1. INTRODUCTION TO OCCUPATIONAL
SAFETY AND HEALTH MANAGEMENT
TRAINER: NWEKE COLLINS C. (OSHP)
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2. TRAINING OBJECTIVES
At the end of the training, participants should be able to;
 Know and understand the 5 P’s in safety management
system and their respective responsibilities towards
building and maintaining strong safety management
system.
 Know and learn the proper and effective communication
channels within the organization regards to health and
safety.
 Know and understand the 5 categories of workplace
hazards.
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3. TRAINING OBJECTIVES CONTD.
 Identify hazards within workplace through periodic
walk-around inspections and job hazard analysis, and
also know the various hierarchy of the hazards control.
 Conduct incident and accident investigations within
their respective workplaces.
 Know the implications and consequences of ignoring
safety rules and policies in their workplaces.
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4. INTRODUCTION
• According to Occupational Safety and Health
Administration’s Act (OSHA) every employer has a
legal obligation to make work and workplace to
be free from known hazards that could cause
serious injury and death.
• Statistics from International Labor Organization
(ILO) shows that about 250 million work related
accidents and 160 million work related diseases
occur world-wide every year, which results to
about 1.2 million death per year.
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5. MANAGEMENT COMMITMENT
• Management needs to develop and demonstrate a
long term serious commitment towards protecting
every employee from injury and illness on the job.
• Managers have to invest serious time and money into
effective safety management by developing the 5 P’s
within the safety management system;
 Plans
 Programs
 Policies
 Procedures
 Processes
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6. MANAGEMENT REASONS TOWARDS SAFETY
COMMITMENT
• Employers put time and money into the safety of
employees for one or more of the following basic
reasons;
 To fulfill social imperative
The management appreciate the inherent value of
each employee, not just as a worker, but as a corporate
family member. Safety is perceived as a core corporate
value that does not change when the going gets tough.
This reason/strategy is the most effective in the long
term and when managers value safety at this level,
they naturally employ the next two reasons.
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7. MANAGEMENT REASONS TOWARDS SAFETY
COMMITMENT CONTD.
To fulfill fiscal imperative
The management focuses on the financial
benefits derived from effective application of
safety programs and this reason/strategy can be
quite effective. These managers will do whatever
needs to be done proactively or reactively to save
on direct and indirect costs of accidents.
Commitment to safety may however be subjected
to rapid change when the going gets tough.
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8. MANAGEMENT REASONS TOWARDS SAFETY
COMMITMENT CONTD.
To fulfill legal imperative
The management develop and implement safety
programs to comply with safety regulatory bodies
like OSHA and National Industrial Safety Council
of Nigeria (NISCN). These managers want to stay
out of trouble, so they do only what has to be
done to meet minimum requirements. This
reason/strategy most often results to eye-service
and it is the least effective.
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9. PROACTIVE AND REACTIVE SAFETY STRATEGIES
• Proactive safety strategies
These emphasizes and focus on prevention, that is doing whatever
it takes to ensure that accidents never happen in a workplace.
These strategies is often less expensive than the reactive safety
strategies because the company makes investments that results in
potential huge returns. This is a typical implementation of the
adage that says “prevention is better than cure”.
• Reactive safety strategies
These emphasizes on corrections, which is a reactive response that
occurs after an accident and usually has the purpose of minimizing
the costs associated with the injury or illness. These strategies
often cost more than proactive safety strategies.
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10. EFFECTIVE COMMUNICATION CHANNELS
• Effective communications is extremely important to
the goal of increasing employee involvement in
safety and health.
• Skilled safety communications will support
leadership at all levels, from the CEO to the
employee of lowest rank.
• Effective communications also create rooms for
employees to report hazards and injury in their
workplaces to their respective supervisors.
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11. WORKPLACE HAZARDS
• Hazard is any workplace condition or person’s state of being
(behavior) that could cause an accident, which ultimately results to
injury or illness to an employee.
• Workplace hazards can be categorized into 5 categories;
 Materials
 Equipments
 Environment
 People
 System
Acronym for remembrance (MEEPS)
• Research findings indicate that workplace hazardous conditions
represent only about 3% of the causes for accidents in workplaces,
while unsafe work practices or behaviors represent up to 95% of
the causes for accidents.
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12. WORKPLACE HAZARDS IDENTIFICATION
• To identify and control workplace hazards, two basic
strategies are used;
 Walk-around inspection
This involves daily inspection of the materials,
equipments, tools, environment and workstations at the
start of each workday by employees for hazardous
conditions. This inspection can be carried out periodically
by the safety committee.
 Job hazard analysis (JHA)
This is more effective than the walk-around inspection
because, it uncovers both the hazardous conditions and
unsafe work practices (behavior) in a work place.
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13. SAMPLE JHA WORKSHEET
BASIC JOB STEPS POTENTIAL
HAZARDS
PREVENTIVE
MEASURES
SAFE JOB PROCEDURE (SJP)
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14. WORKPLACE HAZARDS CONTROL
• Controlling exposures to occupational hazards is the fundamental
key to protecting workers in their workplaces.
• Hierarchy of controls has been used as a means of determining how
to implement feasible and effective controls, which includes;
 Elimination
 Substitution
 Engineering controls
 Administrative controls
 Personal protective equipments (PPE)
• The idea behind this hierarchy is that the controls method at the
top are potentially more effective and protective than those at the
bottom, and following the hierarchy normally leads to the
implementation of inherently safer systems, which should
substantially reduce the risk of accidents.
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15. BE AWARE AND ALWAYS REMEMBER!
• NO HAZARDS… NO EXPOSURE… NO ACCIDENT…
• ANY SYSTEM THAT RELIES ON HUMAN BEHAVIOR IS
INHERENTLY UNRELIABLE.
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16. INCIDENT AND ACCIDENT INVESTIGATIONS
• Incident is an unexpected event that may result in property
damage, but does not result in an injury or illness and it is also
known as “near misses” or “near hits”.
• Accident is an unexpected event that may result in property
damage, but does result in an injury or illness.
• It is important to conduct incident and accident investigations
whenever there is any accident or incident as a result of safety
management system’s weakness or failure.
• The essence of the above exercise is to find facts that would be of
great importance towards fixing the system to avoid future
occurrence of the incident or accident.
• Accident and incident investigations should not be aimed towards
establishment of blames, and that is the reason I prefer using the
term “incident and accident analysis” rather than the word
“investigations”.
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17. INCIDENT AND ACCIDENT INVESTIGATION PROCEDURES
• Conducting effective incident and accident investigations involves the
following steps or procedures;
 Secure the scene with a yellow tape, but in the absence of the tape,
warning signs or guards can be used.
 Gather information about the direct and indirect causes of the
accident/incident. This can be achieved by observing the scene;
interviewing eye witnesses, supervisors and co-workers; taking
photographs and video tapes of the scene; making sketches of the scene.
 Develop sequence of events from the facts gathered from the previous
step.
 Analyze the events critically to uncover the surface and root causes of the
accident/incident.
 Address any hazardous conditions, unsafe work practices (behaviors) and
system weakness that were uncovered in the previous steps and make
necessary recommendations to the management to correct or fix the
system.
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18. IMPLICATIONS OF IGNORING SAFETY
RULES AND POLICIES
• Ignoring safety rules and policies by employees could result
to the following consequences;
 Injury
 Illness
 Deformity
 Death
 Loss of income
 Downtime or Idle time
 Low productivity
 Breakdown of machines/tools
 Disciplinary action
 Loss of jobs
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19. IMPLICATIONS OF IGNORING SAFETY
RULES AND POLICIES CONTD.
• It is expected of everyone irrespective of their status and
rank to strictly adhere to the organizations’ safety rules and
policies to promote safe and healthy workplace.
• Top management team have to show strong commitment
to the organizations’ safety rules and policies by strictly
obeying the rules to show good examples to their
subordinates.
• A more severe level of discipline should be given to any top
management team for violating safety rules and policies
because such person(s) is/are creating the room for his/her
subordinates to violate the same safety rules
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20. THANK YOU
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