Safety and Health Management Systems

Peer Review Partnership 201013 - 19 March hosted by MIT19 – 23 April hosted by NUS

Objectives

1. To provide an independent assessment of functionality and performance of each University’s SHMS.

2. To provide a platform for the sharing of best safety and health practices and systems across the two Universities.

3. To harmonize safety and health systems of the two Universities, and therefore supporting existing strategic University research initiatives eg. Singapore MIT Alliance for Research and Technology (SMART).

4. To facilitate the development of an international safety and health management system that can be adopted by leading Universities

Safety Management In Universities

Typical Risk Sectors In the University

• Laboratories & Workshops• Construction• Facilities Management • Housing• Sports Facilities • Theaters • Field Work• Collaborations • Student Events

Core EHS Programmes

• Fire & Life Safety • Construction Safety• Physical Safety • Chemical Safety• Radiation Safety • Biosafety• Occupational Health Programme• Hazardous Waste Management • Environmental Programme

Scope & Reference Standards• Scope

• MIT’s Safety & Health Management System

• References• OSHE, NUS & EHS, MIT

• “Safety and Health Management Systems For Institutes of Higher Learning - Requirements “

• OHSAS 18001:2007 • “Occupational Safety and Health Standard”

• UK HSE 65 • “Successful health and safety management”

• CSHEMA• “Complete Environmental Health & Safety Program”

Peer Review Philosophy

1. Not a fault finding exercise

2. Systematic Issues

3. Approach & Deployment

4. Benchmarking against best practices & systems in safety & health management

5. Findings are based on audit sampling

Peer Review Schedule

Mar 15-19, 2010: NUS Team (OSHE + EPH + FOE) to MIT

April 19-23, 2010 MIT (EHS Office) to NUS

Overview Overview

• MIT has implemented a comprehensive SHM system to drive continual improvement in safety and health performance:

• Strong senior management commitment and ownership to safety and health management

• Comprehensive safety and health training system

• Robust multi–tiered system of laboratory inspections

• Extensive operational documentation that provides sufficient and relevant guidance for safety management in laboratories.

EHS Office EHS Office

• EHS office has been instrumental in executing MIT’s EHS philosophy of central oversight and local control:

• Active engagement of all relevant stake holders• Strong core technical team, high level of professionalism and

mission driven

• IT infrastructure supports and strengthen the implementation of MIT safety and health program.

• PI Space Registration System

• Ensuring “nodes” of safety oversight throughout the organization structure

• EHS coordinators in DLC• EHS representatives in Laboratories

• Quantifying the output and value of MIT safety programs

EHS, MIT & OSHE, NUS - Enabling Research Excellence for SMART

Harmonization of safety expectations and procedures of two institutions

1. Occupational Health requirements•Necessary medical examinations be done by the parent institution only

2. Training requirements•Harmonization of training programs / syllabus

3. Approval of research protocols•Reciprocal approval of research protocols

4. Accidental / incident reporting•Channeling of accidents and incidents notifications

System Element: Hazard Identification & Risk Assessment

A. Expanding Universe of MIT laboratories, focused on inter-disciplinary & cross- institutional research

• Review risk assessment requirements for current trends in research (see next slide)

• Risk assessment of protocols should incorporate a quantitative factor

• Facilitate risk profiling of laboratories

System Element: Hazard Identification & Risk Assessment

B. Possible increased regulatory requirements for chemical use, handling & storage

• GHS for chemical labeling • Recent high profile chemical incidents in laboratories

• Resulting in increased central oversight of chemical management • Tighter inventory control & procurement management • Standardization of labeling of DLC laboratories, waste areas • Operational management of hazardous waste management • Transportation of chemicals • Approach to risk assessment of chemicals in laboratories• Greater role for Committee on Toxic Chemicals

System Element: Operational Control

C. Facilitate continuous safety performance

• Establishment of institutional committee/s to have oversight of • Construction & Renovation Safety

• “Design for Safety”• Infrastructure Safety • Fire & Life Safety • Emergency Preparedness and Response

• Greater oversight of safety management in areas managed by contractors • MAA & SAA should be subjected to safety risk

assessment

System Element: Measurement & Monitoring

C. Opportunities to capitalize on existing information to drive safety performance

• Study correlations between inspections findings, risk assessment, accident/incident and training records

• Establishing benchmarks for certain processes .e.g. closure of inspection II findings.

Summary of Actions

• Reaffirm EHS Policy (4/01)• Chemical Hazard Assessment• Safety Committee• Contractor Oversight• Data Analysis & Trending• Off Site Locations & People• Hazardous Waste Facilty

MIT ASSESSORSLou DiBerardinis

Director, EHS Office

Claudia MickelsonDeputy Director, Biosafety

Andrew KalilIndustrial Hygiene Officer

Notable StrengthsNotable Strengths

• Beautiful campus and country

• Staff enthusiasm and dedication

Notable StrengthsNotable Strengths

• Strong senior management commitment and ownership to safety and health management

• Safety Promotions• CeLS—Facility wide safety collaborative effort• Development of iORC

Notable StrengthsNotable Strengths

• Construction safety committee and management system

• LSDS development looks very promising• Email blast system of communication• Compliance with complex and challenging

regulations• Staff Development Program

ObservationsObservations• Relationship of IACUC, OSHE, PI and CMC not

clear• Role of IBC in animal biosafety not clear• Training very time intensive—more web-based

training needed• Lack of central purchasing presents a challenge • LSDS potential—Need to see• Chemistry ‘program’ and website looks strong• Chemistry facility needs upgrade

Recommendations

• Assess manpower needs and use of current staff

• Review current outsourcing and consider bringing in-house

• Evaluate and strengthen consistency of risk assessments across jobs

• Establish closer relationship with Sustainability and Emergency Management to leverage resources

Recommendations• Evaluate current Chemistry building to

determine if it meets current standards and best practices

• OSHE work to be better integrated into building design and review process: design /review team

• Develop process maps for OSHE responsibilities ( e.g., Institutional Committees, PIs, Comparative Medicine, Design and Process, Training and Animal Purchasing)

• Examine the operation of all Institutional Committees supported by OSHE

Recommendations• OSHE might consider working with granting

agencies to promote pre- and post-grant institutional approval (IBC, IACUC,ILSC, etc.)

• Evaluate FSHO reporting lines• Develop control database for NUS people who

wish to study and work off-campus• Evaluate and strengthen consistency of risk

assessments between research units• PIs be required to attend LOH/SMS training