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Trung Truong MCP 138
ILA VIETNAM
Martin College SydneySafety Management Plan
trungtruong
8/27/2010
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Trung Truong MCP 138
1. table of contents
1. table of contents............................................................................................................22. Purpose.........................................................................................................................23. Scope............................................................................................................................34. Definitions and abbreviations.......................................................................................35. System overview..........................................................................................................36. Policy............................................................................................................................67. Risk register and risk treatment schedule.....................................................................68. Compliance register......................................................................................................99. Implementation (action) Plan.....................................................................................1010. Procedures...............................................................................................................112. Decision Making: Develop Action Plans...................................................................1311. Emergency preparedness and response..................................................................1412. System evaluation...................................................................................................14
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2. Purpose
The Campus director has selected meas the position of the new Safety Manager.
Being chosen as a safety Consultant working at a private consultancy firm, my duty is
to develop a safety management plan (SMP) under the AS/NSZ 5801 certification for
Martin College Sydney. As part of the selection process, The campus Director have
enlisted me into the panel of interviewers and my job is to undertake the following
task.
Develop a Safety Management Plan (SMP) to guide the development, implementation
, and ongoing maintenance and improvement of Management System (OHSMS).
Upon on my scope of SMP, the Campus Director has requested the limitation to only
the administration office area of Martin College
The SMP will be set out in accordance with the five OHSMS elements outlined in
AS/NZS.
3. Scope
At the current state, Martin College Sydney consists of 3 departments: the embassy,
English Martin Collge, Charles Sturt University Sydney Centre. Located in
Darlinghurst, within walking distance of Sydney’s CBD, the campus has 600 students
and is surrounded by shops and cafes, plus being close to public transport.
The administration office is the common area that leads ways to the 3 departments. In
a manner of speaking, the administration office has lacks of communication about the
workplace’s OHS to students and staff, whereas no consultation with people within
the organization or the setting up of OHS committee. The office’s lack of clear
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instruction on emergency evacuation plan is also another issue to take into account
with.
4. Definitions and abbreviations
OHSMS – Occupational Health and Safety Management System
SMP – Safety Management Plan
AS/NZS – Australian/New Zealand standards
5. System overview
AS/NZS identifies five main elements to an OHSMS, including review that underpins
continuous improvement of the system
This diagram relates to AS/NZS 4801
a) OHS Policy
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An OHS policy sets out the overall OHS objectives and demonstrates a commitment to
improving OHS performance. The policy is authorised by the company's top
management.
b) Planning
Planning is based on a risk management approach and includes things like:
Establishing safety performance targets
Financial, material and human resource requirements
Defining roles and responsibilities
Provision of access to legal and other requirements.
c) Implementation
The required resources are applied to achieve the company's OHS policies, objectives and
targets. Implementation includes:
Training and competency
Consultation, communication and reporting
Documentation
Document and data control
Hazard identification, risk assessment and control of risks
Emergency preparedness and response
Much of the documentation in the safety manual relates to this phase.
d) Measurement and Evaluation
The company measures, monitors and evaluates the key characteristics of its operations
and activities that can cause illness and injury. This includes:
Monitoring and surveillance
Incident investigation, corrective and preventive action
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Records and record management
OHSMS audits.
e) Management Review
The company's top management reviews the OHSMS annually to ensure its continuing
suitability, adequacy and effectiveness.
Source: http://www.qualitybusinessdocuments.com.au/business-documents/faq-4801.php
Martin college OHS & Reference Manual OHS Policy
1. Ohs Objectives, Responsibilities & Action Plam
2. Ohs Consultation & Communication
3. Purchasing controls
4. Risk Management
5. Hazard Identification Programme
6. Management off Hazardous Substances
7. Incident Management
8. First AID Administration
9. Rehabiliatation & Injury Management
10. Emergency Procedures
6. Policy
Martin College Sydney is committed to providing a safe and healthy workplace and
to eliminating accidents and incidents that could result in personal injury or illness.
Martin College requires its activities to be complied with relevant state and federal
legislation and good, established practices including Australian Standards. The
Campus will provide staff and students with guidance on and training in the
identification, assessment and control of hazards in the workplace.
7. Risk register and risk treatment schedule
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On 18 August 2010 we conducted an inspection of the workplace. Hazards were
concisely identified and risk treament shcedule was set up to eliminate and/or control
the risks
Hazard Risk Current Risk Rating Additional
controls
Required
Person
Responsi
ble
Due Date
Consequences
Likelihood
Risk R
atingLevel 5
Exit door is
blocked by the
table
Fire Major Likely E Move the
table away
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Truong
23/8
Computer
electrical leads
Tripping
hazard
Major Moderate H Design
appropriate
underground
power points
for laptops
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Truong
23/8
Fire extinguisher
is not always in
place
Fire risks Moderate Moderate H Make sure fire
extinguisher
is always in
ready to use
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Truong
23/8
Stair well lighting
inadequate
Tripping
hazards
Minor Likely H Send memos
to
maintenance
department to
fix the
lighting
Trung
Truong
23/8
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Elevator
Sharp poster
holder
Head hitting
injuries
Minor Moderate M Send memos
to
maintenance
department to
ensure poster
holder is not
sharp
Trung
Truong
23/8
Level 10
Exit sign are not
leaded
Can not see the
exit sign in any
emergency
case
Moderate Likely H Send memos
to
maintenance
department to
lead the exit
sign
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Truong
23/8
Pot plants
hanging too low
Hitting heads
hazards
Major Likely E Replace pot
plants by
other plants
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Truong
23/8
Outdoor furniture
not in good
conditions
Collapse Moderate Likely H Replace with
new outdoor
furniture
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Truong
23/8
Level M
Exit signs is
blocked by the
door and not
visible
Fire Minor Moderate M Redesign the
door to have
the exit sign
visible
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Truong
23/8
Fire sprinkler
broken
Fire Major Unlikely H Contact the
maintenance
department to
fix the fire
Trung
Truong
23/8
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sprinkler
Messive electrical
system
Electrocuted
hazard
Major Moderate E Contact
maintenance
department to
clear up and
fix the power
point areas
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Truong
23/8
First Aid Kit has
nothing
Nothing for
injury
treatments
Major Likely E Have
somebody
with
responsibility
to watch over
the First Aid
Kit
Trung
Truong
23/8
Workstation has
to be clear
Ergonomic
hazard
Minor Unlikely L Set out a
regulation
which
requires
employees to
keep their
workstation
cleaned
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Truong
23/8
Basement
Messive chemical
storage and
equipment
Flammable and
toxic
Moderate Moderate H Rearrange
chemical
storage and
equipment
into the right
places.
Trung
Truong
23/8
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8. Compliance register
The Campus is following under the Occupational Health and Safety Act 2000 No 40.
The objects of this Act are as follows:
(a) to secure and promote the health, safety and welfare of people at work,
(b) to protect people at a place of work against risks to health or safety arising out of the
activities of persons at work,
(c) to promote a safe and healthy work environment for people at work that protects
them from injury and illness and that is adapted to their physiological and psychological
needs,
(d) to provide for consultation and co-operation between employers and employees in
achieving the objects of this Act,
(e) to ensure that risks to health and safety at a place of work are identified, assessed and
eliminated or controlled,
(f) to develop and promote community awareness of occupational health and safety
issues,
(g) to provide a legislative framework that allows for progressively higher standards of
occupational health and safety to take account of changes in technology and work
practices,
(h) to deal with the impact of particular classes or types of dangerous goods and plant at,
and beyond, places of work.
Below are a few codes of practices of OHSMS NSW legislation:
Manual Handling National Code of Practice [NOHSC:2005(1990)]
Prevention of occupational overuse syndrome: Code of practice
Control of work-related exposure to hepatitis and HIV (blood-borne) viruses
Storage and handling of dangerous goods: Code of practice
Low voltage electrical work: Code of practice
Technical guidance: Code of practice
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OHS consultation - effective decision making and how to establish workplace
OHS consultation arrangements: Code of practice
9. Implementation (action) Plan
Task Starting
Date
Finish
Date
Responsibility Status Comments
Consultation 13/9 13/10 Trung Truong
(myself) and
key personnel
Develop Drafts 14/10 14/11 Safety
manager
Develop
committees
15/11/10 15/12/10 Safety
manager
Tranning the
lower staff
16/12/10 16/06/11 Myself and
key personnel
Distribute
drafts and
receive
comments
15/11/10 15/12/10 Safety
manager and
key personnel
Develop final
drafts
16/12/10 16/1/11 Safety
manager
Develop
implementation
timeline
17/1/11 13/10/11 Myself, safety
manager and
external
auditor.
10. Procedures
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Risk managemant procedure
The Risk managemant procedure is defined as the application of special technical and
managerial skills to the systematic, forward-looking identification and control of hazards
throughout the life cycle of a project, program, or activity. The primary objective of Risk
managemant procedure is accident prevention. Proactively identifying, assessing, and
eliminating or controlling safety-related hazards, to acceptable levels, can achieve
accident prevention. A hazard is a condition, event, or circumstance that could lead to or
contribute to an unplanned or undesired event. Risk is an expression of the impact of an
undesired event in terms of event severity and event likelihood. Throughout this process,
hazards are identified, risks analyzed, assessed, prioritized, and results documented for
decision-making. The continuous loop process provides for validation of decisions and
evaluation for desired results and/or the need for further action.
1. Define Objectives
The first step in the System Safety process is to define the objectives of the system under
review. These objectives are typically documented in business plans and operating
specifications
2. System Description
A description of the interactions among people, procedures, tools, materials, equipment,
facilities, software, and the environment. This also includes descriptions of data available
3. Hazard Identification: Identify Hazards & Consequences
Potential hazards may be identified from a number of internal and external sources.
Generally, hazards are initially listed on a Preliminary Hazard List (PHL), then grouped
by functional equivalence for analysis. Prior to risk analysis you must also include the
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consequence (undesired event) resulting from the hazard scenarios. Hazard scenarios may
address the following: who, what where, when, why and how. This provides an
intermediate product that expresses the condition and the consequences that will be used
during risk analysis.
1. Risk Analysis: Analyze Hazards and Identify Risks
Risk analysis is the process whereby hazards are characterized for their likelihood and
severity. Risk analysis looks at hazards to determine what can happen when. This can be
either a qualitative or quantitative analysis. The inability to quantify and/or the lack of
historical data on a particular hazard does not exclude the hazard from the need for
analysis. Some type of a Risk Assessment Matrix is normally used to determine the level
of risk (see an example contained in Attachment 1)
5. Risk Assessment: Consolidate & Prioritize Risks
Risk Assessment is generally defined as the process of combining the impacts of risk
elements discovered in risk analysis and comparing them against some acceptability
criteria. Risk Assessment can include the consolidation of risks into risk sets that can be
jointly mitigated, combined, and then used in decision making.
2. Decision Making: Develop Action Plans
This step begins with the receipt of a prioritized risk list. Review the list to determine
how to address each risk, beginning with the highest prioritized risk. The four options
that may be chosen for a risk are transfer, eliminate, accept, or mitigate (T.E.A.M).
Generally, design engineering follows the “safety order of precedence”: 1) Design for
minimum risk, 2) Incorporate safety devices, 3) Provide warning devices, or 4) Develop
procedures and training. This may result in alternative action plans.
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3. Validations and Control: Evaluate Results of Action Plan for Further Action
Validation and control begins with (1) the results of scheduled analyses on the
effectiveness of actions taken (this will include identification of data to be collected and
identification of triggering events if possible; then developing a plan to review the data
collected) and (2) the current status of each prioritized risk. If the residual risk is
acceptable, then documentation is required to reflect the modification to the system, and
the rationale for accepting the residual risk. If it is unacceptable, an alternate action plan
may be needed, or a modification to the system/process may be necessary.
8. Modify System/Process (if needed)
If the status of a risk should change or the mitigating action does not produce the
intended effect, a determination must be made as to why. It may be that the wrong
hazard was being addressed, or the system/process needs to be modified. In either
case, one would then re-enter the system safety process at the hazard identification
step
http://www.fs.fed.us/foresthealth/aviation/resources/docs/ssprocdscrp.pdf
11. Emergency preparedness and response
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Martin College Emergency evacuation floor plan
Source:http://www.pcs.unimelb.edu.au/maps_locations/building_plans/
general_floor_plans
12. System evaluation
An audit of an OHS Management System is separate from a workplace inspection
program. Inspections are conducted to detect hazards in the workplace and to check
how well risk controls are working for particular activities, processes or areas. Audits
look at the procedures and processes that are intended to manage the entire health and
safety program, rather than the individual deficiencies and failures identified during
inspections. Audit and inspection are complementary to each other and are not
mutually exclusive
The evaluation process will assess the success and failure of the system done on a
yearly basis. The evaluation is to ensure the Campus’s level of OHSMS compliance
to the Government law, and is the proof to show when there is an external agent
coming for an audit.
Basically, there are types of audits which Martin College Sydney can conduct.
Internal audit is usually applicable, but on the other hand it is also biased and is
conducted by unprofessional auditors.
In fact, Martin College Sydney could hire a consulting company for external
audit; where as external audits are typically carried out 6 monthly for the first year,
then annually thereafter.
Source:
http://www.worksafe.vic.gov.au/wps/wcm/connect/9e8d78804071e2319c1adee1fb55
4c40/NAT+User+Guide+Workbook+Version+2.pdf?
MOD=AJPERES&CACHEID=9e8d78804071e2319c1adee1fb554c40
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