learner’s guide generic manufacturing skills develop …

LEARNER’S GUIDE

GENERIC MANUFACTURING SKILLS

DEVELOP A WORKPLACE SAFETY AND HEALTH

MANAGEMENT SYSTEM (WSHMS) IMPLEMENTATION

PLAN

COURSE CODE: MF-COM-403E-2

Copyright 2020 © SkillsFuture Singapore. Version 1.0

CONTENTS

SECTION A: AN OVERVIEW 5

1. Competency unit title 5

2. Course objective 5

3. Target Audience 5

4. Assumed Attitude, Skills and Knowledge 5

5. Performance Statements 5

6. Underpinning Knowledge 6

7. Delivery Hours and Class Size 7

SECTION B: RESOURCE SHEETS 8

RESOURCE 1: COURSE INTRODUCTION 8

RESOURCE 2: COURSE REQUIREMENTS 9

RESOURCE 3: INTRODUCTION TO SS ISO45001 OH&S MANAGEMENT SYSTEMS 10

Resource 3.1 ISO High Level Structure for Management Systems 10

Resource 3.2 SS ISO 45001 OH&S Management Systems Requirements 11

Resource 3.3 The bizsafe Programme 14

RESOURCE 4: DETERMINE THE CONTEXT OF THE ORGANISATION 15

RESOURCE 5: ESTABLISH THE DIRECTION OF OH&S MS WITH LEADERSHIP COMMITMENT AND WORKER PARTICIPATION 23

Resource 5.1 Leadership and Commitment 23

Resource 5.2 OH&S Policy 24

Resource 5.3 Organizational Roles, Responsibilities And Authorities 26

Resource 5.4 Consultation and Participation of Workers 28

RESOURCE 6: DEVELOP THE OH&S PLAN 31

Resource 6.1 General consideration when planning actions to address risks and opportunities 31

Resource 6.2 Identifying hazards and assessing risks and opportunities 33

Resource 6.3 Determining Legal Requirements and Other Requirements 51

Resource 6.4 Planning 62

Resource 6.5 Establishing OH&S objectives 63

Resource 6.6 Establish plan to achieve OH&S objectives 65

RESOURCE7: DETERMINE THE SUPPORTS NEEDED FOR THE OH&S MANAGEMENT SYSTEM 68

Resource 7.1 Determining the Necessary OH&S Competence and Awareness Requirements 69

Resource 7.2 Determining the Internal and External OH&S Communication 70

Resource 7.3 Documentation 71

RESOURCE 8: DEVELOP OPERATIONAL PLANNING AND CONTROLS 74

Resource 8.1 Planning, Implementing, Controlling and Maintaining the Processes Needed to Meet Requirements of the OH&S Management System 74

Resource 8.2 Eliminating Hazards and Reducing OH&S Risks Using Hierarchy of Controls 75

Resource 8.3 Establishing Process for Management of Change 77

Resource 8.4 Establishing Process to Control the Procurement of Products and Services 77

Resource 8.5 Controlling Outsourced Functions & Processes 79

Copyright © SkillsFuture Singapore 2020 Effective Date: 1 Mar 2021, Version 1.0

Resource 8.6 Establish a Framework for Organisational Emergency Preparedness and Response 80

RESOURCE 9: EVALUATE OH&S PERFORMANCE AND COMPLIANCE 88

Resource 9.1. Establishing Process for Monitoring, Measurement, Analysis and Performance Evaluation 88

Resource 9.2. Establish a Process for Compliance Evaluation 92

Resource 9.3. Establish an Internal Audit Program 94

Resource 9.4. Organise Management Review of OH&S Management System 106

RESOURCE 10: ESTABLISH PROCESSES FOR INVESTIGATION, REPORTING AND TAKE ACTION FOR ACCIDENT/INCIDENT AND NONCONFORMITY 110

Resource 10.1 Incident Investigation, Nonconformity, Corrective Action and Preventive Action 110

Resource 10.2 Types of Incidents 111

Resource 10.3 Tools for Incident Investigation Analysis 113

Resource 10.4 Develop Processes for Investigation And Reporting of Accident/Incident/Non-Conformance 114

RESOURCE 11: ESTABLISH OH&S CONTINUAL IMPROVEMENT PROGRAMS 119

RESOURCE 12: ESTABLISH OH&S MANAGEMENT SYSTEM IMPLEMENTATION PLAN 120

RESOURCE 13: ESTABLISH A PLAN TO PRESENT TO STAKEHOLDERS THE DEVELOPED OH&S MANAGEMENT SYSTEM IMPLEMENTATION PLAN 122

RESOURCE 14: LEARNER’S ACTIVITY 123

Learner’s Activity 1 123














DEFINITIONS 159

REFERENCES 162

APPENDIX 1: SAMPLE AUDIT CHECKLIST 163


Version History

Version Effective Date Changes Author Approved By

1.0 1 Mar 2021 First release WSHC SSG


SECTION A: AN OVERVIEW

1. Competency unit title

Implement a Workplace Safety and Health Management System (WSHMS) 2. Course objective On completion of this unit, learners will acquire the knowledge and skills to be a WSHMS program lead for the organisation in implementing a WSHMS to meet the requirements of SS ISO 45001 and risk management code of practice and for recognition of bizSAFE level 4 by Workplace Safety and Health Council. It entails reviewing the current WSH policy, risk management plan, and WSH programmes. It also includes establishing frameworks for WSH management programmes and emergency preparedness and response plan in accordance with organisational safety and health needs and WSH legal and other requirements. 3. Target Audience The occupations that this unit would be relevant to include but not limited to:

• Management

• Health and safety personnel

• Line supervisors 4. Assumed Attitude, Skills and Knowledge Learners are assumed to:

• have an in-depth knowledge of their organisational products /services

• have an in-depth knowledge of their organisational safety management system

• have an in-depth understanding of their organisational safety and health needs

• have an in-depth knowledge on sources of workplace hazards

• have an in-depth skills and knowledge in hazard identification, risk assessment and risk management as well as the hierarchy of risk control measures

• be self-directed and proactive towards problem-solving of safety issues

• be able to lead, communicate and with good presentation skills

• have an analytical mind with people management skills

5. Performance Statements

A competent individual must be able to successfully perform this unit covering the following performance statements:

PS 1 Determine the context of the organisation in line with the relevant SS ISO 45001 Occupational Health and Safety (OH&S) Management Systems high level structure and requirements.

PS 2 Establish the direction of OH&S management system with leadership commitment and worker participation in accordance with the SS ISO45001 OH&S management systems requirements.

PS 3 Develop the OH&S plan to address OH&S risks and opportunities, set and achieve the OH&S objectives in accordance with the requirements of SS ISO 45001 code of practice on workplace safety and health (WSH) risk management, OH&S Management Systems, and WSH legal requirements and other requirements.

PS 4 Determine the supports needed for the establishment, implementation maintenance and continual improvement of the SS ISO45001 OH&S Management System.


PS 5 Develop operational planning and controls to manage the OH&S risks to an acceptable level in consistent with hierarchy of controls and comply with applicable WSH legal and other requirements.

PS 6 Establish a framework for organisational emergency preparedness and response plans in accordance with WSH legal and other requirements.

PS 7 Evaluate OH&S performance and compliance in accordance with organisational safety and health needs and WSH legal requirements and other requirements.

PS 8 Establish an internal audit programme to evaluate the organisational OH&S management system conformance to SS ISO 45001 standard, and WSH legal requirements and other requirements.

PS 9 Organise the management review of OH&S management system to ensure its continuing stability, adequacy and effectiveness in accordance with SS ISO 45001 requirements and WSH legal requirements and other requirements.

PS 10 Establish processes for investigation, reporting and taking action for accident/incident and nonconformity based on WSH legal requirements and other requirements.

PS 11 Establish OH&S continual improvement programs to continually improve the suitability, adequacy and effectiveness of the management system.

PS 12 Establish the OH&S management system implementation plan based on the needed changes identified that fulfil SS ISO 45001 requirements and code of practice on WSH risk management.

PS 13 Establish a plan to present the developed OH&S management system implementation plan to the stakeholders for review in accordance with organisational procedures.

6. Underpinning Knowledge

A competent individual is required to have the following knowledge on:

UK 1 ISO45001 High-Level Structure and requirements relevant to context of organisation (Comprehension)

UK 2 SS ISO 45001 OH&S Management Systems requirements (Application)

UK 3 Determining context of organisation (Synthesis)

UK 4 Establishing the direction of OH&S management system (Synthesis)

UK 5 OH&S plan to address OH&S risks and opportunities (Application)

UK 6 OH&S plan to set and achieve OH&S objectives (Application)

UK 7 Code of practice on WSH risk management (Comprehension)

UK 8 WSH legal and other requirements (Comprehension)

UK 9 Supports needed for OH&S management system (Comprehension)

UK 10 Hierarchy of control (Application)

UK 11 Types of emergency response plans (Comprehension)

UK 12 OHS performance and compliance evaluation (Evaluation)

UK 13 Types of internal audit programme (Comprehension)

UK 14 Inputs and outputs of management review of OH&S management systems (Application)

UK 15 Types of incidents (Comprehension)

UK 16 Investigation process for OH&S accident, incident, and non-conformance (Comprehension)

UK 17 Types of continual improvement programmes (comprehension)

UK 18 OH&S management system implementation plan (Synthesis)

UK 19 Stakeholders of the OH&S management system (Application)


7. Delivery Hours and Class Size

The specification of the RLH for Competency Unit: Implement a Workplace Safety and Health Management System (WSHMS) is 28 hours.

Maximum


SECTION B: RESOURCE SHEETS

RESOURCE 1: COURSE INTRODUCTION

1) Competency Unit

This course is based on the following competency unit in the Singapore Workforce Skill

Qualification (WSQ) system under the SkillsFuture Singapore (SSG).

Competency Unit Title: Implement a Workplace Safety and Health Management System (WSHMS)

Competency Code: MF-COM-403E-2

WSQ Framework: Generic Manufacturing Skills

Competency Category: Workplace Safety and Health (WSH)

2) Course Objectives

To acquire the skills and knowledge to develop a WSH MS implementation plan based on SS ISO

45001 OH&S MS Standard, for recognition of attainment of bizSAFE level 4 by the Workplace

Safety and Health Council.

Note: WSH MS: Workplace Safety and Health Management System

OH&S MS: Occupational Health and Safety

WSH and OH&S has the same meaning. “WSH” is the term used more in local regulatory

framework context; while “OH&S” is the term used in SS ISO 45001 OH&S MS standards.

3) Assumed knowledge and skills

Learners are assumed to have an in-depth knowledge of:

• their organisational products /services

• their organisational safety management system

• organisational safety and health needs

• sources of workplace hazards

• hazard identification, risk assessment and risk management as well as the hierarchy of risk

control measures; and

• be self-directed and proactive towards problem-solving of safety issues

• be able to lead, communicate and with good presentation skills

• have an analytical mind with people management skills


RESOURCE 2: COURSE REQUIREMENTS

Learners need to fulfil the following requirements to be certified as ‘competent’ and get the Statement of

Attainment (SOA) in the competency unit:

1) Training requirements

Training Hour: 28 hours contact time

Learners shall have more than 75% attendance

2) Assessment requirements

Assessment Requirement

1: Written Questioning (Open-book assessment)

• Duration: 90 minutes

• 15 Multiple-choice Questions: above 70% correct

• 10 Short-Answer Questions: 100% correct

2. Written Assessment

(Individual assessment)

• Candidate to compile a learning portfolio that

demonstrates candidate’s ability to apply what was

learnt in class in their organisation, on a list of items

related to the performance statements to be assessed.

• To be submitted within 4 weeks after class ends, or

reasonable deadline as agreed with assessor.

3. Oral Questioning

• Duration: 15 – 30 minutes for each candidate

• Candidate to present the WSHMS Implementation plan to the assessor and answer questions on any underpinning knowledge or performance statement.

• Should be within 2 weeks after submission of written assessment


RESOURCE 3: INTRODUCTION TO SS ISO45001 OH&S MANAGEMENT SYSTEMS

Resource 3.1 ISO HIGH LEVEL STRUCTURE FOR MANAGEMENT SYSTEMS:

Since 2012, ISO (the International Organisation Standardisation) has decided to use a common

framework of a High-Level Structure (HLS) for all subsequent ISO management system standards

to be published. The HLS is defined in the Annex L (in 2019 edition) of the ISO / IEC Directives,

Part 1, Procedures for the Technical Work, which prescribes how ISO Management System

Standard (MSS) standards should be written. It provides a unifying and agreed upon structure

for enhancing the consistency and alignment of all types of MSS, with identical core text and

common terms and definitions. The use a common HLS for the MMS enhanced compatibility of

MMS, make it easier to implement new MMS and all integrate MMS into a management system,

increasing value for the users. It also helps to increase the effectiveness of the ISO technical

committees during the development of MMS. Some examples of MMS, which may be relevant

to the workplace safety and health (WSH) professionals, that has been published based on the

ISO HLS include:

• ISO 9001:2015, Quality Management Systems - Requirements,

• ISO14001: 2015, Environmental Management Systems – Requirements with Guidance

for Use,

• ISO 22000: 2018, Food Safety Management Systems – Requirements for Any

Organisation in the food Chain,

• ISO 35001: 2019, Biorisk Management for Laboratories and Other Related

Organisations

• ISO 39001: 2012, Road Traffic Safety (RTS) Management Systems – Requirements with

Guidance for Use,

• ISO 41001:2018, Facility Management – Management Systems – Requirements with

Guidance for Use,

• ISO 50001: 2018, Energy Management Systems – Requirements with Guidance for Use

The ISO 45001:2018 Occupational Health and Safety Management Systems – Requirements

with Guidance for Use is no exception; it is also based on the ISO HLS.

The ten (10) standard clauses in the HLS are:

1. Scope

Specific to the discipline

2. Normative Reference



3. Terms and definitions


4.Context of the organisation

4.1 Understand the organisation and its context

4.2 Understand the needs & expectation of interested parties

4.3 Determining the scope of the xxx management system

4.4 XXX Management system

5. Leadership

5.2 Leadership & commitment

5.2 Policy

5.3 Roles, Responsibilities & Authorities

6. Planning

6.1 Actions to address risks and opportunities

6.2 XXX objectives and planning to achieve the objective

7. Support

7.1 Resources

7.2 Competence

7.3 Awareness

7.4 Communication

7.5 Documentation

8. Operation

Operational planning and control

9. Performance Evaluation

9.1 Monitoring, measurement, analysis and evaluation

9.2 Internal audit

9.3 Management Review

5. Improvement

10.1 Nonconformity and correction

10.2 Continual Improvement

Resource 3.2 SS ISO 45001 OH&S MANAGEMENT SYSTEMS REQUIREMENTS:

1) OH&S management system model

The SS ISO 45001 Standard is based on the methodology known as Plan-Do-Check-Act (PDCA).

PDCA can be briefly described as follows.


1. Plan: decide on the actions to address risks and opportunities and establish the OH&S

objectives and plans on how to achieve them.

2. Do: the support provided, and the operational plans and controls implemented.

3. Check: evaluation of system through monitoring, internal audit and management review.

4. Act: take actions based on evaluation to continually improve OH&S performance.

The PDCA concept is incorporated into the ISO High Level Structure framework as shown in

Figure 1-1.

Figure 1-1 PDCA and the SS ISO 45001 OHS Management System framework

Note: the numbers in brackets “( )” refers to the clause numbers in the SS ISO45001 document.

(Source: SS ISO45001: 2018 OH&S MS – Requirements with guidance for use)

2) Elements of Occupational Safety and Health (OH&S) Management (SS ISO 45001)

Clauses 1 to 3 in the SS ISO4501 set out the scope, normative references and terms and definitions,

while Clauses 4 to 10 are the requirements used to assess conformity to this document, as listed

below:

4.0 Context of the organization

4.1 Understanding the organization and its context


4.2 Understanding the needs and expectations of workers and other interested parties

4.3 Determining the scope of the OH&S management system

4.4 OH&S management system

5.0 Leadership and worker participation

5.1 Leadership and commitment

5.2 OH&S policy

5.3 Organizational roles, responsibilities and authorities

5.4 Consultation and participation of workers

6.0 Planning

6.1 Actions to address risks and opportunities

6.2 OH&S objectives and planning to achieve them

7.0 Support

7.1 Resources

7.2 Competence

7.3 Awareness

7.4 Communication

7.5 Documented information

8.0 Operation

8.1 Operational Planning and control

8.2 Emergency preparedness and response

9.0 Performance evaluation

9.1 Monitoring, measurement, analysis and performance evaluation

9.2 Internal audit

9.3 Management review

10.0 Improvement

10.1 General

10.2 Incident, nonconformity and corrective action

10.3 Continual improvement


3) Notable changes between SS 506 and SS ISO 45001

While both standards’ management system structure is somewhat similar, organizations have

more flexibility to document and structure their OH&S management system as long as all

clauses are fulfilled. There is more focus on “context” of the organisation that is not mentioned

in SS 506. Issues are discussed in SS 506, but SS ISO 45001 goes a step further to categorize into

internal and external issues. Given that the structure of SS ISO 45001 is similar to ISO 9001 and

14001, there is greater emphasis on integration of OH&S management of the organization. SS

506 designates a management representative to manage OH&S, but SS ISO 45001 stresses that

all senior management are involved and required to lead all OH&S efforts. Besides risk,

organizations must also identify opportunities to improve OH&S compliance on legal & other

requirements are emphasized further. Outsourcing and procurement are more explicit.

Resource 3.3 THE BIZSAFE PROGRAMME:

bizSAFE is a five-step program to help companies build up capabilities in workplace safety and

health progressively, from getting top management commitment in bizSAFE level 1 to

implementing a full-fledge WSHMS and get it certified in bizSAFE STAR. In 2017, SGSecure

elements was included to help companies to also build response capabilities and manage

potential threats from terrorism.

Figure 1-2 Five-Step bizSAFE programme. (Source of image: WSH Council website)


RESOURCE 4: DETERMINE THE CONTEXT OF THE ORGANISATION

Prior to establishing a OH&S MS (management system), it is important to have a strategic understanding

of the factors that will affect how the OHS& MS will be designed, the areas to be focused on, and the

intended outcomes of the OH&S MS. In other words, it is important to identify what an organisation

plans to address (i.e., inputs to the OH&S MS design) and what it plans to achieve (i.e., intended

outcomes of the OH&S MS) so that the implementation of the OH&S MS will bring values to the

organisation. Related to this necessary effort in the initial stages of establishing an OH&S MS, clause 4,

titled “Context of the organisation” of the SS ISO 45001 standard included four (4) clauses:

o Understanding the organization and its context

o Understanding the needs and expectations of workers and other interested parties

o Determining the scope of the OH&S management system

o OH&S management system

Determining the organisational context is analogous to an objective and truthful analysis of the OH&S

situation for which the organisations is in. The organisation pursuing the SS ISO 45001 OH&S MS

certification needs to take a factual analysis into the external and internal issues concerning the

organisation. This situational analysis provides a sensing of the issues that would present risks and

opportunities that need to be addressed in the OH&S MS. The Standard requires organisation to have a

good conceptual understanding of the potential adverse effects (risks) or beneficial effects

(opportunities) that these issues could bring to the organisation. A detailed analysis of these issues is

not required, and it is important that the leaders in the organisation are involved in this analysis.

1) Understanding the organisation and its context (Clause 4.1 of the SS ISO 45001: 2018 OH&S MS)

Organisation needs to determine the external and internal issues that are relevant to its purpose and

that affect its ability to achieve the intended outcome(s) of its OH&S management system.

The Internal and external issues can be positive or negative and include conditions, characteristics or

changing circumstances that can affect the OH&S management system. These issues will vary from one

organisation to another.

Refer to Clause A.4.1 a) and b) in SS ISO 145001: 2018 for examples of external and internal issues.

It should be noted that context changes over time; those issues not relevant previously may become so

eventually. Identifying and reviewing of organisation context should be done regularly and led by top

management, with a team approach.


An example in a context of industry illustrate below:

External Internal

Multi-racial external stakeholders Managing a multi-racial/ cultural workforce

Managing suppliers/ contractors of every sector

Integrating organization structures of each area under the integrated resort

Adapting to new industrial trends / technologies

Managing workers of different skills, trades, needs, culture, etc.

Reacting to external threats in the country (seasonal storms, terrorism, contagious disease etc.)

Information systems, communication channels, decision making processes, etc.

2) Understanding the needs and expectations of workers and other interested parties

(Clause 4.4 of the SS ISO 45001: 2018 OH&S MS)

The organization needs to determine

Needs could have been incorporated into laws and regulations, or voluntarily agreed to or adopted by organisation

Once the organisation adopts the needs and expectations, they will need to be addressed when planning and implementing the OH&S MS

Refer to Clause A.4.2 in SS ISO 145001: 2018 for examples


Interested parties may include:

Internal External

- Workers - Workers’ representatives - Trade unions - Managers - Corporate - Parent organisations - Owner - Shareholders

- Regulatory authorities - Non-governmental organisation - Neighbours of the organisation - Trade / Industrial / business associations - General public - Investors - Employer’s organisations - Clients / customers - Suppliers / Contractors / Subcontractors - Medical and other community services - Visitors - WSH, fire safety and healthcare professionals - Academia

The needs of interested parties may include, and not limited to:

Interested parties Needs

- Workers - Workers’ / Trade unions

representatives - Managers - Corporate - Parent organisations - Owner - Shareholders

- Safe and secure workplace - Job security - Competitive salary - Training and development - Consultation on changes affecting them - Involvement in decision affecting them - Participation in OH&S MS processes and

improvement projects - Communication on requirements and changes

that protect their OH&S - Recognition and rewards for good performance - Complying with requirement - Achieving objectives

- Corporate / Parent organisations

- Conforming to standards and procedures

- Managers - Owner(s) - Shareholders - Investors

- Effective and efficient OH&S Management - Injury-free workplace - Healthy workforce - Product stewardship - Sustainable business - Business continuity - Opportunities in OH&S - Good OH&S performance - Good reputation

- Regulatory authorities - Complying with legal requirement - Improvement of workers’ welfare

- Neighbours - General public - Pressure groups

- Consequences of organisation’s activities, emergency, incidents that could impact them

- Noise, smell, hazardous agents emission

- Industrial / trade / business associations

- Standardisation of practices - Collaborating efforts for improvement - Sharing and bench marking good practices,

lesson learnt from incidents


3) Determining the scope of the OH&S management system

(Clause 4.4 of the SS ISO 45001: 2018 OH&S MS)

The organization shall determine the boundaries and applicability of the OH&S management system to

establish its scope. When determining this scope, the organization shall:

Consider: it is necessary to think about the topic, but it can be excluded.

Take into account: the topic must be through about and cannot be excluded.

Organisation should not use the scope of OH&S MS to exclude activities, products and services that have,

or can have impact the organisation’s OH&S performance; or evade its obligations to comply with the

legal and other requirements.

The scope of the OH&S MS shall be made available as a documented information.

Refer to Clause A.4.3 in SS ISO 145001: 2018 on Determining the scope of OH&S MS.

4) OH&S Management System (Clause 4.4 of the SS ISO 45001: 2018 OH&S MS)

The organization shall establish, implement, maintain and continually improve an OH&S

management system, including the processes needed and their interactions, in accordance with the

requirements of the SS ISO 45001: 2018 document.

Refer to Clause A.4.4 in SS ISO 145001: 2018 on explanatory information on OH&S MS.

External and internal issues

Needs and expectation of interested parties

planned or performed work-related activities.

+

+

Consider

Take into account

Take into account

Scope of OH&SMS


To determine the context of organisation, SWOT Analysis and PESTLE Analysis (Political, Economic,

Social, Technological, Legal and Environmental factors) are two common methodologies that can be

used.

1) SWOT Analysis

SWOT stands for Strengths, Weaknesses, Opportunities, and Threats, and so a SWOT Analysis is a

technique for assessing these four aspects in the context of the organisation relevant to OH&S

Management System.

A SWOT analysis Matrix can be used for the purpose, as shown in Figure 2-1.

Strength Weakness

• Accreditations, qualifications, certifications

• Location and geography

• Processes, systems, IT, communications

• Competency level of employees.

• WSH Culture, prevalent attitudes, behaviours

• Employees Experience, knowledge, Competency

• Access to information and data

• Leadership commitment,

• Gaps in capabilities

• Financials: Cash flow, High cost, low

revenue

• vulnerabilities: Reliability of data,

communication breakdown / unrests due to

multiracial, multi-language workplace

• Plan predictability of processes and

systems

• Succession planning, aging workforce

Opportunities Threats

• New technologies

• Loosening of regulations

• Favourable industry trends

• Automation

• Key customers are supportive of WSH

• Political / Legislative effects

• New regulations

• New risks from use of new materials &

processes

• High employees’ turnover rate

• Disruptions due to terrorist attack,

infectious diseases, climate change


2) PESTLE analysis

It is an analytical tool which considers external factors and helps organizations to think about their

impacts. PESTLE stands for:

• P – Political

− The current and potential influences from political pressures

• E - Economic

− The local, national and world economic impact

• S - Sociological

− The ways in which changes in society affect the project

• T - Technological

− How new and emerging technology affects our project / organization

• L - Legal

− How local, national and global legislation affects the project

• E - Environmental

− Local, national and global environmental issues

The factors in PESTLE analysis

• Political:

− Government type and stability

− Freedom of the press, rule of law and levels of bureaucracy and corruption

− Regulation and de-regulation trends

− Social and employment legislation

− Tax policy, and trade and tariff controls

− Environmental and consumer-protection legislation

− Likely changes in the political environment

Examples:

− ISO standard reviewed periodically to remain relevant

− Will government change fiscal conditions after achieving ISO 45001?

− Will government change legislations pertain to company trade?

− Entry-mode requirement in Gebiz?

− Trade agreements expected to change with other countries, customs, taxation?


• Economic:

− Stage of a business cycle

− Current and projected economic growth, inflation and interest rates

− Unemployment and supply of labour

− Labour costs

− Levels of disposable income and income distribution

− Impact of globalization

− Likely impact of technological or other changes on the economy

− Likely changes in the economic environment

Examples:

− Economic factors like inflation, interest rate, credit accessibility, tender opportunities

(private or government), etc.

− In current economy, is company growing or in recession?

− Available company services/ products under expansion or recession?

− Does company affect the evolution of the current world economy?

• Sociological:

− Cultural aspects, health consciousness, population growth rate, age distribution,

− Organizational culture, attitudes to work, management style, staff attitudes

− Education, occupations, earning capacity, living standards

− Ethical issues, diversity, immigration/emigration, ethnic/religious factors

− Media views, law changes affecting social factors, trends, advertisements, publicity

− Demographics: age, gender, race, family size

Examples:

− Attitudes, opinions (positive or negative) affecting business models

− Wealth and education levels of customers, public

− Cultural implications like race, habits, communications, social lifestyles, etc.

− Habits toward collaboration


• Technological:

− Maturity of technology, competing technological developments, research funding,

technology legislation, new discoveries

− Information technology, internet, global and local communications

− Technology access, licensing, patents, potential innovation, replacement

technology/solutions, inventions, research, intellectual property issues, advances in

manufacturing

− Transportation, energy uses/sources/fuels, associated/dependent technologies, rates of

obsolescence, waste removal/recycling

Examples:

− New discoveries, innovative technological platform, relevant current and future

technology in the industry

− During a technological change, how does it impact business models?

• Legal:

− current home market legislation, future legislation

− European/international legislation

− regulatory bodies and processes

− environmental regulations, employment law, consumer protection

− industry-specific regulations, competitive regulations

Examples:

− How changes in legislation affects the company

− New opportunities and threats from legislation changes

3) PESTLE vs. SWOT

In contrast to a SWOT, PESTLE encourages you to think about the wider environment and what

might be happening now and in the future which will either benefit or be of disadvantage to the

organization, individual, etc.


RESOURCE 5: ESTABLISH THE DIRECTION OF OH&S MS WITH LEADERSHIP COMMITMENT AND WORKER PARTICIPATION

Top management plays an important role in establishing the expectation of the OH&S MS and setting the

direction and inspiring the people of the organisation towards fulfilment of these expectations. The SS ISO

45001 OH&S MS specifies four (4) clauses to help the effort in establishing the direction of the OH&S MS

with leadership commitment and workers’ participation:

• Leadership and commitment

• OH&S policy

• Organizational roles, responsibilities and authorities

• Consultation and participation of workers

Together, management and workers lay the foundation, set the direction in the pursue of a successful

OH&S MS.

Resource 5.1 Leadership and Commitment

Leadership and Commitment (Clause 5.1 of the SS ISO 45001: 2018 OH&S MS)

It is a common experience and knowledge to many people at the workplace that visible support,

involvement, leadership and commitment from the top management in OH&S are critical factors for

the successful implementation of the OH&S MS and achievement of its intended outcomes.

Top management’s roles are to provide leadership in the organisation, lead the organisation on

setting objectives, provide the means, allocate the resources, direct, organise and inspire the

workforce towards achieving the objective.

Leadership and commitment from top management may include:

• Awareness

• Responsiveness

• Active support

• Feedback

on the OH&S MS by the top management

With reference to Clause A.5.1 in Annex of the SS ISO 45001: 2018, the implementation of an OH&S

MS can be successful only if there is an organisation culture that supports it. That organisation is

essentially shaped and built by the top management. It comprises:

• Individual and group values


• Attitudes towards OH&S

• Managerial practice

• Perceptions

• Competencies

• Patterns of activities

The product of the abovementioned attributes of organisation will determine in the commitment to,

and style and proficiency of, its OH&S MS.

Reference can also be made to the CultureSAFE model development by the WSH Council. There are

six (6) attributes in that CultureSAFE model. The WSH culture attributes in that model particularly

“Leadership and commitment” and its constituent dimensions are good reference for organisation to

base on in building the organisation culture (that support the OH&S MS).

The person who intends to establish, implement, maintain and improve on the organisation’s OH&S

MS must first secure that critical leadership and commitment on the OH&S MS to start with. It is

important that the top management take up and demonstrate the ownership, leadership and

commitment to OH&S.

For the SS ISO 45001 OH&S MS requirements on leadership and commitment, refer to clause 5.1 of

SS ISO 45001: 2018 document.

Resource 5.2 OH&S POLICY

OH&S Policy (Clause 5.2 of the SS ISO 45001: 2018 OH&S MS)

The OH&S policy is the process for the top management to officially state their commitment to OH&S.

It establishes the director that guide the

Leadership & Commitment

Competent & Learning

OrganisationGovernance

Ownership & Teamwork

Work management system

Communication& Reporting

6 Attributes of the CultureSAFE Model • Management Credibility

• Management involvement in routine day-to-day WSH assurance

• Management engagement in key WSH initiatives • Management knowledge & skills with WSH impact

Dimensions of Leadership & Commitment


An OH&S policy:

• Establishes an overall sense of direction and sets the principles of action for an organisation.

• Provide the framework for the organisation to set OH&S objectives and expected results from

systematically managing its OH&S risks and opportunities.

• Demonstrates the formal commitment of an organisation, particularly that of the organisation’s

top management, towards good OH&S management.

In establishing the OH&S policy, management should consider the following:

• Purpose, size, nature of the organisation

• Context of organisation

• Needs of interested parties

• legal requirements and other requirements

• historical and current OH&S performance by the organisation

• opportunities and needs for continual improvement

• available and needs for resources

• contributions of employees

• contributions of contractors and other external personnel

At the minimum, the following commitments are required in an OH&S policy:

• Provide safe and healthy working conditions - for the prevention of work- related injury and ill

health

• Fulfilment fulfil legal requirements and other requirements

• Eliminate hazards and reduce OH&S risks

• Continual improvement of the OH&S management system

• Consultation and participation of workers

The OH&S policy shall be:

• Available as documented information

• Communicated within the organization

• Available to interested parties, as appropriate

• Relevant and appropriate

For more detailed requirements, refer to Clause 5.2 of the SS ISO 45001: 2018 Standard


Resource 5.3 ORGANIZATIONAL ROLES, RESPONSIBILITIES AND AUTHORITIES:

The responsibilities and authority of all persons who perform duties that are part of the OH&S

management system should be assigned, including clear definitions of responsibilities at the interfaces

between different functions. The followings should be taken into considerations when defining the

structure and responsibilities:

Nature, size and type of organisation

• Needs of interested parties

• hazard, risks, opportunities and controls / actions needed

• OH&S objectives

• legal and other requirements

• Job descriptions

• Listing of qualified / competent person required

Start by examining the current organisation. Identify the current roles that are responsible for OH&S

management. Consider the operations that can have significant import on OH&S, i.e. the results of OH&S

hazard identification and assessment of risks and opportunities. Identify who needs to be involved to

ensure that these the risks and opportunities in these operations. Depending on the nature, size and

operations, there are certain roles that are mandatorily requirement.

As there are always limitation in resources, identify synergies that can be benefited from, on similar roles

and responsibilities in other management systems already existed in the organisation, such as quality,

environmental, security management systems. Look out for opportunities to integrate OH&S

responsibilities within existing functional departments, such as facility management, quality, security,

human resources, purchasing and manufacturing operations. Doing so will not only enhance ownership of

OH&S across all functional departments but also increase participation and most time will also improve

operational efficiency.

The assignment of OH&S roles, responsibilities and authority should be done with the same degree of

formality with that of operational. Persons signed with such roles, responsibilities and authorities must be

competent to perform that roles. The assigned roles, responsibilities and authorities shall be

communicated to that person. Often, these may be accomplished in the form of letter of appointment,

job descriptions, employee performance goals, employee annual appraisal etc.

Top management

The responsibility of top management should include defining the organisation’s OH&S policy, taking

ownership, providing leadership and commitment to the OH&S MS, and ensuring that the OH&S

management system is successfully implemented.


It should be noted that although top management may delegate and assign responsibilities and authority,

ultimately, they are still accountable for the functioning of the OH&S MS.

Specific role and responsibility identified in Clause 5.3

Clause 5.3 of the ISO45001 OH&S MS standard requires top management to assign the responsibility and

authority for

• Ensuring that the OH&S management system conforms to the requirements the SS ISO 45001

• Reporting on the performance of the OH&S management system to top management.

This can be assigned to a single person or a team, or a member of the top management.

It is important that such person or team are knowledgeable in OH&S MS, and have easy access to top

management for the successful establishment, implementation, maintenance and improvement of the

OH&S MS.

(The SS ISO 45001 OH&S MS standard does not specify the requirement for the appointment of a

‘management appointee’ or ‘management representative’ as in the previous versions of management

systems such as OHSAS 18001, ISO9001 or ISO 14001 standards.)

Competent persons in OH&S and roles required by law

Depending on the nature, size and operations of the organisation, there may be roles and duties of certain

competent persons approved by the relevant regulatory agencies, or ‘responsible persons’ that are

required by relevant legislations. Examples of such competent persons are to WSH officer, safety and

health management system auditor, fire safety manager, confined space safety assessor/authorise

manager, work-at-height supervisor/safety assessor/authorised manager, noise monitoring/control

officer, competent person for monitoring, testing, or assessing health hazards at the workplace

environment, etc, just to list a few. Another example, for factory with 50 or more persons at work, setting

up of WSH Committee is a mandatory requirement, and the structure of the committee (chairman,

secretary, members) must comply with the relevant regulations.

Such roles, responsibilities and authorities for persons with mandatory requirements shall be identified

clearly defined.

In some cases, especially in many small and medium-size enterprise (SME) or organisations, OH&S

expertise may not be available within the organisation. It may not make sense for the SME to employ or

WSH professionals, such as a WSH Officer. Expertise in OH&S legal requirements and their applicability to

their operations will be lacking. The organisation should consider getting external expertise for such roles

as compliance evaluation to ensure a comprehensive review is conducted.

Line management

Line management responsibility should include ensuring that OH&S is managed within their area of

operations. Where prime responsibility for OH&S matters rests with line management, the role and


responsibilities of any specialist OH&S function within the organisation should be appropriately defined to

avoid ambiguity with respect to responsibilities and authorities. This should include arrangements to

resolve any conflict between OH&S issues and productivity considerations by escalation to a higher level

of management.

In many SMSs, where resources limitation issues are more prominent, management is always tempted to

leave OH&S roles and responsibilities with a few key personnel. It should be noted that it may be more

beneficial to have these OH&S responsibilities spread out among other staff members. This may provide

more opportunities for the participation and development of other staffs.

Workers

Workers’ responsibilities generally involve:

• Using the suitable equipment, appliance, or other means or tools provided safely

• Cooperating with management to ensure OH&S at work

• Reporting hazards and incident

• Shall not wilfully or recklessly interfere with or misuse equipment, or other means or tools

provided and endangering the safety and health of himself or others.

Workers should be enabled to report about hazardous situations so that action can be taken. They should

be able to report concerns to responsible authorities as required, without the threat of dismissal,

disciplinary action or other such reprisals. (In accordance with Clause A.5.3 of the SS ISO 45001: 2018)

After defining OH&S responsibilities and authorities, it should be documented and communicated to

affected personnel. This is to ensure that individuals understand the scope and the interfaces between

the various functions, and the channels to be used to initiate action.

Adequate resources should be made available for the persons to fulfil their responsibilities.

Resource 5.4 CONSULTATION AND PARTICIPATION OF WORKERS

One important factor that would help ensure successful implementation and achievement of the

indented outcomes of the OH&S MS is have an inclusive system that is not only driven by the top

management and the key ‘responsible persons’ in the organisation, but is also embraced by and with the

contributing efforts of everybody in the organisation, i.e. the workers. They are the most important

interested party for the very purpose for implementing the OH&S MS. The intended outcomes of the

OH&S MS are to provide vide a safe and health workplace, for the prevention of occupational injury and

ill-health of the workers. In addition, workers who are at the frontline exposing to the hazards day in and


out, would have a good sensing of the risks and opportunities in the operations which they are working

on. The impact of OH&S risks would affect the work most, as the injury and ill-health are more likely to

affect them than any other parties within the organisation. Workers will generally be more cooperative,

and more willing to contribute to the establishment, implementation, maintenance and improvement of

the OH&S MS if there were consultation process and their participation in it. In other words, they are

given adequate and timely information about the existing conditions and changes that are coming; their

opinions, feedback, suggestions and concerns on issues raised are being taken into consideration by the

organisation in consultation process that involves a two-way communication dialogue and exchanges.

Participation process enable the workers to contribute to the decision-making process on OH&S

performance measurements and proposed changes. With consultation and participation of workers, the

hazard identification and risks and opportunities assessment, work methods, OH&S control measures,

procedures, expected behaviours, objectives and performance measures are more likely to be

successfully implemented or achieved; productive will be higher and performance (including OH&S

performance) will be better.

Therefore, it makes sense for organisation to establish, implement and maintain a process(s) for

consultation and participation of workers a tall applicable levels and functions. For more detailed

requirements, please refer to Clause 5.4 of the SS ISO 45001: 2018 standard.

In accordance with clause 5.4 d) and 5.4 e) of the SS ISO 45001: 2018 standard, organisations shall

emphasise the consultation and participation of the non-managerial workers on items listed. It should

be noted that emphasising the consultation and participation of non-managerial workers is intended to

apply to the persons carrying out the work activities, but not indented to exclude, for example managers

who are impacted by work activities or other factors in the organisation.

Examples of actions to be taken by top management for improving consultation & worker participation

Make available time, resources and training necessary for consultation and participation:

• Provide timely and relevant information about the OH&S MS

• Create conducive environment for consultation and workers participation, such as:

• Remove language barriers, allow worker to use the language comfortable to them

• Encourage freedom to talk, express concerns and open reporting

• Apply active listening

• Provide timely response to feedbacks, decision and actions to be taken

• Establish regular WSH committee(s), work groups consisting of managerial and non-managerial

staffs

• Convene regular meetings and toolbox talks

• Organise regular meet-the-people session, town hall meetings, all-hands meetings etc.

• Implement a safety suggestion scheme, put up suggestion box for receipt of suggestions

• Award incentives for suggestions on OH&S improvement


• Conduct regular employee surveys on WSH culture, employees’ satisfaction

• Make OH&S matters a standard agenda item in company-level meetings

• Regular briefings and discussion forums via social media, newsletters, notice boards, etc.

• Discuss with workers on OH&S during performance reviews

• Get workers involvement in risk assessments

• Encourage training and development, upgrading workers’ OH&S knowledge and skills

The organisation should ensure that processes for consultation and participation of workers include

contractors and other interested parties also.


RESOURCE 6: DEVELOP THE OH&S PLAN

Resource 6.1 General consideration when planning actions to address risks and opportunities

Refer to Clause 6.1.1 General of the SS ISO45001: 2018 Standard; key concepts are summaries below.

When planning for the OH&S management system, consideration must be taken to:

• The issues identified in the context of organisation

• The needs of the interested parties

• The scope of the OH&S management system

For determining the risks and opportunities that need to be addressed to:

• give assurance that the OH&S management system can achieve its intended outcome(s)

• prevent, or reduce, undesired effects

• achieve continual improvement.

Issues identified in the context of organisation

Needs of interested parties

Scope of the OH&S MS

+

+

Plan for OH&S

MS

Get Support needed

for OH&SMS

Consider:

• Give assurance that the OH&S MS can achieve its intended outcome(s)

• Prevent, or reduce, undesired effects

• Achieve continual improvement.

Determine: Risk & opportunities

that need to be addressed

Take into account: • Hazards • OH&S & other risks • OH&S & other

opportunities • Legal & other

requirements

Establish objectives and plan to achieve them


Definitions of the relevant terms can be found in the SS ISO 45001: 2018 Standard

Planning Clause A.6.1.1

Risks Clause 3.20

OH&S risk CL:3.21

OH&S opportunity CL:3.22

Risk Opportunity

Definition of risk /

opportunity

Effects of uncertainty (CL: 3:20) -

Definition of OH&S

risk / opportunity

Combination of the likelihood of

occurrence of a work-related hazardous

event(s) or exposure(s) and the severity

of injury and ill health that can be

caused by the event(s) or exposure(s)

(CL: 3:21)

Circumstance or set of

circumstances that can lead to

improvement of OH&S

performance (CL: 3.22)

Assessment of risk /

opportunities

• Use different methods as part of its

overall strategy for addressing

different hazards or activities.

• Method and complexity of assessment

does not depend on the size of the

organization, but on the hazards

associated with the activities of the

organization

• Other risks to the OH&S management

system should also be assessed using

appropriate methods

(CL: A.6.1.2.2)

The process for assessment should

consider the OH&S opportunities

and other opportunities

determined, their benefits and

potential to improve OH&S

performance.

(CL: A.6.1.2.3)


Resource 6.2 Identifying hazards and assessing risks and opportunities

Refer to clause 6.1.2.1 Hazard Identification of the SS ISO45001: 2018 Standard.

Requirements: Organisation shall establish, implement, maintain a process(es) for hazard

identification that is on-going and proactive. The process(es) shall take into account, but not

limited to the following factors:

Hazard identification and risk assessment (HIRA) methodologies vary greatly across industries,

ranging from simple assessments to complex quantitative analyses with extensive documentation.

Individual hazards can require that different methods be used, e.g. an assessment of long-term

exposure to chemicals can need a different method than that taken for equipment safety or for

assessing an office workstation. Each organization should choose approaches that are appropriate

to its scope, nature and size, and which meet its needs in terms of detail, complexity, time, cost and

availability of reliable data. In combination, the chosen approaches should result in an inclusive

methodology for the on-going evaluation of all the organization’s OH&S risks.

1) Hazard identification

The process for Identification of hazards may include:

- Consultation of / interview worker

- Inspection / Audit

- Observation

- Review of documentation (e.g. Acts/Regulations/requirements, SDS etc.)

- Job Safety/Hazard Analysis


- Job Safety Analysis (JSA) / Job Hazard Analysis (JHA)

- Hazard and Operability Study (HAZOP)

- What-if Analysis

- Failure Mode Effect Analysis (FMEA)

- Fault Tree Analysis

- Event Tree Analysis

- etc.

2) Assessment of OH&S risks and other risks to the OH&S MS

Refer to clause 6.1.2.2

Organisation shall establish, implement, maintain a process(es) to:

a) Assess OH&S risk form identified hazards, taking into account the effectiveness of existing

controls

b) Determine and assess the other risks related to establishment, implementation, operation

and maintenance of the OH&S MS

The organization’s methodology(ies) and criteria for the assessment of OH&S risks shall be defined

with respect to their scope, nature and timing to ensure they are proactive rather than reactive and

are used in a systematic way. Documented information shall be maintained and retained on the

methodology(ies) and criteria.

Process for OH&S risk assessment may include, and not limited to:

- Activity-based risk assessment

- Applying risk ranking and risk matrix

- Hazard and Operability Study (HAZOP)

- Job Safety Analysis (JSA) / Job Hazard Analysis (JHA)

- Failure Mode Effect Analysis (FMEA)

- What-if Analysis

- Fault Tree Analysis

- Event Tree Analysis

- Analysis of Incident/accident reports

- Analysis of Injury and illness records

- Occupational and health surveillance


- Trade-based risk assessment

- PESTLE Analysis (Political, Economic, Social, Technological, Legal, and Environmental)

- SWOT Analysis (Strengths, Weaknesses, Opportunities and Threats)

An organization can use different methods to assess OH&S risks as part of its overall strategy for

addressing different hazards or activities. The method and complexity of assessment does not

depend on the size of the organization, but on the hazards associated with the activities of the

organization. (CL A.6.1.2.2).

2) a. Assess OH&S risks from Identified Hazards

Assessment of OH&S risk should already be familiar to most organisation as it has been a legal

requirement under the WSH (Risk Management) Regulations since 2006. Organisation as been

conducting risk assessment as part of the risk management (RM) process in accordance with the

Code of Practice in Workplace Safety and Health (WSH) Risk Management. There is no prescribed

method as required by the regulation and most organisations are using the activity-based risk

assessment and a risk evaluation matrix method as outlined in the Code of Practice.

Ref: Code of Practice on (WSH) Risk Management

Learners should refer to the Code of Practice on (WSH) Risk Management on the risk assessment

method.


Basic Steps of Risk Assessment:

• Classify the work activities

• Identify hazards

• Determine the risk from each hazard (the likelihood and severity of harm)

• Decide if the risk is tolerable

• Prepare risk control action plan

• Review adequacy of action plan

Types of Hazards may include:

Chemical:

in the form of dusts, mists, fumes, vapours, gases, fluids, powders etc.

Biological:

e.g.: bacteria, viruses, fungi, mould etc.

Physical:

e.g. mechanical, electrical, noise, vibration, heat, fire, radiation, falling objects etc.

Ergonomics

Risk factors include: postures, force, frequency, duration, vibration; human factors in job

design

Psychosocial

e.g. shift patterns, work stress, harassment, bullying etc.

or classification based on movement of energy

• Electrical,

• mechanical,

• gravitational,

• elastic,

• kinetic,

• wave,

• chemical,

• thermal,

• vibration,

• electromagnetic,

• radiation etc.


Risk Evaluation using a Risk Evaluation Matrix (REM)

As the OH&S risk is the combination of the likelihood of occurrence of a work-related hazardous

event(s) or exposure(s) and the severity of injury and ill health that can be caused by the event(s) or

exposure(s), evaluation of OH&S risk therefore involves evaluation of the relevant likelihood and

severity. A risk evaluation matrix is used for this purpose, as illustrated below:

Likelihood Severity

Rare - 1 Remote - 2 Occasional - 3 Frequent - 4 Almost

Certain - 5

Catastrophic - 5 5 10 15 20 25

Major - 4 4 8 12 16 20

Moderate - 3 3 6 9 12 15

Minor -2 2 4 6 8 10

Negligible - 1 1 2 3 4 5

The risk level / score is obtained with reference to the following tables for severity and likelihood:

Level Score Severity Description

5 5 Catastrophic Fatality, fatal diseases or multiple major injuries

4 4 Major Serious injuries or life-threatening occupational disease (includes amputations, major fractures, multiple injuries, occupational cancer, acute poisoning)

3 3 Moderate Injury requiring medical treatment or ill-health leading to disability (includes lacerations, burns, sprains, minor fractures, dermatitis, deafness, work-related upper limb disorders)

2 2 Minor Injury or ill-health requiring first-aid only (includes minor cuts and bruises, irritation, ill-health with temporary discomfort)

1 1 Negligible Not likely to cause injury or ill-health

Level Score Likelihood Description

1 1 Rare Not expected to occur but still possible

2 2 Remote Not likely to occur under normal circumstances

3 3 Occasional Possible or known to occur

4 4 Frequent Common occurrence

5 5 Almost Certain

Continual or repeating experience


A Risk Prioritisation Number (RPN) is obtained by multiplying the “S” and “L” columns and entering

the score in column “RPN”, i.e. RPN = S x L

From the “RPN”, the Risk Level is determined using the REM. E.g., where RPN is 1 to 3, the risk will

be low. The corresponding risk acceptability and recommended actions are described below:

Risk level Risk acceptability Recommended Actions

Low risk

Risk Score

1 - 3

Acceptable ▪ No additional risk control measures may be needed

▪ Frequent review and monitoring of hazards are required to ensure that the risk level assigned is accurate and does not increase over time

Medium risk

Risk Score

4 - 13

Tolerable ▪ A careful evaluation of the hazards should be carried out to ensure that the risk level is reduced to as low as reasonably practicable (ALARP) within a defined time period

▪ Interim risk control measures, such as administrative controls or PPE, may be implemented while longer term measures are being established

▪ Management attention is required

High risk

Risk Score

15 - 25

Not acceptable ▪ High risk level must be reduced to at least medium risk before work commences

▪ There should not be any interim risk control measures. Risk control measures should not be overly dependent on PPE or appliances.

▪ If practicable, the hazard should be eliminated before work commences

▪ Management review is required before work commences

It is essential for risks to be eliminated or reduced “at source”. If a risk cannot be controlled

completely by engineering measures, it is necessary to protect the employees by administrative

control or personal protection.

The control of hazards and reduction of risks can be accomplished by following the Hierarchy of

Control Measures. These control measures are not usually mutually exclusive e.g. engineering

controls can be implemented together with administrative controls like training and SWPs.


2) b. Determine and assess other risks to OH& SMS (Ref: A.6.1.2.2)

Processes for the assessment of risk to the OH&S management system should consider day-to day

operations and decisions (e.g. peaks in work f low, restructuring) as well as external issues (e.g.

economic change). Methodologies can include ongoing consultation of workers affected by day-to-

day activities (e.g. changes in workload), monitoring and communication of new legal requirements

and other requirements (e.g. regulatory reform, revisions to collective agreements regarding

occupational health and safety), and ensuring resources meet existing and changing needs (e.g.

training on, or procurement of, new improved equipment or supplies).

• Methodologies can also include and not limited to:

o Conducting SWOT / PESTLE analysis

o Evaluating training effectiveness

o Monitoring the turnover rate / talent retention rate

o Monitoring the behaviours-based safety observation results trend

o Evaluating the results of continual WSH culture survey

o Monitoring near-miss, hazard reporting trends

o Evaluating suppliers / contractors OH&S performances

o Evaluating emergency response equipment adequacy

o Conduct post-mortem after emergency response drills

o Tracking the closure of non-complying corrective actions status

o Assessing the risk of a disease outbreak / haze

It might be efficient to use a methodology that will address both requirements on determining

other risks (CL 6.1.2.2.b) and opportunities (ref CL 6.1.2.3.b))

3) Assessment of OH&S opportunities and other opportunities for the OH&S MS (Ref: A.6.1.2.3)

The term “opportunities” is introduced in SS ISO 45001. “OH&S opportunity” as being defined as

circumstance or set of circumstances that can lead to improvement of OH&S performance in the

Standard.

The organization shall establish, implement and maintain a process(es) to assess:

a) OH&S opportunities to enhance OH&S performance, while taking into account planned

changes to the organization, its policies, its processes or its activities and:

1) opportunities to adapt work, work organization and work environment to workers;

2) opportunities to eliminate hazards and reduce OH&S risks;

b) Other opportunities for improving the OH&S MS


3) a. Assessment of OH&S opportunities

Examples of opportunities to improve OH&S performance includes: (Ref: CL A.6.1.1)

a) Inspection and auditing functions

b) Job hazard analysis (job safety analysis) and task-related assessments

c) Alleviating monotonous work or work at a potentially hazardous pre-determined work rate

d) Permit to work and other recognition and control methods

e) Incident or nonconformity investigations and corrective actions

f) Ergonomic and other injury prevention-related assessments

Other examples:

• Applying design-for-safety principles when introducing new machines, building or

renovation facilities; or as part of management of change process

• Include ergonomic features in standard requirements for the purchase of (new) office

chairs and other furniture

• Sourcing for more comfortable PPE in next financial year when making new purchase

• Eliminating manual handling by automated processes

• Reducing the risk of slip and fall by re-tiling walking surface with non-slip materials

• hazards of congested workplace

Assess opportunities to enhance OH&S performance, while taking into

account planned changes to the organization, its policies, its

processes or its activities and:

1) Opportunities to adapt work, work organization and

work environment to workers

2) Opportunities to eliminate hazards and

reduce OH&S risks

Requirements


3) b. Assessment of other opportunities for OH&SMS

Examples (Ref: CL A.6.1.1)

— integrating occupational health and safety requirements at the earliest stage in the life cycle of

facilities, equipment or process planning for facilities relocation, process re-design or

replacement of machinery and plant

— integrating occupational health and safety requirements at the earliest stage of planning for

facilities relocation, process re-design or replacement of machinery and plant

— using new technologies to improve OH&S performance

— improving the occupational health and safety culture, such as by extending competence related

to occupational health and safety beyond requirements or encouraging workers to report

incidents in a timely manner

— improving the visibility of top management’s support for the OH&S management system

— enhancing the incident investigation process(es)

— improving the process(es) for worker consultation and participation

— benchmarking, including consideration of both the organization’s own past performance and

that of other organizations

— collaborating in forums that focus on topics dealing with occupational health and safety.

Other Examples:

• Introducing mentoring scheme, more experience workers training new workers

• Enhancing supplier / contractors audit program

• On-going assessment of interested parties needs by consultation with them

• Having more reliable means of access to information on legal and other requirements.

• Embarking on government-sponsored / assisted WSH programs (e.g. in CulturSAFE, TWSH)

• Utilising government-funded training for enhancing WSH competency

• Exploring ways to collaborate with neighbours on emergency response

• Benchmarking of OH&S performance with appropriate organisation

Assess other opportunities for improving the OH&S management system

Requirements (Ref: CL.6.1.2.3.b) )


4) Assessment Process for OH&S opportunities and other opportunities for the OH&S MS

The process for assessment should consider the OH&S opportunities and other opportunities

determined, their benefits and potential to improve OH&S performance (Ref: A.6.1.2.3)

It is noted that the Standard does not make specific requirements on the methods to be used for

assessment. Organisations should already be familiar with OH&S risk assessment, as it is part of

WSH legal requirements, and other OH&S MS, such as the previous OHSAS 18001 OH&S MS. In

general, organisation should align and integrate risk and opportunity assessment with existing

(WSH risk assessment) method(s) which they are already familiar with. Also risk and opportunity

assessment need not be using the same methodology.

5) Assessment process and evaluation methods of OH&S risks & opportunities

There is no one best or universal assessment method for risk and opportunities. The best method is

one that is suitable for the type of activities, process(es) and context of the organisation.

A suggested Process and Method

Approach

One suggestion approach is illustrated below:

Risks and Opportunities

Assessment method

OH&S risks

In accordance with Code of Practice in Workplace Safety and Health (WSH) Risk Management The activity-based method with the use of a risk evaluation matrix (REM) is already widely used, since the WSH Act was enacted and the WSH (Risk Management) Regulations requires the conduct of WSH risk assessment. There is no need to apply a different method to meet the relevant clause in the SS ISO 45001: 2018 Standard on OH&S risk assessment.

Other OH&S risks to OH&S MS

An appropriate (separate) method to be used. The activity-base-REM method can be applied effectively in most types and context of organisations for OH&S risk assessments of the identified hazards. The same method cannot be applied directly for the assessment of other OH&S risks to OH&S MS, on OH&S opportunities, and other OH&S opportunities for the OH&S MS. However, concepts used for the assessment of OH&S risks can be applied.

OH&S Opportunities

Other OH&S Opportunities for OH&S MS


Assessment Process

a) Determining OH&S risks & opportunities

The first step in assessment of risks and opportunities is to identify and determine, what are:

• Other risks to OH&S MS

• OH&S opportunities

• Other opportunities for the OH&S MS

Consideration on the issues identified in the context of organisation (external and internal issues),

needs of the interested parties and scope of the OH&S MS are required.

Methods such as SWOP and PESTLE, which can be used to identify internal and external issues, can

be used

b) Evaluating OH&S risks & opportunities

Risks Evaluation Matrix (REM)

The same REM as in that recommended in the Code of Practice for WSH Risk Management (or that

used existing in the organisation) should be used, for consistency and easy of application.)

• Applying SWOT

• PESTLE or

• Other methods

Determine

•Risk: severity & likelihood

•Opportunities: benefits & potential

Evaluate •Implement additional control, actions items as needed

Control

Considering existing risk controls, conditions, readiness to take on the opportunities

Evaluation using separate REM / OEM for risks and opportunities respectively


Opportunities Evaluation Matrix (OEM)

An example of OEM, which define the criteria for evaluation of opportunities is shown below

Similar to evaluation of risks, for prioritisation of efforts to seize the opportunities, an opportunity

priority number (OPN) is evaluated as:

OPN = benefits x potential

Benefits is the impact on the OH&S performance if the opportunity is realised

Potential is the likelihood that the opportunity will be realised

Opportunity Evaluation Matrix

Potential

Benefit Rare - 1 Remote - 2 Viable - 3 Credible - 4 Almost

Certain - 5

Marvellous - 5 5 10 15 20 25

Major – 4 4 8 12 16 20

Moderate – 3 3 6 9 12 15

Minor – 2 2 4 6 8 10

Negligible - 1 1 2 3 4 5

Criteria for benefits

Level Score Benefits Description

5 5 Marvellous Eliminate hazard(s); expected to significantly improve OH&S

performance

4 4 Major

Replacement of a hazard (substitution), reduction of risks to

OH&S and OH&S management system; expected to

significantly improve OH&S performance

3 3 Moderate

Reduction of risks to a work process(es), workers in a

similar exposure groups, or a function(s), address the needs

of groups of interested parties; expected to notably

improve OH&S performance

2 2 Minor

Reduction of risks to individual worker or address the needs

of interested party; expected to improve OH&S

performance at personal / a localised level

1 1 Negligible Not likely to result in risk reduction; not expected to

improve OH&S performance


Criteria for Potential

Level Score Potential Description

1 1 speculative

Very little chance, considering current conditions, not

ready, to reap the benefits; extensive time, efforts and

resources needed for the implementation

2 2 conceivable

Not likely, considering current conditions, might not be

ready to reap the benefits under normal circumstances;

considerable time, efforts and resources needed for the

implementation

3 3 Feasible

Possible or known to be able to, consider current

conditions and readiness, reap the benefits; with

reasonable time, efforts and resources needed for the

implementation

4 4 Viable Commonly known to be able to reap benefit, ‘low hanging

fruits”

5 5 Credible Quite certain to reap the benefits, with little or no efforts,

time and resources needed to implement

An example of a template for the assessment is shown in the following page.

c) Control of risk & opportunities

Actions taken to address (control and manage) risks and opportunities may include and not limited

to:

• Prioritise the actions items

• Establish action plan

o Set objective

o Assign responsible person(s)

o Allocate necessary resources

• Implement and monitor action plan

• Review the effectiveness of actions taken

• Re-assess risks and opportunities

• Adjust / develop new action plan where necessary


Assessment of Other OH&S Risks to OM&S, Opportunities and Other Opportunities for the OH&S MS

PESTLE (category)

Circumstances Risks / Opportunities Severity / Benefits

Likelihood / Potential

Priority number

Actions to address risks and opportunities

Political / Social

National vision of becoming, “A Healthy Workforce in Safe Workplaces; A Country Renowned for Best Practices in Workplace Safety and Health”.

Opportunity: Align organisation’s vision with the nation’s, explore synergies, government supports in WSH

3 4 12 - Review of OH&S policy - Keep abreast of government / WSHC initiatives

and programs, supported WSH capability-building or improvement, schemes

Economy Government funding workforce skill-upgrading

Opportunity: Encourage workers to take up WSH competency units to upgrade their skills

2 4 8 - Collect information on funding scheme - Encourage workers to take up relevant WSH

competency units

Social Aging workforce Risk: Lower physical capacity resulting in (back) injury due to manual handling

3 3 9 - Taking physical capability into consideration in risk assessment and job arrangements

Opportunity: Introduce Mentor system to coach new workers

3 4 12 - Identify suitable mentors and match with new / inexperienced workers

- Design, implement and maintain mentor system

Technology Introducing new technology for capacity expansion

Risk: New, unfamiliar types of hazards (a new, hazardous chemical)

3 3 9 - Conduct training on new process - Monitor employee exposure to the new

chemical

Opportunity: Install in more reliable controls. Incorporate ergonomic features Optimise layout at the new process and prevent overcrowding, obstructed passageways

- Consultation and participation of relevant workers and technical experts at design stage

Determine risks and opportunities Evaluate risks and opportunities Control risks and opportunities


6) Other approaches and assessment methods for OH&S risks and opportunities

a. Systematic approach

Systematic methods of identifying hazards are those that are planned and undertaken on a regular

basis. These include:

1. Safety audits

A planned and periodic inspection of workplace systems to review and evaluate the

organisation’s OHS Management System. Audits are conducted by OHS professionals and

usually results in a written report to management and the OHS committee or OHS

representative.

2. Workplace inspections (e.g., Equipment WSH checklist, WSH Inspection checklist, etc)

Regular inspections of the actual workplace and its processes, often using a combination of

checklists, observation and consultation with employees. Frequently undertaken by OHS

committees or OHS representatives and often includes relevant managers and supervisors as

appropriate.

3. Analysis of Incident/accident reports

Procedures that are implemented following an incident and that rely on the reporting of

incidents and the gathering of information about possible causes, including hazards and

contributing factors.

4. Analysis of Injury and illness records

Records must be kept about all workplace injuries and can assist in identifying hazards and

their associated risks, for example, incidences of back or neck strain from continual bending or

twisting movements

5. Consultation with WSH committee, safety consultants

Consultation arrangements should be documented and can occur with employees through

OHS committees, OHS representatives, or other agreed arrangements. The OHS Regulation

states consultation with employees carrying out the tasks, should take place during the hazard

identification process. The Manual Handling Code of Practice states that the people who

perform the job are often in the best position to recognise manual handling problems and

offer practical solutions.

6. Environmental and health monitoring

Environmental monitoring measures the hazards present in the work environment, whereas

health monitoring considers exposure of the individual. As with OHS audits, monitoring may

be undertaken by OHS professionals who can provide technical advice about suspected


problems. Monitoring may help in deciding whether a substance or process is a hazard and, if

so, the level of risk involved. In this way, monitoring is not only associated with hazard

identification, but also with workplace assessment and control measures.

b. Incidental-based approach

Hazards may be brought to notice outside systematic methods. This is through more informal

and incidental methods of identifying hazards. These include:

1. Complaints or feedback

Where an employee brings a workplace hazard to the attention of a supervisor or manager by telling them personally, or in writing.

2. Observations

Where a supervisor, manager, employee, OHS committee or OHS representative may observe a workplace hazard.

c. Risk assessment approaches

1. Activity-based risk assessment

The Activity-based Risk Assessment Form will help to facilitate the risk assessment process and

enable you to record the findings of risk assessments based on a particular work activity.

This involves the steps of identifying the hazards in each work activity in a work process,

evaluation of risk by outlining the any existing risk control before determining the severity and

likelihood of hazard occurrence to rank the risk level and listing possible additional risk control

measures as well as indicating the action officer and follow-up date.

2. Trade-based risk assessment

The Trade-based Risk Assessment Form will help you to identify common hazards associated

with a particular trade and determine existing or non-existing possible measures to eliminate

or reduce the risks. It includes prompts to guide you in considering if these hazards are

present in your work situation.

Unlike the activity-based approach which involves a more elaborate determination of risk level

based on severity and likelihood of hazard occurrence, in the trade-based approach, the risk

evaluation step essentially involves a “Yes” or “No” assessment.

“Yes” indicates that a risk is present regardless of whether the risk level is “High”, “Medium”

or “Low”. “No” means that there is no risk present. In other words, as long as a hazard is

identified, it is considered a risk, regardless of its severity or likelihood.


d. Applying risk ranking and risk matrix

Please refer to the Code of Practice on Risk Management on the risk ranking and matrix.

e. Hazard and Operability Study (HAZOP)

A hazard and operability study (HAZOP) is a structured and systematic examination of a planned or

existing process or operation in order to identify and evaluate problems that may represent risks to

personnel or equipment or prevent efficient operation. The HAZOP technique was initially

developed to analyse chemical process systems but has later been extended to other types of

systems and also to complex operations and to software systems. A HAZOP is a qualitative

technique based on guidewords and is carried out by a multi-disciplinary team (HAZOP team) during

a set of meetings.

f. Failure Mode Effect Analysis (FMEA)

A failure modes and effects analysis (FMEA) is an inductive failure analysis used in product

development, systems engineering / Reliability Engineering and operations management for

analysis of potential failure modes within a system for classification by the severity and likelihood of

the failures. A successful FMEA activity helps a team to identify potential failure modes based on

past experience with similar products or processes or based on common sense logic, enabling the

team to design those failures out of the system with the minimum of effort and resource

expenditure, thereby reducing development time and costs. Because it forces a review of functions

and functional requirements, it also serves as a form of design review to erase weakness (related to

failure) out of the design. It is widely used in development and manufacturing industries in various

phases of the product life cycle and is now increasingly finding use in the service industry. Failure

modes are any errors or defects in a process, design, or item, especially those that affect the

intended function of the product and or process and can be potential or actual. Effects analysis

refers to studying the consequences of those failures on different system levels.

g. What-if Analysis

What-if Analysis is the study of how the uncertainty in the output of a model (numerical or

otherwise) can be apportioned to different sources of uncertainty in the model input. A related

practice is uncertainty analysis which focuses rather on quantifying uncertainty in model output.

Ideally, uncertainty and sensitivity analysis should be run in tandem.

In more general terms uncertainty and sensitivity analysis investigate the robustness of a study

when the study includes some form of statistical modelling. Sensitivity analysis can be useful to

computer modelers for a range of purposes, including:

• Support decision making or the development of recommendations for decision makers

(e.g. testing the robustness of a result);


• Enhancing communication from modellers to decision makers (e.g. by making

recommendations more credible, understandable, compelling or persuasive);

• Increased understanding or quantification of the system (e.g. understanding relationships

between input and output variables); and

• Model development (e.g. searching for errors in the model).

h. Fault Tree Analysis

Fault tree analysis (FTA) is a top down, deductive failure analysis in which an undesired state of a

system is analysed using Boolean logic to combine a series of lower-level events. This analysis

method is mainly used in the field of safety engineering and Reliability engineering to determine

the probability of a safety accident or a particular system level (functional) failure.

The assessment is usually completed in six stages:

1. Definition of the scope of the analysis

2. Familiarisation with the design, functions, and operations of the process

3. Identification of the top event

4. Construction of the fault tree

5. Analysis of the fault tree

6. Documentation of the results

FTA can be used to:

• understand the logic leading to the top event / undesired state.

• show compliance with the (input) system safety / reliability requirements.

• prioritize the contributors leading to the top event - Creating the Critical

Equipment/Parts/Events lists for different importance measures.

• monitor and control the safety performance of the complex system (e.g. Is it still safe

to fly an Aircraft if fuel valve x is not "working"? For how long it is allowed to fly with

this valve stuck closed?).

• minimize and optimize resources.

• assist in designing a system. The FTA can be used as a design tool that helps to create

(output / lower level) requirements.

• function as a diagnostic tool to identify and correct causes of the top event. It can

help with the creation of diagnostic manuals / processes.


i. Event Tree Analysis

Error tree is an inductive analytical diagram in which an event is analysed using Boolean logic to

examine a chronological series of subsequent events or consequences. For example, event tree

analysis is a major component of nuclear reactor safety engineering.

An event tree displays sequence progression, sequence end states and sequence-specific

dependencies across time.

Analysis procedure:

1. Identify the initiating event of interest

2. Identify the safety functions design to mitigate the initiating event

3. Construct event tree

4. Describe resulting outcomes

5. Determine accident minimal cut sets

6. Document results

Resource 6.3 DETERMINING LEGAL REQUIREMENTS AND OTHER REQUIREMENTS

Refer to clause Ref: CL: 6.1.3, organisation shall establish, implement and maintain a process(es) to:

Shall maintain and retain documented information on its legal requirements and other requirements

and shall ensure that it is updated to reflect any changes.

1) Complying with legal requirements and other requirements

The followings are procedures to ensure compliance to WSH legal and other requirements:

• Gather WSH legal and other requirements and identify workplace information and

practices

Determine and have access to up-to-date legal & other requirements applicable to its hazards, OH&S risks and

OH&S MS

Determine how these legal requirements and other

requirements apply, what need to be communicated

Take these legal requirements and other

requirements into account when

establishing, implementing, maintaining and continually

improving its OH&S MS


• Conduct gap analysis to identify gaps between workplace practices and the applicable

WSH legal and other requirements.

• Based on the gaps identified, suggest solutions and actions to rectify the gaps for

compliance.

• Follow-up compliance status to check that certain actions that have been made known and

completed.

2) WSH legal and other requirements in Singapore

a. WSH Act and its subsidiary legislations

The Workplace Safety and Health Act is an essential part of the Workplace Safety and Health

framework. The Act has four key features:

• It places the responsibility for workplace safety on all stakeholders along lines of control at the

workplace

• It focuses on Workplace Safety & Health systems and outcomes, rather than merely on

compliance

• It facilitates effective enforcement through the issuance of remedial orders

• To prevent accidents at the source, it issues higher penalties for non-compliance and risky

behaviour.

The Workplace Safety and Health Acts covers:

• Workplaces covered by Workplace Safety & Health Act

• Responsibilities of Stakeholders

• Hazardous Substances

• Machinery & equipment

Approved Code of Practices

In accordance with the Workplace Safety and Health Act 2006, the Approved Codes of Practice

(ACOP) is intended to be used as a yardstick to assess whether reasonable practical measures have

been taken in regards to the upkeep of safety and health standards at the workplace.

The following Code of Practices and Singapore Standards that are relevant to WSH:

• Relevant Approved Code of Practices (ACOP) approved by Workplace Safety and Health Council

(WSHC) in accordance with Workplace Safety and Health Act

• Code of Practice on Workplace Safety and Health (WSH) Risk Management

The purpose of CP on WSH Risk Management is to establish minimum requirements and duties

for implementing workplace RM in Singapore, and to provide guidance on its implementation.


The main components of RM are Preparation, Risk Assessment, Implementation, and Record-

keeping. RA is one component of RM. The three main parts of RA are: Hazard Identification,

Risk Evaluation, and Risk Control.

• Other Approved Code of Practice (ACOP) as gazetted by WSHC (not exhaustive list):

o Code of Practice for Working Safely at Heights 2013

o Code of Practice on WSH Risk Management 2015

o Code of Practice on Safe Lifting Operations in the Workplaces 2014

o SS 98: Specification for industrial safety helmets 2013

o SS 280: Specification for metal scaffoldings Part 1: Frame scaffoldings 2006

o SS 280: Specification for metal scaffoldings Part 2: Modular scaffoldings 2009

o SS 311: Specification for steel tubes and fittings used in tubular scaffolding 2005

o SS 343: Specification for lifting gear Part 1: Wire rope slings 2014

o SS 343: Specification for lifting gear Part 2: Hooks 2014

o SS 343: Specification for lifting gear Part 3: Shackles 2014

o SS 473: Specification for personal eye-protectors Part 1: General requirements 2011

o SS 473: Specification for personal eye-protectors Part 2: Selection, use and maintenance

2011

o SS 497: Code of Practice for design, safe use and maintenance of gantry cranes, overhead

travelling cranes and monorail hoists 2011

o SS 506: Occupational safety and health (OSH) management System Part 1: Requirements

2009

o SS 506: Occupational safety and health (OSH) management System Part 2: Guidelines for

the implementation of SS 506 2009

o SS 506: Occupational safety and health (OSH) management system: Part 3: Requirements

for the chemical industry 2013

o SS 508: Graphical symbols –– Safety colours and safety signs Part 1: Part 1: Design

principles for safety signs and safety markings 2013

o SS 508: Graphical symbols –– Safety colours and safety signs Part 2: Design principles for

product safety 2008 (2013)

o SS 508: Graphical symbols –– Safety colours and safety signs Part 3: Design principles for

graphical symbols for use in safety signs 2013

o SS 508: Graphical symbols –– Safety colours and safety signs Part 4: Colorimetric and

photometric properties of safety sign materials 2013

o SS 508: Graphical symbols –– Safety colours and safety signs Part 5: Registered safety signs

2013

o SS 510: Code of Practice for safety in welding, cutting and other operations involving the

use of heat 2017


o SS 511: Code of Practice for diving at work 2018

o SS 513: Specification for personal protective equipment –– Footwear Part 1: Safety

footwear 2013

o SS 513: Specification for personal protective equipment –– Footwear Part 2: Test methods

for footwear 2013

o SS 514: Code of Practice for office ergonomics 2016

o SS 528: Specification for Personal fall-arrest systems Part 1: Full-body harnesses 2006

(2014)

o 28. SS 528: Specification for Personal fall-arrest systems Part 2: Lanyards and energy

absorbers

o 2006 (2014)

o SS 528: Specification for Personal fall-arrest systems Part 3: Self-retracting lifelines 2006

(2014)

o SS 528: Specification for Personal fall-arrest systems Part 4: Vertical rails and vertical

lifelines incorporating a sliding-type fall arrester 2006 (2014)

o SS 528: Specification for Personal fall-arrest systems Part 5: Connectors with self-closing

and self-locking gates 2006 (2014)

o SS 528: Specification for Personal fall-arrest systems Part 6: System performance tests2006

(2014)

o SS 531: Code of Practice for Lighting of workplaces Part 1: Indoor 2006 (2019)

o SS 531: Code of Practice for Lighting of workplaces Part 2: Outdoor 2008 (2019)

o SS 531: Code of Practice for Lighting of workplaces

o Part 3: Lighting requirements for safety and security of outdoor workplaces 2008 (2014)

o SS532: Code of Practice for the storage of flammable liquids 2016

o SS 536: Code of Practice for the safe use of mobile cranes 2008

o SS 537: Code of Practice for safe use of machinery Part 1: General requirements 2008

o SS 537: Code of Practice for safe use of machinery Part 2: Woodworking machinery 2009

o SS 541: Restraint belts 2008

o SS 548: Code of Practice for selection, use and maintenance of respiratory protective

devices 2009

b. Workplace Safety & Health Act subsidiary legislations (not exhaustive list):

• WSH (Workplace Safety and Health Officers) Regulations

• WSH (General Provisions) Regulations

• WSH (Construction) Regulations 2007

• WSH (First Aid) Regulations

• WSH (Incident Reporting) Regulations

• WSH (Risk Management) Regulations


• WSH (Exemption) Order

• WSH (Composition of Offences) Regulations

• WSH (Transitional Provision) Regulations

• WSH (Offences and Penalties) (Subsidiary Legislation under Section 66(14)) Regulations

• WSH (Registration of Factories) Regulations 2008

• WSH (Shipbuilding and Ship-repairing) Regulations 2008

• WSH (Workplace Safety and Health Committees) Regulations 2008

• WSH (Abrasive Blasting) Regulations 2008

• WSH (Explosive Powered Tools) Regulations 2009

• WSH (Confined Spaces) Regulations 2009

• WSH (Safety and Health Management System and Auditing) Regulations 2009

• WSH (Noise) Regulation 2011

• WSH (Medical Examinations) Regulations 2011

• WSH (Operation of Cranes) Regulations 2011

• WSH (Scaffold) Regulations 2011

• WSH (Asbestos) Regulations 2014

• WSH (Design for Safety) Regulations 2015

• WSH (Major Hazards Installations) Regulations 2017

WSH (Risk Management) Regulations

The WSH (Risk Management) Regulations is the corner stone in the WSH Act. In brief, it requires

duties holders, the employer, self-employed person and principal, to

1. Conduct risk assessment (RA)

2. Take reasonably practicable measures to eliminate, if not possible, minimise and control risks

3. Provide information to persons affected by the risks

4. Keep records of RA (for at least 3 years)

5. Review RA (when there is accident, significant change in work practices or procedures, at least

once every 3 years)

c. Other legislation related to WSH, which may include:

1. Environmental Protection and Management Act and its Subsidiary Legislations

The Environmental Protection and Management Act (EPMA) and its Regulations provide provisions for technical requirements to be imposed and complied with to ensure the safe management and handling of hazardous substances and to prevent an accident from occurring.

Its subsidiary legislations include:

Environmental Protection and Management (Boundary Noise Limits for Factory

Premises) Regulations


Environmental Protection and Management (Control of Noise at Construction Sites)

Regulations

Environmental Protection and Management (Fees for Licences) Regulations

Environmental Protection and Management (Hazardous Substances) Regulations

Environmental Protection and Management (Trade Effluent) Regulations

Environmental Protection and Management (Vehicular Emissions) Regulations

Environmental Protection and Management (Composition of Offences) Regulations

Environmental Protection and Management (Air Impurities) Regulations

Environmental Protection and Management (Energy Conservation) Regulations

Environmental Protection and Management (Exemption from Labelling) Order 2009

Environmental Protection and Management (Prohibition on the Use of Open Fires)

Order 1999

Environmental Protection and Management (Ozone Depleting Substances)

Regulations

Environmental Protection and Management (Registrable Goods) Order, Order 2

2. Environmental Public Health Act and its Subsidiary Legislations

The Environmental Public Health Act was implemented on 2 January 1969. The objective of the

Act was to integrate the functions of the Public Health Division. It also aimed to create a

standard code to govern health-related matters in public cleansing services, markets, hawkers,

food establishments and the general environment. The Act replaced Part IV of the Local

Government Integration Ordinance 1963, which contained provisions related to the

maintenance of public health. The introduction of the Environmental Public Health Act was one

of a series of measures taken by the government to update Singapore’s health legislation and

to improve public health standards. This was motivated by the objective of transforming

Singapore into a clean and green city.


Environmental Public Health (Public Cleansing) Regulations, Reg 3

Environmental Public Health (Cooling Towers and Water Fountains) Regulations, Reg

7

Environmental Public Health (Swimming Pools) Regulations, Reg 10

Environmental Public Health (Toxic Industrial Waste) Regulations, Reg 11

Environmental Public Health (General Waste Collection) Regulations, Reg 12

Environmental Public Health (Corrective Work Order) Regulations, Reg 15

Environmental Public Health (Food Hygiene) Regulations, Reg 16

Environmental Public Health (Quality of Piped Drinking Water) Regulations 2008

Environmental Public Health (Cemeteries) Regulations


Environmental Public Health (Crematoria) Regulations

Environmental Public Health (Employment of Environmental Control Officers) Order

3. Fire Safety Act and its subsidiary legislations

The Fire Safety Act was enacted on 1st April 1994 to set, maintain and enforce a high standard of fire safety in buildings so as to ensure a safe and secure home and workplace in Singapore.


Fire Safety (Petroleum and Flammable Materials) Regulations

Fire Safety (Fire Safety Manager) Regulations

4. Radiation Protection Act and its subsidiary legislations

The Radiation Protection Act was first implemented in 1973 to control the import, export, sale,

transport, possession and use of radioactive materials and irradiating apparatus, and was

amended in 1991 to include the control of non-ionising radiation. In July 2007, the Act was

repealed and re-enacted with amendments to:

i. to transfer the roles and functions of the Centre for Radiation Protection (CRP), as

well as the administration of the Radiation Protection Act, from Health Sciences

Authority (HSA) to National Environment Agency (NEA); and

ii. to prepare for Singapore ’s ratification of IAEA’s Additional Protocol.

Under this Act, there are 3 sets of Regulations, namely,

Radiation Protection (Ionising Radiation) Radiation Regulations 2000;

Radiation Protection (Non-Ionising Radiation) Regulations,1991; and

Radiation Protection (Transport of Radioactive Materials) Regulations 2000

5. Work Injury Compensation Act and its subsidiary legislations

The Work Injury Compensation Act replaces the Workmen's Compensation Act from 1 April

2008. It provides a simple, low-cost and no-fault system that benefits both employees and

employers. Employees can receive compensation quickly without having to prove fault, and

employers' liability can be capped. Compensation also includes medical expenses and medical

leave wages.

6. Biological Agents and Toxins Act and its subsidiary legislations

The Biological Agents and Toxins Act (BATA) came into force on 3rd January 2006.

Based on their biosafety and biosecurity risk level, biological agents and toxins are divided into

five schedules under the BATA.

The Director of Medical Services (MOH) and his appointed officers are responsible for

administering and enforcing BATA, which covers the following major aspects:

• Prohibit the use of biological agents and toxins for non-peaceful purposes;

• Prohibit the use of Second Schedule biological agents without special approval;


• Prohibit the possession of First, Second and Fifth Schedule agents without approval;

• Prohibit the trans-shipment of First, Second and Fifth Schedule biological agents and

Toxins without permit;

• Prohibit the import of all schedule biological agents and toxins without permit;

• Prohibit the transportation of all schedule biological agents by mail or public

transportation.

• Prohibit large scale production of Second Schedule biological agents;

• Prohibit large scale production of First and Third Schedule biological agents without

approval.

The Biological Agents and Toxins (Transportation) Regulations 2005 supports the BATA. This

regulation stipulates the transportation requirements for biological agents and toxins in

Singapore. The BATA (Transportations) Regulation is also in line with the International Air

Transportation Association (IATA) requirements. IATA lay down the requirements for shipping

any infectious materials by air.

Contravention of the Biological Agents and Toxins Act or the Transportation Regulation may

lead to one or more of the following consequences:

• The order of immediate cessation of activity involving scheduled biological agent or

toxin;

• The order of destruction of scheduled biological agent or toxin;

• The order to decontaminate the premises;

• The order for the closure or cordoning off the premises;

• The order for personnel exposed to biological agents or toxins to undergo medical

examination, treatment or to be quarantined;

• Monetary fines and/or imprisonment

More detailed information on the Biological Agents and Toxins Act and its supplementary

legislation, the Biological Agents and Toxins (Transportation) Regulation, is available at

www.biosafety.moh.gov.sg.

7. Fire Code (latest edition) by Singapore Civil Defence Force

d. International Standards

1. International Labour Organization: OH&S Guidelines on Occupational Safety and Health

Management System

http://www.biosafety.moh.gov.sg/


The positive impact of introducing occupational health and safety (OH&S) management

systems at the organization1 level, both on the reduction of hazards and risks and on

productivity, is now recognized by governments, employers and workers.

These guidelines on OH&S management systems have been developed by the International

Labour Organization (ILO) according to internationally agreed principles defined by the ILO's

tripartite constituents. This tripartite approach provides the strength, flexibility and

appropriate basis for the development of a sustainable safety culture in the organization. The

ILO has therefore developed voluntary guidelines on OH&S management systems which reflect

ILO values and instruments relevant to the protection of workers' safety and health.

The practical recommendations of these guidelines are intended for use by all those who have

responsibility for occupational safety and health management. They are not legally binding and

are not intended to replace national laws, regulations or accepted standards. Their application

does not require certification.

The employer is accountable for and has a duty to organize occupational safety and health. The

implementation of an OH&S management system is one useful approach to fulfilling this duty.

The ILO has designed these guidelines as a practical tool for assisting organizations and

competent institutions as a means of achieving continual improvement in OH&S performance.

2. International Maritime Organization: International Safety Management Code

International Maritime Organization (IMO) is another organization that has adopted SMS. All

international passenger ships and oil tankers, chemical tankers, gas carriers, bulk carriers and

cargo ships of 500 gross tons or more are required to have a Safety Management System. In

the preamble to the International Safety Management (ISM) Code, the IMO states, “The

cornerstone of good safety management is commitment from the top. In matters of safety and

pollution prevention it is the commitment, competence, attitudes and motivation of individuals

at all levels that determines the end result.”

The Code establishes safety-management objectives and requires a safety management system

(SMS) to be established by "the Company", which is defined as the ship-owner or any person,

such as the manager or bareboat charterer, who has assumed responsibility for operating the

ship.

The Company is then required to establish and implement a policy for achieving these

objectives. This includes providing the necessary resources and shore-based support.

Every company is expected "to designate a person or persons ashore having direct access to

the highest level of management".

The procedures required by the Code should be documented and compiled in a Safety

Management Manual, a copy of which should be kept on board.

3. ISO45001


ISO 45001 OH&S management system is international standard that provides a framework for

managing OH&S risks and opportunities. The aim and intended outcomes of the OH&S

management system are to prevent work- related injury and ill health to workers and to

provide safe and healthy workplaces. It will replay OHSAS 18001 as the international well-

recognised OH&S management system which is already commonly applied throughout the

world.

e. Voluntary Programmes

bizSAFE

The key principles of the Workplace Safety and Health (WSH) Act are to reduce risks at source,

increase industry stakeholders' ownership and focus on achieving good WSH outcomes and

systems rather than complying with prescriptive requirements.

bizSAFE is a five-step programme to assist SMEs build up their WSH capabilities in order to

achieve quantum improvements in safety and health standards at the workplace. Small and

Medium Enterprises SMEs are guided through a journey, starting from top management

demonstrating their commitment towards WSH, to acquiring risk management capabilities and

implementing a WSH Management System. In the process, participating SMEs gain recognition

and benefits of having a comprehensive WSH system in place.

• bizSAFE Level 1 – Top Management have to

o Attend the bizSAFE CEO course

o Prepare a safety and health policy

o Approve the policy

o Show committee to the policy

o Communicate the policy

• bizSAFE Level 2 – acquire Risk Management Capability

o Attend and pass a 2-day risk management training course conducted by an accredited

training provider

o Understand risk assessment methodology

o Develop skills on risk assessment

o Get prepared for the risk assessment

• bizSAFE Level 3 – conduct Risk Assessment and implement the Risk Management Plan

o Form a risk assessment plan

o Establish a work inventory

o Identify hazards and evaluate risks

o Develop controls

o Implement controls according to risk level

o Update residual risks in the risk register


o Arrange for risk communication

o Arrange for an external audit

• bizSAFE Level 4 – acquire capability in managing Workplace Safety and Health

systematically

o Identify a workplace Safety and Health Management System (WSHMS) leader

o The leader has to attend and pass a 4-day WSHMS course

o Develop the WSHMS

o Arrange an external audit by an accredited bizSAFE audit firm

• bizSAFE Star Level

o Deliver excellence in WSHMS

o Implement a Safety Management System, e.g. SS ISO 45001

o Pass an independent third-party audit

3) The means of accessing legal updates

The means of accessing to legal updates may include and not limited to:

a. Sources of new or amendment of WSH legal and other requirements (e.g., Government

agencies, WSH Officers, WSH Auditors, professional bodies, etc.)

b. Attorney General’s Chamber: http://statutes.agc.gov.sg/

c. Subscription on legal update service

d. Electronic notification on public comments and release of Singapore standards

e. Singapore standards shop: http://www.singaporestandardseshop.sg/Product/Home.aspx

f. Clarify with relevant authorities on interpretation of new or amendment of WHS legal and

other requirements such as:

Ministry of Manpower

Ministry of Environment

National Environmental Agency

Ministry of Health

Singapore Civil Defence Force

Other government agency websites

Other service providers (e.g., Legal updating service providers, WSH professional bodies,

industrial associations, etc.)


4. Achieving compliance to WSH legal and other requirements

Within the OH&S management system, there are many tools and procedures available to ensure

the organization complies to legal and other requirements stipulated by the government relevant

to the organization’s industry.

A legal register is a list compiling all the laws, acts, legislation, regulation, etc. that applies

specifically to the organization and the related industry.

Parameters to identify the requirements that are relevant to the organization are:

Location and nature of the organization in question

Activities and processes carried out at the organization

The size and type of company or organization

Legal registers are often used as part of management systems aligned with other international

standards like ISO 14001, ISO 9001, ISO 27001, ISO 45001, etc.

A legal compliance procedure describes the process for identifying legal requirements applicable to

the organization pertaining to WSH requirements. It should stipulate that the WSH

representative maintains an updated list or having access to applicable legal requirements

including, regulations, rules, permits, and other requirements to which the organization

subscribes. It should also describe the process for a legal compliance audit to evaluate legal

compliance. It should consist of an audit plan, teams, schedule, scope, checklists, etc.

An internal audit checklist is used during internal/ legal compliance audit to determine if the

organization’s SMS is effectively implemented and maintained according to legal requirements.

A checklist ensures the audit is conducted systematically and consistently. It is a means of

communication to reveal process weaknesses to prioritize corrective action for improvement.

It serves as evidence the audit is performed and as reference for future audits.

Resource 6.4 Planning


Refer to Clause 6.1.4, the organization shall plan:

The organization shall take into account the hierarchy of controls and outputs from the OH&S MS

when planning to take action.

When planning its actions, the organization shall consider best practices, technological options and

financial, operational and business requirements.

Resource 6.5 Establishing OH&S objectives

Refer to Cl 6.2.1, organisation shall establish OH&S objectives, which shall be:

• Consistent with OH&S Policy

• Measurable

• Monitored

• Communicate

• Kept up-to date

Taking into account

• Applicable requirements

• Results of assessment of risk and opportunities

• Results of consultation with workers / workers’ representatives

Action to

Address these risks and opportunities

Address legal requirements and other requirements

Prepare for and respond to emergency situations

How to

Integrate and implement the actions into its OH&S

management system processes or other business processes;

Evaluate the effectiveness of these actions


Organisations should establish and maintain documented WSH objectives at each relevant function and

level within the organisation. WSH objectives give the overall direction and long-term goal of the

company.

The overall goals set at the highest level in the organisation need to be put into effect by a series of

linked plans and objectives. These should cascade down the various levels within the organization.

When establishing WSH objectives, an organisation should take the following into consideration:

Objectives set must be “SMART”

– Setting OH&S objectives that are measurable, monitored, communicated and updated as appropriate

Specific –

State the risks / opportunities / requirements to address, action to be done

Measurable –

State performance criteria to measure outcome(s) and improvements

Achievable –

Within the scope of OH&S MS, means and resources available and affordable

Relevant –

Improves OH&S performance, eliminate or reduce OH&S risks

Time-bound –

Given specific timeline to accomplish objective

Consideration in establishing

OH&S objectives

WSH policy

Legal and other

requirements

Results of OH&S risks

and Opportunities Assessment

Results of consultation

with workers / workers

reps


WSH objectives should address the following needs:

• Assign health and safety responsibilities

• Establish accountability

• Set standards

• Provide training

• Involve employees in programmes

• Identify and control hazards

• Medical examination

• Audit programme

Resource 6.6 Establish plan to achieve OH&S objectives

1) Selection of key objectives based on findings and from the hazard identification and risk

assessment, legal and other requirements, and consultation with workers / workers’

representatives

When setting OH&S objectives the organisation needs to take into account the legal and other

requirements and its OH&S risks that it has identified. The organisation should make use of the

other information obtained from the planning process (e.g. a prioritised list of OH&S risks) to

determine whether it needs to set specific objectives in relation to any of its legal and other

requirements, or its OH&S risks. However, the organisation is not required to establish OH&S

objectives for each legal and other requirement or OH&S risk identified. Inputs from the

workers, or workers’ representative where exists at the workplace, shall also be obtained by

consultant process set up within the organisation.

2) Quantifying and choosing outcomes indicators for the key objectives selected

Objectives that are specific, measurable, achievable, relevant, and timely can enable progress against the attainment of the objectives to be measured more readily by the organisation (sometimes such objectives are referred to as being “SMART”). Suitable indicators should be defined for each WSH objective. These indicators should allow for the monitoring of the implementation of the WSH objectives. Examples of types of objectives can include:

- objectives to increase or reduce something that specify a numerical figure (e.g. to reduce

handling incidents by 20%),


- objectives to introduce controls or eliminate hazards (e.g. for noise reduction in a workshop),

- objectives to introduce less hazardous materials in specific products,

- objectives to increase worker satisfaction in relation to OH&S (e.g. for a reduction of

workplace stress),

- objectives to reduce exposures to hazardous substances, equipment or processes (e.g. the

introduction of access controls, or guarding),

- objectives to increase awareness or competence in performing work tasks safely,

- objectives that are put in place to meet impending legal requirements prior to their

enactment.

3) Establishing and maintaining management programmes for achieving the objectives or targets

In order to achieve the objectives a programme(s) should be established. A programme is an action

plan for achieving all the OH&S objectives, or individual OH&S objectives. For complex issues more

formal project plans can also need to be developed as part of the programme(s).

4) Assign responsibility, authority and timeframe to accomplish the objectives

Depending on the complexity of the programme established to achieve a particular objective, the

organisation should assign responsibility, authority, and completion dates for individual tasks to

ensure that the OH&S objective can be accomplished within the overall timeframe.

5) Determine the means to achieve the objectives within the timeframe

In considering the means necessary to establish the programme(s) the organisation should examine

the resources required (financial, human, infrastructure) and the tasks to be performed.

6) Communicating the objectives and programmes to relevant personnel

The OH&S objectives and programme(s) should be communicated (e.g. via training and/or group

briefing sessions, etc.) to relevant personnel.

7) Monitoring and reviewing the progress of the achieving the objectives

Reviews of programme(s) need to be conducted regularly, and the programme(s) adjusted or

modified where necessary. This can be as part of management review, or more frequently.


8) Hoshin Kanri Method

Hoshin Kanri is a step-by-step planning, implementation and review process for managed change. It

is a systems approach to the management of change in critical business processes. It is a proven

technique that helps organizations focus efforts and achieve results.

This tool was developed in Japan, but it is based on the US techniques of Management by Objectives

and the classical Plan-Do-Check-Act (PDCA) improvement cycle. It is used to communicate company

policy to everyone in the organization. Its primary benefit is to focus activity on the key things

necessary for success.

Top Management sets the overall vision and the annual high-level policies and targets. At each level

down, managers and employees participate in the definition, from the overall vision and their annual

targets, of the strategy and detailed action plan. Each level pass on targets to the next level. Each

level under top management is, in turn, involved with the level above it to make sure that its

proposed strategy corresponds to requirements. Regular reviews take place to identify progress and

problems, and to initiate corrective action.

There are two management systems fundamental to Hoshin Kanri:

• The daily management system deals with the operation and monitoring of micro work

processes. It supports identification of task level work, creation and improvement of

task level work processes, supports subject matter experts, provides communication to

management and cross functional work team and encourages participation and

involvement

• The cross-functional management system focuses on the improvement of processes

spanning the entire organization. It addresses issues such as product or service quality

using lean Six Sigma. It places great emphasis on the management of the organization’s

vision and mission through identification and management of cross-functional work

processes and improvements


RESOURCE7: DETERMINE THE SUPPORTS NEEDED FOR THE OH&S MANAGEMENT SYSTEM

Refer to clause 7.1 of the Standard, Organization shall determine and provide the resources

needed for the establishment, implementation, maintenance and continual improvement of the

OH&S MS.

The resources required may include:

• Human

• Natural

• Infrastructure

• Technology

• Financial

Resource can be considered adequate if they are sufficient to carry out the OH&S programme and

activities. The adequacy of resource can be at least partially evaluated by comparing the planned

achievement of OH&S objective with actual result if plausible.

Refer to clause 7.2 Competence

The organization shall:

a) determine the necessary competence of workers that affects or can affect its OH&S performance

b) ensure that workers are competent (including the ability to identify hazards) on the basis of

appropriate education, training or experience

c) where applicable, take actions to acquire and maintain the necessary competence, and evaluate

the effectiveness of the actions taken

d) retain appropriate documented information as evidence of competence.

Refer to clause 7.3 of the Standard, workers shall be made aware of:

a) the OH&S policy and OH&S objectives

b) their contribution to the effectiveness of the OH&S management system, including the benefits of

improved OH&S performance

c) the implications and potential consequences of not conforming to the OH&S management system

requirements

d) incidents and the outcomes of investigations that are relevant to them

e) hazards, OH&S risks and actions determined that are relevant to them

Buildings, Plant Equipment Utilities Information technology communications systems Emergency containment systems


f ) the ability to remove themselves from work situations that they consider present an imminent

and serious danger to their life or health, as well as the arrangements for protecting them from undue

consequences for doing so.

In addition to workers (especially temporary workers), contractors, visitors and any other parties

should be aware of the OH&S risks to which they are exposed. (Ref: CL A.7.3)

Resource 7.1 Determining the Necessary OH&S Competence and Awareness Requirements

An OH&S awareness and training programme should be established and maintained to address the

following areas:

• an understanding of the organisation’s OH&S arrangements and individuals’ specific roles and

responsibilities for them;

• a systematic programme of induction and ongoing training for employees and those who transfer

between divisions, sites, departments, areas, jobs or tasks within the organisation;

• training in local OH&S arrangements and hazards, risks, precautions to be taken and procedures

to be followed before work commences;

• training for performing hazard identification, risk assessment and risk control;

• specific in-house or external training which can be required for employees with specific roles in

the OH&S system, including employee OH&S representatives;

• training for all individuals who manage employees, contractors and others (e.g. temporary

workers), in their OH&S responsibilities. This is to ensure that both they and those under their

control understand the hazards and risks of the operations for which they are responsible,

wherever they take place. Additionally, this is to ensure that personnel have the competencies

necessary to carry out the activities safely, by following OH&S procedures;

• the roles and responsibilities (including corporate and individual legal responsibilities) of top

management for ensuring that the OH&S management system functions to control risks and

minimise illness, injury and other losses to the organisation;

• training and awareness programmes for contractors, temporary workers and visitors, according to

the level of risk to which they are exposed.

List of mandatory training courses (not exhaustive list):

• Construction Workers: Construction Safety Orientation Course.

• Manhole Workers: Safety Orientation Course (Manhole).

• Manhole Supervisors: Safety Instruction Course (Manhole).


• Formwork Supervisors: Formwork Safety Course for Supervisors.

• Project Managers: Construction Safety Course for Project Managers.

• Oil and Petrochemical Industry Workers: Oil and Petrochemical Safety Orientation Course for

Workers.

• Oil and Petrochemical Industry Supervisors: Oil and Petrochemical Industry Supervisors Safety

Course.

• Forklift Operators: Forklift Driver’s Training Course.

• Metalworking Industry Workers: Safety Orientation Course for Workers (Metalworking)

• Metalworking Industry Supervisors: Basic Industrial Safety and Health Course for Supervisors

Training records shall be documented and maintained according to organizational procedures.

The effectiveness of training and the resulting level of competency should be evaluated. This can

involve assessment as part of the training exercise, and/or appropriate field checks to establish

whether competency has been attained, or to monitor the longer-term impact of training delivered.

Resource 7.2 Determining the Internal and External OH&S Communication

Refer to clause 7.4 Communication of the standard

This clause covers the communication within the organization and outside of it as well. A process will

be established to determine what will be communicated when and whom and how.

The purpose of a communication process is to:

• provide for both the gathering, updating and the dissemination of information.

• ensure that relevant information is provided, received and is understandable to all relevant

workers and interested parties

In the establishment of communication process the following need be determined:

• What and when it will be communicated

• With whom to communicated

• How to communicate

Furthermore, communication processes need to take account the following:

• Diversity Aspect

• Legal and other requirements

• Ensure information in the system is consistent and is reliable

View of external interested parties need to be considered. Communication must be retained as

documented information.


Internal communication refers to communicated information relevant to OH&S management system

among the various and function, include change to the system.

External communication refers to information related to the OH&S management system as established

by the organization communication process and as required by it legal and other requirements. Some

modes of communication include:

• OH&S briefings and meetings,

• induction/orientation talks,

• Newsletters,

• posters,

• emails,

• suggestion boxes/schemes,

• websites,

• notice boards containing information on OH&S issues

Resource 7.3 Documentation

The organisation should document and maintain up-to-date and sufficient documentation to ensure

that its OH&S management system can be adequately understood and effectively and efficiently

operated.

Account should be taken of the following:

• the responsibilities and authorisations of the users of the documentation and information, as this

should lead to consideration of the degree of security and accessibility that can need to be

imposed, particularly with electronic media, and change controls;

• the manner in which physical documentation is used, and the environment in which it is used, as

this can require consideration of the format in which it is presented. Similar consideration should

be given concerning the use of electronic equipment for information systems.

o Hardcopy system

o Online system

Documentation Hierarchy:

1) OH&S Manual (not mandatory)

• Key component of a health and safety management system

• Describes the health and safety system in accordance with the stated health and safety policy

and applicable standard

2) Procedures

• Procedure scope

• Responsibilities


• Detail of activities e.g. method and location

• Reference to other procedures

• Identification and authorization

3) Work Instructions

• Required for activities requiring high degree of control

• Provide specific and detailed instruction

Documents and Data Control Procedures should ensure:

• They can be located

• Periodically reviewed, revised and approved by authorized personnel

• Current version(s) are available

• Obsolete documents and data are promptly removed

• Documents and data retained for legal and knowledge preservation

Examples of data control may include:

• Document control procedure, including assigned responsibilities and authorities;

• Document registers, master lists or indexes;

• List of controlled documentation and its location;

• Archive records (some of which can need to be held in accordance with legal or other time

requirements).

How to establish documentation and data control system?

• Hardcopy Documentation System

• The master electronic documents are stored in “Word”

• A Master list is prepared and kept in “Excel”

• Hard copies are copied on to paper that is marked “CONTROLLED”

• Example: The hardcopies are distributed to 3-ring notebooks throughout the facility. A master

list is created to indicate what procedures and work instructions need to be in each book.

Copies are kept to a minimum by only distributing relevant documents to each area.

• One person is designated as the Document Control Coordinator. This person,

o keeps the master list up to date

o Makes revisions to documents

o Distributes revised documents

o Collects the outdated documents

• Online Documentation System

• A Database is set-up to hold procedures and work instructions.

• This may be organized into a “Chapter System” with a chapter for each clause of the standard.

• Procedures and Work Instructions are written in or loaded into the system.

• Employees are given “Rights”

o System Administrator

o Author


o Editor

o Approver

o Read Only

• Authors write the procedures or work instructions.

• The document is sent to the editor and approver for approval.

• When it is approved it is automatically moved into the “OH&S Documents” and becomes

available to all those with read rights.

• The documents may be viewed on the screen or printed.

• Printed documents are controlled by a “sunset clause”– The date printed appears on all

printed documents. Documents are valid only for the day they are printed.

• Some hardcopy distribution may be necessary.

• A master list must be kept for distributed documents.

• Controlled hardcopies need to be identified

• Revisions are made by the author and must be reviewed and approved by the editor and

approver.

• The author must determine if the changes affect any process that is being performed that

day.


RESOURCE 8: DEVELOP OPERATIONAL PLANNING AND CONTROLS

Resource 8.1 Planning, Implementing, Controlling and Maintaining the Processes Needed to Meet Requirements of the OH&S Management System

Once it has gained an understanding of its OH&S hazards, the organisation should implement the

operational controls that are necessary to manage the associated risks and comply with applicable

OH&S legal and other requirements. The overall objective of OH&S operational controls is to manage

the OH&S risks to fulfil the OH&S policy.

Information to be considered when establishing and implementing operational controls includes:

- OH&S policy and objectives,

- results of hazard identification, risk assessment, evaluation of existing controls and determination

of new controls,

- management of change processes,

- internal specifications (e.g. for materials, equipment, facilities layout),

- information on existing operating procedures,

- legal and other requirements to which the organisation subscribes,

- product supply chain controls related to purchased goods, equipment and services,

- feedback from participation and consultation,

- the nature of, and extent to which, tasks are to be performed by contractors and other external

personnel,

- access to the workplace by visitors, delivery personnel, service contractors, etc.

When developing operational controls, priority should be given to control options with higher

reliability in preventing injury or ill health, consistent with the hierarchy of controls, i.e. this should

start with redesign of equipment or processes to eliminate or reduce hazard(s), improved

signage/warnings for hazard avoidance, improved administrative procedures and training to reduce

the frequency and duration of the exposure of persons to inadequately controlled hazards, and lastly

the use of personal protective equipment (PPE) to reduce the severity of injury or exposure.

The operational controls need to be implemented, evaluated on an ongoing basis to verify their

effectiveness, and integrated into the overall OH&S management system.

Stipulating the operating criteria

The organisation should stipulate operating criteria where they are necessary for the prevention of

injury or ill health. Operating criteria should be specific to the organisation, its operations and

activities, and be related to its own OH&S risks, where their absence could lead to deviation from the

OH&S policy and objectives.

Examples of operating criteria can include:

1. for hazardous tasks


• use of specified equipment, and procedures/work instructions for its use,

• competency requirements,

• use of specified entry control processes and equipment,

• authorities/guidelines/instructions/procedures for individual risk assessment prior to immediate

commencement of the task;

2. for hazardous chemicals

• approved chemical lists,

• exposure limits,

• specific inventory limits,

• specified storage locations and conditions;

3. for task involving entry into hazardous areas

• specification of personal protective equipment (PPE) requirements,

• specified conditions for entry,

• health and fitness conditions;

4. for tasks involving work performed by contractors

• specification of OH&S performance criteria,

• specification of competency and/or training requirements for contractor personnel,

• specification/inspection of contractor provided equipment;

5. for occupational health and safety hazards to visitors

• entry controls (sign-in/sign-out, access limitations),

• personal protective equipment (PPE) requirements,

• site safety briefings,

• emergency requirements.

Resource 8.2 Eliminating Hazards and Reducing OH&S Risks Using Hierarchy of Controls

Using a variety of different methods (e.g., physical devices, procedures, work instructions, pictograms,

alarms and signage) to eliminate or reduce and control the risks

Operational controls should be established and implemented as necessary to manage the OH&S risks

to an acceptable level, for operational areas and activities, e.g. purchasing, research and development,

sales, services, offices, off-site work, home based working, manufacturing, transportation and

maintenance. Operational controls can use a variety of different methods, e.g. physical devices (such

as barriers, access controls), procedures, work instructions, pictograms, alarms and signage.

The organisation should establish operational controls to eliminate, or reduce and control, the OH&S

risks that could be introduced into the workplace by employees, contractors, other external personnel,

members of the public and/or visitors. Operational controls can also need to take into account


situations where OH&S risks extend into public areas or areas controlled by other parties (e.g. when

employees of the organisation are working at a client’s site). It is sometimes necessary to consult with

external parties in such circumstances.

The hierarchy of control is the key concept applied in the elimination and reduction of OH&S risks.

Hierarchy of Control Measures:

ELIMINATION

Elimination of hazards refers to the total removal of the hazards and hence effectively making all the

identified possible accidents, incidents and ill health impossible.

This is a permanent solution and should be attempted in the first instance. If the hazard is eliminated,

the risk associated of the hazard will be eliminated.

SUBSTITUTION

This involves replacing the hazard by one that presents a lower risk.

E.g. Asbestos can be substituted with non-asbestos materials.

ENGINEERING CONTROLS

Engineering controls are physical means that isolate or limit the hazard. These include structural

changes to the work environment or work processes, erecting a barrier to interrupt the transmission

path between the worker and the hazard.

E.g. Isolation or containment of hazards, machine guarding, manual handling devices/equipment etc.

ADMINISTRATIVE CONTROLS

These reduce or eliminate exposure to a hazard by adherence to procedures or instructions.

Documentation should emphasise all the steps to be taken and the controls to be used in carrying out

the activity safely.

E.g. Permit-to-work systems, scheduling of incompatible works, use of warning signages etc.

NOTE – Warning signage should be based on accepted design principles, emphasising standardised

graphical symbols and minimising the use of text, and that when text is required, accepted signal

words, e.g. “danger” or “warning”, are used. For further guidance see relevant international or

national standards.

PERSONAL PROTECTIVE EQUIPMENT (PPE)

This should be used only as a last resort, after all other control measures have been considered, or as a

short-term contingency during emergency / maintenance / repair or as an additional protective

measure. The success of this control depends critically on the protective equipment being chosen

correctly, fitted correctly, worn at all times and maintained properly.


Resource 8.3 Establishing Process for Management of Change

Management of change

Change can bring new risk and must be assed for their potential risk regardless of its nature. Example

of change are

• Change to product, service and process

• Change to legal requirement

• Change in knowledge of hazard

• Development in knowledge and technology

Management of change ensures a smooth transition to minimize the introduction of new hazard and

OH&S risk.

Management of change procedure should have elements including:

• Means and methods to detect changes in process technology and in facilities and flag them

for managing changes;

• The process and technical design basis for the proposed change;

• An analysis of possible OSH considerations, their potential hazards and the risk controls

required as a consequence of the change;

• The necessary modification to the current operating procedures;

• The necessary documentation for the proposed change;

• Duration of the change; and

• Authorisation requirement and ensuring that appropriate measures are in-placed before

approving the change.

Resource 8.4 Establishing Process to Control the Procurement of Products and Services

Procurement

Procurement refers to the obtaining of external product and service need to conform with the system.

This includes quality of good receive. A procurement process will prevent potentially dangerous

material from entering the workplace


The process needs to perform the following:

• Requirement for goods

• address any needs for consultation and communication

• Ensure good are safe or safely installed for workers

• Ensure specification is met and goods is tested

• Ensure any usage requirements, precautions or other protective measures are communicated and

made available.

1) Control related to purchased goods, equipment and services

Examples of areas in which OH&S risks typically arise, and related to purchased goods, equipment and

services can include:

• establishment of OH&S requirements for goods, equipment and services to be purchased,

• communication of the organisation’s OH&S requirements to suppliers,

• pre-approval requirements for the purchase or transport/ transfer of hazardous chemicals,

materials and substances,

• pre-approval requirements and specifications for the purchase of new machinery and equipment,

• pre-approval of procedures for the safe operation of machinery, equipment, and/or the safe

handling of materials prior to their use,

• selection and monitoring of suppliers,

• inspection of received goods, equipment and services, and (periodic) verification of their OH&S

performance,

• approval of the design of OH&S provisions for new facilities.

2) Coordinating Procurement Process with Contractors

The activities and works carried out by contractors are becoming more important to

many organisations and can be important impact on the OH& performance of the

organisation. Contractors can also include consultants or specialists in administrative,

accounting and other functions. Their activities will interact with that of the

organisation as well as that of other contractors are also working at the same time. It

should be noted that by assigning activities to contractors, the organisation does not

eliminate its responsibility for the occupational health and safety of the workers.

Hence coordination of works carried out be contractors is very important in ensuring

the safety and health of the workplace.

With reference to clause 8.1.4.2, the Standard requires that organization shall coordinate its

procurement process(es) with its contractors, in order to identify hazards and to assess and control


the OH&S risks arising from:

a) the contractors’ activities and operations that impact the organisation

b) the organization’s activities and operations that impact the contractors’ workers

c) the contractors’ activities and operations that impact other interested parties in the workplace.

The process established for such purpose may include and not limited to:

• Using contracts that clearly specify the OH&S requirements, including the responsibilities of the

parties involved.

• Communicating organisation’s OH&S MS requirements to the contractor prior to them working on

site.

• Requesting for and reviewing method statements, risk assessments, workplans (such as for work a

height, lifting, hot works etc.) safe operating procedures of their works prior to carrying out of the

work.

• Organising pre-start work meetings

• Conducting WSH induction training for contractors working on site

• Conducting pre-job briefing involving contractor’ supervisors and workers

• Organising regular coordination meetings, such as daily toolbox meeting, weekly coordination

meeting, monthly WSH Committee meetings involving contractors

• Implementing permit-to-work system for hazardous works, such as work-at-height, entry into

confined space, etc., requiring the contractors to submit permit-to-work request, which will be

assessed for OH&S risks by a competent person and authorised by a manager from the organisation.

• Conducting regular inspections and audits of contractors’ activities

• Including OH&S matters in regular meeting agenda with contractors

• Involving, getting contractors’ participation in organisation’s WSH promotional activities, training or

OH&S improvement programmes

An organisation can use a variety of tools for ensuring contractors’ OH&S performance in the workplace

(e.g. contract award mechanisms or pre- qualification criteria which consider past health and safety

performance, safety training, or health and safety capabilities, as well as direct contract requirements).

Resource 8.5 Controlling Outsourced Functions & Processes

Similar to contractors, the outsourced functions and process can be significant impact to the

organisation’s OH&S performance. As such, the Standard has stipulated requirements in outsourcing

in clause 8.1.4.3, requiring the organisation to ensure that outsourced functions and processes are

controlled. The organization shall ensure that its outsourcing arrangements are consistent with legal

requirements and other requirements and with achieving the intended outcomes of the OH&S


management system. The type and degree of control to be applied to these functions and processes

shall be defined within the OH&S management system.

While the organisation cannot always able to make the outsource function to perform at the same

level as the organisation, it should establish the extent of control over such outsourced functions or

processes. The factors to consider may include:

• Ability and technical competence of the external organization to meet the organisation’s

requirements

• Potential effect the outsourced process or function will have on the organization’s ability to

achieve the intended outcome of its OH&S MS

• Extent to which the outsourced process or function is shared

• Capability of the organization to achieve the necessary control through the application of its

procurement process

• Opportunities for improvement

Examples of controls for outsourced functions and processes may include and not limited to:

• Implement a selection process for outsourced functions and processes. The selection criteria may

include ability to meeting the OH&S requirements of the organisation, technical competency,

available of a risk management system or OH&S MS

• Set and check to ensure requirements on certification such as bizSAFE, OH&S management system of

the external outsourced organisation; and persons with necessary qualifications or competence are

available in that external organisation.

• Request for and review their method statements, risk assessments, workplans (such as for work a

height, lifting, hot works etc.), safe operating procedures, of their works prior to carrying out of the

work.

• Setting a timeline for outsourced functions to meet, progressive, the level of performance in OH&S as

required by the organisation.

• Conduct regular OH&S review meetings

• Require the external organisation to submit regular report to the organisation on their OH&S

performance

• Conduct inspection and audit at outsourced functions and processes premises

Resource 8.6 ESTABLISH A FRAMEWORK FOR ORGANISATIONAL EMERGENCY PREPAREDNESS AND RESPONSE

The establishment of a framework for organisational emergency preparedness and response would

generally include:

• Identification of the creditable type of emergency situations that could occurs

• Establishing response plan(s) should such situation occurs


• Build up the capability in accordance with the plan. This may include

- acquiring the necessary response equipment,

- training of response team,

• Communication of response plan(s), raise awareness to occupants and other stakeholders on

actions to be taken during an emergency,

• Conduct exercises and drills regularly to evaluate the response plan and preparedness,

• Review of response plans and preparedness for continually improvement.

1) The type of emergency response plans may include but not limited to:

• Fire and evacuation plan

• Chemical, biological and radiation spill response plans

• Terrorist attack response plan

• Mass casualty response plan

• Bomb threat response plan

• Explosion response plan

• Structural collapse response plan

• Flu pandemic response plan

2) Establishing response plan to the identified types emergency situations

The emergency response plans provide direction, control, and coordination in the event of natural

or technological disasters. When an emergency occurs, events can happen very fast, there can be

little time to react, and damage can be more extensive if an organisation is nor prepared for it.

Being prepared and response appropriately will help to bring the emergency under control,

minimise casualty and lost to the property, and also in more speedy recovery after the emergency

incident.

An Emergency response plan should include:

• identification of potential accidents and emergency

• Identification of the person to take charge

• details of actions to be taken by personnel during an emergency

• responsibility, authority and duties of personnel with specific roles during the emergency

• evacuation procedure

• identification and location of hazardous materials, and emergency action required

• interface with external emergency service

• communication with statutory bodies

• communication with neighbours and the public

• protection of vital records and equipment


• availability of necessary information

The steps involved in the establishment of an emergency response plan include:

The emergency response procedures typically include:

• Detection and reporting of emergency.

• Initial response procedures.

• Communication and escalation of response procedures.

• Emergency Shutdown Procedure: To describe briefly the emergency shutdown procedures

for various process and equipment, during an emergency such as the gas leakage, loss of

containment storage tank etc.

• Evacuation Procedure: General description of how evacuation will be conducted.

• Containment Procedure of Hazardous Substances (Spill, Leak and Vapor Release): To

describe briefly of the containment procedures in-place for hazmat spill, leak and vapor

release.

• Firefighting and Rescue Procedures: Descriptions of the fire fighting and rescue procedures

that will be carry out by the installation to mitigate the incident.

Development of organisational procedures on conduct of drills and practices for company emergency response team (CERT)

Development of organisational procedures on testing of emergency equipment

Development of organisational procedures on maintenance and review of emergency preparedness and response plan

Determine the actions to be taken by the members of the organisation in response to the identified types of emergencies

Determine the types of resources needed for the building of emergency preparedness for the identified types of emergency

Determine the composition, roles and responsibilities of emergency response team in emergency preparedness and response

Identify the types of emergency scenarios related to preparedness and response planning


• Monitoring Procedure of Release Hazardous Substances (Spill, Leak and Vapour Release):

Describe how monitoring activities will be carried by the company.

• Re-occupancy procedures

• Clean up Procedure: Descriptions of the clean-up procedures that will be carried out by the

company at the recovery stage.

• Post emergency incident investigation, business recovery and corrective actions procedures

3) Determining and planning for the training required for the response plan

In the case of responding to fire emergency, the training requirements for emergency responder is

stipulated under the relevant legal requirements. The Fire Safety (Company Emergency Response

Team) Regulations requires the company emergency response team (CERT) members to attend

mandatory training, according to type of premises involved. The requirement is listed in the

“Nation CERT Standard” issued by the Singapore Civil Defence Force (SCDF) (available at SCDF

website).

The training requirements for the first aiders are included in the WSH (First-Aid) Regulations

Where training requirements are not specified in the relevant legal requirements or other

requirements, organisation will need to determine and plan for such trainings. The types of

training, and the frequency for refresher training would depending on the results of risk

assessment.

Typically, planning for training involves:

• Identity the training needs: Who (first responders, first aiders, rescuers etc.) and what

type of training (response to fire, chemical spills etc.)

• Preparation of training materials, this may include PowerPoint slides, handout etc.

• Emergency response equipment. Note that equipment such as fire extinguishers, self-

contained breading apparatus will need to be refilled after the training as their content is

depleted. Organiser of the training programme must make sure that adequate

equipment are available, and the ‘life’ emergency equipment must not be used for

training unless there are back up replacement units.

• Venue for the training might need to be prepared as often emergency response will

requires practice on the use of equipment and, for example, putting out a fire, or

containing a chemical spill.

• Safety and health considerations must be taken seriously to ensure that the risks

involved during training is addressed. The training should be realistic in simulating an

emergency situation, but must also be conducted safely.


• As emergency response team members are spread over and work in different shifts, such

training to cover all CERT members may have to be staggered and conducted over

multiple sessions.

• Training evaluation should be conducted to assess the CERT members skills in responding

after the training, to help ensure that they are able to perform well during an actual

emergency.

4) Planning for the conduct of exercise and drills

Exercise and drills should be conducted regularly to continually assess emergency response

readiness and effectiveness. The Fire Safety Act requires that fire drill and table-top exercise be

conducted twice per year. In some organisation where the risks from an emergency is higher,

exercises and drills are conducted more frequently.

Planning and coordination are always necessary to ensure that the exercises and drills are

conducted effectively. The preparation of a drill would start with defining the aim or objective. It

may be for testing a specific aspect of response, to address certain risks as identify during risk

assessment, such as occurrence of a certain event, a partial (localised) evaluation or total

evacuation etc. An evacuation drill may involve almost all the personnel from whole organisation

or building, hence must be planned properly to cause minimum disruption, yet achieving the

objectives of the drill. Preparation such as notifications to the building occupants, decentralise

alarm monitoring company neighbours are often necessary. Prior to the drill, emergency

response equipment, and the emergency response plans and procedures should be checked

reviewed.

5) Evaluating the performance and revising the response plan, if necessary, after exercises and

drills

A post-mortem should be conducted to assess how well the drill has met its objectives and to

identify areas for improvement in the equipment, response team, coordination and

communication processes between the CERT members, or the response procedures. Such post-

mortem should be conducted immediately after the drill to obtain feedback from the CERT

members and other relevant personnel (such as facility management staff, human resource,

operational staffs, etc.) who has participated.

6) Communicating and providing information to all workers on their duties and responsibilities

Besides the CERT members who hold key responsibility during emergency response, workers need

to be informed of their duties and responsibilities such as to take care of their own and other’s

safety during an emergency and evacuation process. Worker should only attempt to put out a fire

or respond to an emergency only if they are trained and it is still safe to do so. Workers, and

building occupants must be made aware of the means to report an emergency (such as activating


a call-point, calling emergency number etc.), the emergency evaluation procedures; be familiar

with the evacuation routes and assembly area, and actions to be taken while at the assembly area.

A best way to manage emergency is perhaps to prevent it from occurring in the first place.

Workers should also be informed of the hazards (such as use of flammable materials, performing

hot-work, smoking at non-designated smoking points etc.) that may cause an emergency (such as

a fire) and the necessary control measures. They should also make aware of requirements such as,

not to block emergency response equipment, passageways and exit doors,

7) Communicating relevant information to interested parties

Examples of communication of relevant information to interested parties may include:

Interested parties Type of information Means of communication

Singapore Civil

Defence Force

Emergency response plan

(for planning purpose, e.g. when

applying for petroleum and flammable

material license, fire certificate; or for

CERT audit; or during joint exercise or

actual emergency

Email, hard copy

Safety data sheets (during joint exercise

or responding to emergency)

Hard or electronic copy

Emergency response status (during an

emergency, evacuation)

Site Main controller to give

verbal report to SCDF

commanders.

SCDF (fire engine,

ambulance)

Location address, type of emergency,

number of casualties, types of injury /

illness, name and contact number of

the person making call to SCDF; upon

SCDF arrival: first aid treatment given,

patient’s condition

Phone Call to SCDF

National

Environment

Agency

Types of, quantity of hazardous

substances released to environment

during an emergency

Verbal (call), written (email)

Ministry of

Manpower

Dangerous occurrences

Reportable injury cases from the

emergency

Written (i-report)

Building Control

Agency

Information on collapse of building or

part thereof

Phone call, written

Non-emergency

ambulance

Location address, type of injury / illness,

name and contact number of the

Phone call


person making call; upon arrival: first

aid treatment given, patient’s condition

Decentralise Alarm

Monitor company

Status of alarm (due to conduct of drill,

false alarm, investigating, or actual fire)

Phone call

Singapore police

force

Fatality case information Verbal (call), Written

Characteristics of terrorist (or attacker),

weapon used, direction of movement

Verbal, written (SMS)

Visitors /

contractors

Emergency response procedures Site Induction / visitors’ pamphlets

Evacuation routes Notice

Emergency contact persons / number Notice

Building owner or

occupier

Fire safety measures taken, drill and

table-top exercise conducted, etc.

Annual Fire Safety Report by

fire safety manager

Insurer Fire protection measures, site

condition, emergency response

capability

Losses due to the emergency

Audits, documents

Written documents

Neighbour / Public Types of activities and hazards that

could result in emergency such as fire,

chemical release, possible impact to

safety and health for persons and to the

environment

Briefing, meeting, notice,

signages, written reports

Building occupants

/ operational staffs

Date / time of drills Notice, email, verbal

announcements

8) Taking into consideration the needs and capabilities of all relevant interested parties and

ensuring their involvement during the development of the response plans

The needs and capabilities of different stakeholders are different and sometimes can be

competing or even conflicting to the desired intended outcome of the OH&S MS and must be

taken into consideration. The regulatory agency, insurer, workers might desire a (different) high

level of emergency response preparedness. On the other hand, from the viewpoint of emergency

responders, they might have the limitation in capability such as their skill, competency and

physical fitness to respond. There will be response equipment and personal protective equipment

that they need to put on, and they should not be expected to have the physical fitness like that of

a fireman. While the fire safety manager needs to comply with the legal requirements on

conducting drills and exercise, operational staffs and other occupants (including customers in

some case) might see drills as disruption to their activities. Management would need to balance


between allocation of resource and time on enhancing emergency preparedness vs operational

continuity or efficiency. In another example, the facility manager might not have the resources

available to meet all the needs of the insurer, OH&S manager or CERT, in the short term

especially, to install additional fire protection measures in the building.

It is important therefore that the relevant interested parties be involved during the develop of the

response plan. This can be accomplished in various ways, such as:

• Organising consultation sessions with the interested parties to obtain their inputs

• Circulating the (draft) emergency response plan to the interested parties for their comments

• Conducting (table-top) exercises with the involvement of the relevant interested parties to

test out the response procedures

• Inviting the relevant interested parties in the drill post-mortem meeting

• Involving the CERT members in the selection of personal protective equipment and response

equipment for emergency response


RESOURCE 9: EVALUATE OH&S PERFORMANCE AND COMPLIANCE

Resource 9.1. Establishing Process for Monitoring, Measurement, Analysis and Performance Evaluation

Refer to clause 9.1.1 of the Standard, the organization shall establish, implement and maintain a

process(es) for monitoring, measurement, analysis and performance evaluation.

Refer to clause A.9.1.1 of the Standard, performance evaluation is an activity undertaken to

determine the suitability, adequacy and effectiveness of the subject matter to achieve the established

objectives of the OH&S management system. In order to achieve the intended outcomes of the OH&S

management system, the processes should be monitored, measured and analysed.

1) Identify OH&S performance measurement parameters

The organization should identify key performance parameter across the whole organization. These

should include, but not be limited to, parameters that determine whether:

- OH&S policy and OH&S objectives are being achieved

- Risk control have been implemented and are effective

- Lessons are being learnt from OH&S management system failures, including hazardous

events (accidents, near misses and illness cases);

- Information that can be used to review and/or improve aspects of OH&S management

system is being produced and being used

The organization shall evaluate the OH&S performance and determine the effectiveness of the OH&S

management system.

2) Methods for Monitoring, measurement and Analysis of Performance

Supervision and collection methods for WSH performance data

An organisation should have a systematic approach for measuring and monitoring its OH&S

performance on a regular basis, as an integral part of its overall management system. Monitoring

involves collecting information, such as measurements or observations, over time, using

equipment or techniques that have been confirmed as being fit-for-purpose. Measurements can

be either quantitative or qualitative. Monitoring and measurements can serve many purposes in

an OH&S management system, such as:

- tracking progress on meeting policy commitments, achieving objectives and targets, and

- continual improvement,

- monitoring exposures to determine whether applicable legal and other requirements to

which the organisation subscribes have been met,


- monitoring incidents, injuries and ill health,

- providing data to evaluate the effectiveness of operational controls, or to evaluate the need

to modify or introduce new controls,

- providing data to proactively and reactively measure the organisation’s OH&S performance,

- providing data to evaluate the performance of the OH&S management system, and

- providing data for the evaluation of competence.

Ways of monitoring and reporting WSH performance indicators

The organisation’s measuring and monitoring should use both reactive and proactive measures of

performance but should primarily focus on proactive measures in order to drive performance

improvement and injury reduction.

Proactive monitoring should be used to check conformity to the organization’s OH&S activities, for

example by monitoring the frequency and frequency and effectiveness of OH&S inspections.

Reactive monitoring should be used to investigate, analysis and record OH&S management system

failures—including accidents, incidents (including near misses), ill-health and property damage cases.

a) Examples of proactive measures include:

- assessments of compliance with legal and other requirements,

- the effective use of the results of workplace safety tours or inspections,

- evaluation of the effectiveness of OH&S training,

- use of OH&S behaviour-based observations,

- use of perception surveys to evaluate OH&S culture and related employee satisfaction,

- the effective use of the results of internal and external audits,

- completion of legally required and other inspections as scheduled,

- the extent to which programme(s) (see 4.3.3) have been implemented,

- the effectiveness of the employee participation process,

- the use of health screening,

- exposure modelling and monitoring,

- benchmarking against good OH&S practices,

- work activity assessments.

b) Examples of proactive measures include:

- assessments of compliance with legal and other requirements,

- the effective use of the results of workplace safety tours or inspections,

- evaluation of the effectiveness of OH&S training,

- use of OH&S behaviour-based observations,

- use of perception surveys to evaluate OH&S culture and related employee satisfaction,

- the effective use of the results of internal and external audits,

- completion of legally required and other inspections as scheduled,


- the extent to which programme(s) (see 4.3.3) have been implemented,

- the effectiveness of the employee participation process,

- the use of health screening,

- exposure modelling and monitoring,

- benchmarking against good OH&S practices,

- work activity assessments.

c) Examples of reactive measures include:

- monitoring of ill health,

- occurrences and rates of incidents and ill health,

- lost time incident rates, lost time ill health rates,

- actions required following assessments by regulators,

- actions following receipt of comments from interested parties.

Analysing trends of WSH performance indicators for appropriate actions

Classify each item that you observe and record during your inspection tour. This hazard rating

establishes priorities for corrective action and highlights the level of severity or seriousness of the

hazards.

WSH inspection plan and process

Safety and health inspection programs require planning. It is important that employers have adequate

policies and procedures in establishing their safety inspection programs. Responsibility and

accountability must be assigned, identifying who inspectors are and when inspections will be done.

The primary focus of this program should be accident prevention, through the maintenance of safe

working conditions and the removal of any potential hazards that arise in the workplace. Good

inspection programs will also identify the items to be inspected and then set standards to be

maintained in the workplace by supervision and workers. The program should include a system that

will record inspections done and ensure that any problems identified are corrected by a responsible

person who has the ability to carry out the necessary changes. A follow-up system, through the safety

committee and management, should be employed to ensure that all items are followed up and

corrected. Once the inspection program is in place, the safety program should provide a means of

monitoring it to see if trends arise that may be contributing to the company's accident or injury

problems.


An example of inspection process:

• WSH inspection checklist specifying criteria for acceptable conditions and behaviours

Many companies use a checklist to ensure consistent and comprehensive inspections each time they

are done. Appropriate checklists are developed for each job site and provide a guide to the various

standards expected to be in place. A Checklist should inform inspectors what to look at and what to

look for.

WSH inspection checklist specifying criteria for acceptable conditions and behaviours may include:

1. WSH inspection items such as list of statutory equipment with mandatory inspection

requirements

2. Processes

3. Machines

4. Equipment

5. Work conditions

6. Work methods

7. Use of substances

It will be necessary to record any unsafe actions or conditions observed during inspection tour. A well-

written inspection report will establish the location of the condition or action observed. Give it a hazard

rating. Provide some guidelines regarding action taken by the inspection team. Recommend corrective

action and assign accountability for ensuring corrective action by a certain date. Well-written

inspection reports communicate to management, supervision and the safety committee. They will be

used to make records, plot trends and develop statistics on the hazards found in the workplace.

Develop Standards

•Who will inspect?

•How often?

•What needs to be inspected?

Inspect

•Are regular and special inspections done?

•Are inspectors looking for hazardous acts and conditions?

Correct unsafe conditions or

Acts

•What needs to by corrected?

•Who is responsible?

•When will it be done?

follow-Up•Are all items in inspection reports corrected as required?


• Determining when the monitoring and measuring shall be performed

Monitoring and measuring of performance need to be conduct regular to ensure that performance

continues to meet the expected criteria, and to take proactive action to prevent out-of-control

situation by observing and analysis trends.

Monitoring and measuring frequency may be daily, weekly, fortnightly, monthly, half-yearly, annually,

etc., depending on the hazards, risks and types of performance to be measured. In some case, there

may be legal requirements and other requirements that stipulates the frequency and time for

measurement. The determination of frequency and time for measurement may also based on

reference to relevant code of practices, standards, operating experience, and consultation with the

interested parties.

• Determining when the results from monitoring and measurement shall be analysed, evaluated

and communicated

Analysis involves process that examining data to reveal relationships, patterns and trends. The use of

statistical data and techniques is often required to help information and draw conclusions that are

useful for decision making and taking corrective actions.

The frequency and time for analysing, evaluating and communicating results from monitoring and

measurement would depend on factors such as the needs of the interested parties, the hazard and

risks involved, the needs for operational control to ensure that the outcome as required by the OH&S

MS is consistent achieved and maintained. Reports on the results may be required annually, half-yearly,

quarterly, monthly, fortnightly, weekly, or at the period determined by the organisation or in

accordance with legal requirements and other requirements.

• Determining the calibration programmes for monitoring and measuring equipment

As important as conducting monitoring and evaluation, the equipment used for measurement shall be

calibrated to ensure that the data collected are reliable and accurate. The equipment shall be used and

maintained appropriately also. Persons conducting the measurement should be trained. In some

cases, legal requirements will stipulate that monitoring and measurements, such as noise monitoring

and air sampling, shall only be conducted by competent persons who have attended prescribed courses

and have relevant experience. The method and frequency for calibration will typically follow that of

the recommendations by the equipment manufacturer, and taking into considerations such frequency,

duration and condition of use.

Resource 9.2. Establish a Process for Compliance Evaluation


An organisation should establish, implement and maintain a procedure for periodically evaluating its

compliance with the legal or other requirements that are applicable to its OH&S risks, as part of its

commitment to compliance.

Evaluation of the organisation’s compliance should be performed by competent persons, either from

within the organisation and/or using external resources.

A variety of inputs can be used to assess compliance, including:

- audits,

- the results of regulatory inspections,

- analysis of legal and other requirements,

- reviews of documents and/or records of incidents and risk assessments,

- interviews,

- facility, equipment and area inspections,

- project or work reviews,

- analysis of test results from monitoring and testing,

- facility tours and/or direct observations.

The organisation’s processes for the evaluation of compliance can depend on its nature (size, structure

and complexity). A compliance evaluation can encompass multiple legal requirements or a single

requirement.

The frequency of evaluations can be affected by factors such as past compliance performance or

specific legal requirements. The organisation can choose to evaluate compliance with individual

requirements at different times or at different frequencies, or as appropriate.

A compliance evaluation programme can be integrated with other assessment activities. These can

include management system audits, environmental audits or quality assurance checks.

Similarly, an organisation should periodically evaluate its compliance with other requirements to

which it subscribes (for further guidance on other requirements. An organisation can choose to

establish a separate process for conducting such evaluations or it can choose to combine these

evaluations with its evaluations of compliance with legal requirements (see above), its management

review process or other evaluation processes.

The results of the periodic evaluations of compliance with legal or other requirements need to be

recorded and reported to the relevant stakeholders. The retention period and requirement for such

evaluation must be determined.

The procedures for necessary actions to be taken to close compliance issues must be established and

implemented so that timely and effective efforts are channel for closure. The effectiveness of such

actions taken must also be evaluated.


The types of compliance evaluation programme that organisation may use, include but not limited to:

• WSH management system audits

• Compliance audits

• Corporate WSH audits

• Audit for specific purpose (e.g., initial status review, occupational safety and health review, new or changes in equipment, processes, legal requirements, etc.)

Resource 9.3. Establish an Internal Audit Program

OH&S management system auditing is a process whereby organizations can review and continuously

evaluate the effectiveness of their OH&S management system. In general, OH&S management system

audits need to consider OH&S policy and procedures, and the conditions and practices in the

workplace.

An internal OH&S management system audit programme is to allow the organization to review its own

conformity of its OH&S management system to SS ISO 45001-1.

Planned OH&S management system audits should be carried out by personnel from within the

organisation and or by external personnel selected by the organization to establish the degree of

conformity to the documented OH&S procedures, and to assess whether or not the system is effective

in meeting the OH&S objectives of the organization. In either case, the personnel conducting the

OH&S management system audits should be in a position to do so impartially and objectively.

1) Types of Audit Programme

There are many different types of audits. Organisations need to identify the types of audits that are

relevant to the organisational audit objectives and situations, which may include:

1) Management systems audit, which may include:

Workplace Safety and Health (WSH)

Environment

Quality

2) Mandatory audits, which may include:

Ministry of Manpower (MOM) Safety management system requirements

National Environmental Agency (NEA) Safety audit for hazardous substances

Specific WSH legal requirement audit

3) Certification audits:

SS ISO 45001: Occupational Safety and Health Management System


4) Surveillance audits (to management system certification):

Surveillance audits are on-going periodic review of an organisation’s safety management system

conducted by a third-party registrar.

5) Occupational Health audit:

Occupational health audit is an audit carried out to assess the effect of health on work as well as

the effect of work on health.

6) Joint audits:

Joint audits are carried out by two or more audit organisations.

7) Combined audit (WSH, environment and/or quality):

A combined audit is an audit where two or more management systems are assessed at the same

time, which may include Workplace Safety and Health (WSH), environment and/or quality. These

systems are not seen as being integrated and usually have separate manuals and controls.

8) Internal audit:

Internal audit, also known as a first party audit, is used to audit an organisation themselves, to

confirm or improve the effectiveness of management systems. They are also used to self-declare

that whether the organisation comply with the audit standards. Creditability may be an issue as

such self-declaration is credible only if the first party auditors are genuinely independent and not

biased.

9) Second party audit:

Second Party Audit is usually done by customers or by others on the organisation’s behalf. They

can be done by regulators, or other external parties that have formal interests in the

organisation.

10) Third party audit:

Third party audit is done by independent organisation, such as registrar, certification bodies, or

regulators.

11) High Risk audit:

High risk audit is an audit that focuses on areas and/or activities which have been identified as

high risk, to prevent costly and potentially safety accidents before they occur. This may include

areas/activities which have identified as high-risk level in risk assessments.

12) Process audit:

Process audit is an audit that focuses on processes. It assesses the effectiveness of organisational

procedures.


13) WSH programme audit:

WSH programme audit is an audit carried out to assess the conformance of WSH programmes

developed by the organisation against legal and organisational requirements

Health programme

Training programme

Inspection programme

Maintenance programme

Chemical management programme

Emergency preparedness programme

Personal protective equipment programme

2) Plan schedule for conduct of audits

An audit schedule is required to be planned and developed in accordance with the audit

programme to keep the audit programme on track.

An audit schedule should at least include the following components:

• Date and time of audit to be carried out

• Location to be audited, such as:

o Chemical store

o Confined space

o Workshops etc.

• Audit activities to be carried out, such as:

o Documentation review

o Interviews

o Physical inspections

• Duration of audit activities, depending on scope and area of audit

• Assign auditors (Auditors assignment)

All parties (auditors, auditees) who will be involved in the audit are to be given an audit

schedule.

3) Develop internal audits protocol

An audit is defined to be a “systematic examination.” In order for the examination to be

systematic, it requires clear standards and instructions followed by a defined and prescribed

means of evaluating the compliance and adequacy of those procedures. To achieve the latter

point requires the use of checklists or protocols. An audit without defined standards or a

structured checking process is no more than an inspection.


The auditor is trying to establish the answers to a set of four generic questions. In the words of

Rudyard Kipling, “I know four wise men, they are who, what, where and when.” The auditor must

explore a variation of Kipling’s theme: the auditor needs to understand who is required to do

what, when, and how.

Checklists should normally be prepared in a format that enables the response to the audit

question to be written alongside or beneath the relevant question, as shown in table 4.

Table 1 Auditor’s checklist

Auditor Checklist

Ref. Audit Question Compliance (Yes/No) Comments

Although it has been recommended that the auditor work primarily from the checklist, it is

essential that he or she have a copy of the procedure readily available during the audit. If

challenged during the audit, the auditor must be able to identify where in the procedure the

questions that he or she is asking are specified. To aid this, it is helpful to cross-reference the

audit checklist question with the paragraph or page number of the procedure being audited. This

is the purpose of the column headed “Ref.” in table 4.

In summary, the process for preparation of audit checklist is laid out in the Checklist Preparation

Flowchart shown in figure 2. An example of a protocol is available in Appendix 1.


Figure 2

Checklist

preparation

flowchart

In developing a set of generic questions that could apply to auditing the management systems

the auditor should consider the following:

1. Why does the standard or instruction exist?

2. What legislation applies and is it understood?

3. Are written procedures/instructions in place to ensure that the requirement is met?

4. When were the procedures last reviewed and updated?

5. Are all the responsibilities for managing and carrying out the procedures assigned? (Are the

named people still alive?)

6. Are the people who are required to act on this requirement trained and validated?

7. Does local monitoring or auditing regularly assess the degree of compliance with this

requirement?

8. What is the last set of corrective actions and what is their state of implementation?

9. What are the consequences of failure to comply with this requirement?

Armed with these generic questions, the experienced SHE auditor should be able to develop

detailed checklists for most of the requirements of a management or specialist-style audit,

irrespective of whether the system being audited is related to occupational health medical

Read the Procedure

Does an audit checklist or protocol already exist?

Has the procedure changed since the last audit?

Identify WHO? WHAT? WHEN? HOW?

Prepare New / Revised procedures

Does Compliance with the checklist fully meet the intent of the procedure?

An appropriate checklist now exists

Yes

No Does checklist

cover key elements of procedures?

No

Yes

Yes

No

Checklist Preparation Flowchart

No


surveillance, control of ground contamination, or arrangements for entries into confined spaces.

The auditing principles are the same. Compliance auditing of detailed SHE instructions should

simply look at the who, what, when, and where requirements laid down in the instruction and

probe to check whether the requirements specified in the instruction are being carried out.

4) Establish roles and responsibilities of internal audit team

A typical composition of an audit team comprises:

• Audit team leader whose responsibilities may include:

o Lead audit team

o Appoint audit observers

o Assign auditor scope of work

o Compile audit reports

o Make audit opening meeting presentation

o Make audit closing meeting presentation

• Auditors whose responsibilities may include:

o Conduct audit

o Report audit findings

o Make recommendations

o Write audit report

• Audit observers

Audit observers should not interfere or influence with the conduct of the audit. Their

responsibilities may include:

o Establish contacts and timing for interviews

o Arrange visits to specific parts of the site

o Ensure that rules concerning site safety and security procedures are known and

obeyed by the audit team members

o Witness the audit on behalf of the auditee

o Provide clarification or assist in collecting information

Generally, the audit team as a whole should:

• Have appropriate experience in conducting audit work

• Be familiar with the subject under examination

• Have a collective complement of the required skills to carry out the audit effectively. This

may necessitate the inclusion of experts in professional disciplines

• Have received the necessary training and be able to apply the required techniques for

collecting, analysing and interpreting evidence

• Be of the right status and level to be respected by senior staff in the audited bodies

• Be able to deliver audit reports to cost, time and quality requirements


The selection of an audit team should take into account the competence needed to achieve the

objectives of the audit.

In deciding the size and composition of the audit team, consideration should be given to the

following based on the audit plan established:

• Determining number of auditors

• Determining types of expertise needed

• Evaluating auditors’ knowledge and skills needed to achieve audit objectives

• Selecting lead auditor

• Selecting audit team members

5) Develop internal audit report format

It is crucial to determine the audit report objectives and requirements to meet the needs of the

target audiences. There shall be no complacency for any fabrication of results in the report

writing. Factual result must be reported as such and exhibited in excel, charts or graph

illustration to achieve a certain reliability, validity, and effable level. Thereafter, an inclusion of a

discussion section to summarise the tasks performed during the process, analysis of acquired

results with regulated compliances, and recommendations to alleviate the present condition.

Audit report is a formal documentation, proclaimed by either an internal auditor or an

independent external auditor as a result of an internal or external audit or evaluation performed

with compliance to the legal entities’ regulations. This report will be generated and provided to

different entities as a compliance affidavit for their annual audits. A typical audit report should

have the following contents:

• Executive summary

• Introduction

• Audit scope

• Approach and methodology

• Audit findings

• Recommendations

• Conclusion

It is common in the conclusion of the report for the author to express his opinions about the

research and the findings. Often the author’s view is expressed in certain phrases when

explaining and evaluating the results or discussing the implications and applications of the study.

These phrases serve the dual purpose of expressing the author’s stance and indicating to the

reader the underlying function of the concluding element. The underlying functions: restating

objective, reviewing findings, explaining findings, evaluating findings, suggesting implications,

making recommendations or stating applications. While the author’s position towards the study


is revealed in the subject and verb of a sentence, the factual information pertaining to the study

is tacked on in the noun phrase that completes the sentence.

Other ways in which author’s point of view may be expressed in the conclusion is by means of

first person or third person reference or possessives. The author’s opinion can also be directly

expressed in the conclusion by means of evaluating language, such as the use of adverbials,

adjectives, comparatives and negatives.

The audit report should provide a complete, accurate, concise and clear record of the audit, and

should include or refer to the following:

• Objectives and scope, particularly identification of the organisational and functional units or

processes audited, and the time period covered

• Audit schedule and plans

• Reference documents

• A list of audit team members

• A list of auditees

• Audit findings

• Audit observations

• A summary of the audit process, including the uncertainty and/or any obstacles encountered

that could decrease the reliability of the audit conclusions

• Recommendations for improvement

• Tracking/Monitoring the implementation of corrective/preventive actions

• The observations of conditions or circumstances that might not constitute non-

conformances at the moment but warrant attention for preventive measures

All audit work is recommended to be peer reviewed by another experienced/senior auditor

before the audit opinions or reports are finalised. Review brings more than a level of experience

and judgement to the audit task and should ensure that:

• All evaluations and conclusions are soundly based and are supported by competent, relevant

and reasonable audit evidence as the foundation for the final audit opinion or report.

• All errors, deficiencies and unusual matters have been properly identified, documented and

either satisfactorily resolved or brought to the attention.

• Changes and improvements necessary to conduct future audits are identified, recorded and

taken into account in later audit plans and in staff development activities.

6) Providing the resources necessary for the audit programme

Prior to the conduct of audits, it is important to prepare the necessary audit resources in

accordance with the audit plan to ensure smooth and effective audits can be carried out.

The necessary resources which may be required in an audit may include:

• Audit plan


• Audit tools e.g. digital camera, digital recorder, pen and notebook which are required for

evidence collection

• Audit checklists e.g. audit checklist which is developed in accordance with WSH Act and its

subsidiary legislations

• Reporting format e.g. informing the audit team of the agreed reporting format

Key points to note during set up of WSH audit:

• Lead auditors must have a clear view of their process and know how to react at each stage.

• If the audit is carried out as scheduled, or if either the audit reference framework or the

audit scope is significantly changed, the corporate audit plan should be amended.

• The audit’s terms of reference is generally not negotiable. It has been approved by the audit

committee as one of their ‘jigsaw pieces’ and the scope areas need to be covered

completely.

• As a lead auditor, it is important to encourage your team to be speculative. Think ahead

about the business environment in the audit setting, and about how your auditees will be

managing their part of the business in the light of future challenges.

• The key to a successful audit set-up is to have a well-prepared audit team.

• You get one chance to make a first impression – take it!

• The work plan is, and should remain, a dynamic tool, which is continuously referred to by the

auditor. It should be adapted to take account of discoveries made by the audit team in the

review process.

• Time constraints and the need for audit efficiency mean that the auditors should not set out

planning to ask questions about every control element of the reference framework. They

need to decide which of the control elements are critical as a basis for good risk

management of the business activity being audited.

• Each audit will have a master audit file, containing all the audit records. This will be retained

after the audit for an agreed period.

• Before the time available for the set-up stage runs out, each auditor should have a series of

individual agendas for his first interview ready, together with a list of appropriate questions

which will enable him to start the next stage of audit.

• Understand that we base our overall audit opinion on the efficiency and structured control

of the risks in our work plan, which was selected because of the potential risks to the

achievement of the organisation’s objectives.

• Manage an audit as any other project, with careful time planning, including an allocation for

contingency.

• This preparation of the expected control framework is done (probably) before the site work

commences but is essential for focussing the auditor’s questions during the review and the

testing in the later verification stage.


• I Will Audit (Independent, Well-balanced, Appropriate) give the needs of the auditee’s

organisation.

• To check for control in place = to verify implementation effectiveness of management’s

expected control. For expected controls not considered appropriate or necessary by

management = verify acceptability of residual exposure.

• Learn by listening closely! There is more to hear than ‘yes’ or ‘no’!

• Whatever you decide as the sampling strategy, records the sample size, how it was derived

and the results of the sample (i.e. what the sample told you) during the document review

and interviews to identify the status of control.

7) Develop tracking mechanisms to close corrective and preventive actions

It is necessary for organisations to review audit programme in accordance with organisational

requirements to ensure:

• Continuing suitability

• Adequacy

• Effectiveness

• Improvement of the audit system

The above-mentioned organisational requirements may include:

• Alignment with organisational needs

• Meeting audit objectives and scope

• Appropriate to organisational nature, size, complexity

After identifying the organisation audit requirements, follow the identified organisational audit

requirements to review audit programme, which may include:

• Audit programme records

• Audit programme procedures

• Conformity with audit procedures

• Auditor knowledge and skills

• Auditing practices

• Consistency in performance between audit teams in similar situations

• Results and trends from monitoring of performance indicators

Results of audit programme reviews can lead to:

• Corrective and preventive actions and the improvement of the audit programme

Upon reviewing the audit programme, appropriate corrective and preventive actions should be

identified in accordance with the results of audit programme reviews.

Corrective Action: Action to eliminate the cause of a detected nonconformity (non-fulfilment of a

requirement) which may include:


• Actions required to address compliant/feedback from clients, auditees and auditors.

Examples of some common feedback from client are on auditor’s poor time management

and inexperience auditor assigned for the audit activity.

• Actions taken to address shortfalls identified during audit programme reviews (refer to

below for examples) which may be conducted during a management review meeting.

Preventive Action: Action to eliminate the cause of a potential nonconformity.

Below are some common examples on results of audit programme review and suggested

corrective/preventive actions:

• When results of audit programme revealed that the total man-days taken to perform an

audit has exceeded the planned audit schedule.

o Corrective/Preventive action: Proper planning and time management by the audit team

members are required to ensure conformance with the planned audit schedule.

• When results of audit programme revealed that the auditees were not informed of the audit

schedule and activities. Audit checklists are also not used as stated in audit plan.

o Corrective/Preventive action: The audit team leader should take appropriate measures

to ensure implementation of audit plans which may include:

- Assigning a responsible auditor to contact and inform audit client on the audit plan.

Audit team leader may follow-up with a phone call to confirm the audit plan.

- Requiring each auditor to prepare and submit an audit checklist (based on his

assigned activity) before the audit project commences. Each auditor is also required

to submit a completed audit checklist together with the audit report upon

completion audit.

• When results of audit programme revealed late submission of audit reports by auditors,

which resulted in the delay of implementing necessary action to address audit findings.

o Corrective/Preventive action: Audit team leader should take measures to ensure timely

submission of audit reports by auditors. Example: setting a 7 working days Key

Performance Indicator (KPI) on report submissions and including this in the auditor’s

work appraisal.

• When results of audit programme revealed that audit facts recorded are not clear and do not

identify exactly where the non-conformance is found.

o Corrective/Preventive action: Provide adequate training to auditors to ensure clarity of

audit findings and conclusions. This may include sending auditors to refresher course on

audit report writing.

• When results of audit programme revealed that the auditors are inexperienced in the area of

audit assigned which resulted in poor recommendations given in the audit reports.

o Corrective/Preventive action: Improved selection criteria for auditors to ensure

effectiveness of audits and quality of recommendations.


• When results of audit programme revealed that the audit organisation’s current audit

practice is not feasible to certain industry. Example: audit organisation’s current practice is

assigning a trainee auditor and an approved auditor for a 2-day construction audit project,

which is not feasible due to time constraint and inexperience of the trainee auditor.

o Corrective/Preventive action: Audit team leader should discuss with the management

and audit client on alternative ways of audit practice to improve efficiency, such as

assigning 2 approved auditors for a 2-day construction audit project.

8) Control of records of audit activities

Records should be maintained to demonstrate that the organisation is operating its OH&S

management system effectively and is managing its OH&S risks.

Records that can demonstrate conformance to the requirements include:

• records of the evaluation of compliance with legal and other requirements,

• hazard identification, risk assessment and risk control records,

• records of the monitoring of OH&S performance,

• calibration and maintenance records for equipment used to monitor OH&S performance,

• records of corrective action and preventive action,

• reports of OH&S inspections,

• training and associated records that support evaluations of competence,

• OH&S management system audit reports,

• participation and consultation reports,

• incident reports,

• incident follow-up reports,

• OH&S meeting minutes,

• health surveillance reports,

• personal protective equipment (PPE) maintenance records,

• reports of emergency response drills,

• management review records.

The integrity of records and data should be maintained to facilitate their subsequent use, e.g. for

monitoring and review activities, for the identification of trends for preventive action, etc.

In determining the appropriate controls for records the organisation should take into account any

applicable legal requirements, confidentiality issues (particularly those relating to personnel),

storage/access/disposal/back-up requirements, and the use of electronic records.

For electronic records the use of antivirus systems and off-site backup storage should be

considered.


9) Reporting of audit results and audit follow-up

The success of any audit process will be seen by the effect that it has on the reduction of

noncompliance. Although it is the local senior manager who must own the corrective action

implementation process, the auditor can play a large part in encouraging the follow-up actions to

be progressed. There is nothing worse than a corporate seagull flying in from HQ, squawking a

lot, spreading alarm and despondency, and then disappearing never to be seen again. The

auditor must demonstrate an interest in the unit’s continuous improvement process. This

interest is best expressed by retaining a level of interest in the process. Usually this will be by

requests to see copies of the plan to tackle the audit recommendations and by a request for

periodic updating on progress against that plan. After the audit, the auditor can also sustain his

or her involvement by acting as an adviser or consultant to support the improvement process. As

has been mentioned previously, if the auditor can take on a small action him- or herself to aid the

corrective action implementation process, the auditees will view this very positively. Such selfless

action by the auditor will go a long way to overcoming the mistrust so often associated with

some audits.

Resource 9.4. Organise Management Review of OH&S Management System

Top management should review the operation of the OH&S management system to assess whether it

is being fully implemented and remains suitable for achieving the organization’s stated OH&S policy

and OH&S objectives.

The review should also consider whether the OH&S policy continues to be appropriate. It should

establish new or updated OH&S objectives for continual improvement, appropriate to the coming

period, and consider whether changes are needed to any elements of the OH&S management system.

1) Define frequency and scope of review

Reviews should be carried out by top management, on a regular basis (e.g. annually). The review

should focus on the overall performance of the OH&S management system and not on specific

details, since these should be handled by the normal means within the OH&S management

system.

The scope of review should include:

- accident statistics;

- results of internal and external OH&S management system audits;

- corrective actions carried out to the system since the previous review;


- reports of emergencies (actual or exercises);

- report from the management appointee on the overall performance of the system;

- reports from individual line managers on the effectiveness of the system locally;

- reports of hazard identification, risk assessment and risk control processes.

2) Items to be Reviewed (Inputs) during Management Review

As required by the SS ISO 45001 Standard, management review shall include consideration of:

a) the status of actions from previous management reviews;

b) changes in external and internal issues that are relevant to the OH&S management system,

including:

1) the needs and expectations of interested parties;

2) legal requirements and other requirements;

3) risks and opportunities;

c) the extent to which the OH&S policy and the OH&S objectives have been met;

d) information on the OH&S performance, including trends in:

1) incidents, nonconformities, corrective actions and continual improvement;

2) monitoring and measurement results;

3) results of evaluation of compliance with legal requirements and other requirements;

4) audit results;

5) consultation and participation of workers;

6) risks and opportunities;

e) adequacy of resources for maintaining an effective OH&S management system;

f) relevant communication(s) with interested parties;

g) opportunities for continual improvement.

3) Collect information required for the review of management system

In relation to the OH&S performance of the organisation, and to show evidence of progress on

the policy commitments to prevent injury and ill health, the following inputs could be considered:

- reports of emergencies (actual or exercises),

- worker satisfaction surveys,

- incident statistics,

- results of regulatory inspections,

- results and/or recommendations from monitoring and measurement,

- OH&S performance of contractors,

- OH&S performance of supplied products and services,

- information on changes in legal and other requirements.

In addition to the specific inputs for management review required by SS ISO 45001, the following

inputs can also be considered:


- reports from individual managers on the effectiveness of the system locally,

- reports of ongoing hazard identification, risk assessment and risk control processes,

- progress in the achievement of OH&S training plans.

4) Presenting the information in a format conducive for management review

The information collected for items to be reviewed should be properly collated, organised and

summarised and presented in a format that is conducive for discuss during the management

review. This may be in the form of tables, graphs, diagrams, flowcharts, and in a logical and

concise manner. The information should be sent to the attendees prior to the meeting so that

they have adequate time to review the information before the meetin.

5) Review suitability, adequacy and effectiveness of WSHMS

In planning for a management review, consideration should be given to the following:

- the topics to be addressed;

- who should attend (managers, OH&S specialist advisors, other personnel);

- responsibilities of individual participants in respect of the review;

- information to be brought to the review;

The review should address the following subjects:

- suitability of current OH&S policy;

- setting or updating of OH&S objectives for continual improvement in the forthcoming

period;

- adequacy of current hazard identification, risk assessment and risk control processes;

- current levels of risk and the effectiveness of existing control measures;

- adequacy of resources (financial, personnel, material);

- the effectiveness of the OH&S inspection process;

- the effectiveness of the hazard reporting process;

- data relating to accidents and incidents that have occurred;

- recorded instances of procedures not being effective;

- results of internal and external OH&S management system audits carried out since the

previous review and their effectiveness;

- the state of preparedness for emergency;

- improvements to the OH&S management system (e.g. new initiatives to be introduced or

expansion of existing initiatives);

- output of any investigations into accidents and incidents;

- an assessment of the effects of foreseeable changes to legislation or technology.


The management appointee should report to the meeting on the overall performance of the

OH&S management system. Partial reviews of the OH&S management system performance

should be held at intervals that are more frequent, if required.

6) Outputs of the Management Review

As required by SS ISO 45001 Standard, the outputs of the management review shall include

decisions related to:

- the continuing suitability, adequacy and effectiveness of the OH&S management system in

achieving its intended outcomes

- continual improvement opportunities

- any need for changes to the OH&S management system

- resources needed

- actions, if needed

- opportunities to improve integration of the OH&S management system with other business

processes

- any implications for the strategic direction of the organization.

The outputs or actions required out of management review may take the form of :

- revisions to the OH&S policy and OH&S objectives

- specific corrective actions for individual managers, with target dates for completion

- specific improvement actions, with assigned responsibilities and target dates for completion

- date for review of corrective action

- areas of emphasis to be reflected in the planning of future internal OH&S management

system audits

7) Maintain minutes of management review

Top management shall communicate the relevant outputs of management reviews to workers,

and, where they exist, workers’ representatives

The organization shall retain documented information as evidence of the results of management

reviews.


RESOURCE 10: ESTABLISH PROCESSES FOR INVESTIGATION, REPORTING AND TAKE ACTION FOR ACCIDENT/INCIDENT AND NONCONFORMITY

Resource 10.1 INCIDENT INVESTIGATION, NONCONFORMITY, CORRECTIVE ACTION AND PREVENTIVE

ACTION:

Incident investigation

Organizations should have effective procedures for reporting and evaluating/investigating accidents,

incidents and nonconformance. The prime purpose of the procedure(s) is to prevent further

occurrence of the situation by identifying and dealing with the root cause(s). Furthermore, the

procedures should enable the detection, analysis and elimination of potential causes of

nonconformities.

The following items will be included in this item.

- procedures (in general);

- emergency plan

- hazard identification, risk assessment and risk control reports;

- OH&S management system audit reports, including nonconformance reports;

- Accident, incident and/or hazard reports;

- Maintenance and service reports.

Nonconformity, corrective action and preventive action

Nonconformity is a non-fulfilment of a requirement. A requirement can be stated in relation to the SS

ISO 45001: Part 1 management system or in terms of OH&S performance. Examples of issues that can

give rise to nonconformities include:

a) for OH&S management system performance

- failure of top management to demonstrate commitment,

- failure to establish OH&S objectives,

- failure to define responsibilities required by an OH&S management system, such as

- responsibilities for achieving objectives,

- failure to periodically evaluate compliance with legal requirements, — failure to meet training

needs,

- documentation being out of date or being inappropriate,

- failure to carry out communications;

b) for OH&S performance

- failure to implement the planned programme to achieve improvement objectives,

- consistent failure to achieve performance improvement objectives,

- failure to meet legal or other requirements,


- failure to record incidents,

- failure to implement corrective action in a timely manner,

- consistent high rates of illness or injury that are not being addressed, — deviations from

OH&S procedures,

- Introduction of new materials or processes without appropriate risk assessments being

conducted.

Inputs into corrective action and preventive action can be determined from the results of:

• periodic tests of emergency procedures,

• incident investigations,

• internal or external audits,

• the periodic evaluations of compliance,

• performance monitoring,

• maintenance activities,

• employee suggestion schemes and feedback from employee opinion/satisfaction surveys,

• exposure assessments.

Identification of nonconformities should be made part of individual responsibilities, with individuals

closest to the work being encouraged to report potential or actual problems.

Resource 10.2 TYPES OF INCIDENTS:

1) Fatality

If there is an accident connected with work and:

- an employee, or a self-employed person working on your premises is killed or suffers a

major injury (including as a result of physical violence) or

- a member of the public is killed or taken to hospital.

2) Near Miss

A near miss is an unplanned event that did not result in injury, illness, or damage – but had the

potential to do so. Only a fortunate break in the chain of events prevented an injury, fatality or

damage; in other words, a miss that was nonetheless very near. Although the label of 'human

error' is commonly applied to an initiating event, a faulty process or system invariably permits or

compounds the harm, and should be the focus of improvement.

3) Dangerous Occurrence

A dangerous occurrence is a serious workplace incident in which no one is killed or injured. In the

WSH Act, ‘Dangerous Occurrences’ means any occurrences specified in the First Schedule. For

example, bursting of a revolving vessel, wheel, grindstone or grinding wheel moved by

mechanical power and failure or collapse of formwork or its supports.


4) Occupational Health illness

An occupational is any chronic ailment that occurs as a result of work or occupational activity. It

is an aspect of occupational safety and health. An occupational disease is typically identified

when it is shown that it is more prevalent in a given body of workers than in the general

population, or in other worker populations.

5) Accident and exposure

An accident is an unforeseen and unplanned event or circumstance, often with lack of intention

or necessity. It usually implies a generally negative outcome which may have been avoided or

prevented had circumstances leading up to the accident been recognized, and acted upon, prior

to its occurrence.

6) Chemical release

Chemical release refers to an event resulting in the release of a substance or substances

hazardous to human health and/or the environment in the short or long term. Such events

include fires, explosions, leakages or releases of toxic or hazardous materials that can cause

people illness, injury, disability or death.

7) Fire and explosion

The effects of accidental fires or explosions can be devastating in terms of lives lost, injuries,

damage to property and the environment, and to business continuity. Working with flammable

liquids, dusts, gases and solids is hazardous because of the risk of fire and explosion.

8) Property damage

Property damage is damage to or the destruction of public or private property, caused either by a

person who is not its owner or by natural phenomena. Property damage caused by persons is

generally categorized by its cause: neglect (including oversight and human error), and intentional

damage. Intentional property damage is often, but not always, malicious. Property damage

caused by natural phenomena may be legally attributed to a person if that person's neglect

allowed for the damage to occur.

9) Environmental pollution

Environmental pollution is the introduction of contaminants into the natural environment that

causes adverse change. Pollution can take the form of chemical substances or energy, such as

noise, heat or light. Pollutants, the components of pollution, can be either foreign

substances/energies or naturally occurring contaminants.

10) Motor vehicle incident

An incident which involves a motor vehicle in motion coming in contact with another vehicle,

other property, person(s) or animal(s).

11) Production / Process loss

Any unplanned interruption or downgrading of operating processes resulting from an accident,

abuse, or negligence.


Resource 10.3 TOOLS FOR INCIDENT INVESTIGATION ANALYSIS

There are many tools available to use to derive the root cause of an incident. 5 whys analysis is one of

them. It is a root cause analysis tool, not a problem-solving technique. It helps to Identify the reason

why a problem happened. Rather than using it alone, it should be used with other similar tools to

enhance the thought process and analysis.

5 Whys must address 2 issues:

• Address the process that created the incident

• Address the management/ preventive system that fails to advert the incident

Even if it is the name, there is no rule to always reach 5 Whys; the conclusion can be reached in less

than or more than 5 whys. To be effective, the problem must be defined clearly. It must be defined in

terms of the requirements that are not being met.

The first why is a clear statement of the reason for the defect or failure to occur, understood even by

people that is not familiar with the operation where the problem took place. It should be a short,

concise sentence that plainly explains the reason.

The second why is a more concise explanation to support the first statement. It focuses on the

technical arena and the explanation can branch out to several different root causes

The third why is critical for a successful transition between the obvious and the not so obvious.it

visualizes the sequence of events that lead to the incident narrow down the most likely sources for

the incident to occur. It may require reviewing work processes and spot events that could have been

overlooked.

The fourth why avoids preconceived explanations and start with a candid approach. It should explore

all remaining potential revenues. Even if one or several of them turn out not to be the root cause of

the problem, they may lead to continuous improvements. At this stage, it is optional but helpful to

include a Cause and Effect analysis and look at the 5 M’s.

• Method

• Materials

• Man

• Machine

• Mother Nature (environment)

The fifth and final should have found a systemic or human factor cause. Most of the problems in the

process are traced to them. When addressing a systemic or human factors cause, do it across the

entire process and detect areas that may be under the same situation even if there are no reported

issues yet. If some process related cause(s) are still unsolved, it helps to take one or two more why’s

to deep dive further to reach the true root cause.


Resource 10.4 DEVELOP PROCESSES FOR INVESTIGATION AND REPORTING OF ACCIDENT/INCIDENT/NON-

CONFORMANCE:

1) Form WSH incident investigation team

Set up a core incident investigation team to call upon in the event of an incident. Alternatively,

select a team when a specific incident has occurred.

Depending on the severity of the incident, your incident investigation team must have the

technical knowledge and skills required to conduct a thorough investigation.

Everyone on the team must be trained as incident investigators. This training can be done in-

house or by an external training provider.

The WSH incident investigation team may include:

• Supervisor / manager of the victim

• Supervisor / manager of the area of incident

• WSH Officer

• Witnesses

• Victim – if possible

• Technical specialists / subject matter experts of the agents, machines equipment and

processes involved

• WSH Committee members

• Occupational nurse

• Doctors

2) Application of incident investigation tools

The application of incident investigation tools may include:

• Interview checklist

• Observation checklist

• Document review checklist

• All types of personal protective equipment

• Testing tools

• Camera

• Lockout and tagout devices

3) Collection of objective evidences

The approaches for collection of objective evidences include:

• Identify the sources of evidence at the scene


• Take photographs and videos for record keeping of scene, take note of the time and weather

condition changes that may deviate from the original hour of incident

• Take relevant physical measurement of the machinery parts and things involved in the

incident

• Seize the equipment and collect material samples found at the scene for further laboratory

tests

• Drawings or sketches of the site layout plan

• Material or equipment that may have been damaged

• Possible sources of hazards from the tell-tale signs at the scene

4) Interview witnesses and injured

One of the main methods of gathering information in an incident investigation is by interviewing

people who were at the incident scene. Interviews should also be conducted with anyone who

can give relevant information, even if they were not present. Examples include: a supervisor who

gave instructions at the start of the shift, a trainer who instructed the worker, (even months

earlier) or a worker who performs the same job as the injured worker. Information presented

here will aid the interviewer in establishing a framework for the overall process. The amount of

openness that develops during an interview depends a great deal on the rapport and atmosphere

established during the initial contact.

1. Categorize witnesses

There are several categories of witnesses who could have information helpful to determining

the causes of an incident.

• Eyewitnesses – those who actually saw the incident happen or were involved in the

incident.

• Those who came on the scene immediately after the incident.

• Those who saw events leading to the incident.

• Those who have information about the work tasks, processes, safety devices in use,

materials, equipment and other conditions involved in the incident.

Consider the expertise, background and credibility of each witness.

Consider where they were when the incident occurred.

2. Interview witnesses as soon as possible

To obtain as untainted version of the story as possible, witnesses should be interviewed as

soon as practicable after the incident. If interviews are not done quickly, memories of

witnesses may fade and information becomes distorted. If witnesses have an opportunity to

discuss the event among them, individual perceptions may be lost in the normal process of


accepting a consensus view where doubt exists about the facts. For this reason, witnesses

should be separated as soon as possible. Witnesses should be interviewed individually rather

than in a group, preferably at the scene of the incident where it is easier to establish the

positions of each person involved and description of the events. If necessary, conduct more

detail interviews later as evidence, such as photographs, become available.

5) Review of documentary evidence

In order to gather maximum information related to the incident, the inquiry team shall review all

relevant documentation that will shed light in revealing the basic causes of the incident:

The preliminary incident reports and interviews.

Company HSE policy, procedures, standards, instructions, manuals, etc.

Company operational/maintenance policy, procedures, instructions, manuals, etc.

Area drawings (original, as-built, modified), P & I.D's, sketches, isometrics, etc.

Equipment certification, manuals and maintenance log books, etc.

Company HSE Management Systems and standards accreditations etc.

All auditors reports/studies and Hazop studies conducted at an earlier stage and monitored

at all times.

If Contractor and/or his equipment are involved, all relevant documentation may be

checked/ examined and personnel interviewed.

Any other relevant documentation.

6) Root cause analysis

Identified causes of non-conformances, accidents and incidents should be classified, and

analysed on a regular basis. Accident frequency and severity ratings should be calculated in

accordance with accepted industrial practice for comparison purposes.

Classification and analysis should be carried out of the following items:

- reportable or lost-time injury/illness frequency or severity rates;

- location, injury type, body part, activity involved, agency involved, day, time of day

(whichever is appropriate);

- type and amount of property damage;

- direct, and root causes.

7) WSH incident corrective and preventive actions

Corrective actions are actions taken to eliminate the root causes(s) of identified non-

conformance, accidents or incidents, in order to prevent recurrence. Examples of elements to be

considered in establishing and maintaining corrective action procedures include:


- identification and implementation of corrective and preventive measures both for the short-

term as well as long-term (this can also include the use of appropriate sources of

information, such as advice from employees with OH&S expertise);

- evaluation of any impact on hazard identification and risk assessment results;

- record any required changes in procedures resulting from the corrective action or hazard

identification, risk assessment and risk control;

- application of risk controls, or modification of existing risk controls, to ensure that

corrective actions are taken and that they are effective.

Examples of elements to be considered in establishing and maintaining preventive action

procedures include:

- use of appropriate sources of information (trends in “no loss incidents”, OH&S management

system audit reports, records, updating of risk analysis, new information on hazardous

materials, safety “walk-through”, advice from employees with OH&S expertise, etc.);

- identification of any problems requiring preventive action;

- initiation and implementation of preventive action and the application of controls to ensure

that is effective;

- recording of any changes in procedures resulting from the preventive action and submission

for approval.

8) Communication of WSH incident to relevant stakeholders

A critical part of the investigation process is to learn from past mistakes to prevent recurrence of

similar unintended events. The purpose of the communication is to describe an incident and

communicate the recommendations to relevant stakeholders to prevent recurrence.

9) Tracking WSH incident corrective and preventive actions closure

Corrective or preventive action taken should be as permanent and effective as practicable.

Checks should be made on the effectiveness of corrective/preventive action taken.

Outstanding/overdue actions should be reported to top management at the earliest opportunity.

10) Make an incident report (e.g., i-Reporting, etc.)

Under the WSH (Incident Reporting) Regulations, following incidents are reportable to the

Ministry of Manpower:

• Workplace accident which results in death of an employee

• Workplace accident which results in the injury of an employees who is given more than

3 consecutive days of medical leave, or hospitalised for at least 24 hours

• A dangerous occurrence


• An occupational disease

All incident reports are to be submitted online at http://www.mom.gov.sg/ireport within 10 days

of the accident or receipt of written diagnosis of an Occupational Disease.

You will need to get ready the following:

1. Personal particulars and company details of person reporting

2. Details of Incident/Occupational Disease

3. Details of injured person (e.g. personal particulars, employment, injury, insurance)

If it has been more than 10 days since the incident happened or the written diagnosis of a disease

received, please submit the report without further delay and provide MOM with written

explanation of why you were late at [email protected]

You are required to update the online report when the injured is given more medical leave.

http://www.mom.gov.sg/ireport


RESOURCE 11: ESTABLISH OH&S CONTINUAL IMPROVEMENT PROGRAMS

The SSISO45001 OH&S Management System standard requires the organization to continually improve the

suitability, adequacy and effectiveness of the OH&H management system, by:

• enhancing OH&S performance;

• promoting a culture that supports an OH&S management system;

• promoting the participation of workers in implementing actions for the continual improvement of

the OH&S management system;

• communicating the relevant results of continual improvement to workers, and, where they exist,

workers’ representatives;

• maintaining and retaining documented information as evidence of continual improvement.

In establishing OH&S continual improvement programmes, company may consider the following:

1) Applying new technology

2) Promoting good practices internal and external to the organisation

3) Encouraging suggestions and recommendations from interested parties

4) Enhancing awareness of OH&S-related issues among workers and other interested parties

5) Improving process with control methods higher in the hierarchy of control

6) Substituting with new or improved materials

7) Encouraging hazard identification and reporting by workers

8) Utilising data for to identify trends, process improvement, predict incident and nonconformity, and

develop control strategy and performance indicators

9) Improving training and competency of workers

10) Benchmarking industrial good practices

11) Implementing on CultureSAFE programmes

12) Embracing Total Workplace Safety and Health

13) Implementing behavioural-based safety process

14) Implementing Hoshin Kanri method in setting objectives and establishing strategy


RESOURCE 12: ESTABLISH OH&S MANAGEMENT SYSTEM IMPLEMENTATION PLAN

The first step, when introducing WSHMS into an organisation, is to develop an implementation plan. This will

be a realistic strategy for the implementation of WSHMS that meets the needs of the organisation and

defines the approach taken for managing safety. The contents of the plan should include:

1) Reviewed WSH Policy

The organisation’s top management must authorise an OH&S policy stating the organisation’s

OH&S objectives and its commitment to continual improvement. There are other requirements

covering, for example, communication and review of the policy.

2) Reviewed RM Plan

Organisations must have procedures for risk assessment and risk control and use the outputs from

these procedures in setting OH&S objectives. There is also a list of criteria which must be met by

the hazard identification, risk assessment and risk control procedures.

3) Company WSH Objectives & Programme

Organisations have to establish and maintain documented OH&S objectives and these OH&S

objectives have to meet certain criteria.

4) Framework of company's Management Program

These programmes are the ones required to achieve the OH&S objectives. The programme(s) must

be documented, with details of responsibilities and timescales, and reviewed and revised as

necessary.

5) Framework of company's Emergency Response Plan

Organisations must identify the potential for, and responses to, incidents and emergency situations.

The plans must be reviewed and tested where practicable.

6) Company's WSH Inspection Checklist

Performance measuring and monitoring begins with a list of the requirements for monitoring and

measuring OH&S performance and then deals with what organisations have to do if they use

monitoring equipment.

7) Company's Maintenance Regime Register

The main purpose of records is to be able to demonstrate conformance with the SS ISO 45001

specification, and this section lists the criteria which must be met by the record management

procedures.

8) Accident/Incident Investigation report template


Organisations must have procedures for investigating accidents, incidents and non-conformances

and for ensuring that appropriate corrective and preventive action is taken. Proposed corrective

and preventive actions must be the subject of a risk assessment prior to their implementation.

9) Framework of company's WSH Manual/Plan

SS ISO 45001 requires information, to be kept in paper or electronic form, to describe the core

elements of the OH&S system and provide reference to other related documents. Most companies

achieve this through the creation of a manual.

10) Timeframe for the implementation of the company's WSHMS Plan

Timeframe for implementation depends on many factors such as size and complexity of the

organization.

The implementation plan may include the following items:

1) Conducting a baseline analysis to identify gaps between existing system and the standard requirements

2) Confirm leadership support for the implement

3) Establish an OH&S management system implementation project team

4) Identify training needs and train implementation team

5) Define the scope of the OH&S management system

6) Engage the interested parties, train and make workers aware

7) Establish the processes and procedures to meet the requirements of the relevant clauses of the SS ISO45001 OH&S management systems

8) Implement the processes and procedures

9) Select a certification body

10) Maintain documented information

11) Conduct internal audit

12) Conduct management review

13) Take corrective actions to close gap from process measurements, internal audit, management review

14) Prepare for certification audit


RESOURCE 13: ESTABLISH A PLAN TO PRESENT TO STAKEHOLDERS THE DEVELOPED OH&S MANAGEMENT SYSTEM IMPLEMENTATION PLAN

The procedures to present to stakeholders the developed WSH management system implementation

plan for review include:

1) Identify needed resources to organise the presentation sessions

2) Make logistics arrangements

3) Circulate the developed WSH management implementation plan to stakeholders for preview

4) Presentation to relevant stakeholders

5) Seek feedback on the developed WSH management system implementation plan

6) Make needed changes to the developed WSH management system implementation plan based on

the feedback

The stakeholders (interested parties) for the OH&S MS Implementation plan may include, and not

limited to the following:

• Top Management

• Functional / departmental managers

• WSH Committee

• OH&S MS implementation team

• Internal auditors

• Risk management leaders

• Workers / Worker representatives

Different organisations will have different organisation structure, and different way of naming their

departments and titles of the personnel. In bigger organisation, functional or departmental

management may need to develop their own implementation plan(s) that is aligned with the overall

organisational plan that has been developed and presented to them.


RESOURCE 14 : LEARNER’S ACTIVITY

Learner’s Activity 1

Objective (s) of Learning Activity:

i. Build a good foundation on the overall structure of SS ISO 45001 OH&S Management System (MS)

requirements and how PDCA cycle is applied to the OH&S MS.

ii. To relate the clauses and requirements of the SS ISO 45001 OH&S MS to the bizSAFE programme.

Task for Learners:

Get into groups of 4 to 5s and work out task 1 and 2 together. Take about 20 minutes to compete both tasks.

Task 1

Refer to the SS ISO 45001:2018 OH&S Management Systems Standard document:

a. Figure out, group and arrange the main and

sub-clauses (clause 4 to 10) of the SS

ISO45001 Standard in order and in the PDCA

model. Make reference to Figure LA-1.

b. Describe how the P-D-C-A cycle is applied to

the OH&S MS (things to be accomplished in

each stage of the PDCA iterative process).

c. Classify each clause into the respective

stages (P, D, C, or A) in the PDCA cycle.

d. Look out for, and discuss within the group on

the terms and definitions of items on the

clauses on Figure LA 1-1, including:

Figure LA1-1 PDCA and the SS ISO 45001 OH&S MS framework

(Source: SS ISO45001: 2018 OH&S MS – Requirements with

guidance for use)

i. Organisation

ii. OH&S Management system (MS)

iii. Intended outcome of OH&S MS

iv. Workplace

v. Injury and ill health

vi. Interested parties (/ Stakeholders)

vii. Worker

viii. Participation

ix. Performance

x. Continual Improvement

(Note, there is no need to discuss the details of the requirements in each clause as they will be covered in more

detail in the subsequent lessons. The main purpose for this activity is to let the learner familiar with the

overview of the structure of the SS ISO 45001 OH&S MS and PDCA model.)

Task 2

Relate and analyse how these clauses in the SS ISO 45001 standard is met as a company progresses from

bizSAFE Level 1 to bizSAFE STAR. (Refer to Figure LA1-2)


Figure LA1-2 Five-Step bizSAFE programme.

(Source of image: WSH Council website)


Suggested answer:

Task 1

Table LA1-1: PCDA concept and the SS ISO 45001 OH&M MS Clauses in its framework

PDCA concept ISO 45001 Clauses

Plan: Determine and assess

OH&S risks, OH&S

opportunities and other risks

and other opportunities,

establish OH&S objectives and

process necessary to deliver

results in accordance with the

organisation’s OH&S policy.

4.0 Context of the organization

4.1 Understanding the organization and its context

4.2 Understanding the needs and expectations of workers and other

interested parties

4.3 Determining the scope of the OH&S management system

4.4 OH&S management system

5.0 Leadership and worker participation


5.2 OH&S policy

5.3 Organizational roles, responsibilities and authorities

5.4 Consultation and participation of workers

6.0 Planning


6.1.1 General

6.1.2 Hazard identification and assessment of risks and opportunities

6.1.3 Determination of legal requirements and other requirements

6.1.4 Planning action

6.2 OH&S objectives and planning to achieve them

6.2.1 OH&S objectives

6.2.2 Planning to achieve OH&S objectives

1) Do: implement the

processes as planned

7.0 Planning

7.1 Resources

7.2 Competence

7.3 Awareness

7.4 Communication

7.4.1 General

7.4.2 Internal communication

7.4.3 External communication

7.5 Documented information

7.5.1 General

7.5.2 Creating and updating

7.5.3 Control of documented information

8.0 Operation

8.1 Operational planning and control


8.1.1 General

8.1.2 Eliminating hazards and reducing OH&S risks

8.1.3 Management of change

8.1.4 Procurement

8.2 Emergency preparedness and response

2) Check: monitor and

measure activities and

processes against OH&S

policy, objectives, legal

and other requirements,

and report the results.

9.0 Performance evaluation

9.1 Monitoring, measurement, analysis and performance evaluation

9.1.1 General

9.1.2 Evaluation of compliance

9.2 Internal audit

9.2.1 General

9.2.2 internal audit programme

9.3 Management review

3) Act: take actions to

continually enhance

OH&S performance,

increase compliance with

legal and other

requirements and

achieve OH&S objectives.

10.0 Improvement

10.1 General

10.2 Incident, nonconformity and corrective action

10.3 Continual improvement

Relevant terms and definitions in the SS ISO 45001 OH&S MS Main Clauses 4 to 10 Table LA1-2: Relevant terms and definitions in the SS ISO 45001 OH&S MS Main Clauses 4 to 10

Relevant Terms Source reference clauses in SS ISO 45001: 2018 OH&S MS

i. Organisation Clause 3.1

ii. OH&S Management system (/MS) Clause 3.11 / 3.10

iii. Intended outcome of OH&S MS Clause 1, Clause 3.11

iv. Workplace Clause 3.6

v. Injury and ill health Clause 3.18

vi. Interested parties (/ Stakeholders) Clause 3.2

vii. Worker Clause 3.3

viii. Participation Clause 3.4

ix. Performance Clause 3.27

x. Continual Improvement Clause 3.37

(Note: Trainer should guide the learners to refer clause 0.4 Plan-Do-Check-Act Cycle in the SS ISO 45001: 2018 OH&S MS document. Due to copyrights issue, the definitions are not lifted from the standards and shown in the above table.)


Task 2 bizSAFE vs ISO 45001

bizSAFE

Programme

Corresponding SS ISO45001 Clauses Requirements to meet for bizSAFE Level

Level 1 Mainly Clause 5, Leadership and Worker Participation which is at the central of the ISO

Hight Level Structure for management systems, in particular, clause 5.1 and 5.2 about

management commitment and OH&S Policy

Level 2 Build competency on risk assessment, which is related to clause 6, Planning, in particular,

clause 6.1 on Action to address risk (and opportunities); also, clause 8 on operational

planning and control.

Level 3 Get audited, related to clause 6.1 and clause 8.

Level 4 Build competency on the entire OH&S Management System. All clauses 4 to 10.

Level Star Be audited to all relevant clause in the entire OH&S Management System. All clauses.

To achieve bizSAFE STAR, a company must obtain ISO 45001 Certification issued by

Singapore Accreditation Council (SAC) accredited Certification Bodies.

Non-SAC accredited ISO 45001 or OHSAS 18001 certified companies can only apply for

bizSAFE Star with “bizSAFE Level 3 Risk Management Implementation Audit Report”.

For details and updates on bizSAFE programme, learners should refer to the information at the WSH Council

website.




Identify internal & external issues faced by companies

Task for Learners:

Using any candidate’s current company as example, discuss to list down the external and internal issues that

may impact or threaten the organization if not addressed.


Suggested answer (list is not exhaustive, depending on organisation, may not be applicable to all):

External Issue Internal Issue

- Catching up with Changing technology

- Operating within state of country WSH culture

- Dealing with economic situation (downturn)

- Competing in “red-sea / blue-sea” market, at local,

national, regional and/or international level.

- Managing collaboration and communication with

partners, suppliers and contractors

- Managing quality (OH&S aspects) of materials

from suppliers

- Building contractors and sub-con capabilities

- Satisfying customers’ requirements (OH&S

aspects)

- Dealing with labour supply situation (shortage)

- Dealing with demographic of labour market (age,

gender, education level etc.)

- Complying with (stringent) WSH legal

requirements

- Responding to government agencies’ enforcement

- Capitalising on stable political situation

- Responding to Terrorism threats

- Responding to haze

- Responding Infectious diseases outbreak

- Managing nature of activities, hazards (e.g.

hazardous materials or process in use)

- Managing workers’ education, competency level

- Dealing with aging / young / experienced /

untrained workforce

- Building organisation’s capability in OH&S

- Working within organisational structure (flat, tall,

line, matrix etc.)

- Achieving existing policies, objectives and strategies

- Coping with resource availability

- Coping with cash flow, financial situation

- Managing manual / automated processes

- Managing product / process changes, new processes

or conversion. projects

- Operating within WSH culture in the organisation

- Dealing with level of ownership & teamwork in

OH&S, cohesiveness among workers

- Conforming to standards, procedures, requirements

imposed by the corporate / parent company

- Conforming to standards, guidelines, models

adopted by the organisation (e.g. bizSAFE, other

OH&S MS, Responsible Care, Sustainability

Development, ACGIH TLV, Green Building etc.)




1. Review an OH&S Policy to ensure that it meets the requirements of the relevant ISO clause.

2. Explore ways for top management to demonstrate leadership and commitment, meeting the SS

ISO45001 requirements.

3. Identify situations where consultation and participation of (non-managerial) worker can be applied to.

Trainer will facilitate a class discussion of about 20 min.

Task for Learners:

Time allocation to complete the 3 parts: 25 minutes

1) Review of OH&S Policy

Using a sample OH&S Policy, learners will identify areas for improvement, in accordance with the ISO 45001

requirements, and give recommendation for improvements.

2) Explore ways for top management to demonstrate leadership and commitment, meeting the SS ISO45001 requirements. 3) With reference to clause 5.4 d) and 5.4 e) of the SS ISO 45001: 2018 OH&S MS, list out all the situations when consultation and participation of (non-managerial) workers can be applied to.


SAFETY POLICY

ABC Pte Ltd recognizes that the health and safety of its employees is of paramount importance and is committed to ensure that its activities present a high level of protection for the health and safety of its employees and customers. The Company will:

• Ensure that all legislative requirements are met and strive to ensure safe working conditions at all times.

• Define safe work practices, identify potential hazards and implement preventive measures to prevent injuries/illness to its employees, the community and the environment.

• Train and educate its employees on the compliance of safety requirements, policies, procedures, rules and instructions, and the need to protect their health and safety, as well as others.

• Assure a high level of compliance and strive for sustainable development

________________________

Managing Director ABC Pte Ltd


Suggested answer (not exhaustive):

• Lack of statement on commitment to continual improvement of OH&S management system

• Lack of statement on commitment to consultation and participation of workers, and, where they exist, workers’ representatives

SAFETY POLICY ABC Pte Ltd recognizes that the health and safety of its employees is of paramount importance and is committed to ensure that its activities present a high level of protection for the health and safety of its employees and customers. The Company will:

• Ensure that all legislative requirements are met and strive to ensure safe working conditions at all times.

• Define safe work practices, identify potential hazards and implement preventive measures to prevent injuries/illness to its employees, the community and the environment.

• Train and educate its employees on the compliance of safety requirements, policies, procedures, rules and instructions, and the need to protect their health and safety, as well as others.

• Assure a high level of compliance and strive for sustainable development ________________________

Managing Director ABC Pte Ltd

To include “Health” (WSH, or OHS)


Suggested answer:

list is not exhaustive, depending on size and nature of organisation, may not be applicable to all organisations.

Specific organisations may have other ways of demonstrating top management leadership and commitment.

S/No SS ISO 45001 Clause 5.1

requirements

Action by Top management to demonstrate leadership and

commitment

1. Taking overall responsibility

and accountability for the

intended outcome of OH&S

MS

• Setting OH&S objectives for top management

• Making achievement of OH&S goals as part of performance

appraisal process for top management.

• Making OH&S activities as part of top management standard

work.

• Chair WSH Committee meeting

• Initiating and participating in audits and management reviews

of OH&S compliance and MS

• Presence and reinforce importance of OH&S during OH&S MS

audits opening / closing meetings

• Descripting their involvement in OH&S activities to auditors

during audits

2. Ensuring that the OH&S policy

and related OH&S objectives

are established and are

compatible with the strategic

direction of the organisation

• Establishing (and documenting) the strategic direction of the

organisation

• Establish and reviewing regularly OH&S policy and related

OH&S objectives

• Signing of OH&S policy

3. Ensuring the integration of the

OH&S management system

requirements into the

organization’s business

processes

• Records (e.g. meeting minutes) showing discussion of OH&S

MS matters and requirements in staff meetings or other

meetings.

4. Ensuring that the resources

needed to establish,

implement, maintain and

improve the OH&S

management system are

available

• Allocation of budget and other resources for OH&S

• Organisation chart, structure showing allocation of adequate

manpower that is appropriate to the nature, risk and size of

organisation

• manpower and other resources



requirements


commitment

5. Communicating the

importance of effective OH&S

management and of

conforming to the OH&S

management system

requirements

• Minutes of meeting, emails, new letters etc. showing such

communication

• Records (photos, notices etc.) showing involvement in OH&S

promotion activities, giving out of OH&S awards and

recognitions

6. Ensuring that the OH&S

management system achieves

its intended outcome(s)

• Management review meeting minutes showing top

management roles in this area.

7. Directing and supporting

persons to contribute to the

effectiveness of the OH&S

management system

• Leading, encouraging in OH&S improvement initiatives and

projects

• Initiating, monitoring, providing resources for OH&S

improvement projects

• Provision of training and competency upgrading

opportunities for workers

• Top management giving out awards and recognitions for

good performances

8. Ensuring and promoting

continual improvement

• Leading, encouraging in OH&S improvement initiatives and

projects

• Initiate, monitoring, providing resources for OH&S

improvement projects

• Giving out awards and recognitions for achievement of

OH&S improvements

• Celebrate success in OH&S improvements

9. Supporting other relevant

management roles to

demonstrate their leadership

as it applies to their areas of

responsibility

• Setting OH&S objectives for relevant functional management

• Making achievement of OH&S goals as part of performance

appraisal process for relevant functional management.

• Ensuring functional units are aligned on OH&S priorities and

are performing their OH&S roles, by regular reviews.

• Requirement managers at relevant functions and levels to

establish OH&S activities as part of their standard works.



requirements


commitment

• Requiring functional managers to participate in WSH

Committee meetings, or set up WSH Committees, working

groups, meetings, communication channel at their functional

levels, where appropriate

10. Developing, leading and

promoting a culture in the

organization that supports the

intended outcomes of the

OH&S management system

• To lead by example, demonstrating exemplary behaviours in

OH&S

• Embark on CultureSAFE or similar programmes, continually

diagnosing, reporting, planning and implementing actions,

and review and evaluating stage of WSH culture for

improvement

11. Protecting workers from

reprisals when reporting

incidents, hazards, risks and

opportunities

• Adopt an open-door policy for communication of OH&S

issues

• Establish policy, process and procedures for ‘whistle

blowing’ / reporting of incident, hazards, risks and

opportunities

12. Ensuring the organization

establishes and implements a

process(es) for consultation

and participation of workers

• Fostering collaboration and team sprit in operations and

improvement initiatives.

• Adopting open-door policy

• (more discussed in the section on ‘consultation and

participation of worker’ lesson.

13. Supporting the establishment and functioning of health and safety committees

• Establishing WSH Committee

• Chairing WSH Committee

• Requiring functional managers to participate in WSH

Committee meetings, or set up WSH Committees, working

groups, meetings, communication channel at their

functional levels, where appropriate

• Establishing direct OH&S reporting line to top management


3)

Suggested Answers: Not exhaustive, reasonable answers making reference to clause 5.4 d) and 5.4 e) for

consultation and participation respectively should be acceptable.

Examples of situations when organisation can apply their process of consultation and worker participation

may include and not limited to:

• Reviewing of policies

• Identifying hazards; assessing risks and opportunities

• Setting work standards

• Setting OH&S objectives

• Changing or amending processes and work procedures

• Introducing of new or modified equipment, materials, chemical used,

• Introducing new or changing models of personal protective equipment

• Changes in, or implementation of new legal and other requirements

• Determining applicable controls for outsourcing, procurement and contractors

• Re-layout, shifting of workplace; facility modifications

• Implementing behavioural-based safety process

• Changes in emergency response procedures

• Establishing performance measures

• Collecting data on effectiveness of control measures

• Implementing formal and informal suggestion schemes

• Investigation incidents and nonconformities and determining corrective actions

• Implementing continual improvement projects




Discuss on the approaches to prepare assessment and control measures for risks and opportunities

Task for Learners:

Using each candidate’s current company as example, list down the potential risks and opportunities that they

will encounter in the organization. Assess and quantify the level of impact and propose control measures to

address them


Suggested answer (list is not exhaustive):

Conducted by:

(Date)

Event Type Consequence Likelihood Severity Importance Management Measures Implemented by Effective Date

1

SGSecure is to be

implemented in all

workplaces by the end of

2017

Legal

Environment

Threat

Failure to implement may

create a state of

unpreparedness during a

terrorist attack

3 3 9

Site is to appoint a SGSecure Representative

Revise the WSH Management System to include

SGSecure in its procedures

Send employees for training in first aid and emergency

response

Legal dept

Operation dept

2Singapore is enveloped in

haze during certain periods

of the year

Environment

failure to control the

situation will affect the

health and safety of Site

employees and the public

2 3 6

Site to revise its environmental and operation

procedures to account for activity during the haze period

Site to install ventilation and air purifying systems to

combat unhealthy atmospheres

Develop training materials to educate site workers and

the public on how to stay safe and healthy during the

haze period

Operation dept

WSH dept

Public Relations

dept

3Political

Sociological

Economical

Failure to prepare may

experience resource/ supply

shortage due to visitor surge

arrivals

3 3 9

Site is to plan ahead in terms of supplies, manpower

and facilities

Site has to hire part-time/ temporary workers during this

period. Their training, health and safety must be

accounted for.

Finance dept

HR dept

Logistics dept

4 ThreatSecurity is very critical

during high key events3 4 12

Site to engage/ outsource security personnel during this

period

Site to strengthen existing security systems to guard

against any threats

Site to inform other guest of the major events that are

taking place at certain venues

Finance dept

Security dept

Public Relations

dept

Singapore is chosen to host

historical events (Youth

Olympics, ASEAN Summit,

US-NK Summit, etc.)

Department:

Process/ Location:(Names)

Management of Risk and OpportunityRisk and Opportunity Evaluation

Approved by:

(Name & Date)

No.Identification of Risk and Opportunity




To understand how to establish OH&S objectives

Task for Learners:

1. Establish OH&S objectives and targets for your company

2. From the objectives set, prepare a general framework of the OH&S management programme


1. Examples of types of objectives can include:

objectives to increase or reduce something that specify a numerical figure (e.g. to reduce handling

incidents by 20%)

objectives to introduce controls or eliminate hazards (e.g. for noise reduction in a workshop)

objectives to introduce less hazardous materials in specific products

objectives to increase worker satisfaction in relation to OH&S (e.g. for a reduction of workplace

stress)

objectives to reduce exposures to hazardous substances, equipment or processes (e.g. the

introduction of access controls, or guarding)

objectives to increase awareness or competence in performing work tasks safely

objectives that are put in place to meet impending legal requirements prior to their enactment.

As a guide, objectives should be “SMART”, aligned with policy, take into account risks and opportunities assessment, applicable requirements, results of consultation with workers /workers’ representatives.




To practice on the identification of necessary competency of workers that affects or can affect its OH&S

performance

Task for Learners:

Identify the competency needs of the list of job titles within an organisation given below. Assuming the

organisation has attained bizSAFE level 2. You may add in additional occupations / jobs in your organisation

for needs identification and discussion in class.

Activity Sheet: LA-6 (Suggested)

Tra

inin

g n

ee

ds /

Co

urs

e T

itle

Job Title

Director / Top mgt

Managers

RM leader

WSH Advocates

Operation (workshop) staffs

Office / Admin staffs

Forklift driver

Company vehicle driver

First aiders

Fire Wardens



Tra

inin

g n

ee

ds /

Co

urs

e T

itle

WS

H P

olic

y

Ris

k A

ssessm

ent

WS

H R

ule

s a

nd R

egu

lation

s

App

lica

ble

Safe

work

pro

ce

dure

biz

SA

FE

Leve

l 1

biz

SA

FE

leve

l 2

Offic

e E

rgon

om

ics

WS

H A

dvocate

s

Fork

lift D

river

Cours

e

Defe

nsiv

e D

rivin

g

Industr

ial F

irs A

iders

Build

ing E

vacu

ation P

roced

ure

s

Job Title

Director / Top mgt X X X X

Managers X X X

RM leader X

WSH Advocates X X X X

Operation (workshop) staffs X X X X X

Office / Admin staffs X X X X

Forklift driver

Company vehicle driver

First aiders X

Fire Wardens X X




To apply hierarchy of control for the elimination of hazards and reduction of OH&S risks.

Task for Learners:

Analyse the case scenario. Apply hierarchy of control to suggestion control measures to eliminate hazard or

reduce OH&S risks in the scenarios. You may make assumptions where the case scenarios may not have

provided full information about the work condition.

Case Scenario

A worker at a health care centre is tasked take registration of visitors to the centre. He will take the visitor’s identification card, key in the ID number (last 4 digits!) and person’s name into a computer and return to the visitor. During off-peak period (non-visiting hours) he will be given tasks to key in data into the computer. He is given a non-adjustable chair. State the hazard(s) and suggest way(s) to eliminate or reduce the OH&S risks to the worker. Hazard: ______________________________________________________________

Hierarchy of Control Control Measures

Elimination

Substitution

Engineering

Administrative

Personal Protective Equipment


Suggested answer (not exhaustive):

Hazard: Prolonged work at computer workstation: awkward posture (sitting), glare form computer screen


Elimination Visitor to scan QR code, send ID via Apps (eliminate contact)

Substitution Worker use hand-held bar code ID scanner instead of keyboard (still have some contact on scanner, and may be visitor ID card)

Engineering Provide adjustable chair (adjust work to worker) Use low-blue mode on computer screen for prolonged work Use document holder to minimise foreword bending of neck

Administrative Alternating computer work with other tasks; take short breaks

Personal Protective Equipment Wear protective (blue) glasses

Hazard: Contact with infectious agents on visitors’ ID card


Elimination Visitor to scan own ID into computer (eliminate contact) Wash hands with soap, sanitizer (eliminate infectious agents)

Substitution Visitor to scan own ID (instead of worker get the card and key in)

Engineering Visitor to scan own ID (Engineered out the need for contact)

Administrative Good hygiene practice (do not touch face, wash hands frequently, minimise contact frequency and area of contact etc.)

Personal Protective Equipment Wear gloves




To establish the key elements in an emergency response plan

Task for Learners:

Describe the key points that should be included in an emergency response plan (ERP) for your own company.



The emergency plan at least includes:

- identification of potential accidents and emergency;

- Identification of the person to take charge during emergency;

- details of actions to be taken by personnel during an emergency, including those actions to be taken by

external personnel who are on the site of emergency. Such as contactors or visitors (who can be required,

for example, to move to specified assembly points)

- responsibility, authority and duties of personnel with specific roles during the emergency (e.g. fire-

wardens, first-aid staff, nuclear leak/toxic spillage specialists);

- evacuation procedure;

- interface with external emergency service;

- communication with statutory bodies;

- communication with neighbours and the public;

- protection of vital records and equipment;

- availability of necessary information during the emergency e.g. plant layout drawings, hazardous material

data, procedures, work instructions and contact telephone numbers.

- practice drills




To prepare for management review of the OH&S Management System

Task for Learners:

You are to organise a management review of your OH&S Management System. List down the items would you prepared. (Hint: you need to get ready the inputs to the management review and anticipate what are the output that you must accomplish for a successful review.


Suggested answer):

Inputs to the management review, shall include consideration of: a) the status of actions from previous management reviews; b) changes in external and internal issues that are relevant to the OH&S management system, including:

1) the needs and expectations of interested parties; 2) legal requirements and other requirements; 3) risks and opportunities; c) the extent to which the OH&S policy and the OH&S objectives have been met.

d) information on the OH&S performance, including trends in:

1) incidents, nonconformities, corrective actions and continual improvement; 2) monitoring and measurement results; 3) results of evaluation of compliance with legal requirements and other requirements; 4) audit results; 5) consultation and participation of workers; 6) risks and opportunities.

e) adequacy of resources for maintaining an effective OH&S management system; f) relevant communication(s) with interested parties; g) opportunities for continual improvement.

The outputs of the management review shall include decisions related to:

• the continuing suitability, adequacy and effectiveness of the OH&S management system in achieving its intended outcomes;

• continual improvement opportunities;

• any need for changes to the OH&S management system;

• resources needed;

• actions, if needed;

• opportunities to improve integration of the OH&S management system with other business processes;

• any implications for the strategic direction of the organization.




To understand how to conduct incident investigation

Task for Learners:

A version of the following story was originally reported in The Straits Times in March 2009. The story has been

changed and adapted for this exam question:

A FOURTH worker has died of his injuries from a nitric acid spill which occurred last Friday at a factory in Tuas.

Mr Muthusamy, 20, suffered about 70 per cent burns to his body and was in critical condition when he was

taken to the Singapore General Hospital (SGH). He was in the burns unit for about four days before he finally

succumbed to his injuries on Monday night. The death toll from the spill at Chesmic Industries makes it one of

the worst industrial accidents in recent years.

Chesmic Industries has obtained OHSAS 18001 certification just the year before. Mr. Johnathan Beever was

appointed as an investigator to find out what happened.

1. Describe the activities that Mr. Beever would be undertaking as part of the investigation.

2. After collection of objective evidences, describe the methodology that would be used to identify the cause

of incident?


Suggested answer:

1. A. Record information and factual objective evidence at the accident scene

B. Evaluate and analyse the information recorded.

C. Establish factual conclusions based on the objective evidence and report recommendations.

D. Assess the effectiveness of any corrective, preventive, occupational safety and health improvement

actions taken and evidence of timely implementation.

2. Root cause analysis: Root Cause Analysis is any structured approach to identifying the factors that resulted in the nature, the magnitude, the location, and the timing of the harmful outcomes (consequences) of one or more past events in order to identify what behaviours, actions, inactions, or conditions need to be changed to prevent recurrence of similar harmful outcomes and to identify the lessons to be learned to promote the achievement of better consequences.




Recognise various types of continuous improvement plans for OH&S management system

Task for Learners:

Learners will gather information from their organisation and share with the class on examples of continuous

improvement plans in their organisations or the approaches they will use to identify and initiate such

programs. Learner will be given about 15 minutes to discuss in groups of 4 to 5s and then elect a

representative to share with the class on the program


Suggested answer: (Not exhaustive)

Examples of OH&S continuous improvement programmes may include:

1) Applying new technology

2) Promoting good practices internal and external to the organisation

3) Encouraging suggestions and recommendations from interested parties

4) Enhancing awareness of OH&S-related issues among workers and other interested parties

5) Improving process with control methods higher in the hierarchy of control

6) Substituting with new or improved materials

7) Encouraging hazard identification and reporting by workers

8) Utilising data for to identify trends, process improvement, predict incident and nonconformity, and develop control strategy and performance indicators

9) Improving training and competency of workers

10) Benchmarking industrial good practices

11) Implementing on CultureSAFE programmes

12) Embracing Total Workplace Safety and Health

13) Implementing behavioural-based safety process

14) Implementing Hoshin Kanri method




To understand how to develop internal audit checklist. The learners will get to revisit on all the SS ISO 45001

Standard requirements as the develop the internal audit checklist. This serves as a revision of the all previous

topics covered and learners will have a better understanding of the SS ISO 45001 Standard requirements.

Task for Learners:

Your company plan to conduct an internal audit for OHSMS. You are assigned to develop an internal audit

checklist for SHE policy. Use the following template to develop the checklist.

Activity Sheet LA-12 (Suggested format)

Auditor Checklist




Auditor Checklist


-01 Is there a current SHE Policy Statement?

-02 Does the statement cover SH&E?

-03 Is the statement signed by the current senior manager?

-04 Does the statement include details of key SHE responsibilities?

-05 Has the policy been communicated to all associates?

-06 Are associates aware of the policy?

-07 Is the policy subject to periodic review?

-08 Does the policy cover all aspects of the operation?

-09 Is the policy complied with?

-10 Is the policy in clearly understood language?




Establish an OH&S management system implementation plan

Task for Learners:

Learners will be asked to, based on the context of their organisation, or otherwise on a simulated case, to

establish an OH&S management system implementation plant. The plan should include what, when, how and

who’s responsible to accomplish the plan. Learners should be given about 30 minutes to establish the plan.

Trainer will facilitate a 30 minutes discussion of the plan presented by at least two (2) learners (or groups).

Activity Sheet LA-13

(See next page)

Suggested answer: (Not exhaustive)

(See next page)


Activity Sheet LA-13 (Suggested Format)


One Page Project ManagementProject Objective: Development & Implementation ISO45001 OH&S Management System

Major Tasks

x x x 1 Preparation

1.1 Conduct based line analysis to identify gaps between current vs ISO45001 OH&S MS

1.2 Comfirm leadership commitment for the implementation

x 1.3 Form and train an OH&S management system implementation project team

x x x 2 ISO45001 System Development `

2.1 Develop / close gap between existing (OHSAS18001) and ISO45001 System procedures

x a. Context of the organization x

x b. Leadership x

x c. Planning x

x d. Support x

x e. Operation x

x f. Performance evaluation x

x g. Improvement x x

2.2 Finalise updated ISO45001 System Manaual and procedures

2.3 Slect a certification body

x 2.4 Progress update meeting with management

x x x 3 ISO45001 System Implementation

x a. Develop Implementation Plan for all functions and levels x

x x b. Conduct awareness training / engagte interested parties x

x x c. Conduct internal audit training x

d. Udating meeting with implementation team / dept

x x 4 ISO45001 Internal Audit & Review x x

x 4.1 Propose Internal Audit Plan x

x 4.2 Conduct internal audit x

x 4.3 Submit Internal Audit Reports x

x x 4.4 Conduct managemen review x

5 Certification to ISO45001 OH&S Management System

5.1 Pre-certification audit

x 5.2 Implement corretive actions x x

x 5.3 Certification audit

W1 W2 W3 W4 W5 W6 W7 W8 W9 W10 W11 W12 W13 W14 W15 W16 W17 W18 W19 W20 W21 W22 W23 W24 W25 W26 W27 W28 W29 W30 W31 W32 W33 W34 W35 W36 W37 W38

Dept

20/7

/2020

ISO

45001

Team

3/8

/2020

10/8

/2020

17/8

/2020

31/8

/2020

7/9

/2020

14/9

/2020

21/9

/2020

30/1

1/2

020

7/1

2/2

020

14/1

2/2

020

1/2

/2021

8/2

/2021

Develo

pm

ent

Tra

inin

g

Imple

menta

tion

27/7

/2020

1/6

/2020

8/6

/2020

15/6

/2020

24/8

/2020

15/2

/2021

28/1

2/2

020

6/7

/2020

22/6

/2020

29/6

/2020

2/1

1/2

020

9/1

1/2

020

16/1

1/2

020

23/1

1/2

020

Objectives

13/7

/2020

28/9

/2020

5/1

0/2

020

12/1

0/2

020

19/1

0/2

020

26/1

0/2

020

4/1

/2021

11/1

/2021

18/1

/2021

25/1

/2021

21/1

2/2

020

Major Tasks

Objectives Target Dates

Updates




Prepare for presentation of OH&S management system implementation plan to stakeholders.

Task for Learners:

Learners will be asked to, based on the context of their organisation, or otherwise on a simulated case, to

discuss on the preparation needed and how to present the OH&S implementation plan to the stakeholders.


Suggested answer: (Not exhaustive) Preparation needed for the presentation of OH&S Management System implementation plant may include:

1) Identify resources needed to organise the presentation sessions:

2) Make logistics arrangements

3) Circulate the developed WSH management implementation plan to stakeholders for preview

4) Presentation to relevant stakeholders

5) Seek feedback on the developed WSH management system implementation plan

6) Make needed changes to the developed WSH management system implementation plan based on the feedback


DEFINITIONS

Accident: An unplanned event giving rise to death, ill health, injury, damage, or other loss.

Area inspection: Process of visiting the workplace to meet people and see how work is performed and view

people’s behaviour and working conditions.

Audit: A systematic, independent and documented process for obtaining evidence and evaluating it objectively

to determine the extent to which defined criteria are fulfilled. This does not necessarily mean an independent

external audit (an auditor or auditors from outside the organization).

Audit checklist: A summary of the key points to which the auditor requires responses.

Audit manager: Person appointed at the audited unit to ensure that the audit program is fully implemented in

a timely fashion. This role is primarily one of administration and the audit manager may or may not be directly

involved in the detail of the audit discussions.

Auditee: Person, site, or organization being audited.

Auditor: Person carrying out the audit.

Competency: Inherent skill displayed by an individual.

Competent institution: A government department or other body with the responsibility to establish a national

policy and develop a national framework for OH&S management systems in organizations, and to provide

relevant guidance.

Competent person: A person with suitable training, and sufficient knowledge, experience and skill, for the

performance of the specific work.

Compliance: Having full conformity with a predetermined standard or requirement.

Compliance audit: Audit examining the compliance with local instructions or procedures.

Confined space: Any enclosed space where there is a reasonably foreseeable risk associated with that enclosed

space.

Conformance: Meets the requirements of a documented standard.

Continual improvement: A process of on-going and never-ending improvement.

Contractor: A person engaged by another person (referred to as principal) otherwise than under a contract of

service to supply any labour for gain or reward; or to do any work for gain or reward, in connection with any

trade, business, profession or undertaking carried on by the other person.

Corrective actions: Action to eliminate the cause of a detected nonconformity or other undesirable situation.


Dangerous occurrence: A serious workplace incident in which no one is killed or injured. In the WSH Act,

‘Dangerous Occurrences’ means any occurrences specified in the First Schedule.

Employer: As defined in the WSH Act, an employer is a person who, in the course of the person’s trade,

business, profession or undertaking, employs any person to do any work under a contract of service. The self-

employed person and principal, as defined in the WSH Act shall also fulfil the duties and functions of the

employer specified in this CP. In RMCP, “Employer” means the most senior person responsible for the

workplace.

Hazard: Anything, any source or any situation with the potential to cause bodily injury or ill-health.

Hazard assessment: A systematic evaluation of hazards.

Human factors: SHE effects that arise from people’s actions.

Implementation: Act of providing a practical means for accomplishing something or carrying it into effect.

Incident: An unsafe occurrence arising out of or in the course of work where no personal injury is caused.

Injury: Physical bodily harm.

Management audit: Audits done at the “strategic” level in order to examine the adequacy of arrangements for

managing safety, health, and environmental affairs in an organization.

Near Miss: An unplanned event that did not result in injury, illness, or damage, but had the potential to do so.

Organization: A company, operation, firm, undertaking, establishment, enterprise, institution or association, or

part of it, whether incorporated or not, public or private, that has its own functions and administration. For

organizations with more than one operating unit, a single operating unit may be defined as an organization.

OH&S management system: A set of interrelated or interacting elements to establish OH&S policy and

objectives, and to achieve those objectives.

Preventive Action: Action to eliminate the cause of a potential nonconformity or other undesirable potential

situation.

Proforma: A standard form, or prepared format.

Protocol: A prepared checklist used to guide the auditor through the audit discussions and ensure that all key

requirements are covered.

Quality audit: Systematic and independent examinations to determine whether quality activities and related

results comply with planned arrangements and whether these arrangements are implemented effectively and

are suitable to achieve objectives.

Reactive monitoring: Checks that failures in the hazard and risk prevention and protection control measures,

and the OH&S management system, as demonstrated by the occurrence of injuries, ill health, diseases and

incidents, are identified and acted upon.


Risk: A combination of the likelihood of an occurrence of a hazardous event and the severity of injury or

damage to the health of people caused by this event.

Risk assessment: The process of evaluating the probability and consequences of injury or illness arising from

exposure to an identified hazard and determining the appropriate measures for risk control.

Risk management: The identification, assessment and prioritisation of WSH risks followed by the application of

control measures to minimise the probability and/or impact of undesirable WSH consequences.

Safety and health committee: A committee with representation of workers' safety and health representatives

and employers' representatives established and functioning at organization level according to national laws,

regulations and practice.

Safety inspection: Safety assessment where the assessor uses his or her own knowledge and experience as the

criteria for compliance. The inspection usually uses primarily observation skills.

Stakeholders: People who may either affect or be affected by aspects of SHE management. They may include

not only employees, but also visitors, contractors, customers, and neighbours.

Surveillance of the working environment: A generic term which includes the identification and evaluation of

environmental factors that may affect workers' health. It covers assessments of sanitary and occupational

hygiene conditions, factors in the organization of work which may pose risks to the health of workers,

collective and personal protective equipment, exposure of workers to hazardous agents, and control systems

designed to eliminate and reduce them. From the standpoint of workers' health, the surveillance of the

working environment may focus on, but not be limited to, ergonomics, accident and disease prevention,

occupational hygiene in the workplace, work organization, and psychosocial factors in the workplace.


REFERENCES

1) SS ISO 45001 Occupational Health and Safety Management Systems – Requirements with guidance

for use.

2) Simon W. Pain. (2010). Safety, Health, and Environmental Auditing: A Practical Guide. Taylor & Francis

Group.

3) Stephen Asbury and Peter Ashwell. (2007). Health and Safety, Environment and Quality Audit. Elsevier

Ltd.

4) Geneva. (2001). Guidelines on occupational safety and health management systems, ILO-OH&S 2001.

International Labour Office.

5) Thomas P. Houck, CPA. (2003). Why and How Audits Must Change: Practical Guidance to Improve

Your Audits. John Wiley & Sons, Inc.

6) Kase, D.W., et al. (1996). Safety auditing: a management tool. John Wiley & Sons Inc.

7) bizSAFE kit (2008). Singapore: Workplace Safety and Health Council.

Singapore Standards and Codes of Practices:

1) SS ISO 45001: 2018: Occupational health and safety management systems – Requirements with guidance for use

2) SS 651: 2019 Safety and Health Management System for the Chemical Industry — Requirements with Guidance for Use.

3) Code of Practice on Workplace Safety & Health (WSH) Risk Management


APPENDIX 1: SAMPLE AUDIT CHECKLIST

SS ISO 45001 Requirement Conformances Observations

Scope

Has the scope of the OHS management system been defined & documented?

Policy

Has the OHS policy been defined and documented?

Is the policy appropriate for the site, all the activities performed and their potential OHS risks?

Does the policy:

Include commitments to prevention of injury and ill health and continual improvement in OH&S management and OH&S performance?

Include commitments to at least comply with applicable legal requirements and with other requirements to which the organization subscribes that relate to its OH&S hazards?

provide the framework for setting and reviewing OH&S objectives?

Is the policy is documented, implemented and maintained?

Has the policy has been communicated to all persons working under the control of the organization with the intent that they are made aware of their individual OH&S obligations?

Is policy available to interested parties?

Is the policy reviewed periodically to ensure that it remains relevant and appropriate to the organization?