| For many years, various regulatory bodies, | | | | organization when the regulations are vague, or if |
| certification organizations, and insurance agencies | | | | there are no specific regulations covering that |
| have required that organizations develop and | | | | aspect. An good example of a principle would be |
| implement a health and safety policy. | | | | "It is the belief of XYZ, Inc. that all accidents and |
| Unfortunately, there has been little to no guidance | | | | injuries are preventable." Another example would |
| on how to develop such a policy. In this article, | | | | be "At XYZ, Inc., we believe that the prevention |
| Dean M. Calhoun, CIH, President and CEO of | | | | of occupational injuries and illnesses is a line |
| Affygility Solutions, provides some guidance when | | | | management responsibility." |
| developing a policy. | | | | Fourthly, the policy should be concise. If the policy |
| The first suggestion is to understand that the | | | | is longer than one page, I would question whether |
| policy should not be developed in isolation by a | | | | it will ever be read, much less understood. When |
| single individual, such as by the EH&S manager. In | | | | developing the policy, each word will take on a life |
| order for the policy to stand the test of time, it | | | | of its own and should be selected carefully. I |
| should be a statement of the principles and beliefs | | | | personally have participated in many policy |
| of the organization. To achieve this, development | | | | development meetings where discussions over a |
| of the policy will require broad participation from | | | | single sentence and its impact went on for |
| across the organization. In order for the policy to | | | | several hours. |
| be effective you will need to have buy-in at all | | | | Fifthly, an effective policy must be endorsed by |
| levels - from the front line employees to senior | | | | senior management. This should not be just a |
| management. Prior to beginning the policy | | | | rubber stamp endorsement, but it should really a |
| development process, enlist participation from | | | | statement of their beliefs. It senior management |
| safety committee members, human resources, | | | | doesn't buy into the policy no one else will either. |
| operations, and other stakeholders. I understand | | | | Finally, the policy must be periodically reviewed |
| that this will make the process go slower, but the | | | | and revised. The most ineffective policies are the |
| outcome will be well worth the additional time. | | | | ones that are covered in dust and look like they |
| Secondly, development of the policy will take time. | | | | haven't been read since the day they were |
| Depending upon the size of the organization, | | | | printed. Companies should establish a schedule for |
| obtaining consensus on the policy may take six | | | | periodic review of the policy, and ask themselves |
| months or more. Remember that consensus does | | | | "Are we complying with the true spirit of the |
| not necessarily mean that everyone agrees 100% | | | | policy or is it just window dressing?" |
| with it, but means that they are willing to support | | | | An effective health and safety policy establishes |
| the policy. Do not expect to write the policy in a | | | | the directive for the rest of the health and safety |
| single committee meeting over a box of | | | | efforts at the organization - take the time to get |
| doughnuts. | | | | it right. I would enjoy hearing your thoughts on |
| Thirdly, the policy should be principle-based, not a | | | | this article, please comment. |
| list of rules. Principles are intended to guide the | | | | |