Safety Management and Audit Samples †MyAssignmenthelp.com

Question: Discuss about the Safety Management and Audit. Answer: Acceptable or tolerable level of risk It is the level of hazard, loss or injury that is tolerable by the society or policymakers based on cost-benefit analysis (Manuele, 2008). After risk elimination, control and avoidance initiatives have been put in place the residual risk is defined as acceptable or tolerable. Reasons for increasing fatality trend in the construction industry Lack of experience and competence among the workers is one of the factors that are increasing the cases of fatality. Most fatalities in the construction industry involve workers who have experience of less than one year. Besides, workers who have experience of less than three years in the Singapore construction industry have a higher risk of being involved in fatalities. Systemic lapse is the second factor that is responsible for high fatalities in construction workplaces. Evidence reveals that about 87 percent of companies fail to conduct adequate risk management. Approximately 93 percent of the fatalities involve workers who embrace unsafe behaviour due to lack of safety awareness (WSH, 2016). Measures to arrest the rising trend Lack of experience and competence among the workers Documentation of roles, responsibilities and authorities (# 4.4.1) Inexperienced workers should be made aware of their duties to improve their competence. Clear documentation of the responsibilities of the workers will prevent accidents. Improve workers competence through training (#4.4.2) Workers who have inadequate experience of working in the Singapore construction industry should be offered more training to improve their competence. Systemic lapse Safety inspection (#9.2) The plant should be inspected thoroughly to address systemic lapses. This measure can be implemented by creating a safety inspection committee that would inspect the plant regularly. Implementing procedures for hazard identification (#4.3.1) Systemic lapses can be addressed by implementing straightforward procedures for hazard identification. This approach of risk management will be helpful in preventing fatality among workers who adopt the unsafe behaviour because of lack of safety awareness. Giving employees feedback about unsafe behavior is effective (Lai et al., 2011). SMEs and SMS SMEs in Singapore compliance with safety management system Most of the SMEs fail to adhere to the WSH Act and its regulations. A study by WSH Institute comprising of 123 SME business managers found that 1 in 3 business leaders was incognizant of WSH risk (WSH Institute, 2014). Reasons for non-compliance High resource constraints Lack of information and expertise in WSH Act High financial costs (Stephen et al., 2015). Challenges to get workers to comply Management negligence Variable program to assist SMEs in their compliance with WSH Act Subsidizing WSH Act training Lack of information has been identified as a barrier to the implementation of the act. The cost of training, as well as compliance, is a fundamental barrier. Subsidised training would be provided to qualified business leaders to enhance their knowledge on WSH Act. Linking licensing system with safety management Some SMEs fail to implement safety management due to negligence. Requiring SMEs to comply with WSH Act and its regulations before applying for an operating license would prompt them to comply (Sunindijo, 2015). Performance Indicator Sequence of actions to be in place Daily safety meetings workers would be briefed about the project progress, changes in Jobsite and what kind of machinery and equipment will be used on that particular day. Safety meetings are important in reducing fatalities (Ling et al., 2008). Workers will be issued with safety gear It will be mandatory for all employees to wear safety gear while at the company to prevent unpredictable safety hazards. The introduction of reflective clothing employees, drivers and equipment operators will be required to wear protective clothing to prevent possible accidents. The introduction of adequate lighting at the facility. Placement of visible signage to warn employees of possible dangers. Introduction of regular breaks to ensure all employees take breaks to reduce the risk of accidents because of exhaustion Control procedures to inculcate safety expectations Mandatory ongoing safety training for all workers New employees will be induced to safety objectives of the company Documentation of all unforeseen hazards within the company premises Involvement of employees in ongoing hazard identification Accepting inputs from employees when developing risk management plan Process of re-conducting the risk assessment Top management will exhibit a commitment to TWSH The management will provide the required resources including training and time. Creation of a team A team comprised of persons from different departments will be formed. This team will then be integrated into the existing safety committee. The team will collect data and identify employee needs. Priorities and strategies The identified issues will be ranked according to urgency. Old age and disease will be prioritised because of their urgency. TWSH aims to manage occupational safety, occupational health and wellness (Lee Satku, 2015). Implementation of interventions The interventions that will be implemented includes flexible working hours, matching of job demands with the health condition of employees, improving ergonomics in the jobsite and promotion of discussions and collaboration in the workplace. Monitoring and reviewing The implemented strategies will be evaluated and reviewed based on the changing needs of the employees. Indicators that I will use to monitor the progress of CAPA Employee engagement in safety This indicator will help in predicting the level of uptake Near miss It will help to determine the level of effectiveness of the initiatives Participation in safety committees Workers offer their feedback and input in safety committees to improve efficiency of the initiatives Audits Helps to verify whether changes have been implemented Trend analysis Helps to verify if expected results have been achieved Bibliography Lai, D.N.C., Lu, M. Ling, F.Y.Y., 2011. A comparative study on adopting human resource practices for safety management on construction projects in the United States and Singapore. International Journal of Project Management, 29(8), pp.1018-32. Lee, C.E. Satku, K., 2015. Singapore's Health Care System: What 50 Years Have Achieved. 5 Toh Tuck Link, Singapore: Word Scientific Publishing Co. Pte. Ltd. Ling, F.Y.Y., Kiu, M. Woo, Y.C., 2008. Construction fatalities in Singapore. International Journal of Project Management , 27(7), pp.717-26. Manuele, F.A., 2008. Advanced Safety Management Focusing on Z10 and Serious Injury Prevention. John Wiley Sons. Stephen, l., Olsen, K., S, l.I. Hasle, P., 2015. Managing safety in small and medium enterprises. Safety Science, 71, pp.189-96. Sunindijo, R.Y., 2015. Improving Safety Among Small Organisations in the Construction Industry: Key Barriers and Improvement Strategies. Procedia Engineering, 125, pp.109-16. WSH Institute, 2014. Study on challenges and motivations of SME business leaders in leading workplace safety and health. [Online] Available at: https://www.mom.gov.sg/~/media/mom/documents/speeches/2015/annex%20b-factsheet%20on%20sme%20business%20leaders_050215.pdf?la=en [Accessed 21 Augustus 2017]. WSH, 2016. ADVANCING WORKPLACE SAFETY HEALTH IN SINGAPORE FOR 2018 AND BEYOND. [Online] Available at: https://www.mom.gov.sg/~/media/mom/documents/press-releases/2016/0825-annex-a-wsh-2018-plus.pdf [Accessed 21 Augustus 2017].