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Trung Truong MCP 138

ILA VIETNAM

Martin College
Sydney
Safety Management Plan
trungtruong
8/27/2010

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Trung Truong MCP 138

1. table of contents
1. table of contents...............................................................................................................2
2. Purpose.............................................................................................................................3
3. Scope................................................................................................................................3
4. Definitions and abbreviations..........................................................................................4
5. System overview..............................................................................................................4
6. Policy...............................................................................................................................6
7. Risk register and risk treatment schedule........................................................................6
8. Compliance register.........................................................................................................9
9. Implementation (action) Plan.........................................................................................10
10. Procedures....................................................................................................................11
2. Decision Making: Develop Action Plans ......................................................................13
11. Emergency preparedness and response........................................................................14
12. 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 Person Due Date

Consequences

Likelihood

Risk Rating
controls Responsi
Required ble

Level 5

Exit door is Fire Major Likely E Move the Trung 23/8


blocked by the table away Truong
table
Computer Tripping Major Moderate H Design Trung 23/8
electrical leads hazard appropriate Truong
underground
power points
for laptops
Trung 23/8
Fire extinguisher Fire risks Moderate Moderate H Make sure fire Truong
is not always in extinguisher
place is always in
ready to use
Stair well lighting Tripping Minor Likely H Send memos Trung 23/8
inadequate hazards to Truong
maintenance
department to
fix the
lighting
Elevator
Sharp poster Head hitting Minor Moderate M Send memos Trung 23/8
holder injuries to Truong
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maintenance
department to
ensure poster
holder is not
sharp
Level 10
Exit sign are not Can not see the Moderate Likely H Send memos Trung 23/8
leaded exit sign in any to Truong
emergency maintenance
case department to
lead the exit
sign
Pot plants Hitting heads Major Likely E Replace pot Trung 23/8
hanging too low hazards plants by Truong
other plants
Outdoor furniture Collapse Moderate Likely H Replace with Trung 23/8
not in good new outdoor Truong
conditions furniture
Level M
Exit signs is Fire Minor Moderate M Redesign the Trung 23/8
blocked by the door to have Truong
door and not the exit sign
visible visible
Fire sprinkler Fire Major Unlikely H Contact the Trung 23/8
broken maintenance Truong
department to
fix the fire
sprinkler
Messive electrical Electrocuted Major Moderate E Contact Trung 23/8
system hazard maintenance Truong
department to
clear up and
fix the power

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point areas
First Aid Kit has Nothing for Major Likely E Have Trung 23/8
nothing injury somebody Truong
treatments with
responsibility
to watch over
the First Aid
Kit
Workstation has Ergonomic Minor Unlikely L Set out a Trung 23/8
to be clear hazard regulation Truong
which
requires
employees to
keep their
workstation
cleaned
Basement
Messive chemical Flammable and Moderate Moderate H Rearrange Trung 23/8
storage and toxic chemical Truong
equipment storage and
equipment
into the right
places.

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,

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(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
• OHS consultation - effective decision making and how to establish workplace
OHS consultation arrangements: Code of practice

9. Implementation (action) Plan

Task Starting Finish Responsibility Status Comments

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Date Date
Consultation 13/9 13/10 Trung Truong
(myself) and
key personnel
Develop Drafts 14/10 14/11 Safety
manager
Develop 15/11/10 15/12/10 Safety
committees manager
Tranning the 16/12/10 16/06/11 Myself and
lower staff key personnel
Distribute 15/11/10 15/12/10 Safety
drafts and manager and
receive key personnel
comments
Develop final 16/12/10 16/1/11 Safety
drafts manager
Develop 17/1/11 13/10/11 Myself, safety
implementation manager and
timeline external
auditor.

10. Procedures

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,

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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
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
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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.

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)

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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

Martin College Emergency evacuation floor plan

Source:http://www.pcs.unimelb.edu.au/maps_locations/building_plans/general_fl
oor_plans

12. System evaluation


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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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