Accredited OSH Consultant

Accredited Pollution Control Officer

Registered Mechanical Engineer
 Until the beginning of the 20th century, many
owners & society at large took a fatalistic view
of safety.

 Accidents are seen as regrettable, but not

preventable.

 Farm workers & immigrants willing to risk their

lives & limbs went to the city for decent wage.

 The occurrence of accidents led social reformers

& labor unions push for more humane
workplaces.
 1910 – reformers succeeded in getting worker’s
compensation laws.

 1920 – interest in scientific management,

improved safety leads to improved
productivity.

 1930 – companies began to study not just

physical workplaces, but human contributions
to accidents.

 1940 – focus on safety management broadened

to include prevention from
accidents/illnesses.

 1950 – management adopted the behavioral

approach, applied motivational principles,
emphasis on engineering control.
 1960 – concerns broadened to include
environmental hazards.
 1970 – workers participation in safety &
health concerns increased.
 1980 – priorities shifted from hazard
identification to hazard prevention, inception of
general movement toward pro-active, rather
than reactive.
 1990 – integrating safety, health &
environmental management; safety, health, &
environmental (SHE) programs contribute to
company’s success.
 2000 – empowerment of workers; integrating
quality, safety & health, and environment
management systems; and multi-tasking of
workers.
1 PEOPLE

2 EQUIPMENT

3 MACHINE

4 ENVIRONMENT

But now, the following two (2) factors are equally

important in managing the program in Safety & Health.

5 PROCEDURES, METHODS & WORK INSTRUCTIONS

6 TIME
1 That most accidents can be prevented;

2 That incidents are near accidents;

3 That accidents are not random events but preventable

events;

4 That accidents can be prevented with full management

commitment & support to S&H programs that includes
proper hazard identification & evaluation, preventive &
corrective procedures, monitoring, evaluation, and
training.

5 That team leaders & supervisors are important links in

the chain of safety consciousness and that they are
responsible for watching over the workplace and
protecting their employees from faulty equipment,
carelessness, and the many other potential hazards
from the job.
 The company should manage the
safety culture through:

 Safety values (company goals)

 Safety behavior (practices)
 Organization for safety & health (H&S
Committee and S&H Program)
 Safety leadership (leadership by
example)
1 Participative Management – is now
applied

2 Employee Empowerment – is now actively

promoted

3 Team Approach – to promote workplace

harmony is now introduced.

4 Forward Thinking Companies now have

S&H Program that includes written principles
that guide safety & health efforts. These
principles are called Key Result Areas
(KRA).
INADEQUATE: People
Comprehensive Contact w/ Energy or Substance
Environment
1 System SAFETY above the threshold limit of the
Property
2 Standards & HEALTH body or structure Process
3 Compliance PROGRAM

LACK
LACKOF
OF BASIC
BASIC IMMEDIATE
IMMEDIATE ACCIDENT
ACCIDENT LOSS
LOSS
(Result of Accident)
CONTROL
CONTROL CAUSES
CAUSES CAUSES
CAUSES (EVENT)
(EVENT) (Result of Accident)

1 PERSONAL FACTORS 1 UNSAFE CONDITIONS

Inadequate capability Inadequate guards/barriers
Lack of knowledge Inadequate PPE
Lack of skill Defective tools/equipment
Congestion
BUSINESS
Stress
Improper motivation Inadequate warning system Profitability
Disorder
Growth
Excessive exposures
2 JOB FACTORS Inadequate ventilation Continuity
Inadequate leadership Inadequate illumination
Inadequate engineering
Inadequate purchasing 2 UNSAFE ACTS
Inadequate maintenance Failure to warn
Inadequate tools & equipment Failure to obey rules
Wear & tear Failure to follow procedures
Inadequate work standards Removing safety devices
Abuse & misuse Improper lifting
Failure to use PPE Why you
Servicing operating equipment need
Horseplay
LOSS CAUSATION MODEL SAFETY !!!
Lack of Control (Inadequacy) of
the following:

1 SYSTEM (MANAGEMENT)

2 SYSTEM STANDARDS

3 COMPLIANCE TO SET
STANDARDS
1 Personal Factors

 Inadequate physical/mental capability

 Physical/psychological stress
 Poor/improper motivation

2 Job (Management System) Factors

 Poor/inadequate leadership/supervision
 Inadequate purchasing/tools/equipment
 Inadequate maintenance/engineering
 Inadequate work standards
INADEQUATE RESPONSIBILITY
Management Employee
1 System/Program 33% 0%
2 Standards 33% 0%
3 Compliance to Standards 16.16% plus 16.16 %
The bulk of control lies with Management.

About 15% or more of company’s problems are

controlled by employees, while 85% or more
are controlled by management.
 It should be Pro-active
rather than Reactive.

 It should be Preventive &

Predictive rather than
Corrective.
 Empowerment

 Total Quality Management

 Continuous Improvement Model/Cycle

1 Management Commitment & Involvement (vision &

leadership
2 Establish a Baseline (“as is”)
3 Set Goals (“where we should be”)
4 Implement Strategies (close gap between “as is” &
“where we should be”)
5 Review and Adjust (reach for ”where we could be”)
 Results (consistent, cope demands,
continuous improvement)

 Prevention (from unforeseen events)

 Competitive advantage (attain world class

performance/recognition)

 Management systems: automate monitoring,

reporting, accomplishment of goals, personnel
development, improved business process,
integrated quality-safety & health-
environment approach avoiding duplication of
efforts/functions.
LEADERSHIP & MANAGEMENT PLANNED JOB/TASK JOB/TASK
ADMINISTRATION TRAINING INSPECTION ANALYSIS OBSERVATION
& PROCEDURES

PERSONAL ORGANIZATIONAL HIRING & ACCIDENT & ACCIDENT &

COMMUNICATION RULES PLACEMENT INCIDENT INCIDENT
INVESTIGATION ANALYSIS

PURCHSING & EMPLOYEE HEALTH PERSONAL MEASUREMENT

ENGINEERING TRAINING CONTROL & PROTECTIVE AUDIT SYSTEM
CONTROLS SERVICES EQUIPMENT

GROUP GENERAL EMERGENCY RECORDS & OFF-THE-JOB

MEETINGS PROMOTIONS PREPAREDNESS REPORTS SAFETY
 Strategy: Lay the proper groundwork

 Solicit support

 Get & use inputs

 Plan & communicate logistics

 Provide training/education

 Be patient

 Pace the implementation

 Communicate clearly

 Set the example

“BUILD A GREAT PLACE TO WORK”

“To be successful, safety must be more than a

program or a book of procedures; it must be a
company philosophy – an attitude that is
unquestioned.”
 “Safety is without doubt, the most
crucial investment we can make,
and the question is not what it
costs us but what it saves.”

 “Insurance premiums are reduced

through improving systematic
management of health & safety.”