., 2012. Occupational health and safety risks: Towards the integration into project management. Safety science, 50(2), pp.190-198.
Ball-King, L.N. and Ball, D.J., 2016. Health and safety and the management of risk. Routledge Handbook of Risk Studies, p.143.
Chen, P. and Li, Y., 2014. Occupational health and safety (pp. 75-94). Wiley-Blackwell.
Dau-Schmidt, K.G., Finkin, M. and Covington, R., 2016. Legal protection for the individual employee. West Academic.
Foster, J. and Barnetson, B. (2016). Health and safety in Canadian workplaces. 1st ed.
Friend, M.A. and Kohn, J.P., 2014. Fundamentals of occupational safety and health. Bernan Press.
Hughes, P. and Ferrett, E., 2015. Introduction to Health and Safety at Work: For the NEBOSH National General Certificate in Occupational Health and Safety. Routledge.
Lundgren, R.E. and McMakin, A.H., 2013. Risk communication: A handbook for communicating environmental, safety, and health risks. John Wiley & Sons.
Manuele, F.A., 2013. On the practice of safety. John Wiley & Sons.
Pink, S., Waterson, P., Dainty, A., Cheyne, A., Haslam, R., Gibb, A., Morgan, J., Hartley, R., Finneran, A. and Bust, P., 2016. Interdisciplinary research for occupational safety and health knowledge. Policy and Practice in Health and Safety, 14(1), pp.22-33.
Reese, C.D., 2015. Occupational health and safety management: a practical approach. CRC press.
Tompa, E., Robson, L., Sarnocinska-Hart, A., Klassen, R., Shevchenko, A., Sharma, S., Hogg-Johnson, S., Amick, B.C., Johnston, D.A., Veltri, A. and Pagell, M., 2016. Managing safety and operations: the effect of joint management system practices on safety and operational outcomes. Journal of Occupational and Environmental Medicine, 58(3), pp.e80-e89.
Urquhart, J. (2011). Workplace health and safety management systems. 1st ed. Bloomington, IN: Balboa Press.
Walters, D. and Nichols, T. (2009). Workplace Health and Safety: International Perspectives on Worker Representation. 1st ed. Palgrave Macmillan Ltd.
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