Audit of Health and Safety in the Workplace - Assignment Example

HEALTH & SAFETY IN THE WORKPLACE AUDIT PART B – BACKGROUND RESEARCH AND COMPLIANCE FINDINGS 1. Workplace Description The selected workplace belongs to the automotive service and repair industry (Retail and Wholesale) located in ___________(your area). The floor area of ___________(select any automotive repair shop in your area), is around 170 square metres with a workforce consisting of 6 mechanics, 4 helpers, and 2 office staff. These individuals are full-time employees, working 8 hours/day for 5 days a week. The workplace is divided into three sections – the repair/lift area, lubrication, and the office. The repair and lubrication is equipped with car lift, air compressors, welding machine, A/C service equipment, alignment machines, battery chargers, and so on. Generally, people come to this workplace to get their vehicle repaired ranging from a simple tire problem to engine overhauling. During the visual inspection, the workplace appears clean and organized while its employees, particularly the mechanics and helpers are all wearing safety gloves and shoes while performing their work in a well-lighted area. In addition, there are safety signs, first aid kits, fire extinguishers, and the floor is covered with non-slip matting to prevent slips and falls. Whenever a car will be lifted or lowered, the mechanic first asks the customer and other non-technical personnel to leave the area while his helper inspect and secure the lifting clamps. During under chassis work, both the mechanic and helper wore safety glasses and working with enough space to move and in comfortable position to view the underside of the car. 2. Industry Research As mentioned earlier, this type of workplace is under the automotive service and repair industry or more generally in the “Retail and Wholesale” group. There are around 478,000 people employed in this group and 96% of them are covered by WCS or Workers’ Compensation Scheme. Mostly under 45 years of age, there are 58,800 workers in the vehicle retailing and services covered by WCS and contributing to around 18% of Queensland economy (Queensland Government, 2010a). According to the fact sheets of this industry found in the Workplace Health and Safety Queensland website, the health and safety hazards associated with this type of workplace include hazardous chemicals, compressed gases, flammable and combustible materials, electrical, fire, noise & vibration, slips, trips, and falls, and failure of hoist used for vehicle lifting (Queensland Government, 2010a). The health and safety requirements of the workplace are generally under the Workplace Health and Safety Act 1995 and the Dangerous Goods Safety Management Act 2001. In 2005 to 2006, the industry according to the statistic update by the Department of Employment and Industrial Relations or DEIR is generally performing well as it has lowest non-fatal claim rate of all industry groups. Specifically for motor vehicle services, it has 12.1 non-fatal claims per 1,000 workers from 2005 to 2006. Associated musculoskeletal disorder claim rate also went down by 6% or 6.4 claims per 1,000 workers. These injuries were mostly affecting the lower back and caused by lifting and lowering heavy objects such as wheels and tyres. Moreover, traumatic injuries rate went up by 6% mostly caused by moving objects. Vehicle parts and accessories fitters were mostly affected by musculoskeletal disorders while motor mechanics were commonly affected by traumatic injuries (Queensland Government, 2010a). 3. Audit Methodology The methodology used in this audit is a combination of visual inspection and interviews with key personnel of the auto repair shop. With permission from the shop’s manager, visual inspection was conducted on the repair, lubrication, and office area. The working condition and safety activities were observed including environmental noise, lighting, and space. A set of health and safety compliance questionnaires (see Appendix- 4) were provided and answered by the shop manager, lead mechanic, and helper. The risk assessment was conducted using three methods – Risk Priority, Risk Calculator, and Risk Formulae. 4. Evaluations of Workplace Health and Safety Management System & Consultative System According to answers provided in the Health and Safety compliance questionnaires and actual observation of the workplace, the shop does not have any formal Health and Safety Management in place. Although management is aware of some potential risk and implementing some measures to mitigate these risks, there is no documented risk assessment available. Similarly, since the workplace is small and the number of workers is less than 30, there is no WHSO or Workplace Health and Safety Officer appointed as required by Act, S 93 (DEIR, 2007:3). However, every employee is regularly being consulted by management on potential hazards and risks in the shop and subsequently following safety policies imposed as indicated in S 27A (1), S 28 & S 29 of the Workplace Health & Safety Act 1995. These include expressing which area of work they are not comfortable and equipment they feel difficult to operate or have health implications. This consultative system is in line with the Manual Tasks Code of Practice 2010 (S 7.2). For instance, although there is no formal health and management system, the consultative system allow every employee to be actively involved in health and safety matters such as preventing slips, trips, and falls by keeping the shop floor clean and oil free. They are also concern about the hazards and risks and recommend appropriate control measures. As the “relevant person” (S 28 (1) of WHSA 1995) in this workplace, the manager is always concern about the well-being of his staff. For example, as an internal policy following S 36 (a) to (c) of WHSA 1995, the shop helpers are obliged to clear the area of any tools and equipment after every service. Ask customers to stay away of the repair area and wait in the assigned waiting lounge. More importantly, as part of their work, they must ensure that all safety latches are secured and lifting equipments are in good condition before the mechanic start his work. Similarly, they were all instructed to avoid contact with hazardous substances such as used engine oil, toxic exhaust fumes, battery acid, refrigerated liquid or gas, and electric shock from defective hand lamps and other portable appliances. As part of this rather informal consultative system within the shop, employees are being asked to provide feedback particularly those that concern manual handling. This is the reason why management provided a small forklift truck as some employees doing regular lifting complained about back pain while some helpers are hesitant to get weighty supplies from elevated rack using a ladder. Although there is no evidence of a formal consultative body such cooperation, partnership, and consultation between management and employees, the shop is in most partly complying with S 18 and S 22 of WHSA 1995. 5. Evaluation of Workplace’s Health and Safety Performance in 3 other areas 5.1 Manual Tasks There are a number of activities in the auto service that fall under “Manual Tasks” as specified in CoP Manual Tasks 2010 (S 1) such as carrying, lifting, pushing, and pulling objects. Since the Workplace Health and Safety Act 1995 impose an obligation to certain individuals in the workplace (Act., 1995 (S 28)) such as conducting a risk assessment, the shop should comply and mitigate these risks. The shop as mentioned earlier has an informal consultative system to identify, assess, and control the risks in the workplace. Consultation as suggested by the Manual Tasks Code of Practice 2010 is a good risk management strategy as workers are the most likely individual who knows the risks and ways to mitigate it (CoP Manual Tasks 2010, S 4). However, there was no specific training provided with regards to manual tasks but mere instructions and reliance to safe worker behaviour. At this point, the shop neglected an important practice and law requiring employers to train their workers in sufficient depth (CoP Manual Tasks 2010, S 5). 5.2 Noise Since noise is known to cause deafness, absenteeism, poor work performance, and contributory factor in workplace injuries or accidents, the shop management or the relevant person is responsible for protecting workers from excessive noise (CoP Noise 2004, S 2). However, when evaluated according the hazard identification checklist provided in Appendix 1 of CoP Noise 2004, the shop is noise hazard free. For instance, there is no need to raise a voice when talking to someone about one meter away. None of workers interviewed experienced ringing in the ears or tinnitus or suffered blurred hearing. Although there is noise louder than 85 decibels particularly during engine acceleration test, these are occasional and only occur in a matter of seconds. However, in compliance with QLD law and other regulations, there still an obligation to carry out an accurate noise assessment with the help of competent person as specified in Appendix A of AS/NZS 1269.1 with knowledge of relevant Australian Standards and legislative requirements. Moreover, there should be a noise control policy for noise exposure and peak levels so the shop can maintain or improve its current present noise levels (CoP Noise 2004, S 4.2). 5.3 First Aid First Aid by definition is only for immediate care or a temporary measure until an appropriate care arrives. It is the obligation of the shop management to provide the workplace with First Aid kits, personnel, room, signs, and records of the accident (CoP First Aid 2004, S 2). As observed, there is one First Aid room with First Aid kits. It can be easily found by following the First Aid Signs located in the four corners of the shop. However, upon examination of the First Aid Kit, some essential items are missing such as eye pads, resuscitation mask, forceps/ tweezers, and re-usable ice pack for strain and sprains management. Similarly, the First Aid Room does not contain a suspended curtain for privacy and oxygen equipment. Although the First Aid Kit as specified in the code of practice is located and positioned in a prominent and accessible position, clear identifiable, and with trained personnel to administer, the contents inadequately complied with CoP First Aid 2004, S 2.1.1. Similarly, the First Aid Room should provide the injured with privacy while temporary remedies are being applied. Although oxygen equipment is generally for high-risk workplaces, it will be advantageous for the shop to have one since they are also handling hazardous substances (CoP First Aid 2004, S 2.3). 6. Risk Assessments (Summary of Results) The workplace generally has no formal health and safety management system but the management is assessing and mitigating the risks through consultation and partnership with employees. In terms of nationally accepted code of practices, the shop appears to partly comply with Manual Tasks as no formal training is being provided to workers. Similarly, no noise assessment was conducted and First Aid facilities such as First Aid Room and Kit lack the required content specified in CoP Noise 2004 (S 3.4) and CoP First Aid 2004 (S 2.1.1 & S 2.3). The Risk Calculator, Risk Priority Chart, and Risk Assessment Formulae are used in assessing risks in the auto service shop (see Appendix 1 to 3 for detailed risks assessments). In summary, the risk posed by “Manual Tasks” such as lifting, moving, and pushing weighty objects, scored 450 or requiring immediate correction with justified expenditure in the Risk Assessment Formulae method. Similarly, the Risk Priority Chart shows that such risk requires immediate action while it gets a “High Risk” score in the Risk Calculator. In contrast, “Noise” score 15 or hazard should be eliminated without delay, but not an emergency. Similarly, the expenditure to the result of the Risk Assessment Formulae method is not justified. In the Risk Priority Chart, the risk posed by noises in the shop is minimal and generally requires no immediate action. The Risk Calculator also shows that it only posed moderate risk but important since it may cause serious injury if not given much attention. 7. Table of Findings AREA AUDITED CRITERIA COMPLIANCE H&S Management Systems WHSA 1995 (S 93, S 27A (1), S 28 & S 29) Shop partly meeting the criteria since although complying with code of practices (CoP Manual Task 2010, S 7.2 , CoP First Aid 2004(S 2, S 2.1.1, S 2.3), and Act 1997 S 36 (a) to (c), S 18 and S 22, there is no formal H&S Management System in place. Consultation Act 1995 S 36 (a) to (c) Shop adequately meeting the criteria as they generally use consultation in assessing and mitigating the risk in the shop Manual Task Act 1995 (S 28), CoP Manual Tasks 2010 (S 1, S 4, & S 5) Although all employees are instructed to follow safe manual handling, the shop partly meeting the requirements since there is no formal training being provided to workers on manual handling. Shop is mostly reliant on individual safe working behaviour, which is not a good practice. Noise CoP Noise 2004 (S 2) & (S 4.2)M, AS/NZS 1269.1 Not compliant since there was no noise assessment conducted. First Aid CoP First Aid 2004 (S 2), (S 2.1.1), (S 2.3) The shop is partly compliant since First Aid Room has no privacy curtains and oxygen equipment. Similarly, First Aid Kit content is not complete there are no eye pads, resuscitation mask, forceps/ tweezers, and re-usable ice-pack for strain and sprains management PART B – ANALYSIS OF FINDINGS 1. Introduction The workplace in this study is partly complying with the health and safety legislative requirements. Evidence suggests that such hesitation to develop a formal health and safety management system is due to absence of strong health and safety culture in the workplace. The management in particular is not very keen on providing formal safety training and developing a risk assessment and mitigation strategy for the workplace. The initiative should come from the management and as Hughes & Ferrett (2009) suggest, management should drive the development of a strong health and safety culture (p.64) that include accident prevention, strategies, and techniques (Gennard & Judge, 2005). Organizations fail their health and safety initiatives because the lack of resources, training, and other provisions diminish the workers’ perception of their management commitment towards a safe working environment (Barnett-Schuster, 2008). 2. Analysis of Findings In general, the automotive service shop management wants their employees to be safe but the problem is they are somewhat hesitant to comply fully with the requirements specified in health and safety legislations. For instance, although they are aware of the consequences of injuries caused by lifting heavy objects, most of their workers are not trained for this purpose. According to Hughes & Ferrett (2009), health and safety cultures are developed and driven by senior managers and there must be a shared commitment between employer and workforce in terms of attitudes and values (p.64). Apparently, the shop does not have these characteristics as evidenced by management’s reluctance to have a formal health and management system and train their employees on safe working practices. As mentioned in Part A, the management is mostly relying on individual’s safe working behaviour rather than formally train them. In addition, although the shop may appear complying with presence of safety signs, First Aid facilities, some basic safety measures and practices, the whole set up is superficial as there is no real commitment from management. The commitment, style, and proficiency of an organizations health and safety initiatives is determined by the safety culture of the organization that include individual attitudes, group values, patterns of behaviour, and competencies (Yiannas, 2009: 12). However, this safety culture will not come from the workforce alone but should be initiated and maintained by management with a mind-set to achieve high standards of health and safety (Riley & Channing, 2007: 77). On the other side of this partnership is the workers cooperation and understanding of the hazards in the working environment (Clarke & Cooper, 2004: 37). According to Bohlander & Snell (2009), health and safety culture must go beyond operational management and include the creation of safe working environment for all (p.537). It is therefore necessary for the shop management to consider enhancing the ability and awareness of its employees regarding health and safety matters otherwise such safe working environment will not exist. The present situation or relationship between the management and employees of the shop is somewhat beneficial in terms of health and safety culture development as only few more improvement is necessary. For instance, employees of the shop, particularly those that are working in the repair and service area are already aware of safe working practices thus only formal training is necessary. Employees’ involvement is very important in widening safety culture and acceptance of behaviour change initiatives (Ridley & Channing, 2009: 404). According to Furness & Muckett (2007), consulting employees on safety related matters and be seen acting on their suggestions is the most effective method of establishing a safety culture within an organization (p.46). The shop management therefore should be more active and demonstrate its commitment towards a healthy and safe working environment by complying with the requirements of the law and application of the code of practice associated with the industry. Establishing a strong health and safety culture in the workplace is very important and as evidence by the current situation in the automobile service shop, health and safety initiatives will have no meaning unless both management and employees are committed. Primarily, management should go beyond operational management and include safe practices in its business processes. Formal training should be provided whenever required by law and they should not hesitate to provide a complete set of First Aid equipment, which is essential for immediate care. Once again, these initiatives should coincide with health and safety training. For instance, according to Fang et al., (2006), study conducted on the effect of first aid training on Australia construction workers shows that they become more concern about their safety than before (p.501). Similarly, the shop management should encourage all employees to participate and get involve in risk reduction and accident prevention (Bonehill, 2010: 124). 3. Conclusion Establishing health and safety culture is the key to improve the current health and safety initiative in the automotive service shop. Primarily, the management should be truly committed with its health and safety programmes and comply with all the legislative requirements. They should also encourage their employees to participate and get involved with training exercises and establishment of a safe working environment. 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