The OR process involves employees observing work and identifying safe and unsafe actions or conditions. It is being implemented across multiple organizations as part of a target zero campaign. The purpose is to engage employees in safety monitoring and identify issues through management, supervisor, and employee involvement. Observations can be casual, focused on specific tasks, or more formal with a checklist. Data from observations is used as a leading indicator to improve safety.
2. Information
The OR process is being rolled out across the whole
of XXXXXX and XXXXXX.
The OR process will replace the AE level zero’s.
The OR data is a part of the KPI’s and is reported in
to various parties.
The OR process is a part of the Target Zero
Campaign.
UNCLASSIFIED Nov 2006 WJW
3. Purpose
The purpose of the OR process is to engage all
employees in the observation of work in progress so
that the maximum number of persons are involved in
the ESH monitoring and observation process.
UNCLASSIFIED Nov 2006 WJW
4. What is the AOR Process?
The OR is a proactive process designed to
identify and document, safe and unsafe
actions/conditions through management,
supervisory and employee involvement.
It reinforces safe actions, modifies/corrects
unsafe actions/conditions via data feedback and
training, and assures that corrective actions
have been taken for any identified deficiencies.
The data gathered through this process is/can
be used as a leading indicator to improve the
overall ESH programme.
UNCLASSIFIED Nov 2006 WJW
5. Conducting Observations (1)
May be conducted by individuals or teams of workers.
Observers will monitor work in progress for safe or unsafe
acts/conditions.
Observations can include any number of workers for any
length of time or workplace conditions.
Unsafe acts/conditions should be discussed and resolved
on the spot, if possible. Safe work practices should
likewise be identified and positively reinforced through
compliment and praise.
If imminent danger situations are encountered, work must
be immediately stopped and workers removed from the
hazard, the hazard abated, and a thorough investigation
conducted.
UNCLASSIFIED Nov 2006 WJW
6. Conducting Observations (2)
Observations shall be recorded on the
Assurance Observation Report form.
Those submitting ORs are required to sign them
in case of follow up.
Names of workers, who might be involved with
unsafe acts/conditions, are not to be recorded in
the OR.
ORs can be submitted via a drop box, ESH
Department or nominated person.
UNCLASSIFIED Nov 2006 WJW
7. Types of Observations
Casual – no set agenda, past training/experience,
incorporate safety into what you are seeing
Special or Focus – specific items or tasks
Formal – a team approach with checklist
UNCLASSIFIED Nov 2006 WJW
8. Reaction
Is it important to come away from each
observation with an outcome?
Is how you react to observations as important as
the fact that you do react?
Why is it important for supervision to put “teeth”
into reactions?
Does setting high standards discourage workers?
Should you ever change standards?
UNCLASSIFIED Nov 2006 WJW
9. Communication
Is it only necessary to communicate when
problems or violations are noted?
Could being too direct with an employee be
counter productive?
Should you let employees know you’ll be back
to observe again?
UNCLASSIFIED Nov 2006 WJW
10. Follow Up
Why is follow up key to consistent results?
What message does a lack of follow-up send
to employees?
Is it okay to ask someone else to follow up for
you?
UNCLASSIFIED Nov 2006 WJW
11. Why do we need to undertake
observations?
Fatality
Major
+ 3 Day
Days Away
Restricted Days/Light Duties
Medical Treatment
First Aid
Near Misses
Unsafe Acts/Conditions
UNCLASSIFIED Nov 2006 WJW
12. How Accidents Happen
Basic Indirect Direct
Cause Cause Cause Accident Loss
Organizational Lack of: • Unsafe Act • Undesired, • Death
Failure to: • Training • Unsafe Unplanned • Injury
• Plan • Resources Condition Event Which • Lost Time
• Direct • Belief Disrupts Work • Lost Productivity
• Organize • Combined with Activity • Loss of Client
• Control Other Factors Goodwill
Human and Such as: • Economic Loss
Material Morale • Legal Penalties
Resources Peer Pressure
Awareness
UNCLASSIFIED Nov 2006 WJW
13. Analyses of Cause(s) (1)
Direct Causes are typically:
Unsafe acts or
Unsafe conditions
UNCLASSIFIED Nov 2006 WJW
14. Analyses of Cause(s) (2)
Indirect causes can be:
Lack of training (knowledge, understanding,
perception of risk),
Lack of resources (time, material, personnel),
and/or
Lack of belief (confidence, commitment, or
reinforcement by supervision)
Combined with other factors, such as poor
morale, peer pressure, inattention, etc.
UNCLASSIFIED Nov 2006 WJW
15. OR Example (1)
Observation Report
Date: 20/09/06 Time: 12:30
Project, Building or Area: ???????
Observation: Operative installing cabin from SGB. Single operative and HIAB Driver.
No assistance using ladder, no 3 point contact, not tied or footed.
Immediate Corrective Action: Operative assisted in completing the task with
additional man power.
Indirect Cause: LR/D
Corrective Action: Speak with contractor to ensure that they have sufficient
personnel to undertake task safely.
Further Action or Help Needed: Letter raised to PC regarding concerns over
supervision.
Observer: xxxxxx
Company: xxxxxx
UNCLASSIFIED Nov 2006 WJW
16. OR Example (2)
Observation Report
Date: 26/09/06 Time: 16:55
Project, Building or Area: ?????
Observation: Person observed trying to unblock shredder whilst shredder was still
switched on.
Immediate Corrective Action: Shredder power switched off on machine and at wall.
Indirect Cause: LB/C
Corrective Action: Advised person to ensure machine is switched off before opening
door to unblock it.
Further Action or Help Needed: N/A
Observer: xxxxx
Company: ????
UNCLASSIFIED Nov 2006 WJW
17. Metrics (1)
Top 5 SOR's Focus Areas - Up to 14/11/06
Barricades / Sign / Tags
34
Housekeeping 54
Vehicles / Mobile
Equipment 51
Fall Prevention /
Protection 54
Personal Protective
Equipment 95
UNCLASSIFIED Nov 2006 WJW
18. Benefits of OR Programme
Promotes interaction between people.
Allows you to give, and, for workers to get on the spot
feedback
Intervenes before an unsafe practice becomes an injury
Immediate correction of unsafe observations
Data collected allows the team to focus on areas for
improvement.
Records positive safe actions.
Gives you a true picture of where your safety performance
is really at.
UNCLASSIFIED Nov 2006 WJW
