Permit to work systems

WHAT ARE PERMITS-TO-WORK?

A permit-to-work system is a formal written system used to control certain types of work that are potentially hazardous. A permit-to-work is a document which specifies the work to be done and the precautions to be taken. Permits-to-work form an essential part of safe systems of work for many maintenance activities.. They allow work to start only after safe procedures have been defined and they provide a clear record that all foreseeable hazards have been considered.

A permit is needed when maintenance work can only be carried out if normal safeguards are dropped or when new hazards are introduced by the work. Examples are, entry into vessels, hot work and pipeline breaking.

WHAT IS THE PROBLEM?

An HSE survey showed that a third of all accidents in the chemical industry were maintenance-related, the largest single cause being a lack of, or deficiency in, permit-to-work systems.

In a study of small and medium-sized chemical factories:

• two-thirds of companies were not checking systems adequately;
• two-thirds of permits did not adequately identify potential hazards;
• nearly half dealt poorly with isolation of plant, electrical equipment, etc;
• a third of permits were unclear on what personal protective clothing was needed;
• a quarter of permits did not deal adequately with formal hand-back of plant once maintenance work had finished;
• in many cases little thought had been given to permit form design.

While aimed primarily at the chemical industry the guidance provided may have application in other industries.

WHAT DO I NEED TO DO?

Don't assume that your system is a good one just because you have not yet had a serious accident. You should critically review your system and ask yourself the following questions.

Information

• Is the permit-to-work system fully documented, laying down:
• how the system works;
• the jobs it is to be used for;
• the responsibilities and training of those involved; and
• how to check its operation?
• Is there clear identification of who may authorise particular jobs (and any limits to their authority)?
• Is there clear identification of who is responsible for specifying the necessary precautions (eg isolation, emergency arrangements, etc)?
• Is the permit form clearly laid out?
• Does it avoid statements or questions which could be ambiguous or misleading?
• Is it designed to allow for use in unusual circumstances?
• Does it cover contractors?

Selection and training

• Are those who issue permits sufficiently knowledgeable concerning the hazards and precautions associated with the plant and proposed work? Do they have the imagination and experience to ask enough 'what if' questions to enable them to identify all potential hazards?
• Do staff and contractors fully understand the importance of the permit-to-work system and are they trained in its use?

Description of the work

• Does the permit clearly identify the work to be done and the associated hazards?
• Can plans and diagrams be used to assist in the description of the work to be done, its location and limitations?
• Is the plant adequately identified, eg by discrete number or tag to assist issuers and users in correctly taking out and following permits?
• Is a detailed work method statement given for more complicated tasks?

Hazards and precautions

• Does the system require the removal of hazards and, where this is not reasonably practicable, effective control? Are the requirements of The Control of Substances Hazardous to Health Regulations 1994 (COSHH) and other relevant legislation known and followed by those who issue the permits?
• Does the permit state the precautions that have been taken and those that are needed while work is in progress? For instance, are isolations specified and is it clear what personal protective equipment should be used?
• Do the precautions cover residual hazards and those that might be introduced by the work, eg welding fume and vapour from cleaning solvents?
• Do the Confined Spaces Regulations 1997 apply? If so, has a full risk assessment identified the significant risks and identified alternative methods of working or necessary precautions?

Procedures

• Does the permit contain clear rules about how the job should be controlled or abandoned in the case of an emergency?
• Does the permit have a hand-back procedure incorporating statements that the maintenance work has finished and that the plant has been returned to production staff in a safe state?
• Are time limitations included and is shift changeover dealt with?
• Are there clear procedures to be followed if work has to be suspended for any reason?
• Is there a system of cross-referencing when two or more jobs subject to permits may affect each other?
• Is the permit displayed at the job?
• Are jobs checked regularly to make sure that the relevant permit-to-work system is still relevant and working properly?

ESSENTIALS OF THE PERMIT-TO-WORK FORM

The permit-to-work form must help communication between everyone involved. It should be designed by the company issuing the permit, taking into account individual site conditions and requirements. Separate permit forms may be required for different tasks, such as hot work and entry into confined spaces, so that sufficient emphasis can be given to the particular hazards present and precautions required.

The essential elements of a permit-to-work form are listed in the diagram. If your permit does not cover these it is unlikely to be fully achieving its purpose.

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Safety Officer duties and resposibilities

1. To develop, implement and monitor Board Occupational Health and Safety Policy, Programs, and
Procedures;
2. To assist the Board in complying with current health and safety legislation and/or regulations with the
objective of ensuring that all reasonable and proper measures are taken to protect the safety and
health of learners, staff and visitors;
3. To establish budget proposals for the operation of the Occupational Health and Safety office and
specific training programs;
4. To increase health and safety awareness at all levels within the organization;
5. To investigate and report on all serious/critical personal injury accidents occurring to students, staff
and/or visitors to the appropriate senior official, and to assist in the investigation of all
accidents/incidents that result in substantial damage to Board vehicles and property;
6. To investigate and report on complaints of hazardous working conditions to the Associate Director
and/or other appropriate senior staff;
7. To respond to employees’ safety concerns;
8. To conduct, as necessary, the safety inspection of any Board facility;
9. To assist the Board’s Joint Occupational Health & Safety Committees;
10. To respond to fires and other emergencies on or about the Board property;
11. To coordinate registration and removal of hazardous waste;
12. To receive reports from and respond to orders issued by Department of Labor inspectors;
13. To arrange for Occupational Health and Safety testing and/or evaluations of the workplace by
external agencies/consultants as may be necessary;
14. To act as liaison with all related governmental bodies and regulating agencies;
15. To coordinate the training of personnel in areas of safety, including first aid, CPR, accident
prevention and investigation, work place inspections and other matters related to implementing safety
procedures in Board facilities;
16. To coordinate the Board’s emergency procedures and act as the Board’s emergency on-site
coordinator;
17. To assist executive staff, senior administrators, principals and supervisors in emergency preparedness;
18. To develop, review, and update appropriate sections of the Board’s Emergency Procedures Manual;
19. To liaise with municipal and State Emergency planners, update plans, organize exercises and evaluate
procedures;
20. To liaise with the fire department regarding emergency procedures, communications and fire safety
education programs;
21. To coordinate the selection and distribution of emergency communications equipment to schools and
administrative/support departments;
22. To assume other duties as may be assigned.

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Three Aspects Of Safety Management Which Every Business Should Introduce

Equipment safety in the workplace is absolutely critical, and never before have equipment management and safety management been given as much attention as today. In part this is due to the increasingly litigation oriented way in which society looks to attribute blame. But viewing this positively, it is clear to see that the end result is that the workplace today is safer, and the hazards either eliminated entirely or managed effectively and safely.But one of the issues still arising within industry and business is that the equipment management system used is fragmented, with very few overall policies or procedures to ensure that tasks, equipment, operations or procedures are checked and monitored for safety and security from beginning to end. The result of this fragmented workplace safety system is that too much faith is placed in the operation as a whole, and it only takes a small, easily overlooked aspect to cause a major accident or injury.
For this reason it is worthwhile re-evaluating the safety systems employed in your business or industry, asking critical questions regarding the effectiveness and thoroughness of the safety management system which is used. If this relies upon handwritten lists, scrappy notes, posters which have been up for so long they have become faded and covered with memos, or even simply verbal instructions and confirmations, then it is almost certainly time to introduce a new safety management system, to ensure the safety of employees first and foremost, but of secondary consideration is the fact that insurance premiums are often reduced for businesses which do employ a recognised, thorough and consistent workplace safety system.There are three aspects of effective safety systems, and these include:- The use of lists or checklists to ensure that procedures are adhered to and do not omit key aspects of any safety checks or procedures which should be applied- The application of high visibility safety tags or labels to make clear whether equipment is safe and ready for use, or whether it has failed safety checks and should be avoided.- Methods to ensure that safety notices, warning labels, security tags and other security signs are fixed firmly, cannot be removed easily and are virtually tamper proof to prevent accidental or deliberate removal.But perhaps one thing stands out from all of these, or rather, should encompass them all, and that is consistency. This is the key to a successful safety management system; if the systems are not consistent, then there is confusion as to which system should be applied to which equipment, when checks should be carried out and whether equipment is safe to use. Any inconsistency will, inevitably, lead to a failure of equipment, a failure to erect or setup the equipment correctly, and ultimately, injury or worse.There are several recommended equipment management systems available, with the 'Good to Go' system one of the more popular available. This incorporates flexibility, durability, and consistency as well as offering both high visibility and the ability to make sure that notices, labels and warnings are tamper proof. One of the huge benefits with such a system is its ease of use, and this is another issue relating to any safety management system you choose to use which should be given consideration.If a safety system is too difficult to use, or to implement, too hard to understand or too confusing in the messages or procedures required, then it will be ignored, or used incorrectly. A problem or hazard which is ignored is just as dangerous as a misunderstood message or procedure, and so when reviewing possible equipment safety systems, make sure that whichever one you choose offers ease of use and flexibility, as well as the other aspects listed above.Once you have identified a suitable safety management system, make sure that all employees and personnel are fully aware of its requirements and any relevant procedures, and offer training where necessary. Hopefully, if you have used a simple and straightforward equipment safety system this shouldn't be a problem, but making sure that it is implemented consistently will be the next challenge in the battle for industrial safety and safety in the workplace.
By: Leonard Peacham

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Ensure The Safety Of Your Staff With Health And Safety Policies

A well structured health and safety procedures plan should cover all premises and activities to ensure the safety and well being of the staff in accordance to their Health and Safety Policies.Health and safety policies and procedures should be produced following a thorough process of premises inspection, assessment of procedures, document audit and the identification of training requirements.

All health and safety policies should include:

* The Health and Safety Policy Statement

* The Management organisation and structure for Health and Safety

* The Health and Safety responsibilities of individuals

* The Health and Safety Rules - the working practices procedures and accompanying guidance expected to be kept by staff, visitors and contractors

* Risk assessment procedures and a set of generic risk assessments

* Accident reporting and disease reporting procedures,

* Occupational Health and First Aid requirements;

* Stress management policy* Additional procedures, for example Fire Risk Assessments, CDM compliance system, Method Statements or Dangerous Goods management system:

* Health and safety documentation will be updated in line with legislation and any changes in your workplace. All policies are backed up with our legal alert service which provides clients with information on complex and rapid changes to legislation, and our 24-hour advice hotline for an immediate response in a crisis situation.The job of a health and safety consultant consists of producing a tailored health and safety policies and health and safety procedures to allow workers get on with their jobs in the safest environment possible.To ensure the above, all working sites need a health and safety site evaluation, the process is not just a policing exercise, but also a great opportunity to increase worker's knowledge towards health and safety.Health and safety consultants should analyze the current health and safety situation by providing an on-the-spot report and be able to identify future issues that might arise.In 1974 the Health and Safety at Work Act (HASAWA) was introduced, since then Employers are legally required to provide written health and safety documentation, this documentation should include:

* Health and Safety Policies and Procedures

* Management Structures and Defined Responsibilities

* Risk, COSHH, Noise, Manual Handling, Fire and Display Screen Assessments

* Recording and reporting procedures as required

* Health and safety documents to reflect changes in your organisation and legislation.All the documentation should be tailored to your companies' needs and satisfy the most stringent legal requirements.health and safety consultants, health and safety policies, health and safety procedures, health and safety
By: SEO Bedford

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7 Reasons Why Your Behavior-Based Safety Process is Flopping

In the last 15 years thousands of Behavior-Based Safety (BBS) processes have been implemented worldwide. BBS is the most commonly used process to obtain order of magnitude improvements in injury reduction. It is participative, preventive, and positive; it is the Six Sigma – the TQM for safety. Its core components are so powerful that it is hard to imagine how you can implement it and not get great results.
Amazingly, most people who have a failed system don’t have a clue why it isn’t working. Often, they will bring in another BBS provider (consulting company), in hopes that a new approach with new language will “work.” The employees get cynical, because the new process requires changes that don’t seem to make a difference. The average front line employee sees similar systems with different buzzwords; and they are right.
What went wrong? Why are there so many dissatisfied BBS clients, abandoned systems, bastardized hybrids, and home grown catastrophes? I can think of a few reasons, but I’m not going to pull out the worn-out “maybe you were not ready,” cliché. Most companies have decent safety management systems, and most companies are ready for “the right BBS process.”
Failures and lukewarm BBS systems all have a few common roots:
1. You Did Not Do Your Homework – there are several legitimate BBS providers, but there are also a lot of pseudo-BBS providers. Just because a company is large and has a big market presence does not mean they can implement a good BBS process. They just know how to sell and they let their brand do the talking for them.
Similarly, just because some guy went through several site implementations at the company where he used to work does not make him a good consultant, or someone who is qualified to advise other companies. When I say do your homework, I mean learn something about the core principles of BBS and compare that to the potential provider’s process.
Does the provider actually know anything about behavioral science – the research-based principles of human behavior? Are their consultants knowledgeable about the science of behavior-change, or are they safety professionals that have seen a lot of BBS? You might think that doesn’t matter, but when you discover that your employees are still taking risks and your supervisors are still favoring productivity and their paperwork over safety it’s good to have someone to ask…why?
2. You Got an Off-the-Shelf BBS System Instead of a Customized Process – the large BBS providers have standardized processes. Most of the time their consultants have been thoroughly trained in using a specific methodology accompanied by specific tools and printed material. The company usually has a book written by an authority that establishes their credibility.
When you have lots of pre-printed material, copyrights, trademarks, and patents, you have inflexibility. They can’t change their process to accommodate the nuances of your company, culture, or operation. They tend to force-fit the exigencies of your safety management system intopre-packaged assumptions and solutions. They can not do something differently – even if they know it works better – if it contradicts something that has been published in their sacred text…the book that established their credibility in the first place.
3. No Pickles, No Lettuce – Special Orders Do Upset Us – You bought the big name and now they own you. Everybody in your industry knows that you use “X” company as your BBS provider. You have added a new appendage to your safety management system; “X’s” BBS process. It has so much notoriety, that your own safety process has lost its identity. It’s like marrying a movie star; you lose your identity – you’ve become Mr. or Mrs. Celebrity.
What you really needed was a customized process; you needed a knowledgeable, experienced BBS consultant to help you integrate the key BBS components into your existing safety management system. You should have a personalized system – adapted to your nation, region, industry, site, and work group functions. You needed input; an opportunity to learn the basics and make some of the decisions about how, when, and what.
But, the big provider used their clout to shout you down. They’ve done this dozens (even hundreds) of times before and you have to do it they way they want. There is only one way; their way. It is only later…many dollars later that you become aware that you could have screwed up for a lot less money if you had done it yourself.
But now it’s too late; they have you encircled by their lawyers. You can’t do this or that without their approval; if you do, you may be stealing their proprietary material or pirating their intellectual capital. If you want to use another provider in another plant, the big players may have to give you their permission.
4. You Bought Complexity Instead of Basic Tools – yeah, but all that detail looked so inviting. All that stuff. It was impressive; there were so many training meetings, team meetings, tools, books, continuing education classes, annual conferences, software upgrades – it was overwhelmingly. You think, it must be good, because it takes so much time.
Nobody told you (even though your intuition should have) that complex and expensive does not equal effective. Everybody thinks, “It’s just me; I think this is all too complex because I’m not smart enough to grasp it all.” You thought you were allergic to something when your eyes began to water while they were explaining the data software.
No, your intuition was on the money. Just because you don’t understand it doesn’t mean you are simple. It may have too many pieces because it favors the providers selling process or their sales price. A BBS process can be implemented for 1/4th of the cost that some of the bigger providers charge.
5. Your Leaders Are Not Involved – I don’t mean they just wrote a check. I mean they are out doing observations, talking to frontline employees about BBS, attending Safety Committee meetings, and asking questions about progress and participation.
Leadership involvement needs to be tracked, measured; it needs to be public and they need to be accountability. The best BBS implementations have obsessed leadership; they talk the talk and walk the walk. They won’t let it fail because it is number one on their values list.
Leadership involvement communicates that the company cares about the well-being of their employees. It lets the public know that the organization has a heart. Customers like companies with a heart – with compassion, caring and respect for their employees.
Each leader needs to have a self-developed, self-managed checklist of specific support behaviors that they use to track themselves against – with goals and public transparency. Leaders need to meet and talk about their individual scores…and hold themselves accountable for doing the things that will make safety and your BBS process the key value in the company.
6. You Did Not Know When to Ask for Help – your gut tells you that the BBS process is not working. Employees are not enthusiastic – not even involved. Meetings are not being held – observation sheets are being pencil whipped. You don’t trust the data. Your process is dying; atrophy is obvious but you keep looking for a quick fix.
What you need to do is find an experienced free-lance or small group of credentialed BBS implementers and pay one of them to come in for a day and take a look around; talk to them and let them talk to the employees. There is no substitute for third party objectivity. There are plenty of experienced BBS consultants who have implemented dozens of BBS processes who are willing to spend a few days with you to give you some guidance.
Allowing your employees to meet with a BBS consultant and do some course correction and problem solving can energize them. It allows them to make changes their experience has identified – to make improvements that will customize the process to the work, the company, and the culture.
7. You Don’t Know How to Deliver Effective Feedback, Recognition, and Celebrate - SuccessWhat leadership attends to, what they talk about positively, and what they reward becomes the key values in an organization. Most supervisors don’t know how to interact with employees in a way that energizes critical behaviors – that helps performers identify value added behavior and change behavior that is not working.
Providing positive feedback during observations is critical to behavior change. Recognizing the people who are doing observations, and celebrating the up and down stream data improvements is important to creating energy and enthusiasm. Employees need to know that their behavior makes a difference. In some companies BBS involvement is a condition of employment.
Human behavior is determined by consequences; what pays off for you or what does not determines what you are going to do on the job. If your BBS system has not incorporated the basic principles of behavioral technology – of behavior change, then you are unlikely to be successful at evolving and maintaining your BBS process over the long haul. Celebrating and rewarding safe behavior is essential.

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