Looking At The Designs Of Building Construction Construction Essay

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As a leader in building construction, modification, landscaping and interior designing in Central Java, BLACKBurn Construction Company (BCC) is committed to its internal and external clients. We operate countrywide with offices in Sumatra and Bali. Besides our long-established role of main service provider in building retrofit, we lead by example in the management role of designing and construction projects. Moreover, we have the knowledge and experience in outdoor and indoor designing building projects. In addition, BCC is the only organization in Indonesia equipped with the most advanced technological equipments and it undertakes almost all projects in Indonesia.

BCC has been constantly providing quality work to the contentment of its customer and conduct its operations in a safest, harmless and environmentally responsible fashion to protect people and the environment.

BLACKBurn Construction Company has demonstrated status for delivering construction projects timely and efficiently of which our clients and we are very proud of. Our mission is to pay close attention to the all fine details while delivering cost-effective services to our clients on a long term basis.

Our success is driven by more than building some of the state of art facilities for our corporate, institutional and government clients.

BCC is has been designed to be attuned and accredited with ISO 9001, ISO 14001 and OHSAS 18001 international standards. We are dedicated to meet Quality, Environment, Health and Safety (QEHS) requirements of our internal and external clients in a competent style.

Our Mission - We Always

Pay close attention to all the fine details while delivering cost-effective services to our clients

Our Vision - We Strive Satisfaction

Dedicated into uphold Quality, Environment, Health and Safety and Integrity in our core business with employee and client's satisfaction.

Values - We Are

We respect our clients and take full responsibility for Quality and deliver service to our clients satisfaction.

Our mission and vision describe how BLACKBurn Construction Company will achieve its values. Our actions will demonstrate our utmost values. We believe, by putting forward our values into practice builds lasting benefits for clients, customers, employees, and the neighborhoods we serve.

Data and information collected through research on the internal and external factors that influence the organisation's WSH policy. (PC1.1, UK2)

Include the factors involved in the establishing of the WSH objectives. (PC2.2, UK9, 12)

Analysis on the factors that influence the organisation's WSH policy. (PC1.2, UK1)

Notably, there are a number of internal and external factors affecting BCC's WSH policy. The internal factors are minute in capability and within BCC's control. On the other hand, the external factors are very large in capability and beyond the control of the BCC. BCC's Workplace Safety and Health (WSH) Policy includes relevant internal and external factors and situations that can influence the intensions in achieving the objectives with clients at priorities.

Internal Factors

WSH Policy: BCC's WSH policy depicts evidently that the responsibility lies in the upper management to ensure all employee and clients understand the company's aspiration for WSH excellence and are encouraged to accomplish high standards. R

The policy shall allow:

BCC be acquainted with the nature of risk associated with the company's WSH management.

BCC is fully devoted in providing the finest service as possibly can and are always looking for opportunities in continual improvement.

BCC is accountable to guarantee its clients work is in agreement with all pertinent legislation.

BCC shall develop, implement, maintain and improve the Company's QEHS Management System.

BCC shall actively take measures to communicate its requirements, environmental impact, and occupational health and safety hazards to all persons working for BCC or on its behalf.

BCC is acquainted with risks associated with any contract work therefore it should ensure its clients receive its WSH policy.

BCC's policies, practices and standards are reviewed periodically and update its clients as needed.

http://www.mom.gov.sg/publish/momportal/en/press_room/mom_speeches/2009/20090724-Speech_Min_WSH_Awards.html

2. WSH Objectives: BCC WSH shall review its objectives and targets bi-yearly. It aims in the reduction of dust related diseases and provide comprehensive training on use of breathing apparatus. In addition, it shall take into account the health benefits and reflect on the following:

The key driving force behind the commitment outlined in WSH policy.

To support its clients in effectively dealing with dust related disease trouble and in appealing others in its reduction.

To assist his clients in understanding and acting on the health impact of their activities.

Paying attention to significant occupational, health and safety hazards.

Identify WSH legal and new requirements applicable to workplace and practices of the company.

Recognize technological innovations that have taken place that have dramatically changed the construction practice.

Risk assessments that are associated with the company's operational and administrative procedures.

BCC WSH Management Representative (WSHMR) shall obtain directions and guidance from upper management for the bi-yearly WSH objectives and targets. These shall be included and endorsed in the work plan with quantifiable timeline.

Objectives and Targets set for WY 10/11 are as follows:

Zero Human Factor Incident/Accident;

50% reduction in occupational/work-induced injury and illness;

30% reduction in employee lost time rate

100% employee medical surveillance and 50% subsidy for clients

No notice WSH Audit each quarter

3) WSH Risk Assessment: BCC needs to know and understand its organisational risk assessment process and procedures. It shall coordinate WSH risk assessment process at the worksites in accordance with organisational procedures and legal requirements. It shall further contribute suggestions on setting of WSH objectives in line with WSH policy, risk assessment results and legal requirements. The coordination of risk assessment process may include:

a. Arranging for risk assessment prior commencement of task

b. Organize on programme of risk assessment meetings

c. Coordinating attendance of the risk assessment team associates

d. Identification of hazards

e. Identification of past and existing control measures

f. Assessing the risks and hierarchy of controls

g. Determination of likelihood of an incident or hazard turning into incident

h. Assessments of severity of hazards

i. Communication of risks assessment results and control measures to clients

j. Records and reports of risk assessment results

k. Yearly review of risk assessment or when any changes take place

The WSHMR shall regularly review the observance of the risk assessment undertaken by its clients. He shall further enforce the compliance for its effectiveness.

http://www.esis.com.sg/NR/rdonlyres/437ED797-1D47-4F1D-960F-A2AA837F3FEA/0/COSTBC1POLVER17.pdf

External Factors

New or changes in Legal requirements: Maintaining an up to date and current Workplace Safety and Health Acts, Regulations, Standards, Codes of Practices and WSH Policy is mandatory. Communicating this updates to all affected parties is equally important. Once the government's rules and regulations change, it has direct impact on the decision making at BBC management level. When the affected requirements surpass the current needs WSHMR shall seek management guidance to amend BCC WSH policy.

Changes in industrial practices: Judging from the attention paid by BCC, fewer attentions have been compensated onto how industrial practices have changed in the developing nations around Asia and the region. Quite a few Asian countries have seen considerable changes in their industrial and constructional practices. However, the goal is to attempt to understand the nature of the changes is to evaluate whether or not they amount to the fundamental transformations effects BCC. The Industrial insurgency by advance technology, human resources as well as external resources like material and natural resources did disconcert productive capacity of the core business.

3. Trends in Industrial WSH Performance: The WSHMR shall inform the management of gaps between WSH actual performance and targets. Such as difference in actual and set objective, actual performance and set performance indicators, actual and standard practices and deviations in audits shall be communicated to the management. It is also the responsibility of the WSHMR to bring such diversity to its client's visibility.

http://www.esis.com.sg/NR/rdonlyres/437ED797-1D47-4F1D-960F-A2AA837F3FEA/0/COSTBC1POLVER17.pdf

Develop WSH policy statements and objectives. (PC1.3, 2.2, UK9)

Recommend the proposed WSH policy and objectives for management approval after consultation with respective stakeholders. (PC1.5)

Current Policy Statements and Objectives

BLACKBurn Construction Company

Occupational Safety and Health Policy and Responsibilities

(OHSAS 18001)

We dedicate our operations and services towards total Customer Satisfaction. Customer in our definition refers to the developers, appointed representatives, clients, staffs and workers.

We are committed to comply with our customers, QEHS requirements inclusive of applicable legislation and regulation

We are committed to provide continual improvement in our business process by regular establishment and review of QEHS objects and targets

We shall be responsible for implementing, maintaining and improving the QEHS management system to uphold this QEHS policy in the following:

~ We shall ensure that the QEHS policy is communicated and understood within the organization and made available to interested parties

~ It is the responsibilities of all employees to carry out this policy effectively. All works will be carried out in accordance with standards stated in policy

Next Review: June 2010

BLACK BURNINGS

CEO

BLACKBurn Construction Company

1st June 2008

Revised Policy Statements and Objectives

BLACKBurn Construction Company

Workplace Safety and Health Policy and Responsibilities

(OHSAS 18001:2007)

As a pioneer in building construction, modification, landscaping and interior designing in Indonesia, BLACKburn Construction Company (BCC)

is committed to:

Bring Quality Environment Health and Safety (QEHS) Management system to its employees and clients

Constantly provide quality work to the satisfaction of its clients without fail and

Conduct its operations in a safe and environmentally responsible manner to protect people and the environment.

To this end, BCC will

Envision a excellence that enables us to exceed clients, expectations, actively engage and sanction all employees in the continuous improvement process, and enhance profitable growth;

Protect the health, safety and property of our employees, our clients, our sub- contractors and third parties;

Conform with all relevant legal and other requirements of product, environmental, health and safety;

Implement and maintain the BCC's QEHS Management System;

Demand continual improvement of its QEHS Management System by setting and reviewing objectives;

Acquire proactive measures to communicate client's requirements, environmental impact, and workplace health and safety hazards to all persons working for BCC or on its behalf;

Offer all necessary resources for the protection of people and assets to all interested parties;

Support governmental and community initiatives for product, environmental, health and safety promotion

This policy will be documented, implemented, maintained and communicated to all employees and affiliates and will also made available to members of the public upon request.

Next Review: June 2012

BLACK BURNINGS

CEO

BLACKBurn Construction Company

1st June 2010

Identify and look into the relevant organisational structure/s essential in the alignment & implementation of the WSH policy. (PC2.1, UK11)

(- Discuss the company WSH organization structure and how it is managed. You can highlight the role of the WSH personnels, the processes and the procedures of WSH operations in the company.

- Provide a WSH organization chart that shows the company's WSH structure.)

BCC's WSH Organisation Structure

CEO

(Top Mgt)

Line

Manager

Resource

Manager

Chief

Engineer

Supervisor

WSH

Management

Rep

QEHS

Advisor

QEHS

Rep

WSH

Rep

Employee

Rep

Industrial

Hygienist

Main

Contractor

Rep

Emergency

Response Team Rep

Defining Roles and Responsibilities

CEO (Top Management): BCC's QEHS business culture portrays top managements involvements in the QEHS of the company. Ensure BCC's performance is a true indication of quality, environment, health and safety culture where top management persuades its culture onto its clients.

Similarly, top management must carry out the design and implementation of the WSH Management System. The maintenance and improvement of the system is established at all levels of the company. Ensure availability and accessibility of resources. Ensure the quality objectives and the planning of the QEHS system is carried out to meet the requirements of the standards.

Top management is responsible to the overall well being of the company's health and safety program and constantly reiterates its WSH policy. BCC's top management offers its employee the relevant training and guidance to execute its policies and programs. Top Management shall ensure the effectiveness of the QEHS management system is communicated to all its clients.

2. WSH Management Representative (WSHMR): The responsibilities of the WSHMR are to maintain, evaluate and review the QEHS management system that is implemented through the standards of ISO and OSHSAS.  WSHMR is to ensure continual improvement and effectiveness to the QEHS management system is enforced. He should provide resolutions, advice and assistance to control measures on hazards and risk involved in company business.

3. QEHS Advisor: QEHS advisor is a top management appointee. His responsibility is to monitor the overall operation in QEHS function. He should be regularly informed of the performance of the QEHS management system and actively involved in the periodic reviews' and setting of WSH objectives. Offer clarification, recommendation and possible control measures to new work procedures incorporated into Standard Operating Procedures (SOP).

4. Line Manager (LM): LM should ensure WSH is well managed within their area of operations. Line managers are responsible for promoting and enforcing a healthy and safety work environment. His/her responsibilities include planning to resolve any disagreement between WSH, environmental problems and productivity considerations by elevating to a higher level of management. He must not condone inappropriate behavior and take every necessary action to avert it.

5. Human Resource Manager (HRM): HRM ensures that at all times the business is appropriately staffed by the right number of people with the skills significant to the company's needs", that is, neither overstaffed nor understaffed in total or in respect of any one discipline or work grade. The staff gets the appropriate training where they can demonstrate competence in their field of expertise.

http://www.accel-team.com/human_resources/hrm_00.html

6. Chief Engineer (CE): CE is the individual with overall responsibility for the engineering projects undertaken by a company. He leads the technical part of the projects and responsible for all technical matters and questions. The concluding decision leading to technological and technical matters will be taken by the Chief Engineer. The CE liaises closely with the QEHS Advisor and WSH MR to prepare and implement the project plan without any conflicts to WSH. Offer clarification, recommendation, engineering and administrative controls when company acquire new machinery.

7. QEHS Representative: QEHS representative shall review the effectiveness of WSH issues, its process, people, equipment and hazards using QEHS management system. Monitors and implement health and safety training programs and offer occupational health and safety materials to employee and clients as needed. QEHS representative liaison with employee and the employer and acquire the relevant personal protective equipment that is referred by the WSH committee. Assist in human related accident incident investigation and recommends control measures to prevent a reoccurrence.

8. Contractor Representative (CR): BCC's WSH policy is applicable to contractors. The QEHS management system is applied uniformly to clients, contractors and their employees. CR shall ensure the health and safety culture at the worksites are not compromised. Hazards and human factor related lapses are shared with BCC's safety committee. "Today's Danger Area" (TDA) briefings are conducted regularly to eliminate human factor incidence or accident.

9. Supervisors: Responsible for the safety of their employees and administer the compliance of the code of practice, standards and safety program. Supervisor shall monitor his employee's periodic medical examination and highlight to WSH committee of any occupational illness. In an event of and human factor incident, he/she is to conduct internal investigation and forward any recommendations to prevent such a reoccurrence.

10. Employee Representative (ER): ER is responsible for the well being of all employees. He is the spokesman for his fellow peer's safety and health issues. Highlight significant health and safety issues and shall report all hazards, near misses, incidents and accidents.

11. Industrial Hygienist (IH): IH performs and oversees applicable industrial hygiene surveys and notify QEHS representative on the results. Provide necessary corrective feedback when test results and hazard controls fails. Maintain industrial hygiene survey records database and recommend engineering or administrative controls to prevent personnel exposure to chemical, physical, or biological hazards.

12. WSH Representatives (WSH R): Provides feedback on the effectiveness of the WSH policy, gaps in the occupational safety and health training programs and highlight any new health and safety hazards and concerns to the committee. WSH R is to highlight internal audits and behavioral base safety trends and analysis to the QEHS representative.

13. Emergency Response Team Manager (ERTM): The primary responsibility of the ERTM is to provide the QEHS representative the effectiveness on emergency response drill and practices for the safe and efficient evacuation of all employees during an emergency situation. The secondary responsibility will be to assist in mitigating on any new emergency response drill.

Organisational programme for stakeholder awareness and involvement. (PC2.3, UK6, 13, 20)

Ways to engage and motivate stakeholders in the change process within organisational structure and system. (UK14, 17)

Establish the strategies for implementing WSH policy. (UK15)

14. Establish the impact and the resources required for implementation, prior to finalizing the changes. (PC2.5, 3.5, UK27, 28)

Types of Programmes

Description of Programmes

Implementation of Programmes

Short & Long Term Impacts

Occupational Safety and Health (OSH) Training Program

BCC's OSH Training Program covers Company Safety Culture that wraps the company's WSH policy, operating procedures and safe work practices for the building construction, modification, landscaping and interior designing.

The training program includes general and constructional industrial safety and health issues. This section of occupational safety training embrace programs on accident investigation, audit, emergency response, QEHS and PPE.

The BCC shall extend sufficient training to all employees and clients.

Senior management shall support the program by providing resources such as time, fund, and personnel ensuring that employees and clients receive quality training.

A high-quality OSH program provides a comprehensible set of guiding principle for actions that, if pursued carefully, will decrease accidents and episodes of occupational illness. This training program is included in the employee's and client's induction phase.

The solution to its achievement is the approach in which the program is implemented and maintained. Implementation of this program is administered by the WSHMR and the senior management must demonstrate commitment.

Short Term Impact -

Risk mitigated and reduced along with safe workplace.

Long Term Impact -

To improve working conditions in an efficient way is through the establishment and implementation of OSH program. Minimize the cases of injury, loss of productive time, workers compensation, medical leave, and company's status.

Accident Prevention & Investigation Training Program

BCC's objective is to identify accident prevention & investigation tools to help our management staff to recognize and prevent accidents, hazards in the workplace and create a superior sense of safety culture within your employees and clients.

The purpose in this program is to equip management staff the knowledge and skills to prevent work-related injuries and illness. Management staff interviewing employees on their work practices, awareness of emergency response procedures, knowing where fire appliances and medical aids are located, donning proper personal protective equipment and constantly paying attention to good quality housekeeping to avoid slips, trips and falls.

The BCC shall extend Accident Prevention & Investigation Training tools to all management, applicable employees and clients.

Senior management shall support the program by providing resources such as time, fund, and personnel ensuring that employees and clients receive quality training.

The WSH committee will identify management and eligible employees and clients for the Accident Prevention & Investigation Training Program. Using the last two years accidents trending data managers in their respective department will be put to this training program.

Besides, by the end of the program top management could see evidently that BCC members maintain high safety culture. Senior management builds an atmosphere where accidents almost never happen, and knowledgeable clients evaluate if they have been doing their part to uphold those high standards.

Implementation of this program is administered by the senior management.

Short Term Impact -

In this program management learn to identify risk quickly and how to prevent work-related injuries, experienced clients uphold the safety culture.

Long Term Impact -

A well-built and safety culture within the company. A very successful safety program is not on logging how many man-hours without an accident. It's all about developing safety attitude, the reporting of the near misses and elimination and substitution of potential hazards.

Types of Programmes

Description of Programmes

Implementation of Programmes

Short & Long Term Impacts

Quality Environment Health and Safety (QEHS) Audit Program

BCC's objective to include QEHS Audit program is to inform its employees and clients about the health of the company and assess the company's QESH conformance to WSH Acts and other requirements. Additionally, the goal of the audit is to showcase how all workers should become involved in their core business.

On its own, a workplace accident can be demoralizing. If not careful, individuals can be injured or even killed. Company's assets, equipment or materials can be damaged or destroyed. Additionally, work could come to a complete stand-still. All of these things can happen if efforts are not made to protect employees and safe work practices are adhered to. One way to accomplish this is to conduct a QEHS Audit. This is an examination of the work area to make sure it is as safe as possible and all potential hazards are corrected or removed.

The BCC shall broaden its scope and extend QEHS Audits to all worksites where WSH MR shall manage.

Senior management shall support the program by providing resources such as time and personnel to ensure the effectiveness of the audit is not compromised.

During the annual work plan review meeting with the key WSH committee members, areas of audit will be identified based on past self inspection findings and human factor related incidences. This permits the WSHMR and the senior management to make sure that work is equally distributed among the committee members of the worksites and goals of the worksites can be attained during the work year. Senior management shall be consulted when the program revealed a high level of dissatisfaction with developing 'unrealistic' targets or perceived 'non-conformance' in the assessment process. (see attached)

The QESH Audit program is overseen by the WSH MR and real time inputs are provided by QESH Advisor.

Short Term Impact -

Without delay identify similar problem and containment process to the problem.

Long Term Impact -

Immediately need to develop an improvement plan that identifies necessary steps to the corrective and preventive actions before an adverse effect should result into. The long-term goal is to attain a safe and healthy workplace with an effective WSH culture and zero accident in BCC.

Usage of

Personal Protective Equipment (PPE) Program

BCC's objective is to heighten the use of personal protective equipment and to remind employees and clients to "Think Safety" when selecting and wearing appropriate PPE.

WSH council and Government surveys demonstrates that the most frequent cause of workplace illness and injuries is due to employees not using proper PPE. Almost every person will experience one or more "on the job" injuries during their working life. In nearly all cases suitable gear is readily available, yet employees and clients do not recognize the need for this equipment, or take the time to use it.

Training on the use and maintenance on "Personal Protective Equipment" shall be specifically fashioned to assist employees and clients in complying with WSH Act and, Singapore Standard on Personal Protective Equipment. (Reference CoP PPE)

The BCC shall formulate a wider coverage to internal and external employees on the importance and use of PPE. Every one will crew resource manage one another.

Senior management shall support the program by providing resources such as proper PPE that is effective and refrain "one size fit all" attitude.

The Human Resource Manager (HRM) shall engage PPE supplier to provide all the information that is needed for a comprehensive employee training session. PPE training programs should come with an easy-to-use user guide, maintenance scheduling and employee demonstrating the use of PPE with certificate of training attained. BCC shall provide all PPE to its employees and clients. Warning signs on the hazards related to improper use of PPE and signage label on the use of PPE shall be prominently posted throughout the facilities.

The WSHMR manage the program and work closely with HRM and Contractor Representative (CR).

Short Term Impact -

Employees and clients will appreciate the importance placed by the HRM on the injuries and illness caused without PPE.

Long Term Impact -

Lessen personnel's health issues, long medical leaves, permanent wound, identify chronic and acute illness early and get treatment to such illness and prevent lost of productive time.

Advantages and benefits of having positive WSH culture in the implementation of WSH policy. (UK18)

(Describe THREE or more advantages and benefits. Minimum 100 words)

The advantage and benefits of having positive WSH culture in the implementation of WSH policy has multiple folds. A progressive and pervasive WSH Culture is primary for a healthy and safe environment where health and safety is a way of life. The unique WSH culture requires collective and focused efforts by every member in BCC to identify continuous workplace safety and health performance. When a company illustrate a well-built WSH program and it is demonstrated by management commitment its positive culture glows.

The following points describe the advantages and benefits:

Competent members in WSH play an essential role in WSH culture. The members need to restore efforts to build WSH competencies at the management level and with clients. These individuals in WSH are competent and need to be aware of the risks present, hazards identification and control of hazards in the various work processes. Moreover, their commitment and the WSH culture will help BCC to continuously improve its WSH performance. These competent members can be role models and positively influence the WSH culture within the company.

Training the employees and clients in WSH should ensure proper implementation of risk management measures, steer a variety of WSH interventions, including examining key WSH performance indicators, and provide constructive feedback on improvements. To keep up high WSH standards, the training that they have acquired through BCC will allow them to contribute and share to the development of WSH culture within the company.

WSH auditors should conduct regular and comprehensive checks on QESH Management Systems and offer advice to compel improvements. Based on the self checks, behavioural based safety inspections, human factor incidents results and planned programmes shaped by BCC, WSH auditors could access the health of the company. These will further motivate and steer both employees and clients towards WSH culture. The inspection programs and audit results will facilitate in the development and implementation of WSH policy.

The benefits in WSH audits will further strengthened by, first, encouraging management to allocate adequate resources for WSH; second, putting in place a robust WSH management system; and third, strengthening the business with the integration of WSH into core business. Finally, it raises the current WSH culture to the next higher level.

http://www.mom.gov.sg/Home/Press_Release/Documents/Annex%20B2%20-%20Implementing%20WSH2018%20for%20the%20Construction%20Sector.pdf

Establish regular and effective review process of WSH policy and objectives. (PC3.1)

(Describe the purpose of review and the frequency of WSH policy and objectives review. Minimum 100 words)

The purpose of the review process of WSH policy and objective is to assess whether the WSH management system, supporting programs and initiatives are being fully implemented and remains suitable, sustainable, adequate and effective for achieving the company's goals. Advising the top management on the review and should consider whether the WSH policy continues to be appropriate. Top management should ensure and acknowledge that a review (at two yearly) to the implementation of the WHS management system is paramount.

Changes is inevitable, legislation evolves, technology upgrades, occasional change in job nature and economy oscillates. Consequently, if changes are introduced, these should be communicated as soon as practicable with the top management and a review on the WSH policy should be excised. The contribution for management reviews may include:

Results of internal audits, surveillance inspections and evaluation of compliance;

Results of human factor accidents, incidents and near misses

Status on corrective and preventive actions carried out to the system procedures since the previous review

Reports on emergencies and emergency response exercises

Report from management appointee on the company's key performance

Reports on hazards identification, risk assessment and risk control process

Recommendations for continual improvements.

The conclusion of the management review shall be documentation in the form of meeting minutes with action items and its final decisions communicated to employees and clients at the earliest opportunity.

Determine the relevant information to be collected for reviewing. (PC2.4, 3.2, UK23, 24, 26)

13. Involve stakeholders in the assessment of necessary changes to existing policy and objectives. (PC1.4, 3.4 UK8, 25)

Name of Information / Assessment

Description

Freqency/Duration of review

Person in-charge

HAZARD IDENTIFICATION

RISK ASSESSMENT (HIRA) and DETERMINING CONTROLS

"HIRA": is the process for hazard identification and implementation of controls to reduce the danger coupled with a hazard. The main purpose is to establish and maintain procedures for the on-going identification of hazards in the work sites, assessment of the risks and the implementation of control measures to reduce these risks to acceptable levels.

There are 5 broad categories of hazards in BCC, namely, chemical, mechanical, electrical, ergonomics and fire. All such hazards in the work sites shall be captured into the HIRA document and it shall include the following considerations:

a. All routine and non-routine tasks undertaken by the work sites.

b. All personnel in the workplace including clients and visitors.

c. All infrastructures and facilities available at the workplace.

The HIRA document serves to provide all hazards that exist in the work sites their risks and control measures taken by the individual exposed to such risks.

(example of a sample of the HIRA form)

Risk level shall be categorized accordingly to High Risk, Moderate Risk and Low Risk. The control process must follow the hierarchy of controls, as prescribed in our WSH Act and health and safety legislation.

Elimination

Substitution

Engineering controls

Administrative controls

Personal Protective Equipment

It is important that control measures do not introduce new hazards and the effectiveness of the controls is closely monitored.

Reference: WSH (Risk Management) Regulations

3 yearly

Or

when

a. Incident or accident in the workplace

b. Detection of occupational disease deriving from the workplace

c. New introduction or changes to the existing infrastructures, facilities or activities.

d. Discovery of new hazards

WSHMR

WORKPLACE SAFETY and HEALTH PERFORMANCE MEASUREMENT

Primarily, WSH performance measurement is a true reflection of systematic process in managing workplace safety and health. Its purpose is to provide the company's goal setting, planning and measuring performance. It sets out clear management commitments, direction and approaches for workplace safety and health.

The following performance parameters are considered during reviewing:

WSH policy and WSH objectives are being achieved

Risk controls have been implemented and are effective

Lessons that being learnt from WSH management system failures including hazardous events (accidents, near misses and illness cases)

Award, training, communication and consultation programmes for employees and interested parties are effective

Information that can be used to review and improve aspects of the WSH management system is being produced and being used

Audit results from internal and external inspections

Results and data shall provide key indication of the company's performance. This information are evaluated and discussed at annual work plan and WSH policy review meetings. WSH management adds value to businesses by providing improvement to overall performance of the company.

Note: Refer to Appendix 1: OHS Performance Indicators (PI).

Annually

WSHMR

&

WSH Committee

Fire Evacuation / Emergency Preparedness and Response procedures

The purpose of Fire Evacuation / Emergency Preparedness and Response procedures is to establish a systematic and orderly emergency response and evacuation in the event of an emergency. All employees and clients are to be fully aware of the emergency alarm systems, its location, evacuation routes and first aids, in an event of an injury or accident. Emergency supplies are also another essential component for it to be considered during emergency preparedness and response procedures, for being well prepared during a disaster.

The Emergency Response Team Manager (ERTM) is to review its emergency preparedness and response plans and procedures annually to test such procedures where practicable. In some situations when an occurrence of incidents or emergency situations surfaced an evaluation report should be brought to the management visibility for endorsement.

The objective is to ensure that a shortest time is employed in any rescue operation or emergency situation in order to save life and property.

Relevant References / Documents

Fire evacuation, Emergency Preparedness Response Document

Annually - Conduct fire drill

&

Emergency rescue and response drill.

Review - 2 yearly or upon occurrence of incident/accident or emergency situation

ERTM

and

Top Management

WSH Training

and

Awareness

Program

WSH training and awareness program is about ensuring employee and clients are equipped with the knowledge and competencies on occupational safety and health. Upon completion of awareness training, one should be able to identify safe and healthy working conditions, hazard identification, hazard control measures and preventing illness and injury in the workplace.

Training courses offered during the WSH awareness program is evaluated by the WSHMR and top management during the WSH policy review. HRM should pay attention to the relevancy and applicability of courses provided and the training needs shall be accessed for new employees.

For a WSH management system to be effective, all new employees should understand their health and safety obligations and responsibilities. Effective employee induction training is an essential component in ensuring all employees are aware of the health and safety processes and procedures in the company.

The following training information shall be documented and presented during review decision.

Type of training

Level of training

Number of employee and client attended such training

New training requirements

Outdated training

In-house and out-door training

Induction Brief - New employees (within 2 days)

Program Review - yearly

HRM

&

WSHMR

INTERNAL/EXTERNAL WSH AUDIT

RESULTS

The purpose of WSH audits is to evaluate, the company's compliance to the operating procedures, code of practices and standards requirements. The internal and external audits provide a complete and official judgment of the company's consistency to WSH culture and performance. The area of audits are planned during WSH work plan review meeting and endorsed by the top management. Thereafter, audits shall be accomplished according to forecast without deviating from work plan by the most competent personnel. Management shall ensure that the auditors have attained certain degree of training in OSHSAS 18001 Internal Auditor skills. This will enable the company to decide the successful design and implementation of OHSMS.

Audits shall be documented and each observations and its containment, corrective and preventive actions are presented to the management to evaluate the causal factor. Management and WSHMR will ensure the corrective and preventive actions are in compliance to the company's policy and effectively carried out. These observations must be cross shared with both employees and clients to prevent any similar reoccurrences.

A review of the audit results shall be discussed at the at the management level to feel the health of the company and this will further facilitate in the work plan review.

Relevant References / Documents

Internal WSH Audit Report

OHSAS 1800: 2007

Internal Audit-

Carried out monthly covering facilities and locations

External Audit-

Carried out on a quarterly basis by independent bodies.

Audit Team,

WSH MR

and

Top Management

15. Document and communicate to relevant stakeholders the changes in policy arising from review. (PC1.6, 3.6, UK16, 30)

Documentation

Much of the paper documentation and record the company receives has no long-term value, but certain documents are exceptionally significant.  The challenge is to outline which document are wanted, where to systematically store them, and how long to maintain them.  However, documents and records are essential to a certain magnitude and it allows the company to be certain about the accountability, assist coordination between clients for continual improvement. The following WSH documents are kept in the office:

HIRA Documents - The HIRA document serves to provide all hazards that are present in the company, their risks and control measures taken by the individual exposed to such risks. It shall be kept up to date by the company and reviewed at least once every three years or under the following circumstances:

a. After the conduct of an environmental surveillance

b. Incident or accident in the workplace

c. Detection of occupational disease deriving from the workplace

d. New introduction or any changes to the existing facilities or activities

e. Discovery of new hazards

WSH Visitors Records - When visitors (Customers, contractors, suppliers, etc) access the facilities they are to be briefed by the respective work site supervisor on the associated risks, evacuation procedures in the event of an emergency. Also, proper safety gears requirements, lockout tag out procedures and restricted area access, etc are also mentioned for the safety of the visitor. Company should ensure visitor's information is captured on the visitors' records to serve as evidence that they had been briefed and understand the hazards and their responsibility. The visitors' records are to be kept for a year for follow-up action if required.

WSH Audit Reports - Audit reports presents the results of the company's audit of the subject program. The audit provides a complete and official assessment of the company's compliance to WSH procedures and operating procedures. The audits will be conducted according to work plan. All findings are to be recorded in the audit report and kept for 5 years for management review as needed.

Emergency Response Procedures - This is a controlled document and it is subject to review when need arise. An emergency response procedure in the company is available to all employees. Employees need to be familiar emergency response procedures before an emergency surface. Almost all emergency response procedures are included in this manual. Along with this manual frequent emergency response drill reports are included. Examples of drills as follows:

a. Fire Evacuation Procedures

b. Hazardous Material Spill Procedures

c. Fuel Spill Procedures

WSH Training Records - The HR training department actively informs supervisors and management team of the present status of employees training qualifications, requirements, courses attended or to be attended. Such, reports are also sent to clients and employees for their personal record and archive. These training records are maintained for verification, audit trails, re-authorisation and skills upgrading requirements.

Communications

Communication is a process that involves exchange of information, between the mixture of levels amongst employee, clients and management of the BCC. Our effective communication is carried out through the following means:

Start-of-Day Briefs (SODB) - SODB starts exactly at the time determined by the Supervisor before the end of previous day. The brief starts with recapitulating the series of events of what was planned and how much was completed for the previous day. This is to get everyone on the same page. Following that, today's tasking will be mentioned and key appointment holders will assigned to each task. Next, safety message and culture will be emphasized with Behavioral Based Safety (BBS) messages from safety prefects that will be shared with all attendees.

Today's Danger Area (TDA) - TDA is planned by the team lead at each work sites just before commencing the daily task. BCC calls it as "brief safety chat" which emphasize "Today's Danger Area" at the beginning of the shift. This chat is carried out amongst employee and it will last not more than 10-15 minutes. Its interactive discussion on today's safety related areas. TDA topics are used to cover a mixture of short safety story (SSS) an awareness subjects and to repeat to employees each day before they go to work, the significance of being safe. SSS covers the following:

Lucky escapes - SDS, PPE, Machine Guarding, LOTO, Ladders and Fall Arrest.

Shortcut to Permanent Disability

Shortcut to safety

Life changing injury

Noise induced hearing loss

Loose clothing kills

Falling objects

Dangers of rings

Housekeeping for safety

Hand and eye protection

Etc

Safety Notice Board (SNB) - BCC aims to effectively communicate its safety culture and policy with its employee and clients when they are not present during SODB, TDA and meetings through SNB. All current and up to date information are posted on the SNB for employees to refresh what they have missed during those meetings and talks. Today's interest items (TII) talks about employee's performance and how it affects their allowances. Safety awards and safety competition results are also included on the message board.

List of Appendices

Appendix 1: OHS Performance Indicators (PI).

Appendix 2: Flowchart for HIRA.

Appendix 3: HIRA Form.

Appendix 4: OHS Legal Register.

Appendix 1

OHS PERFORMANCE INDICATORS (PI)

S/N

Parameters

Performance indicator

Limits (if any)

Frequency

Responsibility

1

Noise Survey

Area > 85 dBA

N/A

Every 3 yearly or when new equipment is installed

Safety Officer

2

Accident / Injury

No. of Accident

Zero

Monthly

Safety Officer

No. of Injury

3

Internal Audit

No. of OHS inspections

Yearly

Quarterly

WSHMR / Audit Team

4

Emergency Preparedness

No. of Drills

1 per year

Yearly

Safety Officer

Participation Rate

75% during each drill

5

Medical Surveillance

Employee audiometric test

100% for staff exposed to high noise

Yearly

Safety Officer

Full Blood test

100%

6

Safety Conference / Awards ceremony

No. of conference

N/A

Yearly

WSHMR

7

Legal Requirements

Compliance to legal and other requirements

100%

Every Safety audits

WSHMR

8

Management-meet-Man Session

No. of Session

N/A

Quarterly

WSHMR

Appendix 2

OHS LEGAL REGISTER

OHS LEGAL REQUIREMENTS:

ACTS AND REGULATIONS

Workplace Safety and Health Act (WSHA)

Fire Safety Act

Building Control Act

CODE OF PRACTICES

CP 27:1999 Factory Layout - Safety, Health and Welfare Consideration

CP 87:2001 Code of Practice for Illumination in Industrial Premises

CP 92:2002 Manual Handling

CP 91:2001 Code of Practice for Lockout Procedure

CP 84:2000 Code of Practice for Entry into and Safe Working in Confined Spaces

CP 74:1998 Code of Practice for Selection, Use, and Maintenance of Respiratory Protective Devices

CP 19:2000 Code of Practice for the Installation and Maintenance of Emergency Lighting and Power Supply systems in buildings

CP 76:1999 Code of Practice for the Selection, Use, Care and Maintenance of Hearing Protectors

CP 10:2005 The Installation and Servicing of Electrical Fire Alarm system

CP 29:1998 Code of Practice for Use and Maintenance of Portable Fire Extinguishers

CP 99:2003 Code of Practice for Industrial Noise Control

SINGAPORE STANDARDS

SS 508: Part 3: 2004 Graphical Symbols - Safety colours and Safety Signs used in workplaces and public area

SS 586: Part 3:2008 Preparation and use of Safety Data Sheets (SDS)

SS 514:2005 Code of Practice for Office Ergonomics

SS 532: The Storage of Flammable Liquids

SS 402:1997 Industrial Safety Belts and Harnesses

SS 98:2005 Industrial Safety Helmets

OTHER REQUIREMENTS

OHSAS 18001:2007 Occupational Health and Safety Assessment System

Workplace Safety and Health (General Provisions) Regulations

Workplace Safety and Health (Risk Management) Regulations

Workplace Safety and Health (First Aid) Regulations

Fire Safety (Fire Emergency Plan) Regulations

Fire Safety (Petroleum and Flammable Materials) Regulations

Appendix 3

FLOWCHART FOR HAZARD IDENTIFICATION AND RISKS ASSESSMENT

STEP 1

Select Activity/Process for Study

STEP 2

Identify Hazards

STEP 3

Assess Risks for each Hazards Identified and Rank them

STEP 4

Develop & Implement Control Measures

STEP 5

Approval & Endorsement

STEP 6

Communicate to all employees

STEP 7

Review, Evaluate & Update HIRA & Hazards Register

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