OSHAs Voluntary Protection Program (VPP) and Marine Corps Base - - PowerPoint PPT Presentation

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OSHA’s Voluntary Protection Program (VPP) and Marine Corps Base Camp Lejeune

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VPP Background

• In 1982, the Occupational Safety and

Health Administration (OSHA) developed VPP to: Recognize and Promote: Effective worksite Safety and Health MANAGEMENT SYSTEMS.

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What is VPP?

• It’s a performance-based safety and

health ‘partnership’ between OSHA and private industries

Purpose of VPP To achieve Significant Improvement in safety performance

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VPP Benefits

• The average VPP worksite has a Days Away, Restricted
• r Transferred (DART) case rate 52% below the

average for its industry.

• Fewer injuries & illnesses mean greater cost savings

as worker’s compensation premiums and other costs are reduced.

– Lower worker’s compensation costs (20+%/yr.) – Positive Return on Investment (ROI) (150+%)

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VPP Requirements

• All employees must have at least three (3)

meaningful ways to participate in Safety and Health problem identification and resolution

• This involvement is in addition to the individual

right to notify supervisors of hazardous conditions and practices, and to have these issues addressed.

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Employee Involvement Examples

• Examples of employee involvement include

participating in:

– Safety and health problem-solving teams – Routine assessments or worksite inspections – Accident and near miss investigations – Hazard analysis and abatement programs – Volunteering to be a Safety Representative – Participate in MCCS Safety committees

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VPP Process

• VPP is a process, a culture, Not an inspection.
• There are four main principles

to the process:

• 1. Management Leadership

and Employee Involvement

• 2. Work Site Analysis
• 3. Hazard Prevention and

Control

• 4. Safety and Health Training

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MCB, Camp Lejeune Management/Leadership

• Our Managers must provide visible leadership by:

– Establishing clear lines of communication for safety and health policies – Creating an environment that allows for reasonable employee access to top site management – Clearly defining responsibilities, goals, and objectives – Setting example of safe and healthful behavior – Ensuring all workers, including contractors, have high quality safety and health protection

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MCB, Camp Lejeune Employee Involvement

• Our safety culture must enable meaningful employee

involvement:

– Participation in committees, audits, investigations, work area self inspections, job hazard analyses, etc. – Awareness of VPP site participation – Hazard reporting – Receive feedback - suggestions, hazard reports, etc. – Safety training – Demonstrate understanding of basic principles of VPP

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MCB, Camp Lejeune Work Site Analysis

• Work Site Analysis includes:

– Baseline Safety/Health Hazard Analysis (JHA) – Ongoing Hazard Analysis – Pre-use Analysis (materials/processes) – Documenting and Use of Hazard Analyses – Routine Inspections / Self Inspections – Employee Hazard Reporting System – Industrial Hygiene – Accident/Incident Investigations – Trend Analysis

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MCB, Camp Lejeune Hazard Prevention and Control

• Hazard Prevention and Control includes:

– IH Surveys conducted annually – Control hierarchy (engineering, administrative, work practice, Personal Protective Equipment (PPE)) – Preventive maintenance to keep equipment from becoming hazardous – Access to medical/health professionals for physicals, treatment, first aid, CPR, etc. (Bldg 65, USNH) – Emergency systems (response, training, drills, critiques) – Controls are understood, followed, and enforced

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MCB, Camp Lejeune Safety and Health Training

• Safety and Health Training includes:

– VPP concepts – Employee rights under OSHA – Responsibilities of managers, supervisors, workers – Recognizing hazardous conditions – Signs and symptoms of workplace related illnesses – Job specific training – for example:

Job hazard analysis / protective measures Work area inspection / self-inspection Mishap investigation.

– Site hazards and protective measures – Emergency evacuation procedures

Summary

The use of the four main principles to the VPP process:

• 1. Management Leadership and Employee Involvement
• 2. Work Site Analysis
• 3. Hazard Prevention and Control
• 4. Safety and Health Training

Means a safer work place for Everyone!

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EXTRA SLIDES

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Becoming a Star Site

• The DoD VPP CX

“Success Roadmap” consists of six process phases to assist nominated sites in achieving VPP Star recognition

MCB, CamLej Currently

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Phase I – Orientation / Assessment (July 2009)

• Orientation/Engagement

– Provided an overview of VPP and the DoD VPP CX – Engaged key stakeholders in site VPP efforts – Conducted a Safety Perception Survey – Began VPP familiarization training

• Assessment

– Conducted a baseline assessment of the site – Provided the site with a gap analysis and initial action plan – Reinforced familiarization with electronic tools provided by the DoD VPP CX

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VPP CX Onsite Evaluation Assessment

• Evaluation consisted of:

– Opening Conference – Document Review – Walkthrough of Worksites – Employee and Management Interviews – Gap Analysis and Action Plan Report – Closing Conference

• Intended to mirror an OSHA on-site

visit

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Onsite Walkthrough

• The onsite walkthrough

differed from an inspection

– Assessed policy vs. practice in representative areas – Noted best practices and significant hazards – Conducted informal interviews in employee work areas

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Gap Analysis Report

• The objective of the gap analysis was to develop an

action plan which:

– Identified unmet VPP requirements – Served as roadmap to obtain VPP certification

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Gap Analysis Contents

• The gap analysis covered:

– Injury data (last three years) – Management Leadership Involvement – Employee Involvement – Policies and procedures – Existing programs vs. OSHA VPP criteria.

• VPP implementation gaps are Normal

and Expected

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Three Stages of Program Maturity

• Gap analysis parallels the three stages of the formal

OSHA Challenge process

• Stages require progressively increasing depth:

– Stage 1: Initial development of policies, procedures, and programs – Stage 2: Communicate to site, train personnel, implement – Stage 3: Full implementation, continuous improvement

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Phase II – Implementation Support (July 2010)

• DoD CX Support Includes:

– VPP Gap Analysis / Action Plan

– Access to subject matter experts-”Implementation Leads” – Additional support and implementation for selected installations – Finding a mentor (GE of Wilmington possible candidate) – Access to webinars, workshops, training, videos, best practices, tools, etc. – Progress reporting to Tennant Commands – VPP e-Tool application development – Pre-OSHA evaluation support with Mock Audit visit

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Gap Analysis Graphic Summary Report

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Phase III - Application

• The Application e-Tool:

– Provides an on-line document filing system for each required application element – Reviewed by HQ and DoD VPP CX subject matter experts

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Phase IV – OSHA On-Site

• The OSHA On-site:

– CX is available to conduct a “validation” and coaching visit prior to OSHA on-site evaluation

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Phase V - Approval

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Phase VI - Sustainment

• Sustainment support includes:

– Continued access to the DoD VPP CX Web Portal

for up-to-date:

Tools Training Materials Best Practices Information. – Participation in workshops and other training

events

– Continued access to the web-based VPP

Application tool (e-VPP tool) for Annual Reports