OHS System Compliance Checklist: Are your processes on track?

A gap analysis focuses on the implementation of the management system. This process generally includes a desktop audit (legislative or standards subscribed to i.e. AS4801:2001 – Safety Management Systems) as well as assessment of the implementation of such systems, to ensure practicality and undertaking of prescribed requirements.

Often at SafetyZone, we are called into get organisations ‘OHS Systems on track’, generally this is due to an incident, new contract, change in management or someone has come back from a conference excited at increasing their level of compliance! Whatever the reason, we always approach the request in the same way, by identifying systems are currently in place and providing guidance to assist alignment between legislative and organisational requirements. This process is affectionately referred to as a ‘gap analysis’.

A gap analysis focuses on the implementation of the management system. This process generally includes a desktop audit (legislative or standards subscribed to i.e. AS4801:2001 – Safety Management Systems) as well as assessment of the implementation of such systems, to ensure practicality and undertaking of prescribed requirements.

This is relatively simple if a prescribed system has been previously implemented and needs to be re-introduced, as we can undertake an ‘internal audit’ to identify any non-conformances or opportunities for improvement to a stated standard, such as AS4801:2001 – Safety Management Systems. The outcome of this assessment is a ‘holistic’ review of the Safety Management as well as a comprehensive report identifying how to align the documentation to your requirements.

Where there are no prescribed systems, we general see that previously safety has been treated as ‘spot fires’ with a wide variety of documentation and process requirements picked up and put down depending on project requirements, regulatory oversight (i.e. Worksafe PINs) and incident outcomes (i.e. Workcover processes).

In this instance, many organisations don’t know where to start and how to go about the management of their issues. This is where a specialist consultant with experience in safety culture and mentoring is very useful in ‘untangling’ the processes which have built up over time whilst training management in ownership of their systems in a practical manner.

The first step is identifying the need to assess the OHS compliance in your organisation, do you need to do a gap analysis. There are a wide number of key lead and lag identifiers which can trigger the need for an assessment to be undertaken, we like to ask customers the following types of questions to identify processes which need to be brought together.

1. What requirements does your business have both in the past and into the future?

• This should identify any systems previously implemented, then allow you to ‘follow the breadcrumbs’ to determine what needs to be in place.

2. Are incidents reported and investigated? What happens in the event of a broken arm?

• This will generally bring you to the person managing the OHS within the facility as well as their reporting processes.

3. Are there any outstanding Workcover injury claims?

• This can identify some areas of risk in the past and allow you to research the follow up completed by the organisation.

4. Are new staff inducted? Do we keep a record of such inductions?

• This may assist in identifying what processes are being identified to new starters.

5. How are maintenance projects undertaken, who appoints staff and contractors to manage work?

• This will identify the ‘process owners’ in your organisation, these people can outline how safety/duty of care compliance is managed by the organisation.

6. Are any exit lights out? Are the fire extinguishers being checked?

• This may indicate that Essential Safety Measures (ESM) inspections are not being undertaken, this is common if the property is not leased.

7. Is there a budget allocated for OHS Management and general upkeep?

• Generally, finance will have a good idea of where costs are allocated for safety upgrades, assessments etc.

8. Is there a platform for staff consultation in the organisation? Are there minutes being taken of such meetings?

• If there is a monthly meeting between staff/stakeholders, safety issues may have been raised.

9. Is safety discussed and reported at our Annual General Meeting (AGM)?

• This area may give you an insight into Top Management perspective of their safety requirements and performance.

10. Are there any areas of hazard presenting during your time onsite? Is someone held accountable to a timeframe to resolve these?

• This may identify you to a ‘risk register’ or the management perspective on fixing hazards.

If you found that a lot of the questions above couldn’t be answered, this may indicate your systems are not functioning well and creating business liabilities as well as risks to your employees.

Give our friendly consultants a call to discuss our experience across a variety of industry types and methods for getting your safety under control.