5.5. Evaluación de la seguridad Hidrológica-Hidráulica
5.5.1. Seguridad Hidrológica
5.5.1.1. Estudio de Crecientes
provision includes meetings, training programs, posting, written communications, a system of anonymous notification by employees about hazards, labor/management safety and health committees, or any other means that ensures communication with employees.
The ranking of communication as being poor has been demonstrated with survey results, as well as manager, supervisor and employee interviews. A formal safety committee has not been established; without a safety committee, safety information is not formally discussed by managers and supervisors, or rolled out to PEMs. In addition, there is no clear means to report near misses, incidents, or accidents. Of particular concern is that information regarding findings and preventative actions related to significant incidents and accidents are not communicated to PEMs. In addition, it is uncertain if this information is clearly presented to managers by
supervisors. Without formal communication on incidents on safety hazards to PEMs
improvements cannot be made to safety procedures or improvements made to unsafe actions or decisions of PEMs and supervisors. During interviews, managers and supervisors acknowledged that improvements can be made within tailgate meetings with institution of meeting minutes and a formal flow down of lessons learned to PEMs. From a review of records, tailgates are being held on a regular basis; however, tailgates can be improved with more job task relevant topics and a review of specific concerns noted by PEMs or brought to the attention of the supervisors.
Day shift workers noted that tailgate meetings were not relevant to the concerns of the moment and seemed random.
PEMs have indicated that improvements can be made between communication of activities between night and day shift. Written and oral communication can be improved on what activities have been completed during each shift and what is left to be done. Also updates on safety issues that were noted during each shift can be documented and passed to the next shift.
PEMs have indicated that they would like to see equipment and job specific safety information passed along during safety meetings. Ideally when job assignments are distributed at the
beginning of each shift, a brief safety overview can accompany each assignment specific to items to look out for, special safety hazards related to each equipment, specific or special PPE or procedures that need to be followed for each task. PEMs have also indicated that they are interested in obtaining further training from the designer and/or manufacturer of installed equipment. Recommendations for improved communication are detailed in Part IV Section 6.
A lack of communication is also demonstrated in the lack of understanding within PEMs on appropriate confined space procedures. It is noted that the vault at the Waterfront Park is a
demonstrated in that personnel are unsure on the correct procedure or process on how to obtain one line drawings or equipment specific procedures. Some persons indicate that they go directly to Engineering, other persons say they have this information stored in their trucks, other persons say they need to go through their supervisor. A clearly defined process on how to obtain this information needs to be established and communicated to all employees. Ideally, a central library or repository can be developed with this information.
Finally during interviews, PEMs voiced concerns that they feel there would be retribution against them for expressing their safety concerns. This emphasizes the need to re-build trust within the Division and also the importance for these persons to be able to report issues anonymously.
Note: This item is also discussed briefly in Part IV Section 15.
Item II - 1.4: Procedure for identifying and evaluating workplace hazards.
Substantial compliance with this item includes regular field inspections of work practices to ensure field personnel are working safely. PEMs did indicate that they report safety concerns directly to managers. In addition, there is the ability for personnel to bring concerns forward to the Union which are addressed through the Labor Union committee. Noted issues are sometimes corrected and sometimes not corrected. It is noted that within Division 147, there is no formal documentation of safety issues and no documented follow-up or corrective actions. In addition, no one is assigned responsibility to perform corrective actions. Issues are noted but may not be addressed due to this lack of documentations, oversight and ownership. Because there is no formal documentation process to bring these concerns forward, neither PEMs nor audit team can verify that items when brought forward are being corrected. In addition, due to the lack of documentation, it is uncertain if concerns are being brought to the attention of managers.
Currently, no regularly scheduled inspections are performed or documented. Of particular concern to the audit team is to make sure an electrical safety point person goes out in the field to audit work practices. Within this activity, it is uncertain if PEMs are performing work safely in light of evidence of reported near misses that have occurred related to electrical work and due to observations of the audit team regarding proper PPE use.
Managers, supervisors, and PEMs have indicated that they do not have resources or time to perform preventive maintenance and that preventive maintenance is not regularly performed nor scheduled in MainStar which may result in unsafe equipment being unserviced. MainStar is the Port’s computerized maintenance management system used the track and log work orders. Other barriers to preventive maintenance were reported to come from tenants themselves who refuse to allow down time for C&M PEMs to perform maintenance on equipment. Note: Preventive Maintenance is discussed in great detail in Part IV Section 5.
Item II - 1.5 and Item II-1.6: Procedure to investigate occupational injury and illnesses and
As already discussed in item 3, there are no formal means to report, track and document
incidents and near misses. Because of this lack of documentation, there is a lack of transparency to the PEMs and the perception that managers and supervisors is hiding information from PEMs.
As discussed, managers and supervisors have acknowledged that improvements can be made within tailgate meetings with institution of meeting minutes and a formal flow down of lessons learned to PEMs. Flow down of information can help prevent persons from performing the same unsafe act that resulted in the original incident. As discussed in item 4, corrective actions can be overlooked because there is no documentation to assign an owner for the corrective action or to track the item to closure.
Training.
Training is discussed in Part III and in Part IV Section 2.
References:
CalOSHA 3023
(a) Every employer shall establish, implement and maintain an effective Injury and Illness Prevention Program (Program). The Program shall be in writing and, shall, at a minimum:
(1) Identify the person or persons with authority and responsibility for implementing the Program.
(2) Include a system for ensuring that employees comply with safe and healthy work practices.
(3) Include a system for communicating with employees in a form readily understandable by all affected employees on matters relating to occupational safety and health, including provisions designed to encourage employees to inform the employer of hazards at the worksite without fear of reprisal. Substantial compliance with this provision includes meetings, training programs, posting, written communications, a system of anonymous notification by employees about hazards, labor/management safety and health committees, or any other means that ensures communication with employees.
(4) Include procedures for identifying and evaluating work place hazards including scheduled periodic inspections to identify unsafe conditions and work practices. Inspections shall be made to identify and evaluate hazards.
(5) Include a procedure to investigate occupational injury or occupational illness.
(6) Include methods and/or procedures for correcting unsafe or unhealthy conditions, work practices and work procedures in a timely manner based on the severity of the hazard.
(7) Provide training and instruction on specific hazards that employees encounter at work.
Recommended Corrective Actions:
The Port should provide an electrical safety point person within supervisor level to address electrical safety concerns, safety oversight, field safety inspections, and provide leadership and mentoring for electrical safety. This item is also discussed in recommended corrective action presented in Part IV Section 15.
Item II - 1.2: A system for ensuring that employees comply with safe and healthy work practices. Substantial compliance with this provision includes recognition of employees who follow safe and healthful work practices, training and retraining programs, disciplinary actions, or any other such means that ensures employee compliance with safe and healthful work
practices.
The Port should develop incentive programs to employees recognizing their safety work behaviors. The Port should provide rewards, incentives, lunches, and celebrate successes. The Port should reward employees for doing the right things and encourage participation in activities.
Safety issues are not being reported such that disciplinary action is not always taken for those who do not follow health and safety procedures, rules and regulations. To address this, an electrical safety technical advisor should perform audits of safety in the field. The Port should implement a process that holds managers and supervisors accountable for visibly being involved, setting the proper example, and leading a positive change for safety and health, and should hold supervisors and managers accountable for being responsive to reported safety issues.
The Port should institute field audits to ensure PEMs are following safe work practices and to provide a mentorship role for PEMs who have questions or require guidance in the field.
Supervisors should be accountable for safety, be visibly involved in health and safety, set a proper example, and lead a positive change for safety and health. The Port should institute OHSAS 18001 to create a system for Risk Management, identify legal requirements, set objectives to meet these requirements, and monitor and measure if they are meeting these objectives. Note that currently, there is only one safety engineer at the Port and that increased staffing can assist with the achievement and institution of OHSAS 18001, coordination of safety committee, demonstrate the Port’s committee to safety, and provide further leadership and visibility in health and safety at the Port. (This item is also discussed in Part IV Item 15.) OHSAS will also assist with establishing a shared vision of safety and health goals and objectives throughout the Harbor Department and emphasize safety over time pressure to complete work.
Item II – 1.3: A system to communicate health and safety issues with employees. Substantial compliance with this requirement includes a process or system designed to encourage employees to inform the employer of hazards at the worksite without fear of reprisal. In addition,
substantial compliance with this provision includes meetings, training programs, posting, written communications, a system of anonymous notification by employees about hazards,
labor/management safety and health committees, or any other means that ensures communication with employees.
The Port should work to rebuild trust between PEMs members through cross-training and mixing workers while in the field. (See Part IV Section 15 for further discussion on this topic.) The Port should work to rebuild trust between PEMs and managers and supervisors by ensuring
supervisors maintain a positive force to health and safety and by having an electrical safety point person within the PEMs.
In conjunction with the designated electrical safety point person, it is highly recommended that a cross functional safety committee be formed to address and take ownership of safety concerns.
Due to current mistrust between PEMs and managers and supervisors, it is possible for two committees to be formed, one comprised of PEMs and one comprised of management with the designated electrical safety technical advisor acting as a liaison between the two committees.
The management team may consist of management personnel from Risk Management,
Operations and Maintenance, Engineering, a PEM representative, an Electrician representative, and Quality. The PEM safety committee may consist of a PEM from each Operating Area, the Maintenance Department, and Quality. Due to heightened concerns and perception on safety within Division 147, precise minutes should be taken detailing items of concern and corrective action. This item is also discussed in Part IV Section 15.
The Port should publicize success to sustaining efforts and keeping everyone motivated.
Everyone needs to be updated throughout the process. Progress reports during normal shift meetings allowing time for comments back to the steering committee opens communications, but also allows for input. Everyone needs to have a voice, otherwise they will be reluctant to buy-in.
A system can be as simple as using current meetings, a bulletin board, and a comment box.
Item II – 1.4: Procedure for identifying and evaluating workplace hazards.
As discussed in Item II – 1.1 of Recommended Corrective Actions, an electrical safety technical advisor should perform field audits to ensure safe work practices are being implemented. Both spot field audits and scheduled audits should be implemented. Inspections should be
documented and retained on file. Safety items noted by employees should be able to be brought forward to the safety committee and documented and tracked to corrective action.
In regards to Preventive Maintenance, it is important that management perform risk assessments on aged equipment, create a correction plan, and communicate to employees plans on capital projects and improvements so that staff recognizes that management is not ignoring safety issues related to aged equipment. For further information on Preventive Maintenance, refer to Part IV
Formal collection of data related to workplace incidents and near misses should be performed by Risk Management. Root cause analyses should be performed and findings should be relayed back to aPEMS, supervisors and managers. Employees at all levels shall be educated on the importance of reporting near miss incidents, first aid and incidents, and accidents, and introduce the concept of the safety pyramid.
Table 2.1: Safety Culture Survey Questions and Results Safety is a Priority to
Me
Safety is the number one priority in my mind when
completing a job 4.50
9.15
It is important that there is a continuing emphasis on safety
here at my job 4.65
Rules and Procedures are Important
Some health and safety rules and procedures do not need to
be followed to get the job done safely 1.84
8.23*
Some health and safety rules are not practical or able to be
followed 1.94
Personal Involvement
I am involved in informing management of important safety
issues 3.87
7.80
I am involved with safety issues at work 3.93
Supportive
Environment I am strongly encouraged to report unsafe conditions 3.53
6.82
I can influence, affect, and change health and safety
performance here 3.29
Priority of Safety
Management considers safety as equally important as
completing our work assignments 3.13
6.52
I believe safety issues are assigned a high priority at the
Port 3.39
Work Environment Allows for
Achievement of Safety
Our work objectives rarely conflict with safety measures 2.53
6.27
perception of low risk) In my workplace, the chances of being involved in an
accident are quite high 3.13
Management Commitment
Management acts decisively, assertive, and with authority
when a safety concern has been raised 3.10
6.07
In my workplace management acts quickly to correct safety
problems 2.97
Communication
Safety information is always brought to my attention to me
by my supervisor 2.97
5.90
There is good communication about safety issues which
affect me 2.93
Overall Average from
FAIR 7.00
Table 2.2: Safety Culture Dimensional Survey Scores
Dimensional Score Description
Less than 6 Poor
From 6 to 8 Fair
Greater than 8 Good
0.00 2.00 4.00 6.00 8.00 10.00
Management Commitment Communication Safety is a Priority to…
Rules and Procedures are…
Supportive Environment Personal Involvement Safety is a Priority to Me Personal Perception of Risk…
Work Environment
Dimensional Scores