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ILO-OSH 2001 and National OSH-MS profiles


ILO-OSH 2001 Translations. Published in Arabic, Bulgarian, Czech, Chinese, English, Finnish, French, Japanese, Korean, Polish, Russian, Spanish, Thai, Vietnamese ... – PowerPoint PPT presentation

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Title: ILO-OSH 2001 and National OSH-MS profiles

ILO-OSH 2001 and National OSH-MS profiles
  • Pavan Baichoo
  • InFocus Programme on safety and health at work
    and the environment
  • (SafeWork)

  • The development of management systems for OSH
  • Why OSH-MS?
  • ILO-OSH 2001 in detail
  • Profiles of a few national systems
  • Implementation of an OSH-MS in the enterprise

The development of OSH-MS
  • Liberalisation of trade and economies
  • Increase in occ. accidents and diseases
  • Traditional command-control mechanisms inadequate
  •  Systems  approach
  • Development of standards by ISO

  • Systematic way to manage OSH activities in the
  • OSH as an integral part of the organisationss
    value system
  • Reduction of hazards and risks, accidents and
  • Low absenteeism, higher productivity, greater job

ILO response
  • ILO-OSH 2001
  • Unique model
  • Compatible with other OSH-MS standards
  • Action on 2 levels
  • National level
  • Organisation level

National OSH-MS Framework
  • Formulation of a national policy on OSH-MS
  • Development of national guidelines (based on
    ILO-OSH 2001)
  • Formulation of tailored guidelines, reflecting
    the specific conditions and needs of organisations

Elements of the national framework
OSH-MS in the organisation
  • Main elements
  • Policy
  • Organising
  • Planning and
  • implementation
  • Evaluation
  • Action for
  • improvement

ILO-OSH 2001 - Policy
  • Basis of the OSH-MS
  • Sets direction for the organisation to follow
  • Contain elements of
  • OSH Policy
  • Worker participation

ILO-OSH 2001 - Policy
  • OSH Policy
  • Foundation from which all management system
    components originate and are developed
  • Short, easily understood, known by all
  • Expression of the organisations commitment to
  • Reflects integration of OSH values into all
    strands of the organisations fabric

ILO-OSH 2001 - Policy
  • Worker participation
  • Along with management commitment and leadership,
    it is the most important component of OSH
  • Active involvement in emergency preparedness,
    task analysis, safety assessments, SOPs and work
    instructions, training programmes, evaluations
    and audits

ILO-OSH 2001 - Organising
  • Make sure the structure is in place
  • Establishes the building blocks
  • Allocates responsibilities/accountabilities
  • Contains elements of
  • Responsibility and accountability
  • Competence and training
  • OSH documentation
  • Communication

ILO-OSH 2001 - Organising
  • Responsibility and accountability
  • Addresses manner in which roles and
    accountability structures of OSH-MS involved
    personnel and employees are defined
  • High degree of responsibility results when
    employees know who is doing what and that when
    there are OSH concerns, they will be undertaken
    in a timely manner

ILO-OSH 2001 - Organising
  • Competence and training
  • All employees should possess the necessary
    skills and knowledge to work safely
  • Management and workers should demonstrate
    competence to safely conduct or supervise
  • Should be appropriate to the organisations
    OSH hazards/risks

ILO-OSH 2001 - Organising
  • OSH documentation
  • Essential for those companies seeking
  • Key indicator of conformance
  • Tailored to size/need of the organisation

ILO-OSH 2001 - Organising
  • Communication
  • A defining component of an OSH-MS
  • Means whereby information is transmitted
    throughout the organisation
  • Ensures that those with OSH responsibilities
    have the structures to recieve and transmit

ILO-OSH 2001 Planning/Imp
  • Show the current status of the organization
  • Baseline for OSH policy implementation
  • Contains elements of
  • Initial review
  • System planning, development implementation
  • OSH objectives
  • Hazard prevention

ILO-OSH 2001 Planning/Imp
  • Initial review
  • Necessary before a robust OSH-MS can be formed
    and implemented
  • Identifies OSH hazards and risks
  • Audit with a difference as it is more thorough
    as eye is always geared to implementation
  • More attention placed on organisational culture

ILO-OSH 2001 Planning/Imp
  • System planning, dev. implementation
  • Addresses initial OSH-MS development and
    ongoing revision/modification of the system
  • Nucleus of OSH-MS as it addresses overall
    planning, dev. impl. of ILO-OSH 2001
  • Performance based nature of ILO-OSH 2001
    implies a number of structures
  • Crucial, if not well done, problems in impl.

ILO-OSH 2001 Planning/Imp
  • OSH objectives
  • Follows naturally from OSH policy
  • Represents beginning of progressional realm of
    OSH policy to operational realm expressed in
    system design/structure and measurement
  • Should be measurable and appropriate to the
    size and nature of the organisation
  • Should refelect the organisations values

ILO-OSH 2001 Planning/Imp
  • Hazard prevention (5 sub-elements)
  • Prevention and control measures
  • Management of change
  • Emergency prevention, preparedness and
  • Procurement
  • Contracting

ILO-OSH 2001 Planning/Imp
  • Hazard prevention (5 sub-elements)
  • Prevention and control measures
  • Proactive measures for controlling
  • Hierarchy of controls (eliminate, substitute,
    minimise through eng., minimise through admin.,
  • According to national laws and regulations
  • Training an essential component as workforce
    needs to understand hazards/risks

ILO-OSH 2001 Planning/Imp
  • Hazard prevention (5 sub-elements)
  • Management of change
  • Addresses OSH concerns when there is
    installation of new processes or operations
    (internal changes) or changes in law or
    regulations (external changes)
  • Organisation should assess here how changes in
    work processes or law can affect work safety and

ILO-OSH 2001 Planning/Imp
  • Hazard prevention (5 sub-elements)
  • Emergency prevention, preparedness and
  • Manner in which the organisation responds to
    OSH emergencies and accidents
  • Actions initiated and conducted immediately
    when events occur
  • Fire safety, disaster/incident management,
    evacuation/contingency plans, training,
    back- to-work systems, communication etc.

ILO-OSH 2001 Planning/Imp
  • Hazard prevention (5 sub-elements)
  • Procurement
  • Knowledge of items entering the facility
  • MSDS for identifying hazardous substances
  • Identification of substitute materials through

ILO-OSH 2001 Planning/Imp
  • Hazard prevention (5 sub-elements)
  • Contracting
  • Contractor selection and on-site work
    practices covered
  • Ensure contractor work is performed safely by
    informing them of hazards/risks
  • Stopping their work if unsafe
  • Potential contract termination due to unsafe

ILO-OSH 2001 - Evaluation
  • Shows how the OSH-MS is functioning (measures
  • Identifies weaknesses
  • Contains elements of
  • Performance monitoring measurement
  • Investigation
  • Audit
  • Management review

ILO-OSH 2001 - Evaluation
  • Performance monitoring measurement
  • Addresses the manner in which OSH performance
    is measured
  • Iterative process that evolves as the overall
    OSH-MS matures
  • Part of OSH-MS performance meas. sub- system
    that starts with OSH policy, then incorporates
    objectives, and is followed up with audit
    management review

ILO-OSH 2001 - Evaluation
  • Investigation
  • Purpose to determine the root-causes
  • See at what points the OSH-MS failed
  • Provides narrative description,
    employee/equipment/task characteristics, time
    factors, Preventive measures, injury
    characteristics, training issues, warnings, root
    causes (both proximal physical and systemic

ILO-OSH 2001 - Evaluation
  • Audit
  • Part of the OSH-MS performance measurement
  • Addresses the manner in which OSH performance
    can be determined
  • Should be undertaken for all elements
  • Either internal or third-party

ILO-OSH 2001 - Evaluation
  • Management review
  • Should assess the overall OSH-MS
  • Agregate lessons learned
  • Improve performance
  • Modify system in response
  • Through this activity that the OSH-MS, the
    org., and environment external to the org. are
    linked necessary for successful OSH-MS as it
    provides the feedback

ILO-OSH 2001 Action/Impr.
  • Implements corrective actions identified in
    Evaluation stage
  • Continual improvement in OSH performance
  • Contains elements of
  • Preventive and corrective action
  • Continual improvement

ILO-OSH 2001 Action/Impr.
  • Preventive and corrective action
  • Actions taken in response to, or in
    anticipation of, system breakdowns or high
    hazard/risk events
  • Key concept is that actions should be taken as
    anticipatory as possible (i.e. in advance)
  • Suggested goal is to reach a pt. where
    workforce take P C actions when confronted
    with a situation

ILO-OSH 2001 Action/Impr.
  • Continual improvement
  • Provides guidance on how OSH performance can
    be provided on an on-going basis
  • Measurable improvement is only attainable if
    measurable OSH objectives are chosen
  • May mean reduction in injury rates or meeting
  • Requires that the org. collects suitable
    performance data.

ILO-OSH 2001 Translations
  • Published in Arabic,
  • Bulgarian, Czech,
  • Chinese, English,
  • Finnish, French,
  • Japanese, Korean,
  • Polish, Russian, Spanish,
  • Thai, Vietnamese
  • Translated into Hindi,
  • Hebrew, German,
  • Malay and Portuguese

Profiles of national systems
  • Asia
  • Voluntary OSH-MS with certification support
    Australia, New Zealand, China Thailand
  • Mandatory OSH-MS with regulatory and third
    party certification Singapore, Indonesia
  • Promotion of OSH-MS Japan, Korea
  • Enabling steps India, Malaysia

Profiles of national systems
  • Singapore
  • Factories Act 1994
  • Mandatory external audits
  • 14 mandatory elements in org. OSH-MS
  • Govt responsible for mandatory safety audits,
    formulation of criteria for approval and accred.
    of 3rd party auditing companies and providing
    further guidance for implementation (COPs

Profiles of national systems
  • China
  • National Accreditation Committee for Safety
    Certification (17 members, tripartite)
  • Office for OSH-MS at National Centre for Safety
    Science and Technology
  • 34 certification agencies registered
  • 800 enterprises certified
  • 4,600 external auditors and 30,000 internal

Profiles of national systems
  • Australia/New Zealand
  • National OSH-imp. Framework
  • States produced state guidelines on OSH-MS
  • JAS-ANZ for organisations to certify
  • Accreditation controlled by state governments
  • Joint national standard AS/NZS 4801

Profiles of national systems
  • Japan
  • National guidelines promotion
  • Voluntary certification by organisations
    provided by JISHA
  • India
  • Enabling steps toward improved OSH management
  • Private certification no Govt. involvement

Profiles of national systems
  • Norway
  • Internal control (self-regulation regime)
  • Mandatory under Norwegian law
  • 7 elements in OSH-MS
  • Led to change in way of inspection
  • Inspect smooth functioning of system as
    compared to detailed traditional inspection
  • Incentives/penalty driven

Profiles of national systems
  • Poland
  • National standard developed by Government and
    standard body, recently amended in line with
    ILO-OSH 2001
  • Training provided by CIOP
  • Certification by govt. accredited institution
  • Incentives to certified organisations

OSH-MS Implementation
  • Taking an idea, plan or policy to fruition. 6
    steps can be identified
  • Initiation initial assumptions and goal setting
  • Estimation organisational dynamics
  • Selection choosing an approach
  • Implementation taking action
  • Evaluation measuring effectiveness
  • Correction continual improvement or termination

OSH-MS Implementation
  • Initiation
  • First actions or issues to be considered
  • Why the effort is being done
  • Value gained and anticipated outcomes
  • Consideration of alternative approaches

OSH-MS Implementation
  • Estimation Organisational dynamics
  • Resources, both human and financial
  • Organisational buy-in (selling the plan to upper
  • Costs
  • Organised labour perspective and involvement
  • Support
  • Integration

OSH-MS Implementation
  • Selection
  • Approach to be taken
  • Market demands
  • Integration
  • Augmenting the selected approach
  • How organisational dynamics will affect
  • The desire for  certification 

OSH-MS Implementation
  • Implementation
  • Confirm organisational support resources
  • Implementation action plan
  • Support team
  • Information management
  • Well defined goals and milestones
  • Clear lines of communication
  • Updates between team members
  • Maintaining support and focus
  • Overcoming breakdowns and resignation
  • Timeline notion of implementation cycles

OSH-MS Implementation
OSH-MS Implementation
  • Evaluation
  • Same as management review in ILO-OSH 2001
  • Overall assessment of OSH-MS effectiveness
  • Evaluation criteria 2 types
  • Outputs for what has been implemented
  • Outcome results generated from outputs (eg.
    Accident and injury rates)

OSH-MS Implementation
  • Correction
  • Step addresses correction, modification,
    evolution and possibly termination
  • Continuous improvement

Where to get more information
  • SafeWork Website (
  • SafeWork secretariat (

Thank you