Page 55 - Occupational Health & Safety, December 2018

Today, news travels fast, and first impressions are lasting ones.
The British Standards Institution (BSI Group) first published its OHSAS 18000 series in 1999, and the ANSI Z10 Committee was formed in the same year. The International Labour Organization (ILO) released its Guidelines on Safety Management Systems in 2001. Additionally, many insightful employers have created their own successful internal systems based on principles common to all Occupational Health and Safety Management Systems. So while the goals are not necessarily new, the ability to make the case for investing the time, talent, and resources to integrate these methods and important principles into existing ways of operating compa- nies of all sizes and settings certainly has evolved.
What Do the New OHSMSs Bring to the Marketplace?
Implementing a safety management system (SMS) goes beyond simply budgeting for a safety program. An SMS is driven by an ongoing commitment to incremental and continuous improve- ment through the Plan, Do, Check, Act process. The drivers behind the new ISO 45001 Standard and the upcoming release of the revised ANSI/ASSP Z10 SMS Standard anticipated next year involve helping safety professionals make the case to execu- tive leadership that integrating safety and health into existing business management systems is both financially prudent and
increasingly feasible to achieve.
These drivers include:
Optimizing operations: A detailed focus on safety through-
out the organization identifies weak points in the dependability of the operations. Making improvements in these critical areas drives worker productivity, which leads to revenue increases in the short term that can turn into long-term, sustainable profitability. An example may be ergonomic improvements that also result in increased output.
Preventing forecastable losses: Identifying where proactive ef- forts can reduce or eliminate incidents involving worker injuries and damage to equipment and materials results in cost savings above and beyond the price of the corrective actions needing to be taken. An example may be investing in noise abatement technol- ogy, given a trend of work-related hearing loss cases despite the use of PPE.
Legal responsibilities: Employers that flirt with just being in compliance with applicable regulations often find that when put to the test, they fall short. Fines, increased insurance costs, and the related expenses of accidents can arise suddenly and affect the bottom line harshly. Proactively running a well-organized health and safety management system goes beyond compliance to designing processes that consistently provide dependable productive outcomes.
Increased job satisfaction: It is smart business to provide safe
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