hazard anticipation identification evaluation and control

1、REPUBLIC OFMarine GuidelineTHE MARSHALL ISLANDSNo. 2-11-3OFFICE OF THEMARITIME ADMINISTRATORRev. 12/09TO:ALL SHIPOWNERS, OPERATORS, MASTERS AND OFFICERS OF MERCHANT SHIPS, AND RECOGNIZED ORGANIZATIONSSUBJECT:Guidelines on the Basic Elements of a Shipboard Occupational Health and Safety Program.Refer

2、ences:(a)MSC-MEPC.2/Circ.3 dated 5 June 2006(b)Maritime Labour Convention, 2006, Standard A4.3.2(b)(c)MN-7-049-1, Hazardous Work and Consideration of Health and Safety Issues for Seafarers Under the Age of 18PURPOSE:The purpose of this Guideline is to provide guidance to Company line managers, healt

3、h and safety personnel or consultants who are implementing, improving or auditing the effectiveness of shipboard health and safety programs, on the basic elements of a shipboard occupational health and safety program. This Notice supersedes Rev. 11/06 and reflects the addition of references (b) and

4、(c) above and the change in section 2.4 as a result.APPLICABILITY:This Guideline applies to all Marshall Islands flag vessels subject to the ISM Code and describes the basic elements of a Shipboard Occupational Health and Safety Program (SOHSP). The elements set out in the appendices are applicable

5、to all vessel types and are fundamental pieces of a systematic occupational health and safety program, which may be used by Company line managers, health and safety personnel or consultants who are implementing, improving or auditing the effectiveness of a shipboard occupational health and safety pr

6、ogram.GUIDELINES:1.0ApplicationThis Guideline does not set specific performance or technical criteria, but recommends that Companies set policies and objectives and develop procedures for managing their occupational health and safety program. Companies should consider their unique organization, cult

7、ure and hazards on their vessels and the possible effects of their operations. The elements are intentionally flexible and may be adapted to address any size of operation or any vessel type. However, it should be noted that, although the standard is aimed at the SOHSPs, some of the elements address

8、activities and commitments that must be completed or made by shore side personnel (e.g. executive management commitment and provision of adequate resources). Key to the effectiveness of the program is the implementation of each element within an interconnected system.2.0Basic elements2.1Executive Ma

9、nagement commitment and leadership.Executive management commitment and leadership is a precondition for an effective SOHSP. Executive management commitment and leadership includes, but is not limited to:(a)integrating occupational health and safety into the management structure and fabric of the Com

10、pany;(b)developing an occupational health and safety policy;(c)developing occupational health and safety objectives;(d)providing resources to achieve the objectives;(e)defining stewardship responsibilities, and providing authority to carry out those responsibilities, and(f)establishing accountabilit

11、y for occupational health and safety as a part of job performance reviews.Further guidance is provided in Appendix 1.2.2Employee participation.Employees from all levels including crew members, officers, masters, persons in charge, and shore-side personnel should be directly involved with the SOHSP.

12、Shipboard and shore-side employees should be involved in developing, implementing, evaluating, and modifying the SOHSP. Employees should also participate in setting occupational health and safety objectives and performance criteria. This involvement might be through employee membership on safety com

13、mittees that provide input to management for the development of occupational health and safety policy, debate and set occupational health and safety goals, measure and evaluate performance, and recommend modifications to the program based on their evaluation. Shore-side and shipboard employees shoul

14、d work together to achieve occupational health and safety goals. For example, shore side personnel should participate on vessel safety committees since their decisions affect vessel operations and ultimately the occupational health and safety of vessel personnel. In large Companies, individual vesse

15、l safety committees might submit recommendations to an overarching safety committee that evaluates the recommendations and sets policy to apply appropriate recommendations to the entire fleet. Further guidance is provided in Appendix 2.2.3Hazard anticipation, identification, evaluation and control.T

16、he core function of any occupational health and safety program is prevention. Occupational health and safety hazards including fire, reactivity, chemical and physical hazards need to be anticipated and prevented from occurring. Hazards and unsafe operating procedures need to be identified and addres

17、sed so they will not endanger employees or the public, and will not damage the vessel, cargo or third party property. Potential hazards should be systematically anticipated, identified, evaluated and controlled. Tools such as job hazard analysis, industrial hygiene exposure assessments, and risk ass

18、essment/management methodologies enable the evaluation and control of hazards.2.4Companies should address in their SOHSP the safety and health of young seafarers and, specifically, restrictions on work considered hazardous for those under the age of 18. Refer to reference (c) above. Further guidance

19、 is provided in Appendix 3.2.5Training.Employees should receive training appropriate for their duties and responsibilities so that they may work safely and not endanger their shipmates or the public. In addition, employees who have specific occupational health and safety responsibilities (generally

20、supervisors with responsibility for the safety of others, but also non-supervisors who are assigned to safety committees or as crew member representatives) should receive training to enable them to carry out their occupational health and safety program responsibilities. Further guidance is provided

21、in Appendix 4.2.6Record keeping.Company records sufficient to demonstrate the effectiveness of the occupational health and safety program should be maintained. Data that enables trend or pattern analysis for root causes is particularly desirable. For example, results of audits that evaluate effectiv

22、eness of the occupational health and safety management program should be maintained. Records that indicate industrial hygiene exposure assessments have been conducted and appropriate controls have been implemented should be maintained. Current job safety analyses and corresponding standard operating

23、 procedures with safe work practices should be documented. Injury and illness data should be maintained to enable the identification of trends and patterns that associate the injury or illness with a common cause, which can be addressed. Training topics, lesson outlines and attendees should be docum

24、ented. Where appropriate, such records should permit evaluation of the program on individual vessels as well as across an entire fleet. Further guidance is provided in Appendix 5.2.7Contract or third party personnel.When contract or third party personnel are on board to perform work, vessel personne

25、l should provide information regarding potential hazards on the vessel that may affect the contract or third party personnel. Potential hazards related to the work conducted by contract or third party personnel should be provided to the vessel owner/operator and/or the master/person-in-charge. Each

26、employer should provide appropriate information regarding vessel and work hazards to their own employees. For example, exchange of information on chemical hazards might be accomplished by exchanging appropriate safety data sheets (SDS), then each employer can inform their own employees of the hazard

27、s identified in the SDS. Further guidance is provided in Appendix 6.2.8Fatality, injury, illness and incident investigation.Personnel injuries, occupational illnesses, and “near miss incidents should be promptly investigated. The current incident and other similar occurrences should be analyzed to i

28、dentify the primary (root) cause and any contributing factors.The investigation report, setting forth primary cause, contributing factors, and corrective measures should be presented to management and the Flag Administration. Follow up action which specifically addresses the reports recommendations

29、for corrective action should be undertaken and documented. Further guidance is provided in Appendix 7.2.9Systematic program evaluation and continuous improvement.Maintaining an effective occupational health and safety program is an ongoing process. The SOHSP should have systems for detecting, report

30、ing, and correcting non-conformities to the program. Some type of “formalized evaluation should also be conducted on a periodic basis consistent with other aspects of the vessels management plan. The evaluation should determine whether the SOHSP is appropriate for the vessel and its operations, that

31、 actual practices are consistent with the programs and procedures in the SOHSP, and that the SOHSP is effective. Comparison of data and records (refer to Appendix 5, Record Keeping) to performance objectives and criteria (refer to Appendix 1, paragraph 3, health and safety objectives) can provide im

32、portant indicators of the effectiveness of the SOHSP. Further guidance is provided in Appendix 8.APPENDIX 1MANAGEMENT COMMITMENT AND LEADERSHIP1Occupational health and safety programs are most effective when they are integrated into the management structure of a Company, rather than treated as an “a

33、dd on program. Examples of integrated occupational health and safety efforts include:.1developing Standard Operating Procedures (SOPs), written to the education level of the person who must follow the SOP, that integrate safe work practices and basic operational functions;.2making design review by q

34、ualified occupational health and safety personnel an element of the acquisition procedures; and.3making consultation with qualified occupational health and safety personnel a part of the process when making changes to operations.2Executive management sets the tone for the entire SOHSP through their

35、policy regarding occupational health and safety. Examples of values that can be stated and commitments that can be made in company policy include:.1a statement that the Company will make every effort to provide a safe and healthy workplace and that working safely is a condition of employment;.2state

36、ments that convey how important each crew member is to the vessel as a fellow worker and as a Company resource:“The basic safety policy of this Company is that no task is so important that an employee must violate a safety rule or put himself or herself at risk of injury or illness in order to get i

37、t done.;.3a written commitment to provide resources necessary to implement the occupational health and safety program could also be included in the policy statement; and.4management can demonstrate commitment to the occupational health and safety policies through word and action. For example, manage

38、rs visiting vessels should follow safety rules and standard operating procedures, including use of hearing protection, safety glasses, safety shoes, protective clothing, etc.3Setting and attaining occupational health and safety objectives demonstrates a Companys commitment to improvement of occupati

39、onal health and safety performance. Objectives provide a target against which those who are responsible for occupational health and safety may measure their progress. Quantifiable objectives are desirable since often “What gets measured gets done. (Refer to Appendix 8, Systematic Program Evaluation,

40、 for examples of performance measures and an overall program audit). Occupational health and safety objectives may include:.1eliminate Lost Time Incidents;.2report “near miss incidents or problems, evaluate, and if appropriate, implement changes to prevent a more serious incident or accident in the

41、future;.3develop and implement a program of evaluations through drills and other means (for example, simulators) to ensure that personnel are competent to carry out their duties;.4improve the occupational health and safety program by reviewing, considering and implementing appropriate published indu

42、stry practices and other recognized standards;.5complete periodic comprehensive (or area-specific) hazard review;.6reduce exposure levels to airborne vapors to acceptable levels through appropriate controls;.7complete annual respiratory fit-testing on schedule;.8develop and implement acute toxic exp

43、osure procedures addressing first aid procedures, obtaining additional emergency medical assistance, and appropriate medical surveillance tests (for example, S-Phenylmercapturic acid in urine following a potential benzene over-exposure); and.9develop and implement an occupational health medical surv

44、eillance plan.* Note: The intent of this medical surveillance plan is to ensure employees are not over exposed to hazards on the job including chemicals, radiation, noise, etc. This section is not intended to address physical standards related to watchkeeping published elsewhere.4Company management

45、holds the authority to dedicate necessary resources to achieve occupational health and safety objectives. Necessary resources may include:.1access to occupational health and safety information;.2training, including classroom and on-the-job training, that cover topics identified by the Companys risk

46、assessment process as well as those required by international or national standards. These topics would include but not be limited to existing chemical and mechanical hazards;.3qualified occupational health and safety professionals, either on the Company staff or hired as consultants;.4capital inves

47、tments in engineering controls; and.5personal protective equipment.5Defining stewardship responsibilities and providing authority to carry out those responsibilities is an essential component of management commitment. For example:.1Company management should:.1designate a shore side person who has ac

48、cess to the executive management of the Company and is responsible to ensure essential occupational health and safety issues are clearly communicated to executive management of the Company, and decisions regarding those issues are clearly communicated back to the vessel;.2ensure adequate resources o

49、f time, funds for occupational health and safety equipment, training and expertise are available to effectively implement the program throughout the Company;.3ensure that a safety committee or other mechanism to adequately involve crewmembers in occupational health and safety issues is created on ea

50、ch vessel;.4ensure that the elements of the shipboard occupational health and safety program are integrated and systematically implemented throughout the Company and on each vessel;.5ensure that objectives are developed and performance measures are reported from each vessel;.6ensure that all appropr

51、iate programs are developed and implemented including, but not limited to respiratory protection, hearing protection, confined space entry, and lock out-tag out;.7set a good example for employees by following established safety rules on vessels and by staying current on training commensurate with du

52、ties; and.8report unsafe practices or conditions observed while on a vessel to the supervisor of the area;.2Master/person-in-charge/operator should:.1ensure each crewmember receives an initial vessel orientation, covering Company safety policy, emergency procedures, access and egress, fire fighting,

53、 job hazards, and information on hazardous materials before beginning work. Document the completion of this orientation;.2ensure each crewmember is competent to perform a task or job by requiring a pre-job explanation and/or walk through of all procedures including safe work practices before startin

54、g work on that project or equipment. Require pre-job refresher training if the employee cannot demonstrate this competence;.3ensure each crewmember has been issued and received training on the use of required personal protective equipment (PPE) before starting work on a project requiring PPE;.4compl

55、ete periodic walk-around occupational health and safety checks of the vessel accompanied by appropriate personnel including those who have responsibilities or work in certain areas (e.g., Chief engineer and an oiler in engine spaces or First mate and able-bodied seaman on deck);.5periodically observ

56、e work performance of employees for compliance with safety rules contained or documented in the SOHSP;.6set a good example for subordinates by following established safety rules and attending training as appropriate;.7complete a preliminary investigation of all accidents and report findings to Compa

57、ny management; and.8provide information to Company management suggesting changes to Company-wide standard operating procedures or equipment that will improve employee safety;.3Officers/other management personnel should act as the masters or person-in-charges representative, and implement examples li

58、sted for the master in areas over which they exercise supervision (e.g. First Mate responsible for “deck personnel and Chief Engineer responsible for “engineers).6Management should establish accountability for occupational health and safety as part of job performance reviews. Performance reporting r

59、egarding health is as important and should be as routine within the Company as reports regarding timeliness of delivery, cargo loss or contamination, or citations regarding violations of regulations.APPENDIX 2EMPLOYEE PARTICIPATION1Full participation in developing, implementing, evaluating and conti

60、nually improving the SOHSP helps those on board the vessel to see the SOHSP as something that is the result of a value they share with vessel owners/operators. Personnel directly involved with the work are often the best source of information on health or safety hazards and often can suggest effecti