توضیحات

SAFETY
MANAGEMENT
SYSTEM
Version: 3.2
Issued: 18 May 2006
Authority: Division of Human Resources (Environment, Health and Safety)
Next Review: May 2007

© Copyright of Charles Sturt University 2000

۸۸صفحه متن انگلیسی فونت ۱۴ بهمراه ۱۵۱ ص ترجمه قیمت ۱۴۹۰۰ تومان

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CSU SAFETY MANAGEMENT GUIDELINES
TABLE OF CONTENTS
۱ Definitions 4
۲ About the Guidelines 6
۳ CSU Management of OHS 6
۳٫۱ Introduction 6
۳٫۲ Safety Culture and Commitment 9
Safety Culture 9
Commitment to Safety Culture 9
Maintaining a Positive Safety Culture 9
Aim of a Safety Culture 10
Commitment and Policy 10
۳٫۳ Reporting Structures and Approach 11
۳٫۴ Budgeting and Cost Centres 13
۳٫۵ Management and Advisory Committees 13
Environment and Safety Management Committee (ESMC) 13
Emergency Planning Committee (EPC) 13
Radiation Safety Committee 13
Biosafety Committee 13
Critical Response Group 13
Campus OHS Committees 14
Campus Watch 14
۳٫۶ Emergency Planning and Control 14
Concept 14
Overview of Australian Standard 14
CSU Current Position 14
Identification of Wardens 15
Strategy for Implementation 15
Critical Incident Management 15
۳٫۷ Workers Compensation and Injury Management 17
Early Return to Work 17
Workers Compensation Management 17
Policy 17
Injury Management and Return to Work Program 17
Return to Work Coordinators and Role 17
Case Management 18
Suitable Duties 19
Claims Management 20
Disputes 21
Premiums and Allocation 21
۳٫۸ First Aid Management 21
Provision of First Aid 21
Management of First Aid 22
Incident Reporting 22
Notification of Accidents to WorkCover NSW 22
۳٫۹ Recruitment 23
Duties and Duty Statements 24
Non Managerial Staff 24
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Supervisory Staff 24
Managers 24
Executive Staff 24
Pre-employment Medicals 24
OHS Induction 25
۳٫۱۰ Risk Management 26
OHS Risk Management 26
Standards 26
Principles of OHS Risk Management 27
What are the OHS Benefits of Managing Risk? 27
CSU’s OHS Risk Management System 27
Risk Context 28
Identifying Hazards 28
Assessing OHS Risks 30
Controlling OHS Risks 31
Measuring Control Effectiveness 34
Making Improvements 35
Integrating into the Safety Management System 35
OHS Risk Management Documentation 35
۳٫۱۱ Management Information System (MIS) 35
Principles 35
۳٫۱۲ Performance Management 36
Principles 36
Awards and Agreements 36
Performance Indicators 36
Negative Performance Indicators 36
Injuries and Illness Reports 36
Workers Compensation Costs 37
Positive Performance Indicators 37
Management Performance Indicators 37
Operational Performance Indicators 37
۳٫۱۳ Record Keeping 38
Principles 38
Controlled Documents 40
Document Information 40
Document Review 40
Version Numbering 40
Document History and Version Control Records 41
Amendments 41
Amendment of Policy 41
Administrative Amendment 41
۳٫۱۴ Internal and Externa l Reporting 41
Internal 41
External 42
Mandatory Notification of Incidents to WorkCover NSW 42
۴ Unit OHS Management System 43
۴٫۱ Introduction 43
۴٫۲ Unit OHS Management Structures 43
۴٫۳ Commitment 46
۴٫۴ Consultation 46
Legislative Requirement for OHS Consultation 47
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Reference: OHS Act Sections 13 to 15, Code of Practice
Sections 2 and 3 47
Application to Cost Centre Management 47
OHS Consultation Statement 48
Purpose of OHS Consultation Statement 48
Consultation with Staff 49
Campus OHS Committee 49
OHS Consultation Statement 49
۴٫۵ Communication and OHS Groups 50
۴٫۶ OHS Policies and Guidelines 50
۴٫۷ Responsibility and Accountability 51
۴٫۸ Duty Statements and Position Descriptions 53
۴٫۹ Performance Agreements 53
۴٫۱۰ Recruitment 53
۴٫۱۱ Risk Management 54
۴٫۱۲ Standard Operating Procedures (SOP) 60
۴٫۱۳ Contractors 60
۴٫۱۴ Off-Site Work 61
General 61
Working from Home 61
۴٫۱۵ Safe Systems 62
۴٫۱۶ Incident Management 62
۴٫۱۷ Post-Incident Management 63
۴٫۱۸ Injury Management 64
۴٫۱۹ Information, Instruction and Training 65
۴٫۲۰ Record Keeping 67
Reports from Units 69
Incident Reports for Staff 69
Incident Reports for Students 69
Mandatory Notification of Incidents 69
Workplace Inspections 70
OHS Action Plans 70
۴٫۲۱ Cycle of Continuous Improvement 70
۵ Development of Specific OHS Programs 74
۵٫۱ Introduction 74
۵٫۲ Determining Needs 75
۵٫۳ Planning and Setting Standards 75
۵٫۴ Implementation 76
۵٫۵ Performance Measurement and Evaluation 77
۵٫۶ Review and Improvement 78
۵٫۷ An Integrated Approach 78
۶ Diagram List 79
۷ Checklists 79
۸ Tables 86
۹ Publications and References 86
۱۰ Acknowledgments 87
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۱ Definitions
Term Definition
Assessment An internally conducted systematic examination against
defined criteria to determine whether activities and related
results conform to planned arrangements and whether
these arrangements are implemented effectively and are
suitable to achieve the organisation’s policy and objectives.
Audit An externally conducted systematic examination against
defined criteria to determine whether activities and related
results conform to planned arrangements and whether
these arrangements are implemented effectively and are
suitable to achieve the organisation’s policy and objectives.
Environment, Health
and Safety
EH&S and EHS are both acronyms for Environment Health
and Safety. In reference to this EHS will be used
throughout this document.
Hazard A source or a situation with a potential for harm in terms of
human injury or ill health, damage to property, damage to
the environment, or a combination of these.
Hazard identification The process of recognising that a hazard exists and
defining its characteristics.
Health monitoring Monitoring of individuals for the purpose of identifying
changes in health status due to occupational exposure to a
hazard. This includes biological monitoring.
Incident Any unplanned event resulting in, or having a potential for,
injury, ill health, damage or other loss.
Occupational Health
and Safety
OH&S and OHS are both acronyms for Occupational
Health and Safety. OHS includes welfare issues within
legislation. In reference to this OHS will be used throughout
this document.
OHS Consultation CSU initially discussed the establishment of consultation
arrangements with staff associations, and then consulted
directly with its employees. After providing information to
current employees, a ballot conducted on 14 June 2004
revealed that the majority of staff agreed to consultation
using OHS Committees. The resulting OHS Consultation
Statement may be accessed on the EHS website.
OHS Induction OHS induction is part of an orientation program for new
staff which should occur within the first week of
commencing and includes an OHS component.
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OHS objectives Goals in terms of OHS performance, arising from the OHS
policy which an organisation sets itself to achieve, and
which are quantifiable where practicable.
OHS Management
System
An orderly arrangement of interdependent activities and
related procedures that drives an organisation’s OHS
performance. That part of the overall management system
that includes organisational structure, planning activities,
responsibilities, practices, procedures, processes and
resources for developing, implementing, achieving,
reviewing and maintaining the OHS policy and so manage
the OHS risks associated with the business of the
organisation.
Place of work Premises, or any other place, where persons work.
Rehabilitation The managed process of maintaining injured or ill
employees in, or returning them to, suitable employment.
Risk The combination of the frequency, or probability of
occurrence, and consequence of a specified hazardous
event.
Risk assessment The overall process of estimating the magnitude of risk and
deciding whether the risk is tolerable.
Risk control That part of risk management that involves the provision of
policies, standards and procedures to eliminate, avoid or
minimise adverse risks facing an enterprise.
Risk identification The process of determining what can happen, why and
how.
Risk management The systematic application of management policies,
procedures and practices to the tasks of identifying,
analysing, assessing, treating and monitoring risk.
Safety A state in which the risk of harm to persons or damage to
property is limited to an acceptable level.
Unit A Faculty, Division, School or section that has cost centre
management and is geographically contained. A Division
and related section sharing the same geographical location
can be seen as one Unit for the purpose of management
systems.
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۲ About the Guidelines
The following guidelines outline in detail the best practice strategies that form the bedrock
of an effective OHS management system at Charles Sturt University (CSU). While the
basic principles apply to all Units of the University, the guidelines should be implemented
in a flexible manner which suits the requirements of each particular Unit of the University.
These guidelines will be of particular assistance to Units in the midst of developing
systems, or Units whose workplace management is in need of improvement. The sections
on risk management and instruction and training are particularly important for Units in this
position.
۳ CSU Management of OHS
۳٫۱ Introduction
The focus for the management of health and safety issues at CSU is with managing these
issues effectively at Unit level. To achieve the highest levels of success in managing these
issues, they need to be identified and controlled where they exist by the people affected by
those problems. This is often described as having ownership of both the problems and
systems and programs designed to control those problems. This local or Unit ownership
approach has proved to be the best way to ensure maintenance of health and safety
programs and of integrating safety management into existing management systems. This
approach also minimises the need for large central resources.
However, some issues are managed centrally to provide cost effectiveness and
coordination of effort, and at present those so managed at CSU include:
· the development of University OHS policies and systems
· the management of first aid officers and their training
· the management of critical incidents and emergencies
· the oversight and management of radiation safety
· the oversight and management of biological safety
· the support provided to OHS committees
· the recording of performance data, and
· the provision of workers compensation and injury management
It should be noted that when the safety culture changes currently underway at CSU have
matured, then some of the existing centralised components may be devolved back to Unit
level, if and when sufficient resources are available.
A systematic method for managing safety at CSU, whether centrally or at Unit level has
been developed and based on the best features of existing schemes described in
Australian Standards AS4801 and AS4804 ‘OHS Management Systems’, and the United
Kingdom’s Health and Safety Executives publication ‘Five Steps to Successful Health and
Safety Management’. The developed Safety Management System model is shown
diagrammatically in relation to the elements of risk management in the diagram following
titled ‘Safety Management System Incorporating Risk Management’ and is shown in detail
in the diagram titled ‘An Effective OHS Management System’.
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CSU Safety Management Guidelines
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An Effective OHS Management System
Þ
Structure and Commitment
Demonstrate commitment by senior management
Document accountability for all OHS functions
Provide for OHS communications, consultation and cooperation
Match competencies with allocated tasks or initiate training
Develop OHS policy to detail approach
Determine and set ‘safety culture’
Verify all aspects of OHSMS to determine ‘real position’
ß
Þ
Planning and Standards
Identify risks, objectives, targets and performance indicators
Plan improvement strategies
Inform, consult and involve employees
Set standards commensurate with operations
Set targets that are measurable, achievable and realistic
Integrate OHS with existing planning mechanisms
Allocate responsibility for specific elements of the system
Plan for the adoption of risk management principles
Plan OHS programs resulting from evaluation of OHS statistics
Plan for incident and post-incident management
Identify information, instruction and training needs
ß
Þ
Implementation
Allocate human, physical and financial resources
Integrate OHS with existing management procedures
Allocate accountabilities for implementation of each OHS target
Inform, consult and involve employees
Implement risk prevention and risk management procedures
Develop Standard Operating Procedures where necessary
Provide information, instruction, training for each specific target
Implement procedures for reporting and documentation
Implement and test contingency (incident management) plans
Implement post-incident management procedures and
improvement strategies
ß
Ü
Measurement and Evaluation
Measure OHS performance indicators set in planning process
Measure that set standards are being implemented
Measure that management controls are working and effective
Measure and evaluate incidents and accidents
Evaluate what you have achieved against original targets
ß
CONTINUOUS
IMP
ROVEME
NT
Ü
Review and Improvement
Review operation of system and OHS program targets
Identify areas for improvement
Plan and implement corrective action
Verify effectiveness of corrective measures
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The overall approach to managing health and safety at CSU, whether at Unit level or
centrally is detailed in the above diagrams and in the following guidance notes.
۳٫۲ Safety Culture and Commitment
Safety Culture
Health and safety performance can differ greatly from organisation to organisation. Why is
it that some organisations can repeatedly turn in better performances than others, year
after year? Why are attitudes to health and safety in some organisations, or even some
countries, quite different from those in others?
The most fundamental factor affecting health and safety performance is what is commonly
referred to as ‘safety culture’.
Many organisations have become very interested in their internal organisational culture in
recent years, as they have come to recognise its influence on overall performance.
Equally, health and safety managers are interested in the relationship between culture and
safety performance.
Commitment to Safety Culture
The strongest influence on culture within most business organisations is ‘the message
from the top’. The senior managers and executive directors of an organisation send out
signals of what they expect of their employees, and organisation. The key to obtaining
senior management commitment is to obtain management involvement in OHS, to
increase management awareness of OHS, and to obtain management commitment to
OHS values, with the ultimate aim of an injury free workplace. It should be the normal
expectation that all staff, students and visitors to CSU will go home at the end of each day
in a condition commensurate with the start of their day. Any change by way of injury or
illness is unacceptable.
Maintaining a Positive Safety Culture
It is difficult to maintain a successful safety culture within the organisation if the route of
communication to senior management is blocked and if sufficient authority is not vested in
OHS management. Just as authority is delegated from the top down to ensure the
objectives of the organisation are fulfilled in areas such as finance, human resources,
purchasing, facilities management, and curriculum activities, so OHS functions need to be
delegated and people held accountable.
The authority delegated to OHS responsibilities must operate in the same way as other
management functions. It begins at the top leve l with an approved set of written policy
statements, procedures, rules and instructions that, once issued, must have some type of
appraisal system to measure compliance and personal accountability. This is probably the
most important message a manager can communicate to their senior management.
The manager also needs to communicate principles of safety excellence to senior
management and obtain their agreement that:
· all workplace injuries are preventable and all hazards can be controlled
· management is responsible and accountable for OHS
· OHS management system audits should be conducted regularly
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· deficiencies must be corrected promptly
· safety training is required for all levels of employees
· safety adds value and is not just an additional cost
Aim of a Safety Culture
The principal aim is to develop a safety culture in an organisation with a basic tenet that no
injuries are acceptable. All levels of the organisation should strive towards this goal, with
senior management being regularly updated on accident and injury statistics, results of
subsequent investigations and recommendations to prevent recurrence.
The OHS system should also attempt to obtain results from comparable industries or the
statistics for the industry norm, with which to compare data. Data should also be compiled
over a period of time regarding the costs of accidents and injuries, including a measure of
direct and indirect costs, average time lost rates, incidence rates and frequency rates.
Commitment and Policy
Charles Sturt University has an OHS Policy signed by the Vice-Chancellor that commits
the University to providing an environment that is healthy and safe to staff, students

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تعاریف

ارزیابی:بررسی سیستماتیک و نظام مند درون سازمانی بر اساس معیارهای تعریف شده و به برسی این موضوع می پردازد که آیا فعالیتهای و نتایج مربوط با تمهیدات برنامه ریزی شده مطابق می کند یا خیر و آیا این تمهیدات عملا تحقق می یابند و برای رسیدن به سیاست و اهداف سازمان مناسبند

بازرسی: بررسی سیستماتیک و نظامند برون سازمانی بر اساس معیارهای تعریف شده می باشد و به بررسی این موضوع می پردازد که آیا فعالیتها و نتایج مربوطه با تمهیدات برنامه ریزی شده تطابق می کند یا خیر و آیا این تمهیدات عملا تحقق می یابند و برای رسیدن به سیاست و اهداف سازمان مناسبند.

محیط سلامت وایمنی            : S،EH،EHS هر دو اختصار محیط سلامت وایمنی می باشند و در تمام این کتاب از EHS استفاده می کنیم.

خطر:منبع یا موقعیتی که می تواند بطور بالقوه دارای زیان باشد. مانند جراحت انسانی یا بیماری، خسارت به اموال، خسارت به محیط و یا ترکیبی از اینها.

شناسایی خطر: فرایند شناسایی وجود خطر و تعریف خصوصیات خطر

کنترل سلامت: کنترل افراد به منظور شناسایی تغییراتی در وضعیت سلامتی به واسطه ای تماس شغلی با خطر و شامل کنترل بیولوژیکی نیز می شود.

حادثه: هر گونه واقعه برنامه ریزی نشده که بطور بالقوه می تواند جراحت، بیماری، خسارت و یا زیانهای دیگر ایجاد کند و یا منجر به این موارد گردد.

سلامت و ایمنی شغلی: OH&S،OHS هر دو اختصار سلامت و ایمنی شغلی می باشند. OHS شامل مسائل رفاهی در محدوده قانون می باشد در این خصوص، OHS در تمام این کتاب مورد استفاده قرار خواهد گرفت.

مشاورهOHS: در ابتدا CSU، ایجاد مقدمات مشاوره را با اتحادیه های کارمندی مورد بحث قرار داد و سپس مستقیما با کارمندانش به مشاوره پرداخت. بعد از قرار دادن اطلاعات در اختیار کارمندان فعلی، در ۱۴ ژوئن ۲۰۰۴ رای گیری به عمل آمد و نشان داد که اکثریت کارمندان با مشاوره بوسیله کمیته ای OHS موافقند. بیانیه ای حاصله از مشاوره ی  OHSدر وب سایت EHS در دسترس می باشد.

معرفیOHS: معرفی OHS بخشی از برنامه ی آشناسازی کارمند جدید است که بیاد در اولین هفته ی شروع کار انجام شود و شامل مولفه ی OHS میباشد.

اهدافOHS: اهداف بر حسب عملکرد OHS: حاصل سیاست OHS می باشد و یک سازمان خود را برای رسیدن به آنها آماده می کند و در صورت امکان می توان آنها را سنجید…………………………

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