The document discusses guidelines for effective safety and health committee meetings and activities. It provides an overview of topics that committees should discuss, including their roles and responsibilities. The committee should focus on issues that are both important and urgent to address current safety and health concerns. Duties of committee members are defined by law but may vary depending on the organization. Guidelines for committees include avoiding using them as an operational tool or making members enforcers, and instead focusing on helping management.

1. Copyright
©
COSH
2011
1

2. JULY 17-19, 2011
Ir Daud Sulaiman
NIOSH, Bangi
COSH 2011 KLCC
Copyright
©
COSH
2011
2
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39

3. TOPICS
FOR
DISCUSSION
• ACTIVITIES
FOR
THE
COMMITTEE
TO
CARRY
OUT
• GUIDELINES
FOR
THE
COMMITTEE
TO
FOLLOW
• ISSUES
GENERALLY
FACED
BY
THE
COMMITTEE
• TOWARDS
AN
EFFECTIVE
COMMITTEE
MEETINGS
Copyright
©
COSH
2011
3
/
39

4. EMPOWERING THE SH COMMITTEE FOR
EFFECTIVE MEETINGS AND ACTIVITIES
Copyright
©
COSH
2011
4
/
39

5. 100 %
RESPONSIBILITY
PRIVATE SECTOR
FOR OSH
GOVERNMENT
0%
NOW TARGET
Copyright
©
COSH
2011
5
/
39

6. • OSH
POLICY
• IMPLEMENTATION
OF
THE
POLICY
:
– SAFETY
MANAGER
– SAFETY
AND
HEALTH
COMMITTEE
– SAFETY
AND
HEALTH
OFFICER
– SAFETY
SUPERVISOR
– LINE
RESPONSIBILITY
– OSH
MANAGEMENT
SYSTEM
Copyright
©
COSH
2011
6
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39

7. Safety
and
Health
CommiQees
provide
a
way
for
management
and
workers
to
meet
regularly
to
discuss
workplace
health
and
safety
issues.
The
commiQee
should
bring
together
workers
pracZcal
knowledge
of
the
jobs,
and
the
management s
overview
of
the
workplace
and
work
organizaZon,
to
solve
current
safety
and
health
issues.
Copyright
©
COSH
2011
7
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39

8. The
commiQee
should
:
• Foster
cooperaZon
and
consultaZon
between
management
and
workers
in
idenZfying,
evaluaZng
and
controlling
hazards
at
workplaces.
• Be
an
effecZve
channel
of
communicaZon
to
exchange
ideas
to
solve
OSH
problems.
• Enhance
interest
and
moZvaZon
of
all
groups
of
management
and
workers
in
Safety
and
Health
acZviZes.
Copyright
©
COSH
2011
8
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39

9. Copyright
©
COSH
2011
9
/
39

10. FOR
THE
COMMITTEE
TO
CARRY
OUT
Copyright
©
COSH
2011
10
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39

11. ISSUES
NOT
URGENT
URGENT
NOT
IMPORTANT
NOT
I
MPORTANT
NOT
IMPORTANT
NOT
URGENT
BUT
URGENT
IMPORTANT
BUT
IMPORTANT
AND
IMPORTANT
NOT
URGENT
URGENT
WHICH
ISSUES
SHOULD
THE
SAFETY
COMMITTEE
FOCUS
ON?
Copyright
©
COSH
2011
11
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39

12. Are
members'
du=es
clearly
defined?
DuZes
of
commiQees
are
defined
in
the
OSHA
and
SHC
RegulaZons.
Specific
duZes
may
vary
with
the
type
and
size
of
the
organizaZon,
industry,
number
of
safety
specialist
staff
in
the
organizaZon,
the
firm's
accident
experience,
and
the
number
of
commiQees.
DuZes
common
to
all
commiQees
include:
1. AQending
all
commiQee
meeZngs
2. PromoZng
the
health
and
safety
policy,
and
program
3. AssisZng
the
employer
in
resolving
worker
health
and
safety
complaints
4. Providing
feedback
on
workers'
suggesZons
Copyright
©
COSH
2011
12
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39

13. 5. PromoZng
and
monitoring
compliance
with
health
and
safety
regulaZons
6. ParZcipaZng
in
the
idenZficaZon
and
control
of
workplace
hazards
7. ParZcipaZng
in
assessments
and
the
development
of
control
programs
for
hazardous
substances
8. AQempZng
to
raise
health
and
safety
standards
above
legal
requirements
9. ParZcipaZng
in
the
resoluZon
of
work
refusals
10. AssisZng
in
the
training
of
new
workers
11. ConducZng
health
and
safety
educaZon
programs
Copyright
©
COSH
2011
13
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39

14. 12. Studying
safety
programs
of
other
companies
to
enhance
own
program
13. ParZcipaZng
in
accident
invesZgaZons
14. Maintaining
records
of
accidents
and
injuries
15. IniZaZng
other
acZviZes
as
indicated
by
accident
experience
16. Carrying
out
workplace
inspecZons
17. Making
health
and
safety
recommendaZons
18. Advising
on
personal
protecZve
equipment
19. AssisZng
in
the
development
of
organizaZonal
OSH
rules
20. AssisZng
in
the
development
of
safe
work
procedures
21. Monitoring
effecZveness
of
OSH
programs
Copyright
©
COSH
2011
14
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39

15. Copyright
©
COSH
2011
15
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39

16. FOR
THE
COMMITTEE
TO
FOLLOW
Copyright
©
COSH
2011
16
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39

17. 1. Do
not
make
the
safety
commiQee
responsible
for
safety;
management
has
that
responsibility.
2. Avoid
using
the
commiQee
as
an
operaZng
tool.
Don’t
have
members
“do”
safety.
Incident
invesZgaZons,
inspecZons,
suggesZon
evaluaZon
and
hazard
report
analysis
are
beQer
done
by
the
line
or
dedicated
teams.
3. Don’t
let
commiQee
members
become
the
enforcers.
Enforcement
must
fall
to
management.
One
possible
excepZon:
a
behavioral
safety
process
can
permit
line
people
(along
with
management)
to
reward
and
coach
behavior
related
to
safety.
Copyright
©
COSH
2011
17
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39

18. 4. Task
the
commiQee
to
help
management
develop
strategy
and
advise
on
the
safety
and
health
process.
5. Use
data
(incidents,
rates,
research,
behavior
analysis,
etc.)
to
support
decisions.
Track
the
progress
of
goals
and
objecZves
and
help
management
with
accountability.
6. Give
the
commiQee
members
Zme,
funding,
clerical
support,
and
other
resources.
7. Senior
management
involvement
is
needed
to
help
transform
words
of
commitment
into
acZon.
Copyright
©
COSH
2011
18
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39

19. 8. Ensure
the
commiQee
is
not
simply
a
place
to
let
people
gather
so
it
can
be
said
that
a
commiQee
exists.
Look
at
how
commiQees
are
used
effecZvely
for
quality
or
operaZons.
Use
them
as
a
model.
9. Measure
your
commiQee’s
performance.
Know
when
it’s
working.
If
it
doesn’t,
make
adjustments.
10. Ask
your
human
resources
staff
to
help,
or
have
a
labor
relaZons
aQorney
review
the
mission
and
organizaZon
of
the
commiQee.
Copyright
©
COSH
2011
19
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39

20. Copyright
©
COSH
2011
20
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39

21.
FACED
BY
THE
COMMITTEE
Copyright
©
COSH
2011
21
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39

22. ROUTINE
MEETINGS
BRING
ROUTINE
RESULTS
…
Copyright
©
COSH
2011
22
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39

23. • Make
sure
the
commiQee
has
well-­‐defined
objecZves
and
clearly
set
out
funcZons.
• Make
sure
all
commiQee
members
understand
the
commiQee’s
role
in
dealing
with
long-­‐term
policy
and
workplace
health
and
safety
program
issues.
• Make
sure
all
commiQee
members
understand
the
difference
between
the
safety
and
health
officer
role
and
the
role
of
the
commiQee.
• Ensure
the
agenda
is
not
crowded
with
minor
problems,
which
should
be
solved
elsewhere.
Copyright
©
COSH
2011
23
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39

24. • Specify
agenda
items.
SZck
to
the
agenda.
• CommiQee
members
should
be
trained
in
health
and
safety
and
clearly
understand
the
commiQee’s
role.
• The
commiQee
will
be
an
effecZve
part
of
the
overall
health
and
safety
program,
and
there
is
a
common
understanding
of
the
commiQee’s
objecZves.
• Issues
raised
by
employees,
safety
and
health
officer,
supervisors
and
management
should
be
in
keeping
with
the
scope
of
the
commiQee’s
role.
• Ensure
the
development
and
implementaZon
of
an
issue
resoluZon
procedure.
Copyright
©
COSH
2011
24
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39

25. • Make
sure
all
members
arrive
on
Zme.
• Make
sure
the
agenda
is
manageable
and
all
items
can
be
worked
through
in
the
allocated
Zme.
• PrioriZze
items
if
it
appears
there
will
not
be
enough
Zme.
Make
sure
urgent
or
important
maQers
come
first.
• Make
sure
the
agenda
is
circulated
so
all
members
come
prepared.
• The
chairperson
should
keep
Zme
and
sum
up
where
appropriate.
• Make
sure
running
out
of
Zme
is
not
an
excuse
for
stalling
commiQee
business.
The
efficient
and
speedy
resoluZon
of
business
means
a
more
effecZve
commiQee.
Copyright
©
COSH
2011
25
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39

26. • Make
sure
all
commiQee
members
are
trained,
well-­‐informed
and
confident
about
holding
a
posiZon
on
the
commiQee.
• ‘RepresentaZves’
on
the
commiQee
are
just
that
–
representaZves.
They
must
have
the
opportunity
to
present
the
views
of
those
they
represent.
Where
dominaZon
occurs,
the
chairperson
must
encourage
balanced
discussion.
• Establish
a
meeZng
code
so
that
all
members
have
an
equal
chance
to
contribute.
• Consider
allocaZng
Zme
for
each
member
who
wants
to
contribute
to
the
discussion
on
a
parZcular
item.
• Consider
training
in
effecZve
meeZng
procedures
for
the
members.
• Make
sure
the
commiQee
is
not
too
large
–
too
many
people
trying
to
have
a
say
will
slow
down
the
commiQee
meeZng.
Copyright
©
COSH
2011
26
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39

27. • Make
sure
the
commiQee
has
a
‘profile’
in
the
workplace
so
commiQee
meeZngs
are
seen
as
needing
a
suitable
venue.
• Make
sure
a
suitable
venue
is
always
available
for
commiQee
meeZngs
and
make
a
firm
booking
with
set
Zmes
and
dates.
• Ensure
management
support
for
the
commiQee
through
the
provision
of
faciliZes
and
equipment.
• The
secretary
is
responsible
for
seqng
up
the
room
before
the
meeZng
so
all
necessary
equipment
are
ready
and
working.
• Make
sure
others
in
the
workplace
understand
commiQee
meeZngs
should
not
be
interrupted.
Copyright
©
COSH
2011
27
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39

28. • Employers
must
consult
with
employees
on
determining
the
membership
of
any
SHC.
However,
employees
must
make
up
at
least
half
of
the
membership
of
the
commiQee
• More
than
one
commiQee
may
be
needed
if
the
workplace
is
large.
A
Zered
structure
with
departmental
or
secZon
commiQees
coordinated
by
an
overall
commiQee
can
work
well.
• The
workplace
should
aim
for
a
representaZve
commiQee
where
people
from
a
range
of
areas,
needs,
operaZons
and
levels
of
experZse
can
work
together.
This
does
not
necessarily
mean
you
will
need
a
large
commiQee.
• The
chairperson
should
be
trained
in
meeZng
procedures
to
ensure
discussion
is
balanced
and
to
enable
proper
representaZon
by
those
aQending
the
meeZng.
Copyright
©
COSH
2011
28
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39

29. • Make
sure
all
recommendaZons
are
noted
in
the
minutes
and
the
acZons
required
are
clearly
described.
• Make
sure
minutes
are
distributed
and
displayed
ASAP
so
that
urgency
and
responsibility
for
acZon
is
understood
within
the
workplace.
• Make
sure
commiQee
operaZons
are
well
supported
by
management,
with
faciliZes,
Zme
to
implement
acZon,
resources
and
informaZon.
• RecommendaZons
not
implemented
should
be
included
on
the
agenda
for
the
next
meeZng,
and
the
chairperson
should
pursue
the
maQer.
Those
people
not
implemenZng
recommendaZons
need
to
explain
the
lack
of
acZon
and
detail
plans
to
implement
recommendaZons.
• The
commiQee
should
review
its
operaZons
and
make
sure
all
members
are
commiQed
to
the
agreed
objecZves.
Copyright
©
COSH
2011
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39

30. Copyright
©
COSH
2011
30 / 39

31. Copyright
©
COSH
2011
31
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39

32. • We’ve
all
had
plenty
of
experience
with
safety
meeZngs.
We’ve
aQended
many,
and
some
of
us
have
led
many.
While
some
of
these
meeZngs
have
been
highly
effecZve,
many
—
maybe
most
—
have
not
been
effecZve
at
all.
• A
study
of
a
round
of
safety
training
sessions
for
a
large
industrial
company
:
supervisors,
work
leaders,
and
safety
coordinators.
They
were
asked
to
give
their
best
esZmate
of
the
percentage
of
safety
meeZngs
they’ve
experienced
over
the
years
that
were,
in
their
judgment,
really
effecZve.
EsZmates
ranged
from
a
high
of
75
percent
down
to
5
percent,
with
the
average
response
being
less
than
50
percent.
Copyright
©
COSH
2011
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39

33. • Whether
meeZng
goals
are
idenZfied
consciously
or
not,
a
safety
meeZng
should
acZvate
safety
awareness
and
safe
behavior
on
the
part
of
every
crew
member.
MeeZngs
should
encourage
everyone
involved
to
watch
out
for
and
coach
each
other.
This
is
the
core
purpose
of
a
safety
meeZng.
• But
in
a
familiar
worst-­‐case
scenario,
a
supervisor
simply
reads
a
safety
bulleZn
or
an
accident
report
from
a
regulatory
body
database.
ParZcipants
then
sign
a
roster
indicaZng
they
aQended
the
meeZng.
Then
everyone
gets
back
to
work.
Copyright
©
COSH
2011
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39

34. Seven
Steps
:
1. Plan
the
mee=ng
around
your
cri=cal
objec=ves.
A
safety
meeZng
is
not
an
informal
monologue
about
safety.
It
is
a
planned
communicaZon
event
aimed
at
achieving
a
specific
objecZve.
And
the
planning
involves
both
the
content
–
the
“what”
of
the
meeZng
–
and
the
process
–
the
“how”.
2. Determine
what
content
is
of
interest
and
value.
Members
are
likely
to
get
more
out
of
topics
directly
relevant
to
the
work
they
do,
the
condiZons
they
work
in,
best-­‐pracZce
behaviors
they
need
to
engage
in,
and
the
risks
and
hazards
they
may
be
exposed
to.
When
in
doubt,
one
way
of
determining
what
would
be
of
most
interest
and
value
to
the
group
is...
ask
them.
Copyright
©
COSH
2011
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39

35. 3. Limit
your
points.
No
more
than
three
to
five
main
points
is
the
rule
of
thumb.
One
is
not
enough,
and
25
is
ridiculous.
The
point
is
not
to
cover
as
much
as
you
possibly
can;
the
point
is
for
members
to
learn
and
focus
on
a
few
criZcal
elements
of
safe
work.
4. Make
the
mee=ng
interac=ve.
If
people
are
talking,
they
are
acZve
and
engaged.
One-­‐way
communicaZon,
the
most
common
format
by
far,
is
of
limited
value.
What
will
get
your
people
talking?
If
you
pose
quesZons,
will
they
answer?
Can
you
pre-­‐assign
meeZng
parZcipants
to
lead
part
of
the
meeZng
or
perhaps
talk
about
a
safety
issue
of
parZcular
importance
to
them?
Copyright
©
COSH
2011
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39

36. 5. Vary
the
format.
Have
outside
experts
in
when
possible.
Vendors
are
osen
happy
to
come
in
and
talk
about
safe
use
of
their
equipment.
Some
safety
cultures
rotate
leadership
responsibility
for
the
meeZng.
A
roundtable
discussion
of
safety
case
studies
(again
relevant
to
the
kind
of
work
they
do)
can
be
energizing.
Breaking
a
large
class
down
into
sub-­‐
groups
of
three
or
four
to
work
on
case
studies
or
to
brainstorm
safety
recommendaZons
can
generate
a
higher
level
of
energy
and
involvement.
In
a
group
of
20,
usually
only
a
few
acZvely
parZcipate;
in
a
group
of
four,
all
usually
parZcipate.
Copyright
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2011
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39

37. 6. Discuss
“near
miss”
situa=ons.
It
may
be
difficult
to
get
people
to
talk
openly
about
incidents
they
have
seen
or
been
part
of.
But
if
approached
gradually,
with
no
one
singled
out
for
embarrassment
or
punishment,
many
teams
get
to
the
point
where
they
will
share
and
learn
from
such
events.
When
a
safety
culture
is
at
the
point
where
near
misses
can
be
discussed
openly
and
construcZvely,
the
meeZngs
are
automaZcally
more
useful
to
the
team.
7. Follow
up
issues
iden=fied
in
the
mee=ng.
A
common
complaint
of
ineffecZve
safety
meeZngs
is
“we
bring
stuff
up
but
nothing
gets
done
about
it.”
Don’t
spend
every
safety
meeZng
rehashing
the
same
hazards
and
poor
pracZces.
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©
COSH
2011
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38. Copyright
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©
COSH
2011

40. Institut Keselamatan dan Kesihatan
Pekerjaan Negara (IKKPN)
National Institute of Occupational Safety and
Health ( NIOSH ) Malaysia
www.niosh.com.my
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Copyright
©
COSH
2011