Safe systems
As Covid-19 lockdown measures ease, we’re facing workplace challenges that require us to modify or completely change how and when tasks are carried out. In some countries these are not too unfamiliar but in others, the restrictions, the physical and emotional environment and the behavioural changes are quite different.
In the workplace, we have systems for managing safety and health. These can range from being informal or immature to being formal, documented and well established. Regardless of the degree of maturity, systems, processes and procedures need to be reviewed to ensure they remain suitable to the workplace and sufficient to address the risk profile of the organisation. Covid-19, and the significant degree of change it has brought, is a legitimate trigger for review of OSH management systems.
The five key Elements of Management System
- Policy and strategy – Where do we want to be?
- Organisation – Who and what do we need to have in place to get there?
- Risk management and controls – What are the challenges and risks that we need to manage?
- Monitoring and measuring – How do we know we’re on the right track?
- Reporting – When do we celebrate, or adjust plans?
IOSH Model for OSH Management Systems
No two organisations will have the same content and specific detail contained within their management system. The details need to be bespoke to that organisation, sometimes to an individual site and maybe even to a particular team. However, the core framework and intent will be common to most.
The table below captures some elements that will typically need to be reviewed as a result of internationally acknowledged approaches to combatting the spread and the effects of Covid-19.
It is not intended to be exhaustive and not every consideration will be applicable, but it is a starting point.
Policy and strategy
|
Possible impact of Covid-19 |
Consider/Review |
|
Business direction – what has been the impact of the virus on the strategic direction, financial stability and/or the resources available for on-going viability of the OSH strategy, vision and goals? Have products and/or services changed? Is the protection of core business a singular priority? |
|
Organisation
|
Possible impact of Covid-19 |
Consider/Review |
|
Have facilities/site reduced/increased? Have leadership resources been affected? Has the organisational design (OD) changed? Leaders may be under pressure to “perform” in uncertain, complex and ambiguous circumstances. Standards for good leadership practices should not be eroded. This is the time to demonstrate integrity and fairness, building workers confidence and trust in the leadership team |
Communication strategy – frequency & style |
Risk Management & controls
|
Possible impact of Covid-19 |
Consider/Review |
|
Legislative and guidance requirements for safeguarding individuals in the workplace need to be adhered to (disease detection, prevention and control);
Nature of the organisation - exposure potential & susceptibility of workers Impact on worker attitudes and values (behaviours);
The OSH culture within an organisation is greatly influenced by Leadership behaviour – their response to Covid-19 could affect the OSH climate and potentially the business reputation as a good employer in the community |
|
Monitoring & measuring
|
Possible impact of Covid-19 |
Consider/Review |
|
Key aspects of virus control measure effectiveness is critical to sustain operations Active monitoring
Reactive response tracking It is critical to understand when controls cease to be effective or fail – understanding the response to control failures, including investigations There is a need to look outside of your organisation too. It is important to keep pace with developments at a global, national and local level, as well as within your own industrial sector. |
Stakeholders, particularly customers / clients (public?) |
Reporting
|
Possible impact of Covid-19 |
Consider/Review |
|
There may be changes to reporting requirements;
Remember to identify critical information to better inform Policy/strategy Keep OSH strategy fluid and responsive. |
Organisation Annual Reporting |