Exam Prep Flashcards

Question

Summarize the problem-solving process.

Answer 1

There are six practical steps supervisors need to take to resolve problems: 1. Recognize the importance of the supervisory role. Supervisors should recognize the importance of their role. They are personally responsible for the well-being of workers under their supervision and control. Supervisors have the authority and responsibility to coach and guide employees in carrying out their duties effectively and safely. Therefore, supervisors have an obligation (both legally and morally) to act. 2. Identify the symptoms of developing problems. Supervisors should be capable of identifying the symptoms of a problem employee. These symptoms include behavioural changes, emotional distress, health problems, and performance changes. 3. Document performance. Supervisors are responsible to keep records of worker performance. Patterns of declining performance should be entered in the supervisor’s notebook. It is important, however, to never diagnose a problem. If a problem results in arbitration proceedings, the supervisor’s qualifications for attempting diagnosis would likely be challenged. Keep records specific to job performance only. 4. Discuss performance. Supervisors should discuss substandard behaviour and/or declining performance with the employee. To discuss these effectively, some useful tips are to: outline the points of discussion and desired outcomes on paper evaluate performance, not the person — this is especially important during the interview get agreement from the employee that performance needs improvement obtain agreement on what will be done to correct the problem — be specific set a time for follow-up to review progress do a follow-up interview and give support and positive reinforcement where progress is made deal with the employee on the basis of not coming through with the commitments made previously if the problem still exists. 5. Listen and learn. Be a good listener. Try to get an understanding of what is really bothering the person. Enable the employee to “get it off their chest” and “vent.” Do not condemn or condone. Accept what is being said by using phrases like “uh-huh,” “I see,” “Tell me more,” or “I understand.” This will reduce self-defence mechanisms. Once the real problems are identified, the supervisor can then help direct the employee to suitable means to resolve the problem. 6. Know when to refer. Know when to refer the employee to someone else. Supervisors cannot possibly be experts in psychology or medicine. Consider referring the employee to the employee assistance program if one is available, or to another suitable assistance program. Prepare to be firm. An employee who does not accept a referral for help, and whose work performance continues to be substandard, should be given a firm choice to either seek assistance or be prepared to accept the consequences. The consequences include further disciplinary action that can lead to eventual dismissal.

Answer 2

Physical hazards Chemical hazards Biological hazards Psychological hazards Physical hazards such as: ``` noise segmental and whole body vibration temperature extremes pressure extremes poor ergonomic design ionizing and non-ionizing radiation Chemical hazards such as: ``` corrosive materials skin irritants such as solvents, paints, etc. lung irritants such as irritant dusts, fumes, mists, etc. poisonous (toxic) materials — inhaled, ingested, or absorbed through the skin reactive materials that give off dangerous products when mixed with other materials Biological hazards such as: contact with body fluids when treating injured workers who may have an infectious disease medical waste such as needles and sharps biological agents added to industrial waste treatment processes moulds and fungus that can cause illness contact with animals or birds, or their waste disease carried by insects Psychological stressors such as witnessing a traumatic accident or being involved in a violent event can result in a debilitating post-traumatic stress disorder.

Answer 3

Both life-threatening and health-damaging diseases. The life-threatening group result from exposure to: asbestos respirable silica agents causing lung cancer, e.g., chemical vapours, gases, fumes and dusts, ionizing radiation, and tobacco smoke agents that can cause emphysema, bladder cancer, scleroderma, hepatitis B and C, hantavirus, and tuberculosis The health-damaging situations are: ``` noise and vibration allergies and sensitivities eye, skin, and lung irritations chemical burns systemic poisons temperature extremes ```

Answer 4

Efforts to prevent employees from becoming ill, i.e., disease prevention. Preventing MSI through application of ergonomic principles. Implementing an employee wellness program that focuses on fitness, nutrition, and healthy lifestyle choices.

Answer 5

Conduct a health risk assessment of employees. Determine where medically-related money is spent. Include family members and retirees in wellness instruction. Provide nutritional advice from a registered dietician. Include healthy, low-fat choices among snacks and meals provided in cafeterias and through vending machines. Eliminate smoking from the workplace. Negotiate discounts from area health clubs. Start a wellness newsletter. Focus on reducing one or two high-risk factors among employees.

Answer 6

expertise in the field of occupational hygiene identification of hazards — initially using a “walkthrough” survey followed up by more detailed surveys assessments of risks — which includes review of materials usage, hazardous materials data sheets, and legislative requirements developing exposure control plans implementing controls that will be effective in keeping exposure below permissible levels

Answer 7

The occupational hygienist’s role is to: assist in the identification of health hazards evaluate hygiene health risks including conducting tests, hazard assessments, and monitoring exposures recommend means to control hazards or reduce hazard exposures develop exposure control plans and assist in the implementation process provide assistance with instrumentation used to measure atmospheric contaminants support the safety program efforts The hygienist and safety practitioner form a team ensuring that safety and health issues are adequately addressed by the safety program. Each has specialized expertise that is used to accomplish the goals of the program. They will be supportive of each other’s efforts. In some instances the safety practitioner will be the one who also has the occupational hygiene expertise.

Answer 8

Hazardous materials legislation ensures that important information will be provided by sellers and suppliers of hazardous materials for the safe transportation, storage, use, and disposal of hazardous materials.

Answer 9

All losses affect the organization negatively and all losses are preventable if the correct actions are taken. The authority for exercising control lies with management of the organization, and failure to exercise control results in undesired losses. The business axiom by Peter Drucker about avoidance of loss clearly applies. The need to address all losses is also driven by the fact that the cause of all losses is part of the same system which, in one circumstance, can result in injury and in another property damage. The 1-10-30-600 ratio of serious injury, first aid, property damage, and near miss accidents is an example of this correlation.

Answer 10

Property losses can be controlled by the following: maintaining tools, equipment, and machinery with routines that include (a)regularly scheduled preventive maintenance, and (b) timely repairs to damaged tools, machinery, and equipment reducing operator error through good workplace design, employee training, motivation, and supervision of work implementing a vehicle fleet safety program that includes six key components — the right vehicle type, driver training and qualifications, safe cargo handling, efficient routes, reasonable scheduling, and vehicle maintenance preventing fires and explosions through identification and control of hazards, and minimizing damage that may result from a fire or explosion through good emergency planning implementing adequate security measures to protect physical assets and personnel reducing product loss and degradation through the implementation of a TQM program.

Answer 11

The starting place for protecting the environment is to know the legal requirements for controlling pollution. Next is to identify and evaluate the possible sources of air, land, and water contamination. Adequate controls must then be put in place that will ensure pollution is controlled below permissible levels. The control measures must be monitored to ensure that they remain effective. To accomplish this, environmental master planning can be applied. The overall objective is to establish and implement the necessary management systems to ensure compliance with environmental laws and regulations and to identify, reduce, and minimize environmental risks and liabilities. Implementation of a pollution control plan is similar to implementing a safety program. It involves several key factors such as enlisting management support, a culture shift, educating personnel, decision making, communication, and recycling and resource conservation.

Answer 12

Employees are more likely to be injured or killed off-the-job than on-the-job. Employees who are injured away from work are not available for work, requiring the organization to fill the position with replacement workers. This represents an increased cost to the organization. It also affects employee morale negatively. The incentive for employers to initiate an off-the-job safety program is fuelled not only by the monetary concern, but also from a genuine concern for the health and well-being of its employees.

Answer 13

There is an expectation that the organization will hold contractors on site to the same standard of safety expected from employees. The extent to which the organization is responsible depends on the type of contract and degree of control that the contracting organization exerts over the contractor. Contractors hired under a labour contract are essentially employees of the organization as far as safety obligations are concerned. Contractors performing work under a service contract must comply with site safety rules and procedures. Good contractor safety management in effect means that: Contractor responsibilities for safety are clearly communicated and understood. Only “qualified” contractors are selected to do the work. A pre-project start-up meeting is held to confirm safety expectations and safe work methods. Project start-up inspection and periodic progress inspections are conducted to check on compliance. Any failures in contractor safety must be remedied. If necessary, the contract can be terminated. Four situations must be monitored closely because of the increased risks involved in the work — lockout, fall protection, confined spaces, and excavations. In general, on sites where the facilities currently exist, the contractor must comply with site rules and procedures. On projects involving new construction, it is the contractor who has the primary responsibility for establishing the rules and safe work procedures.

Answer 14

Stage 1: Developing project leaders and champions are selected process for employee involvement and buy-in is established for the project program goals are set standards to be achieved are determined activities required to achieve goals and meet standards are established responsibilities for undertaking activities are agreed upon goals, standards, activities, and responsibilities are formalized in a program manual that will serve as an administrative guide to implementing and running the program progress reports are provided to keep employees informed of progress and to prepare employees for the upcoming changes in previous business practices Stage 2: Implementing program goals, objectives, standards, responsibilities, and activities are communicated to employees, often through a “roll-out” announcement and distribution of the health and safety program manual and ancillary documents education is conducted for persons with newly assigned health and safety responsibilities, at the management, supervisory, and worker levels training is provided to persons who need skills development in such health and safety activities as how to conduct effective safety inspections, conduct effective accident investigations, supervise and enforce safety, and run an effective health and safety committee persons begin to undertake their newly assigned program responsibilities checks are put into place to ensure the program activities are conducted as assigned and in accordance with the established standards the new systems of accountability are established and tested for effectiveness records are kept as required to document the program Stage 3: Maintaining guarding against known points of potential failure ensuring systems are in place to support the program being flexible for changes that are required amending documentation and procedures as required Stage 4: Improving establishing performance indicators by tracking program performance through records and statistics regularly reviewing program goals and standards to determine if they continue to be suitable and effective reviewing program activities and participation examining the net results of the program which should be a reduction in the accident rate and corresponding accident costs conducting a formal review (audit) at least annually and producing a report that suggests what modifications would improve the program updating the program manual and program activities as required to ensure continuing effectiveness

Answer 15

The barriers to implementing the safety program are: Resistance to Change — Studies have demonstrated that the main reason people resist change is that they feel there may be a personal loss. They often feel comfortable with the way things are. Therefore, they feel that they must defend the status quo by resisting the change. Any change could jeopardize that comfort level. The more rapid the change, the greater the level of resistance and anxiety. Lack of Interest — Employees sometimes fail to see the importance of what the safety program tries to accomplish. They may agree with it in principle but not necessarily understand how the program works. The farther away an employee is from decisions on program content and implementation, the less likely he or she will feel any sense of ownership. As long as employees perceive that the program brings no direct benefit their way, they will display a low motivation level for taking part and maintaining interest. Lack of Assigned Responsibilities and Accountabilities — People will reliably start and finish something if they are told what is expected of them and if someone checks that the assigned duties have been done as directed. The opposite is also true. In the workplace, many tasks compete for people’s time. People are most likely to accomplish what they will be held accountable for. Safety program responsibilities and accountability need to be included in normal work activities and not be perceived or treated as distinct or separate functions. Lack of Communication — People cannot act upon information that they do not have. Failure to clearly communicate program responsibilities and performance expectations ensures failure of the program. Conversely, a clear line of communication allows a healthy exchange of ideas. This goes a long way toward providing a strong base for the safety program. Pitfalls to avoid include: Employee Let-down — Raising employee expectations for improving safety and health, then failing to follow through can damage employee morale and management/labour relations. Once the expectations are set, management must follow through and meet them. Avoid creating false expectations: clearly communicate program goals, especially what the program will and will not do. Ensure that the program expectations continue to be met on a long-term basis. “Flash-in-the-Pan” — After a serious accident, attention always focuses on safety and safety programming. Ironically, you’ll have more difficulty maintaining interest in and enthusiasm for the program when it is having the desired effect. “Why the concern for accident prevention when we don’t have any accidents or injuries?” seems to be the mentality behind this thinking. Focus on the positive results of the program as reasons for maintaining interest. Double Standards — “Do as I say and not as I do!” is a sure recipe for sinking the safety program. Employees will look to managers and supervisors for leadership. The employees will focus on your personal model for their actions and attitudes toward the program. Diminishing Returns — Money and effort spent today (at startup) will not have the same net effect over time. The application to safety programming is that if the first year of the safety program nets a 50% drop in accidents for “x” effort, then the second year will see less than a 50% drop for the same effort. Don’t be discouraged. Set attainable goals and allocate the resources necessary to continue to realize these goals.

Answer 16

Goal setting is the foundation of planning. It sets forth what needs to be accomplished so that how the goals are to be achieved can be determined. Goal setting also is part of establishing performance expectations and accountability.

Answer 17

“What gets measured and rewarded, gets done.” Setting goals and establishing performance standards are virtually useless if no one is held accountable for actually getting them done. The main reason for establishing systems of accountability is to ensure performance at all levels: top management, line and staff management, individual employees, and even labour union reps

Answer 18

Two common types of performance measures are: Type 1: Results standards such as frequency and severity rates, costs of losses, number of incidents reported, compensation costs, loss of productivity, hazards corrected, and product damage. Type 2: Performance standards such as number of inspections conducted, percentage of near-miss incidents reported and inspected, number of crew talks, safety committee meetings done 12 times per year, number of tasks analyzed, and number written procedures developed. Another consideration is benchmarking results. The organization’s current performance can be compared to that of others in the same industry. Benchmarking can also be used to establish a baseline for comparison with future performance. The safety program audit is an important part of determining safety program performance. It gauges results and activity standards, and the audit report can benchmark performance.

Answer 19

Failure to implement an effective program (one that will prevent accidents and meet legal requirements) will inflict unnecessary costs — both insured (direct) and uninsured (indirect). Organizations with an effective safety program are most often the most productive and have good quality control. Using common business evaluation tools such as the cost-benefit analysis and the return-on-investment calculation can show the benefit of having an effective safety program. The overhead cost of running the program must be compared to the potential cost of not having a safety program. These costs include increased insurance costs, lost productivity, product degradation, cost to retrain and replace injured/ill workers, supervisory and administrative overhead during accident investigations, and fines for non-compliance.

Answer 20

Positive reinforcement is a powerful motivator. “Nothing succeeds like the appearance of success.” Recognition needs to be done individually and collectively. People who see that what they are doing is succeeding will feel like winners, and everyone wants to be on a winning team.

Answer 21

For the safety program to succeed, the desired actions and outcomes of the program must reflect the values of the organization. For the organization to succeed, unnecessary losses must be controlled. The organization, starting with upper management, must therefore hold the safety program efforts in high regard. Failure at this level will almost certainly mean failure of the program. Employees must feel that giving attention, time and effort to safety is part of the job that they will be held accountable for. Having a strong, effective safety program that is supported by the organization’s management will have a positive effect on personal values held within the organization. The program will first affect what acceptable behaviours are. Then, as behaviours change over time and “the right way” becomes the norm, individual values will adapt and former opponents may become safety advocates.

Answer 22

Goals, Actions, Responsibilities. A program is: a series of predefined activities with assigned responsibilities undertaken in order to achieve defined goals.

Answer 23

First, it is a legal requirement prescribed by both provincial and federal regulations. Failure to comply can result in fines and/or jail terms. Most provincial legislation define what must be included in the program. Secondly, a safety program is good business practice. Accidents cost the organization wasted financial and human resources. For example: Injury costs impact the Employer’s Experience Rating that increases their Workers’ Compensation Premiums. Time-loss injuries leave the workforce short-handed and can impact production. Re-training workers to fill those positions cost time and money. Preventing occupational injuries and illnesses, and property damage, is good for business and has a positive effect on employee well-being.

Answer 24

Accident prevention takes action. Achieving workplace conditions that are safe and healthy takes effort. This does not come naturally, just as high levels of productivity and high product/service quality do no just happen by themselves. The employer must establish clear safety goals that defeat production pressures or unsafe short-cuts. The employer must know the laws that govern their business, this includes health and safety legislation. The employer must communicate their expectations and assign responsibilities to achieve their goals. Operational efficiency is compromised when the safety, production and quality components of work are considered separate. Complicating the desire for a safe and healthy workplace are the competing values and demands of the job.

Answer 25

Establishment of policy statement signed by senior management. Inspections Development of supplementary written instructions. Discussion of injury/accident trends Accident investigations Maintaining records and statistics Establishment of a health and safety committee. worker training. Provision of first aid services. safe handling of hazardous materials. coordination of multiple employers on site (if applicable, e.g., construction sites with multiple contractors)

Answer 26

Some of the key considerations for ensuring the organization will have a safety culture include: strong safety leadership management commitment and involvement worker buy-in and active participation an effective safety program technical support to resolve health and safety issues clearly established and understood responsibilities that are acted upon a system of accountability for acting on assigned responsibilities, and correcting undesired behaviours open lines of communications, particularly as it pertains to solving safety issues an acceptance that “safety is a line management responsibility” establishing and communicating policies and procedures a system of continual evaluation and improvement recognition of accomplishments, of “a job well-done.”

Answer 27

Hide Check my answer Corporate culture is defined as the values that reside within the organization. Organizations that want to foster a safety culture in support of the safety program will define safe and unsafe behaviours, with safe behaviours being the expected norm. People will behave in ways that reflect their own values or beliefs, and this may or may not be in keeping with the expected norm. We can control and demand certain types of behaviours, but behaviours do not necessarily reflect attitudes or values. Attitudes and values are internal, are almost always well entrenched in the person’s psychological make-up. It is possible to motivate a person to use certain behaviours, even though their attitude may not be in line with the required behaviour. Given enough time, attitudes and values can be influenced by the acceptance of required behaviours. Once this change occurs, then the safety culture changes because the values have changed in response to a required change in behaviour.

Answer 28

A. Safety program roles and responsibilities need to be established and they must define what is needed for accomplishing the desired program outcomes. B. Safety program roles and responsibilities that are not defined and communicated won’t be acted upon by the personnel in the organization. C. Personnel must be informed of their roles and responsibilities in order that they can be held accountable. D. The process of personal acceptance of assigned program roles and responsibilities is better if there is a buy-in process, preferably that one starts at the initial development stage. E. When personnel are not held accountable for their safety roles and responsibilities it reinforces the concept that the assigned roles and responsibilities have no value and therefore deserve to be ignored. F. Persons with assigned responsibilities must see the benefits of acting on their responsibilities — only then will personal values be aligned with organizational values. G. The desired safety program outcomes can only be achieved through the actions of the individuals in an organization working together to collectively achieve the desired outcomes.

Answer 29

omeone in the organization must provide direction for how the organization defines who and what they are. Leaders are visionaries that create expectations for how things should be, and then leads others in making it happen. Strong upper-management safety leadership will almost always result in a positive safety culture and effective safety programs. The reverse is also true.

Answer 30

Upper management are the planners and visionaries for how the organization will exist and progress. They must create the expectations for how things will be, including the safety goals. The safety policy must come from this level of the organization and be endorsed by upper management to achieve the strongest results. They must be leaders in the strongest sense of the word, and hold the organization accountable for achieving the organization’s goals. Middle management are responsible for the interpretation of policies and making sure that the work is completed as directed by upper management so that the goals of the organization are achieved. They are responsible for the results achieved in their assigned Branches, Divisions or Departments, and will develop plans and procedures required to achieve these results. They are also leaders and will provide valuable input to upper management on changes required for continual improvement. This includes safety initiatives as well as day-to-day operational needs. Supervisors are responsible for ensuring that the management policies, plans and procedures are acted upon at the worker level. This is true for productivity, quality and safety concerns. Supervisors must ensure workers are complying with required standards, and then provide feedback to management regarding issues that must be addressed further. Middle management and supervisors make up what is called “line management.” Therefore, they must assume the responsibility for making safety happen, and act out the axiom that “safety is a line management responsibility.” Safety practitioners are the subject matter expert. They provide the technical expertise that allows for the safety goals of the organization to be attained. Safety practitioners have skills, knowledge and expertise in how to control hazards, prevent accidental loss and improve safety performance.

Answer 31

The safety program manual is the supporting document that provides the administrative details for the safety program. The contents of the manual describe what must be done for an effective safety program. The manual is not the program. The program is what is done to create a safe and healthy workplace. The manual contains the program policy, general policies, general rules, specific rules, general procedures, and specific procedures.

Answer 32

``` Safety Policy Statement Roles and Responsibilities Safe Work Procedures Education and Training Supervision Inspections Hazardous Materials Occupational Health/Hygiene First Aid Incident Investigations Safety Committee Records and Statistics Program Review ```

Answer 33

A. “Safety Policy Statement” first, or towards the front B. roles and responsibilities after the policy statement C. sections on prevention of accidents, injuries, and illnesses D. post-accident information E. supplementary information such as written procedures in tabs at the end of the manual closest to the back cover, a subject index (the last tab in the manual).

Answer 34

Updates will be required for any of the following: changes to work processes and/or hazards amendments to regulatory requirements organizational structure and/or key personnel changes modifications to accepted/required procedures program activities deemed to be ineffective, redundant, or no longer applicable after a program review.

Answer 35

incident investigation reports inspection records disciplinary action records first aid treatment record books copies of injury compensation applications monthly injury claims cost statements right to refuse unsafe work occurrence records orientation and training records records of management meetings (health and safety component) health and safety program review records

Answer 36

Physical, chemical and biological hazards.

Answer 37

Common methods used to identify and analyse hazards include: ``` task hazard analysis task observations risk assessment inspections — informal, formal, pre-use, and special inspections hazard reports — verbal and formal accident/incident investigations process/systems reviews regulatory reviews reviews of injury records and statistics. ```

Answer 38

Functional — effective controls indicate that the risk assessment has been effective. Uses backward logic to prove a risk assessment has been completed Qualitative — persons knowledgeable about the work, hazards, and effective controls implement controls that are effective Quantitative — numerical values are assigned for probability, exposure, and consequence, and the risk is then assigned a numerical risk value; the higher the number the higher the risk.

Answer 39

informal ongoing inspections: conducted by all personnel to detect and correct hazards planned formal inspections: completed according to a predetermined frequency, they are thorough and result in a report pre-use inspections: conducted by personnel operating tools, equipment, and machinery special inspections: performed when there is an accident of malfunction.

Answer 40

To determine the cause and prevent recurrences. Unless the causes of incidents are identified and controlled, they will happen again. Investigating near-miss type incidents is important for the overall efforts to reduce losses.

Answer 41

action steps in preparing to conduct investigations directives to preserve the incident scene and protect personnel at the scene instructions for reporting incidents — external and internal criteria for who is qualified/designated to conduct investigations procedures to follow for gathering investigation information guidelines for analysing the information to determine cause and prevent recurrence guidelines for writing incident investigation reports actions to be taken to ensure investigation follow-up on recommendations

Answer 42

Records detail the work being conducted, the mechanism of injury, the type of injury, and the potential for other similar injuries. Statistical compilation of accident/injury information can also be used to identify areas of concern that should receive attention in order to prevent a recurrence of similar accidents.

Answer 43

Hazard control is only effective if the controls address the root cause of potential accidents. Focusing on “unsafe acts” and “unsafe conditions,” without considering the mechanism that allows them to be created in the first place, will not facilitate the most effective means to control the hazard. Effective hazard control will consider the energy source that can create potential harm, how contact can occur, and the interaction between the energy source and people, equipment, materials, and the environment.

Answer 44

The hazard control hierarchy is based on first trying to completely eliminate the hazard, and if this is not possible, then to prevent contact, and as a last option protect persons during inevitable contact. This is done by first applying engineering and purchasing controls such as selecting less hazardous equipment or materials, guarding, and ventilation. The second line of defence comprises administrative controls such as rules, procedures, and training, and the third and final option is use of personal protective equipment and clothing.

Answer 45

The Workplace Hazardous Materials Information System (WHMIS) applies in situations where hazardous materials are used in the workplace. It provides workers and employers with safe handling and storage information through labels, Material Safety Data Sheets (MSDS), and worker education and training. Complying with the instruction provided through this system will ensure hazards are controlled. Transportation of Dangerous Goods (TDG) applies in situations where hazardous materials are transported. It requires safe packaging and transportation of these materials. It also requires emergency information to be available to protect the public and emergency responders should an incident occur. Hazardous waste legislation requires that hazardous wastes be handled in a manner that will not endanger the public or the workforce. Proper handling, storage, and labelling requirements apply. The safety program must consider and make provisions for compliance with these requirements.

Answer 46

A system to identify MSI risks and assess them. A means to educate employees on MSI risks. A program to reduce MSI risk factors. A program to assist workers to recover who may be afflicted with an MSI.

Answer 47

The safety program must include the following in order to address emergency preparedness considerations as part of an emergency plan: assignment of responsibilities identification of potential emergencies means to prevent those emergencies that can be prevented means to alert personnel if there is an emergency (alarms) procedures for who must be notified and how they are to be notified evacuation procedures procedures for how personnel are to be accounted for after an evacuation education and training requirements worksite specific emergency procedures

Answer 48

Human error issues are addressed through the principles of hazard control and safety program effectiveness that have been discussed in this course. Personnel must have the skills and knowledge to safely perform the work. The working environment must be well designed to permit error-free work, and proper tools and equipment must be provided. There must be a positive safety culture in place that supports the desired safe behaviours.

Answer 49

The safety program materials must explain the principles and concepts of good hazard control. This includes information on accident causation concepts and the hierarchy of hazard control. The program must also facilitate a link between the hazard identification and evaluation process on the one hand and the means to implement controls on the other. For example, an inspection reveals hazards, and the inspection team evaluates the nature of the hazards. In order for the process to be completed, follow-up must occur so that the hazards identified are controlled. Without this final step (control), the first two steps (identification and evaluation) have been a waste of time. There must be clear instructions in the safety program manual to guide persons through the completion of the process.

Answer 50

``` Right vehicle type Driver training/qualifications Safe cargo handling Efficient routes Reasonable scheduling Vehicle maintenance ```

Answer 51

The prevention of occupational disease. - exposure to infectious agents - exposure to hazardous chemicals - ergonomics - exposure to physical energies resulting in disease (noise & hearing loss)

Answer 52

Employee Assistance Program