Emergency Response Team

10 Things That Any Emergency Preparedness/Business Continuity Plan Should Have.

A new report finds that one in five organizations lacks an emergency preparedness/business continuity plan, which could mean a double disaster for those companies.

 

 

 

The International Facility Management Association (IFMA) and RLE Technologies recently released a report on facility management perspectives on emergency preparedness and business continuity in North America.

The report, “High Stakes Business: People, Property and Services,”  which draws on data gathered at multiple IFMA Emergency Planning and Business Continuity research forums and the IFMA 2014 Business Continuity Survey, makes a strong business case for the importance of practicing emergency preparedness/business continuity planning, and then provides a step-by-step guide to do so effectively. 

“When people think of business emergency preparedness plans, they tend to imagine massive newsworthy catastrophes like hurricanes, floods, earthquakes, tornadoes, bombings and shootings,” said Tony Keane, president and CEO of IFMA. “These events are certainly significant in their scope, but for most organizations the bulk of business interruption risk actually comes from more mundane threats like a leaking or bursting pipe, an internet access outage, or a power outage caused by an external event. The difference between bouncing back with minimal disruption or costly, long-term damage is often the plan that was in place long before the disaster occurred.”

The full IFMA/RLE Technologies report found that nearly one in five (19 percent) surveyed organizations did not have an up-to-date emergency preparedness/business continuity plan. This figure is only more shocking considering the catastrophically high cost that an unforeseen emergency can incur – including the possibility of total business failure. The study suggests that the 81 percent of organizations with an up-to-date plan are “not only able to handle identified risks, but they are also more resilient when recovering from unplanned events.”

“Emergency preparedness and business continuity is an organization’s lifeline,” said Mark Sekula, IFMA Fellow, CFM, FMP, LEED AP and president of Facility Futures Inc. “Without it, a successful company can collapse in a heartbeat.” Sekula moderated the 2014 Research Forum on Emergency Planning and Business Continuity.

“Far too many organizational leaders think it will never happen to them. They are wrong.” ~ Nick Bettis, director of marketing for RLE Technologies

The study makes a compelling case for elevating the role of facility management professional as a strategic partner as organizations and facilities gain complexity.For businesses developing or updating their emergency preparedness/business continuity plans, there are 10 areas that must be considered. An FM professional plays a significant role throughout this process.

1. Define roles – Determine who is responsible for the formation and execution of the plan. This is often a role assumed by a facility management professional and/or a facility management team.

2. Define mission-critical functions – Prioritize functions so you can determine which to dedicate resources to protecting and which to address first in the case of a failure.

3. Define risks – Assess vulnerabilities, especially to mission-critical functions, and determine their likelihood.

4. Calculate costs – Estimate the cost of down-time as well as the cost of preparation and planning.

5. Monitor – Utilize manpower and technology to catch disasters before they occur.

6. Communicate – Make sure your post-emergency communications plan is resilient.

7. Test – Ensure the elements of your plan are in good working order.

8. Practice – When possible, conduct live drills and tabletop exercises.

9. Adapt and adjust – A plan should be an organic thing, not something you write and file. Make regular adjustments based on testing, practice and changing situations and priorities.

10. Crowd source – Develop a network of strategic partners and facility management professionals that you can go to for advice when disaster strikes.

“Every organization from 10 to 10,000 or more employees needs to consider what can and will happen when threats to up-time arise,” said Nick Bettis, director of marketing for RLE Technologies. “Far too many organizational leaders think it will never happen to them. They are wrong.”

Author: Sandy Smith

Source: http://ehstoday.com/emergency-management/10-things-any-emergency-preparednessbusiness-continuity-plan-should-have

Indah Perdana - Rumah Idaman

1) Kerja Menambak Tanah

2) Majlis Doa Selamat - 23/3/2014

3) Kerja Bermula - 27/3/2014

4) Korek lubang dan tanam cerucuk - 28/3/2014

Examples of Good Employee Behavior

What type of failures in safety culture can be identified from oil and gas catastrophes of the last 40 years? Why are positive safety cultures not always created in organisations? How can you begin building a stronger safety culture? GL Noble Denton’s Applied Psychology & Human Factors Group considers these crucial questions.

Over the last 40 years there have been a number of high profile disasters in the oil and gas industry.  Names such as Flixborough, San Juanico, Piper Alpha, Texas City, and more recently Deepwater Horizon, have left an indelible mark on our conscience, especially when we remember the loss to human life, the environment and to the reputation of companies and individuals.  Tragically, these five incidents alone account for over 700 fatalities.

Failings related to Safety Culture.

The factors contributing to each disaster are varied and far reaching; with each issue coming into play at one critical point in time.  However, weaknesses (human and technical) festering in the organisation, reflecting the underlying safety culture, are often also contributory factors.  A high level review of accident reports connected to the disasters highlighted above, indicates weaknesses in safety culture related to:

• Poor management commitment to safety
• Prioritising cost-cutting and production above safety
• Complacency about risks
• Staffing issues and excessive workload
• Inappropriate rewards and incentives for reporting incidents
• Inadequate training for emergencies
• Leaders inconsistently modelling safety behaviours
• Absence of learning from past incidents
• Fear of speaking up by staff
• Poor competency of managers in risk/hazard management
• Safety critical tasks not performed
• Organisational change poorly managed
• Inadequate communication and handover

Understanding Safety Culture

Why has the oil and gas industry been punctuated with major accidents since the 1970’s?  Why do organisations continue to record high levels of injuries?  Why does the HSE continue to issue large numbers of prohibition and enforcement notices?  Ultimately, why is it that many companies have failed to build strong safety cultures? 

One reason is that managers often fail to properly understand safety culture, let alone how to improve upon it.  Some consider it too abstract a concept, tending to concentrate on tangible and operational day-to-day health and safety management.  Others may have advanced their safety approach by comprehensively addressing operational functions, as well as more strategic level issues, but still have an ill-defined understanding of what knits these aspects together: a good safety culture.  This shortcoming will ultimately reduce their overall effectiveness in the battle to improve safety.

In illuminating the concept of safety culture, the first steps are to define and then measure it.  Definitions may differ, but most would agree that safety culture is the collective views of the workforce in relation to their values, attitudes and behaviours towards safety.  In terms of measurement, it is necessary to go beyond piecemeal anecdotal views, or only rely on the views of senior management.  According to the definition, measurement requires canvassing the views of those who live and shape your organisation’s culture – your people.  

Unsurprisingly, a great deal of research has been conducted into the concept of safety culture.  But research in itself is not sufficient to effectively tackle its measurement and development.  Our team of psychologists have combined their academic backgrounds with hands-on experience of running safety culture surveys and used this to devise their own practical model for measuring safety culture.  Our Safety Culture PROFILER Model is based on 10 key factors that represent safety culture (see Figure 1), which can all be directly measured by collecting workforce views.  This is carried out by using our specially developed questionnaire, and supplemented by facilitated focus groups. 

Figure 1: GL Noble Denton’s Safety Culture PROFILER Model

Data from the questionnaires and focus groups becomes the evidence base allowing a clear vision of how well an organisation performs on each of the 10 factors.  People’s attitudes towards safety are clearly quantified by a percentage score.  Areas that are weaker can then inform decisions on where attention needs to be focussed to drive forward improvements in safety and ultimately safety culture.  Repeat surveying of the workforce can then show where progress has been made.  In effect, we help to arm companies with the intelligence needed to make safety investment decisions and enhance their safety culture.

Concluding thoughts

It is clear from our work with other high risk industries, that it is not wise to place complete faith in a safety management system without having a good understanding of how an organisation’s culture affects the attitudes and behaviours of employees tasked with managing safety.  Of course, the caveat is that even with a strong safety culture a serious accident can still happen, but what is important to note, is that the chances of it happening are significantly reduced when the culture reflects a true commitment to safe working.  Few can argue that there is a greater goal than protecting the lives of those we work with. 

Source: http://www.gl-nobledenton.com/en/consulting/1492.php

Tackling the safety culture challenge

What type of failures in safety culture can be identified from oil and gas catastrophes of the last 40 years? Why are positive safety cultures not always created in organisations? How can you begin building a stronger safety culture? GL Noble Denton’s Applied Psychology & Human Factors Group considers these crucial questions.

Over the last 40 years there have been a number of high profile disasters in the oil and gas industry.  Names such as Flixborough, San Juanico, Piper Alpha, Texas City, and more recently Deepwater Horizon, have left an indelible mark on our conscience, especially when we remember the loss to human life, the environment and to the reputation of companies and individuals.  Tragically, these five incidents alone account for over 700 fatalities.

Failings related to Safety Culture.

The factors contributing to each disaster are varied and far reaching; with each issue coming into play at one critical point in time.  However, weaknesses (human and technical) festering in the organisation, reflecting the underlying safety culture, are often also contributory factors.  A high level review of accident reports connected to the disasters highlighted above, indicates weaknesses in safety culture related to:

• Poor management commitment to safety
• Prioritising cost-cutting and production above safety
• Complacency about risks
• Staffing issues and excessive workload
• Inappropriate rewards and incentives for reporting incidents
• Inadequate training for emergencies
• Leaders inconsistently modelling safety behaviours
• Absence of learning from past incidents
• Fear of speaking up by staff
• Poor competency of managers in risk/hazard management
• Safety critical tasks not performed
• Organisational change poorly managed
• Inadequate communication and handover

Understanding Safety Culture

Why has the oil and gas industry been punctuated with major accidents since the 1970’s?  Why do organisations continue to record high levels of injuries?  Why does the HSE continue to issue large numbers of prohibition and enforcement notices?  Ultimately, why is it that many companies have failed to build strong safety cultures? 

One reason is that managers often fail to properly understand safety culture, let alone how to improve upon it.  Some consider it too abstract a concept, tending to concentrate on tangible and operational day-to-day health and safety management.  Others may have advanced their safety approach by comprehensively addressing operational functions, as well as more strategic level issues, but still have an ill-defined understanding of what knits these aspects together: a good safety culture.  This shortcoming will ultimately reduce their overall effectiveness in the battle to improve safety.

In illuminating the concept of safety culture, the first steps are to define and then measure it.  Definitions may differ, but most would agree that safety culture is the collective views of the workforce in relation to their values, attitudes and behaviours towards safety.  In terms of measurement, it is necessary to go beyond piecemeal anecdotal views, or only rely on the views of senior management.  According to the definition, measurement requires canvassing the views of those who live and shape your organisation’s culture – your people.  

Unsurprisingly, a great deal of research has been conducted into the concept of safety culture.  But research in itself is not sufficient to effectively tackle its measurement and development.  Our team of psychologists have combined their academic backgrounds with hands-on experience of running safety culture surveys and used this to devise their own practical model for measuring safety culture.  Our Safety Culture PROFILER Model is based on 10 key factors that represent safety culture (see Figure 1), which can all be directly measured by collecting workforce views.  This is carried out by using our specially developed questionnaire, and supplemented by facilitated focus groups. 

Figure 1: GL Noble Denton’s Safety Culture PROFILER Model

Data from the questionnaires and focus groups becomes the evidence base allowing a clear vision of how well an organisation performs on each of the 10 factors.  People’s attitudes towards safety are clearly quantified by a percentage score.  Areas that are weaker can then inform decisions on where attention needs to be focussed to drive forward improvements in safety and ultimately safety culture.  Repeat surveying of the workforce can then show where progress has been made.  In effect, we help to arm companies with the intelligence needed to make safety investment decisions and enhance their safety culture.

Concluding thoughts

It is clear from our work with other high risk industries, that it is not wise to place complete faith in a safety management system without having a good understanding of how an organisation’s culture affects the attitudes and behaviours of employees tasked with managing safety.  Of course, the caveat is that even with a strong safety culture a serious accident can still happen, but what is important to note, is that the chances of it happening are significantly reduced when the culture reflects a true commitment to safe working.  Few can argue that there is a greater goal than protecting the lives of those we work with. 

Source: http://www.gl-nobledenton.com/en/consulting/1492.php

Enforcing a Security Policy

It's easy enough to write a security policy, but the devil's in the details when you start talking about enforcement. By Anonymous November 01, 2003 — CSO — Don't know about where you work, but in most places policy is a four-letter word. Management, especially, tends to bristle at the notion. "That's not the way we do things around here," they'll say. Or, "We don't need a policy. We've got bright people who will automatically want to do the right thing." Or how about, "I hired you to influence and to lead. If you have to rely on a piece of paper to get things done, maybe I've hired the wrong guy." Nevertheless, I'm someone who's bullish on security policy for, I think, all the right reasons. Because, for one, it frames our work as CSOs. And because it also provides a hook to the resources we CSOs require. I've worked long and hard over the years to develop a solid security policy at my organization, and I've had some luck getting senior management buy-in. I even gave a presentation on security policy at a security conference a year or so ago. As I prepared my pitch, I couldn't help but wonder what the sponsors were hoping for. I mean, it was about boring, bureaucratic B.S. (and that's not a college degree, by the way). Well, as it turned out, it topped the hit parade in the participant evaluations, and I still get requests for copies of the presentation today. I'm quite sure that it wasn't my phenomenal charisma that made such an impression, so I've circled back more than a few times to learn why people care about policy. One CSO in particular was interested in learning how I had approached the enforcement part of policy. And as I started to dig in to what I thought was familiar land, I hit a rock. While it's easy to spout off about the way things ought to work, it's another thing altogether to try to tell someone how to enforce the rules. Policy policing, it turns out, is not as easy as it sounds. Many chief information officers and others at the top pay only lip service to supporting infosec policies. Nimdaand a few other wake-up callshas changed that for some because multiple-attack vectors whacked enough critical business processes to bring new meaning to the concept of "intense displeasure" to business managers. "Hmmm," says the CEO, finally. "If we have a policy on this, maybe we need to be more forceful in enforcing it." Eureka. History LessonMy dictionary defines policy as "a plan or course of action as of a government, political party or business designed to influence and determine decisions, actions and other matters." Now, believe me, I'm all about influence. But determining decisions and actions? That's another matter. In fact, it's one hell of a stretch.

Think about the evolution of corporate security policy. Several decades ago, it was pretty straightforward, although it wasn't very visible from a business process perspective. We had the basic framework aimed primarily at managing a baseline security program such as physical access, notification protocols, safety and perhaps some directives that emerged from an incident or event of note.

And then Al Gore invented the Internet. Do you suppose he had imagined the potential for doing business on such a highway? Did any of us imagine how insecure it would be? How about we put this incredible facility on our desktops? Who would've thunk some idiot would send uninvited trash to colleagues? It's clear that we most certainly need some business rules and other safeguards around this channel.

The past dozen or so years have been manna from heaven for policy partisans everywhere, what with the (continuing) influence of the lawyers and insurance carriers and employment laws. There was an explosive integration of technology in core business processes and the resulting risks to intellectual property and business continuity. Add to that the Corporate Sentencing Guidelines, a plethora of industry-specific regulations, privacy, the Patriot Act, Sarbanes-Oxley, anthrax, Sars, terrorism threats....

We've got to have an envelope of policies and procedures with all that potential for disaster, don't we? You bet.Details, DetailsThere are four parts to governance from my perspective:

• Identifying and communicating riskWhat's the problem?
• Creating an accepted policy and guidance infrastructureWhat do we expect accountable parties to do?
• Developing processes to monitor conformance with policyHow do we know we are successful?
• Preparing, when the controls fail, response capabilitiesIf it hits the fan, who will do what to mitigate it?

Assessing compliance is not the problem. Not surprising, policy compliance in the information security realm is automated. A number of products can be deployed to monitor and report on rule infractions. Both logical and physical access and intrusion detection are highly sophisticated and online. A variety of business process anomalies are identified with smart-transaction monitoring. Internal and external audits will assess and confirm compliance, and our investigations will reveal where policies were not followed. In short, a huge portion of the policy landscape isor can betested in real-time for conformance. Unfortunately, we aren't so easily able to do that with infractions of business and professional conduct policy, which is a huge element in your company's reputational risk.

So here we are with a comprehensive set of governance and asset protection policies and options for measuring compliance. But what about enforcement and sanctions? The devil, of course, is in the details

. Policies set expectations and assign accountability. They establish a legal framework, spelling out what is and isn't permitted. They define how management will govern. They provide direction to our security strategy and architecture. But when do you stop selling and start punishing? And who authorizes you to do so? Which brings us to the first of five lessons for my CSO friends. Lesson One. The enforcement of policy should be directly connected to the consequences of inaction. In other words, you need to create consequences for not actively following the company's policy. You need to punish the yahoos who don't follow the rules. Lesson Two. Unattended risk is unacceptable. The concept of corporate governance is morphing. Events have moved insurers, shareholders, regulators, legislators and directors to a much lower tolerance for risk-takingboth from a personal and corporate perspective. Consequences are shifting to officers, directors and audit committee members who are now held accountable when bad things happen. Lesson Three. An uncommunicated policy does not exist. The more that policies are clearly tied to well-communicated, higher likelihood risks, the more our constituents will understand and comply. Are you surprised that a policy on testing business continuity plans or building evacuations might have sold shortly after 9/11 to the same people who put up a fight when we called an annual drill a few months prior? Lesson Four. The masses know when policies are hollow or inequitably enforced. It's the idea of enforcement that causes the kinds of reactions we often get from our customers. With pressure from insurers, regulators and boards, frequency of cyberattacks and a raised bar on risk management, I think we're beyond having to justify an inventory of security policies. The rub is around what you intend to do about noncompliance. That is where your success at selling the policy to top management and then communicating expectations to employees is key to effectiveness. Lesson Five. Do your homework and frame the business case for a policy. Isn't it amazing that when we catch an hourly employee doing something wrong we have to hold management back from sending him to the gallows? But what happens when it's one of their own? "Do you realize how valuable this guy is?" they'll ask incredulously. I've had more than my share of time in the hot seat on issues such as that, and my best ally has always been our employment law counsel. (I've not had the same luck with HR types.) The lawyers know that uneven application of sanctions is an invitation to a lawsuit. General counsel should be in the loop on all policies that carry the potential for employee sanctions. You should be playing out "what if" scenarios and driving mutual stakes in the ground on how infractions will be pursuedregardless of rank. If you think there is an elitist culture working overtime at your company, you'd also do well to think hard on how you approach the investigation of white-collar wrongdoing. Findings need to be bulletproof. Meaningful sanctions are at work when someone at the accountable management level (on his watch) gets his bonus croaked or gets fired. I heard a story about one executive who was so careless with his laptop that, two weeks after his first one was stolen, his replacement was also taken. Both had highly proprietary data on them. He was sacked. You better believe that message was not lost on the survivors. So let it be written. So let it be done.

Effective Safety & Health Committee: How to Get the Most Out of Your Safety and Health Committee Meetings

What is a safety and health committee and what is its purpose?

The committee should be a panel of individual employees from all aspects and levels of the agency that are interested in ensuring a safe and healthy workplace. The membership’s main purpose and goal is to assist management in promoting safety throughout the agency while striving to reduce accidents through hazard identification, elimination, and control as well as maintaining employee safety knowledge and awareness.

Frequently, committees do not focus their attention on risks that are causing or are likely to cause work-related injuries and illnesses, instead spending too much time discussing minor problems and regulatory programs, such as what is required by Occupational Safety and Health Administration/Virginia Occupational Safety and Health (OSHA/VOSH) standards. The typical result of this inaction is that the source of most injuries - hazards and unsafe work practices - goes unresolved.

Why are safety and health committee meetings so important?

The focal point of all safety and health committees is the periodic committee meeting. The members of an effective safety and health committee should exercise their responsibilities at all times. However, it is the committee meeting where the members are able to combine their individual efforts with the group, resulting in achievement of the committee’s primary goal of providing a safe, healthy, and productive workplace.

When assessing the dynamics of a safety committee, there are three main questions to ask:

1. Are the right people serving on the committee?
2. Do the members look forward to the meetings?
3. Would most members think the meetings are productive or a waste of time?

The most effective safety and health committees are made up of management and staff employees, and, more importantly, of people interested in actively participating and contributing to the committee’s success. However, enthusiasm will eventually fade if top management commitment and support are not apparent and meetings are not productive or seen as a waste of time away from regular duties. To be effective, members should see the meetings as an important tool for improving and maintaining a productive, safe work environment. Participation on the committee should not be viewed as a chore, but as an important contribution to the well-being of friends, coworkers and the agency.

 

The balance between management and staff employees has two main advantages - authority and communication. 

Participation of managers and supervisors on the committee provides the authority necessary to get things done. The staff employees usually have a better understanding of the day-to-day activities and related hazards, and can relay their insight to the other members. Some employees in the agency may be reluctant to share their thoughts and ideas with a manager, so this provides an avenue of communication to the committee. However, it is critical that, except for the chairman, all members of the committee are considered equals, especially during committee meetings. Honest and open discussion is a key characteristic of effective meetings.

When forming a committee it is important to determine goals, objectives and committee structure. Select a chairperson and secretary and assign individual duties to the various members. Careful consideration should be given to the frequency, length, and location of meetings. Committees that meet too infrequently will not accomplish much. At a minimum, a monthly meeting is preferable, especially for larger agencies and new committees. As goals and objectives are achieved, less frequent meetings may be sufficient, but not less than quarterly. To help with member planning and attendance, meetings should be scheduled in advance. One suggestion is to have the meetings at the same time on the same day of the month, such as every third Thursday.

For agencies with only one worksite, the location of the meetings is usually not an issue. However, agencies with multiple locations may want to consider a central location or rotate meeting sites. The latter option allows committee members the opportunity to personally visit the various sites, which is an additional benefit of the committee’s work.

Length of meetings will vary by agency, but sufficient time must be allotted to thoroughly cover all of the items on the agenda. Since time is usually limited, firm start and stop times are necessary. To ensure the best use of the time allowed, meeting ground rules should be established.

Promptness and attendance should be required of all members. If a member will not be able to attend most meetings, they may not be the best choice to serve. Being prepared for the meeting and actively participating in discussions are essential. Each member has something to contribute, based on knowledge and experience and committee assignments. If a member does not attend or interact, that value will be lost. The primary job of the chairperson is to keep the meeting moving. Since every minute is important, interruptions should be minimal, and if possible, limited only to emergencies.

Pre-meeting preparation

Thorough preparation for safety and health committee meetings can make the difference between a “gripe session” and an organized and productive meeting. The most important tool for keeping the meeting on track is the agenda, which should be prepared by the chairperson and distributed to members well in advance of the meeting. The agenda lays out the format of the meeting and topics to be covered, making non-safety and health related discussions more unlikely. It gives the meeting focus and direction.

A typical agenda will include, but is not limited to the following:

• Brief review of the minutes of the last meeting
• Follow-up to any pending activities or unfinished business from the previous meeting
• Summaries of status/progress reports from any task groups or sub-committees
• Discuss the results of any safety inspections and resulting corrective actions
• Review any injury-related information (including near-misses and trends)
• Review and discuss the accident reports for any incidents that occurred since the previous meeting, focusing on fundamental causes
• Report progress on any pending action plans and training programs
• Solicit new business discussion from committee members
• Safety training program presentation by assigned committee member or guest speaker.
• Other business or comments from the committee members
• Meeting recap and future meeting assignments, agenda items, date and location
• Adjournment

Assigned reports should be prepared sufficiently ahead of the meeting date to allow for distribution to committee members. Committee members should receive these reports at least two days before the meeting to allow time to review, research and formulate questions, responses, or recommended actions. Meeting time should be reserved for discussion and planning. Short summaries of these reports can be presented to facilitate discussion.

 

As part of pre-meeting preparation, members should encourage comments and ideas from employees in their areas. The employees can be a good resource for identifying potential problems and can often offer some valuable ideas for solutions. This solicitation can range from face-to-face questioning to a suggestion box. A reward plan may help generate ideas. A sub-committee is a good way to evaluate suggestions, with only the best presented to the full committee.

During the meetings

Any time a group of people gets together, there is a tendency to divert attention to something other than the business of the meeting or discussion drifting away from the subject matter at hand. It is the committee chairperson’s job to keep the meeting on track to make the best use of meeting time. The agenda is the plan for the meeting and it is important to stick to it. Matters that may deviate from the established agenda should be held over to the next meeting or deferred to the part of the agenda that allows for new business to be introduced. Non-safety and health topics should be discouraged, such as staffing levels and maintenance issues, unless directly related to safety and health.

Discussion should be organized, with focus on the issue or problem being brought to the table. Members should be recognized by the chairperson in order to speak, but if kept under control, an open, round table discussion can also generate some productive brainstorming. The result of discussions should be some plan of action.

Meetings are for finding solutions, not placing fault or blame. When working directly on an issue, following these steps will help to reach a feasible, long-lasting solution:

• Identify and agree on the nature of the problem
• Map out the events to identify the fundamental or "root" cause
• Look for and rank potential solutions
• Select the best solution for the problem and develop an action plan (including implementation and follow-up evaluation)

All members of the committee should be encouraged to provide some input during the meeting. The chairperson can help facilitate this. If members frequently do not contribute to discussions then replacement may need to be considered. Since they should already have the agenda and supporting information before the meeting, members should come with some ideas or input from other employees. Members with assignments should come prepared to present a summary and discuss the material.

To add value to the meetings, a short safety-training program can be part of the agenda. Programs can be presented by a designated member of the committee, someone from within the agency, or from the outside, such as a loss control consultant. Such programs could be a valuable venue for a demonstration of new or proposed safety equipment or device by a vendor’s representative. Safety videos are available for a variety of topics and can provide good quality safety and health education, including visual imagery of the material covered. Some of the subjects that would be beneficial for the role of safety and health committee members include:

• Accident investigation and analysis
• Hazard identification
• Job safety analysis
• How to conduct effective safety inspections
• Injury prevention and control
• Regulatory issues, such as OSHA/VOSH standards

At the conclusion of the meeting, the chairperson and the secretary should recap the meeting discussion, as well as any action plans and assignments. Everyone should leave knowing what will be expected from him or her before the next meeting. The chairperson should then ask for any additional comments and then make any closing notes and express appreciation to all that attended.

 

Following the meeting

A written summary of the meeting should be prepared by the committee secretary and distributed to the members for review. Members should review the summary for accuracy and return any comments or corrections in a timely manner. The official meeting minutes can be developed from this information for approval at the next meeting.

If recommended actions must be presented to appropriate management, these proposals should be developed by committee designee(s) and if mandated by committee procedures, distributed to members for informal comments and approval. Management response and progress toward implementation can then be communicated to committee members before and during the next meeting.

It is a good idea to periodically acknowledge the actions and accomplishments of the committee. Not only will this keep employees informed of the committee’s efforts, but will likely motivate members to continue moving forward with their efforts. Remember, an effective safety and health committee consists of people interested in working to protect the health and well-being of their friends and co-workers, as well as the agency.

References:

Army Center for Health Promotion & Preventive Medicine. (March 31, 2003). The Safety Committee: Ten Ways to Make Your Meetings More Successful. Retrieved July 12, 2006, from http://chppm-www.apgea.army.mil/IHMSM/ms/documents/Safety Committee.ppt.

Centers for Disease Control-National Institute of Occupational Safety and Health (NIOSH). The Seven-Up Safety and Health Plan. (November 8, 2001). Retrieved July 12, 2006, from http://www.cdc.gov/niosh/sbw/national_state/pdfs/nesbitdoc.pdf.

Maine Employers’ Mutual Insurance Company. (2003). Leading an Effective Safety Committee. Retrieved July 12, 2006, from

http://12.11.133.210/publications_library/documents/SafetyCommitteeGuide.pdf.

Montana Department of Labor and Industry-Occupational Safety and Health Bureau. (n.d.). Guidelines for Effective Safety Meetings. Retrieved July 12, 2006, from

http://erd.dli.mt.gov/safetyhealth/brochures/safetycommitteeoutline.pdf.

Sherman, Larry CSP, CPCU, ALCM. (December 1997). Tips For an Effective Safety and Health Committee. Retrieved July 12, 2006, from

http://www.shermansafety.com/tips.html.

State of Wisconsin. (August 1998). Guidelines for Developing an Effective Health and Safety Committee. Retrieved July 12, 2006, from

http://www.doa.state.wi.us/docs_view2.asp?docid=665.

Source: http://www.covwc.com/templates/System/details.asp?id=48008&PG=resources&CID=30433

Near Misses: Identify and Eliminate Hazardous Workplace Conditions with Proper Training

Seventy-five percent of all accidents are preceded by one or more near misses, according to the National Safety Council.

In other words, close calls should be wake-up calls for employees and employers to realize that something is wrong and needs to be corrected. 

Employees may not realize they are expected to report near misses—no matter how trivial they may seem. Although there may not have been a serious outcome, these incidents could result in future accidents. By recognizing near misses and taking action to correct the underlying problems, employees will not only reduce the number of near misses, but more importantly, they will reduce the number of actual accidents in the future. 

Defining "Near Misses"

"Near misses" can be defined as minor accidents or close calls that have the potential for property loss or injury. A near miss will prevent a task from being completed as planned. Most accidents can be predicted by close calls. These are accidents that almost happened or possibly did happen but simply didn't result in an injury this time around. Here are some examples of near misses in the workplace:

• An employee trips over an extension cord that lies across the floor but avoids a fall by grabbing the corner of a desk.
• An outward-opening door nearly hits a worker who jumps back just in time to avoid a mishap.
• Instead of using a ladder, an employee puts a box on top of a drum, loses balance and stumbles to the ground. Although the employee is shaken, there is no injury.

When incidents like these happen, most workers are simply relieved they were not injured and then forget about what happened moments later. However, when employees narrowly avoid an accident or injury, everyone should assume they are at risk of that same avoidance. Another person, possibly the employee with the close call, is very likely to be injured by that very same hazard on a future date. In fact, the difference between a near miss and a serious injury is often a fraction of an inch or a split second of time. They are red flags waving at employees to let them know something is very wrong or unsafe and requires immediate attention.

Dealing with "Near Misses"

Here is a list of questions for employers and employees to ask themselves when a near miss occurs:

• How do you handle these incidents in your workplace?
• What’s your attitude toward a near miss?
• Do you feel momentarily relieved that what happened wasn’t any worse?
• Do you just return to your routine after the near miss occurrs?
• Do you simply tell yourself that you should be more careful next time?
• Do you have a plan for preventing a repeat performance?

A close call is a call to action. What a person does about these warnings can make all the difference between future injuries and a zero-accidents safety record. Employees need to seize the moment and use the close call as a training opportunity to prevent the imminent accident.

Remove Hazards

Hazards should be removed as soon as possible, but they still should be reported to supervisors so they can make note of it—even after the hazard has been removed. By discussing these near misses and hazards, it can raise awareness for employees to look out for other hazards that should be reported to a supervisor. 

Damaged equipment and property should also immediately be reported to a supervisor. Examples of damaged equipment might include fractured hand tools, power tools that give a shock, machine guards that don’t fit or work properly, forklifts with damaged parking brakes, ladders with broken rungs and worn PPE. Examples of damaged property might include crumbling stairs, loose handrails, loose plates in the floor, holes in the floor, loose hinges on the door and broken sidewalks. While some of these examples may not seem important or particularly hazardous, it’s important to note that employers and employees need to be aware of these hazards, as well.

Conduct "Near Miss" Training Sessions

When an unfortunate near miss occurs, call a safety meeting to discuss what actually happened, what could have happened, and ways to ensure it doesn't happen again. This may be the perfect opportunity to conduct a full-scale training session on near misses in general and what employees should be looking out for in a particular environment. It is also a chance for an employer to hear firsthand from an employee what he or she thinks are safety hazards within the workplace. Opening up a discussion with the topic of safety at the center is a chance for employees and employers to share ideas, tips and concerns. It’s only an advantage for an employer to develop a preventative—not reactive—safety program. The warning signs of near misses should never be neglected or ignored; employees and employers understanding what happened will reduce or control any future hazards.

The near miss session could begin with the trainer sharing his or her own experiences with close calls, which could prompt the trainees to give close call examples of their own, as well as examples on how to prevent near misses. This will heighten awareness of the safety hazards illustrated by the near misses and will encourage employees to take action to correct those underlying problems. Trainees will begin to understand and learn that they will not be lucky enough to avoid these accidents every time. It’s important for employees to discuss examples of near misses to really grasp the importance of the issue. The discussion should then turn to the causes of near misses and then end with corrective action. It’s important for these meetings to end with a discussion of proactive measures that need to be taken against near misses. 

Here is a list of questions for employers and employees to discuss when talking about near misses that actually occurred in the workplace:

• Was the worker using unsafe practices?
• Was the worker careless because the tasks were too repetitious?
• Was the work violating safety practices?
• Were conditions unsafe? 
• DID:
•  
• the worker have proper lighting?
• Was the worker taking shortcuts?
• Is the worker accident-prone?
• Was the "near" victim authorized to be in that work area?

Encourage All Employees to Identify and Report "Near Misses"

The problem with near misses is that employees often do not know they happened, which makes it very difficult to fix them or prevent future ones. Similarly, one employee may report a near miss to a supervisor, but the rest of the staff will not be made aware of the situation. All too often, these incidents are not reported at all. Many employees simply say, "Whew! That was a close one!" and move on to their next task. They go back to work without mentioning the incident to their supervisor, as if the incident was a one-time occurrence and not worth mentioning or reporting. Employees sometimes decide if nobody gets hurt and there is no damage, then it’s not really an accident, but this is a part of the problem. All near misses need to be reported and discussed with a supervisor. 

Unfortunately, there are countless work environments where this mentality can be found on a daily basis. If this sounds all too familiar, then this is the first thing that needs to change in the workplace. Even before near misses occur, employers should discuss the importance of reporting near misses to create the best—and safest—work environment. Open discussion between employees and employers is an important aspect of near misses. Encouraging employees to treat close calls exactly the way they treat accidents, which includes reporting them right away, is the crucial first step to finding causes, taking corrective action and training employees to avoid the real accident waiting to happen. 

Source: http://www.constructionbusinessowner.com/topics/safety/construction-safety/near-misses-identify-and-eliminate-hazardous-workplace-conditions/page/0/1