1. SAFETY CULTURE / IBC – including existing safety practices and measures
2. IDENTIFY ENERGY / HARM & TARGETS – who or what is at risk, and what sources of harm exist?
This phase of the RPM Tool is the key phase of the workflow process. It generates the final dropdown lists, but also critically is where hazards begin to be catalogued, and then assessed for inherent risk, apply existing controls, and review residual risk after controls are in place and considered.
In this phase, the RPM Tool looks to identify what sources of reporting exist to help identify and track key sources of hazard identification. This phase also identifies a list of locations which can be high level such as departments, warehouses, and client sites, or granular to break down areas within buildings or facilities such as loading dock, parking lots, offices, or manufacturing areas. These lists of hazard reporting, and hazard areas will also become dropdown lists in Phase 3.
Inputs: Sources of hazard identification and reporting, and locations where hazards are known to exist, or may foreseeably be.
Outputs: Lists of hazard report types, and areas where hazards exist for use as dropdown options in the risk assessment process in Phase 3.
This phase of the process requires the organization to identify a range of activities, and tasks as well as related hazards.
The process then begins with a review of inherent risk considering risk components such as exposure to hazards, number of targets, probability, and severity.
After assessing inherent risk, the organization must assess how to treat the inherent risk. Where further treatment of the risk is required, a review of existing controls is needed to capture, assess, and determine their influence on the inherent risk levels. As a result residual risk is determined.
Repeating this process in turn generates a catalogue of hazards, and their associated inherent and residual risk, as well as existing controls.
Inputs: List of activities, tasks, and hazards that are key focal points for the organization in identifying and managing risk. If possible a list of correlating safety measures used to manage the hazards is also helpful.
Outputs: The RPM Tool will build a hazard catalogue and risk register (HCRR) showing inherent and residual risk levels. The HCRR can be exported to excel where a worksheet will also show some basic trends in relation to the hazards and risk levels identified.
HCRR
Hazard and Risk Trend Tables
Remove everything below from this page and save as a seperate page called Management Considerations
This section comprises the bulk of the process carbon safety model process, and tool. It focuses on key aspects required for managing R.I.S.K within the organization:
2019 Safety Performance Objectives and Targets | |
Objective | Target |
Open communication | Monthly organizational safety update from management
Ongoing respectful communication of good performance, and improvement areas Constructive feedback during formal performance reviews including safety performance |
Collaborative work environment when addressing safety | Engaging, discussing and addressing areas that need improvement during team meetings encouraging feedback
Encouraging suggestions and observations on safety at work Incorporating a diverse, engaged, and inclusive approach to engaging the workforce in safety training, knowledge, and awareness |
Providing strong safety leadership and culture | Minimal deviations from expectations and objectives and targets reviewed regularly
Engaged leaders that support and monitor safety performance Recognition of good safety practices from clients, workforce, and other stakeholders |
Effective application of suitable controls to manage hazards | 4 supervisor Inspections a month indicate good practice, minimal deviations from expectations
FLHA’s completed for 85% of the jobs First aid reports, and near miss reports for minor incidents Incident investigations for moderate and serious incidents |
No reportable Hazardous Occurrences | 0 lost time or medical treatment injuries |
The outputs from Phase 1 (Culture/IBC) outline where there are areas of improvement required, and existing best practices.
These findings should be incorporated into a section of the safety program that outlines expectations in relation to key roles, and responsibilities. These findings should also be incorporated into set objectives, and targets to help address areas of improvement, and leverage areas of best practice in the aim of continually improving the organizations health and safety management.
Insert Table with examples of T&O&KPI’s
Inputs: Lists from Phase 1 that identified areas of best practice, and improvement for culture and safety measures to manage hazards, and eliminate or mitigate risk while enhancing the organizations culture around safety.
Outputs: A set of objectives, targets and KPI’s that will address the identified areas of improvement, any noted risks that must be reduced, or gaps in the safety program that require improvement. An outline of reasonable expectations for key roles and responsibilities within the organization. These expecations should reflect how the organizations safety culture, and management of safety influence it’s safety performance.
The initial outputs from Phase 1 (Culture/IBC) and 2 (Energy/Harm/Target) will be considered and incorporated in this the Phase 3 review of IBC’s.
The intent is to create a section within the safety program that contains a detailed identification of hazards, targets exposed, assessments of risk, and identification of appropriate measures to manage these hazards and risks and segregate targets from the harm and energy through the application of interventions to prevent exposure, barriers of space, time, or a physical nature to reduce exposure, or other controls to further mitigate exposure to sources of energy or harm.
This may require revision of existing hazard and risk management documents or development of new ones where needed. Documents should be interrelated, and will form the foundation of any policies, processes, procedures, practices, or other safety program measures identified and required to manage safety.
Below is an example of a hazard identification and assessment tool (HIAT) also referred to as a risk register. A simple example of the structure required to capture input in the form of client knowledge, and deliver an output in the form of the HIAT.
Inputs: Review and incorporation of existing identified hazards using hazard assessments, or catalogues, risk assessments, near miss reports, incident investigations, injury reports, incident statistics, industry reports etc.
Outputs: The client will have a series of interrelated documents that will identify and consolidate these hazards, assess risk levels, identify required controls, and additional action required. Examples include field level hazard assessments (FLHA), risk assessment tools, hazard catalogues, and risk registers. An example of a hazard identification and risk register is provided above.
The organization must consider various interpretations of safety, and how they will incorporate and define them in order to manage them. This may include consideration of various aspects of safety such as mental health, physical safety, health related safety including respiratory, nervous, and other systems, social or environmental safety as examples.
Inputs: Existing categories of any definitions of safety, review of safety organizations and best practice categorizations, engagement, discussion, and review with staff, and management.
Outputs: Clear parameters around definitions of safety, to assist in developing expectations, interventions, barriers, and controls as well as effective communication of these aspects of safety within the organization. This may include the incorporation of these definitions into the organizational safety policy statement.
Defining the various types of knowledge required by management, and workers is key to ensure that this knowledge is acquired, and effectively applied.
The knowledge of workplace hazards, their risk levels, safe practices, and means to perform work, as well as sources where additional knowledge may be acquired are key to effective management of safety.
Inputs: Discussion and review of existing classifications, and sources of knowledge within the organization.
Outputs: The client will have a document that collates key sources, and categories of knowledge required to effectively manage safety for the organization, and that can be used as a foundation for training and orientation assessments, competency requirements, and performance assessments. An example of an output document is outlined below:
Knowledge Sources | Sources of Knowledge and Transfer |
· Experience – knowledge from completing tasks | · Orientations |
· Education – knowledge from learning from curriculum | · Training |
· Data – knowledge from compiled statistics | · Communication briefs |
· Research – knowledge from others studies or observations | · Coaching |
· Subject matter experts – others with specific knowledge of key topics in their profession | · Mentorship |