A guide to selecting the right HSEQ system for your business

The selection of a  HSEQ management system for a company can be a daunting task. There are many different systems on the market, which can vary greatly in complexity, scope and ease of use. The more advanced systems are cloud/internet based while others are still paper based. 

Before making a purchase there are a number of steps that need to be completed to ensure the system is fit for purpose.

Determining the scope of a HSEQ System

The first step is to establish the need for a system within the organisation. Is a system legally required to maintain legislative compliance? or will it for the basis for can intergraded management system designed to fulfil the requirements of a number of ISO standards?
 
Once the need for a system has been established a scope of work needs to be drawn up. The scope of work should detail all of the organisations requirements in relation to a HSE management system. It is the wish list for the organisation, this can be a graphical representation of the requirements or it could be a detailed list of requirements.

Below is an example of a graphic scope of work for a potential management system.

WHS Plan image

Creating specifications for a WHS Management Plan

Once the scope of the WHS system has been established we can start to look at the specifications. A system specification is made up of the details that make up each element in the scope, such as:

  • A list of modules required
  • The numbers of users and the access levels of those users
  • A list of documents (Policies, plans and procedures) that would needed
  • The types of audits and inspections that will be done
  • How much training and incident data needed to be held

Once we have worked out the scope and attached a list of specifications we can then effectively develop a project proposal. The an example structure for a project proposal can be found below.

 

  Project title:  Integrated HSEQ Management  System (IMS)
   Deliver date:  Key project dates
   Summary  A summary of why there is a need for the system.
   Overview:

  Project Overview:

  • The project aim.
  • The benefits.
  • The objectives
  Departments  Detail the stake holders involved in the project.
  Current Review and   Analysis  Statement of current situation.
  Strategy/Plan  Implementation strategy and plan.
  System evaluation  Process to be used to evaluate quotes.
  Action plan  A list of actionable tasks with deadlines
  Resources required  Who else will be involved in the project?

 

The project proposal can then be used as a tender document to find a product with the right fit. This doesnt need be a complex document but should at least include the specification that has been developed for the system.

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How to conduct site risk assessments


Every worksite has a wide range of risks, it can be hard to keep track of all the risks on a site. Without knowing that a risk exists it is impossible to control effectively. To ensure that your workers are as safe as possible the worksite must be assessed for risks.

The aim of Risk Management is to prevent incidents from occurring, and as such is one of the most important aspects of an organisation’s WHS system.

Before making a purchase there are a number of steps that need to be completed to ensure the system is fit for purpose.

Transcript

There are four key steps to effective risk management

  • Hazard Identification – Identifying what could cause harm to workers
  • Risk Assessment – Assessing how likely the hazard will cause harm
  • Control – Applying controls to eliminate or reduce the risk to workers
  • Review – Regular review of all control measures for effectiveness as well as reviewing the site to ensure all hazards are identified

So what is special about Site Risk Assessments

Many organisations keep pre-completed risk assessments for particular task (such as welding). These generic documents only assess the risks that relate specifically to that task. On the other hand a site risk assessment assesses the risks of all tasks performed on the site, as well as assessing how these activities might interact and considering other site-specific factors (such as weather). 

While risk assessments for specific tasks or activities can be useful, without an overall site assessment some hazards may be overlooked. For example, in a situation where two tasks are to be performed on a worksite at the same time, each worker may perform their own risk assessment, considering the risks of their own task, but may fail to take into account the hazards arising from the other activity. Likewise risk assessments may focus on the hazards of a particular task without considering how the task will be performed on site. It’s only by stepping back and considering the whole site that you can get the full picture – the site risk profile. 

The site risk register

The worksite’s complete risk profile can be identified using a site risk assessment, also known as a risk register.

  • A formal site risk assessment has a number of key items, though they may vary between organisations
  • A checklist to suggest potential hazards to the workers completing the assessment
  • A table showing the identified hazards, the likelihood of them causing harm, and the fact suggested controls
  • A table indicating what actions need to be completed to minimise risk, who is responsible for each item and when they are due for completion
  • It is also good practice to continue to add to the risk assessment as new hazards are identified and controlled.

In workplace health and safety, prevention is better than cure.

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A guide to mental health risks in the workplace

Every worksite has a wide range of risks, it can be hard to keep track of all the risks on a site. Without knowing that a risk exists it is impossible to control effectively. To ensure that your workers are as safe as possible the worksite must be assessed for risks. 

The aim of Risk Management is to prevent incidents from occurring, and as such is one of the most important aspects of an organisation’s WHS system. 

Before making a purchase there are a number of steps that need to be completed to ensure the system is fit for purpose.

Transcript

All too often organisations focus on managing risks to employee’s physical health and safety and neglect their employee’s mental health.                            

Psychological injuries can be long lasting and costly, often requiring more time off work than physical injuries. Mental health can be affected by a range of factors, so it is important to adequately manage mental health risks in your workplace.                                                    

Every year 7,200 compensation claims are made for work-related psychological injuries, Resulting in payouts of over $500 million     

While work-related mental health injuries mare most common in occupations that are exposed to violent or traumatic situations, such as police, fire fighters or the defence force, over 90% of mental health claims were caused by work-related stress, which can occur in any occupation                             

The world health report showed: “more working days are lost as a result of mental disorders than physical conditions” – psychological injuries are often more expensive and require more time off work

in 2010-2015 typical mental health claims cost $15,000 more than the average for all injuries
Animation And required almost 10 weeks more time off

Additionally, a poor state of mental health can impact a person’s physical health, with depressed workers taking 20 times more time off work than average

Mental health can be adversely affected by a range of factors, including: ​

  • Job pressures 
  • Exposure to violent or traumatic events 
  • Workplace relationships, such as bullying or harassment 
  • Or even environmental factors, such as noise levels or lighting

To address the various factors influencing mental health, there are a few things that any organisation can do:

  • Establish mental health as a key consideration in the organisation’s risk management framework
  • Develop clear policies to encourage an inclusive workplace culture and eliminate workplace bullying and harassment
  • Provide training, counselling and other resources to ensure that small problems don’t develop into big problems 

Organisations need to look after the health of their workers inside and out.

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Why inductions are integral to WHS Management

Transcript

Workers, contractors and visitors must be provided information about the site in the form of a workplace induction. Under the Workplace Safety Act a PCBU must inform workers, visitors and contractors about the risks of the work being carried out. While workers may have received inductions in the past, they must be inducted into each worksite or activity, as each worksite will have unique risks and controls.

Broadly speaking there are three levels of induction, though this may vary depending on the organisation:

  • Industry-wide inductions, such as the construction White card    
  • Corporate inductions, which provide general information such as company policies or risk management procedures 
  • Site inductions, which provide specific information about a worksites, hazards controls and procedures.

Unfortunately, it is both difficult and time consuming to provide people with adequate information. In an informal induction some topics may be forgotten or only briefly mentioned It can also be hard to tell if the information has been absorbed and fully understood.

Visitors and contractors may also be overlooked. Without accurate records it’s impossible to tell who has or hasn’t been inducted.

To create effective inductions:

  • Keep them simple, too much information can overwhelm the audience. If there is a lot to cover, consider breaking the induction into several smaller ones. 
  • Have an established process for inductions that ensures all the information has been provided.
  • Consider having assessment questions to test the workers’ comprehension.
  • Make sure you have accurate records

Use WHS Monitor to create automated and highly interactive online inductions.

Are your inductions up to scratch?

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Why performing pre-starts is necessary

Transcript

Every organisation uses tools in the course of their business operations, and it can be hard to ensure that every item of equipment is always fit for purpose. Without knowing that equipment is in good condition workers run the risk of serious injury every time they use it.

The more complex the machine, the greater the risk of injury. To ensure that all equipment is safe to use each item should be properly inspected prior to use.

A pre-start inspection is a quick review to ensure that a task or item of equipment is safe to use.

In order to ensure that the task or equipment is used safely, certain things should be included in a pre-start inspection, such as:

  • Reviewing Safe Work Procedures or other instructions
  • Ensuring that workers understand the task to be performed
  • Inspecting equipment for mechanical faults or damage
  • And reviewing existing safety controls (e.g. protective equipment or guards)

All of these constitute the framework for assessing the task or equipment – or the Pre-start

  • Plant and machinery operators have the highest rate of fatality of any occupation in Australia.
  •  A machinery operator is 5 times more likely to be killed than a manager and 82 times more likely than clerical or administrative staff.
  • 56% of incidents can be linked directly to equipment failures. If pre-start checks are not performed the chances are likely that the risks will not be identified and managed.    
  •  

As routine work can cause complacency and a tendency to cut corners, without the ability to properly assess and track pre-starts in real-time, safety managers will never have the full picture.

For example, a worker may think that if they checked the equipment yesterday and it was fine, then it must be in good condition today. However, there may have been a small defect, such as a slow leak, that wasn’t noticed and could develop into a major fault.

Or, in the absence of warning lights a worker may assume that everything is fine, however there may be hidden faults that a visual inspection would reveal.

Operating a machine without performing a pre-start is like playing Russian roulette. Sooner or later something will go wrong.

So, it’s not enough to simply service an item of equipment on a regular basis
The problems that can arise may happen within a very short period of time. Equipment warning indicators are not perfect. They can only tell if certain aspects of the equipment are not working as they should. Together, warning indicators and pre-start inspections provide a more complete picture of the safety and usability of an item of equipment.

So, to be successful, a safety management system needs to be established to effectively setup and monitor pre-start safety inspections for tasks and equipment. And never assume equipment is safe until you have completed the checklist.

Remember, what you don’t know CAN hurt you.

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Tips for setting workplace health and safety KPIs

Transcript

Within large organisations it is hard to monitor what each person is doing at all times.

Therefore, it is easier to set a series of goals relating to the work. If the goals are met the process is proceeding according to plan. Examples include:

  • Project milestones
  • Tasks completed
  • Sales figures
  • KPIs or Key Performance Indicators, are measurements that can indicate whether goals are met.

To make sure a WHS Management System delivers the right outcomes it has to be constantly monitored for its performance.

There are four key steps to effective risk management

Results are generally assessed by:

  • How well the organisation understands the risks associated with their work and how their actions impact safety – Or WHS Knowledge
  • How well the organisation manages their safety processes – Or WHS performance
  • Safety performance, such as risk identification and minimisation
  • Injury performance, such as injury prevention or return to work programs
  • How well the organisation’s system is followed by staff – or WHS Implementation 

All these constitute the framework for an organisation’s assessment – its KPIs. There are two core types of KPIs that can be used – lagging or leading KPIs.

Lag KPIs are output-oriented and usually straightforward and easy to measure.

The most commonly used are:

  • Lost time injury rates
  • Workers Compensation claims
  • Fatalities…

Lag KPIs tell how the organisation has handled past situations. They are reactionary.

On the other hand, Lead KPIs relate to input that leads towards a goal. It can sometimes be quite hard to identify appropriate lead indicators relevant to a goal, and they are often difficult to measure:

  • Number of inspections performed
  • Number of hazard reports
  • Near miss reports

Lead KPIs suggest how well the organisation will handle future situations. They are predictive. As lag indicators are the easiest to identify and measure, they are often exclusively used in reporting. However, as you’ve seen they don’t provide the full picture.

For example, if managers see a low injury rate, they may believe that their workplace is safe and that they do not need to focus on safety, while in reality there may be several unidentified hazards that could lead to future incidents.

So what is special about Site Risk Assessments

So, it’s not enough to simply track one KPI after the fact. The story is never that simple. Incidents are typically the end result of many factors. However, leading indicators are not perfect. They cannot tell you if the system is effective, only that it is being followed. Together, leading and lagging KPIs provide a more complete picture of your WHS Management System, allowing you to continually improve. So, to be successful Safety Management systems need to be setup to effectively establish and monitor a range of KPI’s of both lead and lag types.

An organization’s health and safety is defined by its system, but measured by its actions.

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