1. AW101 – OCCUPATIONAL SAFETY & HEALTH 5.0 : INCIDENTS PREVENTION

2. Incident ? An abnormal event, not wanted, that result from an abrupt, unexpected and accidental form that interrupts the normal continuity of the work (Baselga 1984). An abnormal event, not wanted, that result from an abrupt, unexpected and accidental form that interrupts the normal continuity of the work (Baselga 1984). Standard UNE 81900 explains an incident as undesired or unwanted that given rise to losses in the health of injuries of the worker. Standard UNE 81900 explains an incident as undesired or unwanted that given rise to losses in the health of injuries of the worker. An incident could have resulted in a serious accident or injury (Senecal & Burke). An incident could have resulted in a serious accident or injury (Senecal & Burke). An incident could result in damage to property or equipment and it could result in an employee needing first aid. An incident could result in damage to property or equipment and it could result in an employee needing first aid.

3. INCIDENTS ACCIDENTS

4. Krause & Hidley (1992) found that the difference between inccident and accident: Krause & Hidley (1992) found that the difference between inccident and accident: 1. needing only first aid verses a major medical intervention. 2. owed in a certain way, to the factor of luck ‘near miss’. Conclusion : Incident is a fact or event not planned nor wanted that will occasionally result in an unintentional injury or health related problems, will occasionally result in damages to property, products or to the enviroment, loss of production and/or an increase in legal responsibilities. Conclusion : Incident is a fact or event not planned nor wanted that will occasionally result in an unintentional injury or health related problems, will occasionally result in damages to property, products or to the enviroment, loss of production and/or an increase in legal responsibilities.

5. Types Of Incident Type 5 The incident can be handled with one or two single resources with up to six personnel. The incident can be handled with one or two single resources with up to six personnel. Command and General Staff positions (other than the Incident Commander) are not activated. Command and General Staff positions (other than the Incident Commander) are not activated. No written Incident Action Plan (IAP) is required. No written Incident Action Plan (IAP) is required. The incident is contained within the first operational period and often within an hour to a few hours after resources arrive on scene. The incident is contained within the first operational period and often within an hour to a few hours after resources arrive on scene. Examples include a vehicle fire, an injured person, or a police traffic stop. Examples include a vehicle fire, an injured person, or a police traffic stop.

6. Type 4 Command staff and general staff functions are activated only if needed. Command staff and general staff functions are activated only if needed. Several resources are required to mitigate the incident. Several resources are required to mitigate the incident. The incident is usually limited to one operational period in the control phase. The incident is usually limited to one operational period in the control phase. The agency administrator may have briefings, and ensure the complexity analysis and delegation of authority are updated. The agency administrator may have briefings, and ensure the complexity analysis and delegation of authority are updated. No written Incident Action Plan (IAP) is required but a documented operational No written Incident Action Plan (IAP) is required but a documented operational briefing will be completed for all incoming resources. briefing will be completed for all incoming resources. The role of the agency administrator includes operational plans including objectives and priorities. The role of the agency administrator includes operational plans including objectives and priorities.

7. Type 3 When capabilities exceed initial attack, the appropriate ICS positions should be added to match the complexity of the incident. When capabilities exceed initial attack, the appropriate ICS positions should be added to match the complexity of the incident. Some or all of the Command and General Staff positions may be activated, as well as Division/Group Supervisor and/or Unit Leader level positions. Some or all of the Command and General Staff positions may be activated, as well as Division/Group Supervisor and/or Unit Leader level positions. A Type 3 Incident Management Team (IMT) or incident command organization manages initial action incidents with a significant number of resources, an extended attack incident until containment/control is achieved, or an expanding incident until transition to a Type 1 or 2 team. A Type 3 Incident Management Team (IMT) or incident command organization manages initial action incidents with a significant number of resources, an extended attack incident until containment/control is achieved, or an expanding incident until transition to a Type 1 or 2 team. The incident may extend into multiple operational periods. The incident may extend into multiple operational periods. A written IAP may be required for each operational period. A written IAP may be required for each operational period.

8. Type 2 This type of incident extends beyond the capabilities for local control and is expected to go into multiple operational periods. A Type 2 incident may require the response of resources out of area, including regional and/or national resources, to effectively manage the operations, command, and general staffing. This type of incident extends beyond the capabilities for local control and is expected to go into multiple operational periods. A Type 2 incident may require the response of resources out of area, including regional and/or national resources, to effectively manage the operations, command, and general staffing. Most or all of the Command and General Staff positions are filled. Most or all of the Command and General Staff positions are filled. A written IAP is required for each operational period. A written IAP is required for each operational period. Many of the functional units are needed and staffed. Many of the functional units are needed and staffed. Operations personnel normally do not exceed 200 per operational period and total Operations personnel normally do not exceed 200 per operational period and total incident personnel do not exceed 500 (guidelines only). incident personnel do not exceed 500 (guidelines only). The agency administrator is responsible for the incident complexity analysis, agency administrator briefings, and the written delegation of authority. The agency administrator is responsible for the incident complexity analysis, agency administrator briefings, and the written delegation of authority.

9. Type 1 This type of incident is the most complex, requiring national resources to safely and effectively manage and operate. This type of incident is the most complex, requiring national resources to safely and effectively manage and operate. All Command and General Staff positions are activated. All Command and General Staff positions are activated. Operations personnel often exceed 500 per operational period and total personnel will usually exceed 1,000. Operations personnel often exceed 500 per operational period and total personnel will usually exceed 1,000. Branches need to be established. Branches need to be established. The agency administrator will have briefings, and ensure that the complexity analysis and delegation of authority are updated. The agency administrator will have briefings, and ensure that the complexity analysis and delegation of authority are updated. Use of resource advisors at the incident base is recommended. Use of resource advisors at the incident base is recommended. There is a high impact on the local jurisdiction, requiring additional staff for office administrative and support functions. There is a high impact on the local jurisdiction, requiring additional staff for office administrative and support functions.

10. Unsafe Act Performance of a task or other activity that is conducted in a manner that may threaten the health and/or safety of workers. Examples are : Performance of a task or other activity that is conducted in a manner that may threaten the health and/or safety of workers. Examples are : Operating without qualification or authorization. Operating without qualification or authorization. Operating equipment at unsafe. Operating equipment at unsafe. Failure to warn. Failure to warn. Using defective equipment Using defective equipment Working in hazardous locations without adequate protection or warning. Working in hazardous locations without adequate protection or warning. Wearing unsafe clothing. Wearing unsafe clothing. Taking an unsafe position. Taking an unsafe position.

11. Unsafe Conditions A condition in the work place that is likely to cause property damage or injury. Examples are : A condition in the work place that is likely to cause property damage or injury. Examples are : Defective tools, equipment, or supplies. Defective tools, equipment, or supplies. Fire and explosion hazards. Fire and explosion hazards. Inadequate supports or guards. Inadequate supports or guards. Poor housekeeping. Poor housekeeping. Hazardous atmospheric condition. Hazardous atmospheric condition. Excessive noise. Excessive noise. Poor ventilation. Poor ventilation.

12. Hazard ? Hazard Hazard A source or a situation with a potential for harm to humans, property and damage of environment or a combination of these. Danger Danger Relative exposure to hazard. Risk Risk A combination of likelihood of occurrence and severity of injury or damage.

13. Classification & Potential Sources of Hazards Classification Example of Hazards Classification Example of Hazards Mechanical - Sharp points & edges, overload. Mechanical - Sharp points & edges, overload. Electrical - Insulation damaged or cover broken Electrical - Insulation damaged or cover broken Biological - Exposed, airborne/blood borne Biological - Exposed, airborne/blood borne microorganism. microorganism. Chemical - Expose to carcinogens chemical Chemical - Expose to carcinogens chemical Ergonomics - Expose to unnatural postures Ergonomics - Expose to unnatural postures Psychological- Stress or violent at workplace. Psychological- Stress or violent at workplace.

14. Hazard Identification To keep workplace safe and healthy. To keep workplace safe and healthy. -employers should make sure there are no hazards to which employees could be exposed. Employers should look for hazards in advance Employers should look for hazards in advance as part of their risk management plan to prevent potential hazards.

15. The Process of Risk Management Classify Activities (Work, Product, Services) Identify Hazard Assess The Risk Risk Control Review Risk Control

16. Identify Hazards 1. Walk around your workplace and look at what could reasonably be expected to cause harm. 2. Ask your employees or their representatives what they think. They may have noticed things that are not immediately obvious to you. 3. Check manufacturers’ instructions or data sheets for chemicals and equipment as they can be very helpful in spelling out the hazards and putting them in their true perspective. 4. Have a look back at your accident and ill-health records – these often help to identify the less obvious hazards. 5. Remember to think about long-term hazards to health (eg high levels of noise or exposure to harmful substances) as well as safety hazards.

17. Risk Assessment Is the process of evaluating the risk to safety & health from hazards at work Is the process of evaluating the risk to safety & health from hazards at workTypes - Qualitative - Semi-quantitative - Quantitative

18. How To Assess Risk 1) Look for the Hazards 2) Decide who might be harmed & how 3) Evaluate the risk and check what is done to prevent it from happening done to prevent it from happening 4) Record finding 4) Record finding 5) Review assessment and revise it if necessary 5) Review assessment and revise it if necessary

19. Types of Risk Assessment Qualitative - (Use Risk Matrix) Qualitative - (Use Risk Matrix) -table scales for likelihood and severity Fatality Fatality Major injuries Major injuries Minor injuries Minor injuries First aid or near misses First aid or near misses

20. Types of Risk Assessment Based on statistic Based on statisticLikelihood Very likely Very likely Likely Likely Unlikely Unlikely Highly Unlikely Highly Unlikely

21. Qualitative Risk Table SeverityLikelihood V/LikelyLikelyUnlikelyH/Unlikely FatalityHighHighHighMedium Major Injuries HighHighMediumMedium Minor Injuries HighMediumMediumLow First Aid/ N/missesMediumMediumLowLow

22. Semi-Quantitative Risk Assessment Severity Categories Severity Categories 1. First Aid 2. Less than 4 days M/C 3. More than 4 days M/C 4. Fatality & Permanent Disability

23. Semi-Quantitative Risk Assessment Likelihood Occurrence Likelihood Occurrence 1. Yearly 2. Monthly 3. Weekly 4. Daily

24. Semi-Quantitative Risk Table LIKELIHOOD SEVERITyYearlyMonthlyWeeklyDaily 1234 First Aid 11234 < 4 Days MC 22468 > 4 Days MC 336912 Fatality & Permanent Disability 4481216

25. Quantitative Risk Assessment In cases where hazards are numerous and complex In cases where hazards are numerous and complex eg; Chemical process plant Should have Job Safety Analysis (JSA) - describe job in less than 10 steps - List things that can go wrong - eg; Changing a Car Wheel

26. Actions & Recommendations EL-Eliminate EL-Eliminate SL-Substitute SL-Substitute IS-Isolation IS-Isolation EC-Engineering Control EC-Engineering Control AC -Administration Control AC -Administration Control PPE- Personal Protection Equipment PPE- Personal Protection Equipment

27. Actions & Recommendations Eg; EL - stop work, cover hazard… SL - use other route, other material.. IS - put up temporary barrier,… EC - construct permanent wall,.. AC - put up notice, job rotation,… PPE - gloves, respirator,……