Safety Overview Fort Gordon

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Safety OverviewFort Gordon

• Mr.. William R. Walker
• Safety Technician
• Signal Branch Safety Office
• Phone [phone]
• walkerw_at_gordon.army.mil

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Overview

• ...there are inherent risks associated with any
  military operation.
• The nature of our profession will not allow for
  either complacency or a cavalier acceptance of
  risk.
• Leaders at every level have the responsibility to
  identify hazards, to take measures to reduce or
  eliminate hazards, and then to accept risk only
  to the point that the benefits outweigh the
  potential losses.
• Risk Management is not an add-on feature to the
  decision-making process but rather a fully
  integrated element of planning and executing
  operations.

Retired General Dennis J. Reimer
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Organizational Safety Program
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Agenda

• Organizational Safety Policies Responsibilities
• Training Opportunities
• Other Organizational Safety Duties
• Failures
• Risk Analysis

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Army Safety Program Goals

• Ensure the Army is a safe place to work and live.
• Integrate effective force-protection processes
  into all Army training.
• Ensure force protection is integrated into all
  levels of doctrine.
• Develop force protection strategies for equipment
  modernization and acquisition.

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Goals (cont.)

• Structure force protection to sustain any force
  mix and support any mission, including
  contingency operations.
• Provide and integrate force protection into all
  aspects of leader development.

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AR 385-10(The Army Safety Program)

• AR 385-10, Paragraph 1-1a
• Prescribes DA policy, responsibilities, and
  procedures to protect and preserve Army personnel
  and property against accidental loss.
• Provides for public safety incident to Army
  operations and activities, and safe and healthful
  workplaces, procedures, and equipment.
• Assures statutory and regulatory compliance.

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AR 385-10(The Army Safety Program)

• AR 385-10, paragraph 1-1b.
• Mandates the Army Safety Program policies,
  procedures, and guidelines into one comprehensive
  safety program for all DA personnel and
  operations worldwide.

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Commanders Responsibilities

• AR 385-10, paragraph 1-4o.
• Commanders at all levels will be responsible for
  the protection of personnel and equipment under
  his or her command and for the effective
  implementation of safety and occupational health
  policies.
• Establishes the unit commanders responsibility
  for the safety program.

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Supervisory Responsibility

• AR 385-10, paragraph 1-4p. Supervisory and
  operating personnel who direct or affect the
  actions of others will
• Be responsible for accident prevention.
• Maintain a safe and healthful workplace.

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Supervisory Responsibility (cont.)

• Assure employees observe safety and occupational
  health rules and regulations.
• Evaluate and take action to correct hazards
  reported by employees or identified through
  accident investigation.
• Establish organizational safety policies and
  responsibilities. IN WRITING!

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Program requirements

• Establish an organizational safety committee with
  the commander/activity chief or their designee as
  chairperson.
• Assign organizational safety representatives and
  alternates, as required. Assignment orders will
  be in writing with a copy forwarded to the Safety
  Office.
• Report and investigate accidents and injuries.

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Program requirements contd

• Maintain current DA, TRADOC, and USASCFG safety
  guidance pertinent to the organization.
• Perform and document quarterly inspections of all
  organizational work-places and equipment.
  Checklist available from the Safety Office.

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Provide document safety training

• New employee orientation.
• Supervisor training.
• General employee training.
• Encouraging employee attendance at special safety
  awareness programs conducted by the Signal Branch
  Safety Office.

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Organizational Training contd

• Special safety briefings will be presented by
  supervisors to their personnel prior to each
  holiday period.
• Include accident investigation, analysis, and
  reporting procedures.
• Require supervisors to hold monthly employee
  safety meetings to disseminate safety information
  and exchange ideas concerning the safety program.

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Other Organizational Actions

• Develop, implement, and periodically review SOPs
  required for the safe performance of
  missions/operations.
• Develop and implement an organizational safety
  awards program.
• Develop and implement an Hazardous Communication
  Program.

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FAILURE -

• DOCUMENTATION OF ALL TRAINING CONDUCTED
• Holiday Safety - Rosters
• New Employee - Rosters

• MAINTAIN COPIES OF THESE DOCUMENTS AT LOCAL LEVEL
  AND HIGHER IF SO DIRECTED!

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Perspective

• The Commander is the Safety Officer.
• The role of the Safety Officer/NCO is to advise
  the Commander on
• Safety Policy Implementation.
• Assist unit leaders in making risk assessments.
• Advise on implementing risk management
  techniques.
• The Safety Officer/NCO is the workhorse of the
  Army Safety Program.

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Risk Management
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Four Rules of Safety Risk Management

• Manage risk in the concept and planning stages of
  operations
• Accept no unnecessary risk
• Make risk decisions at the right level
• Accept risks when benefits outweigh costs

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The Bottom Line

• Risk is inherent in everything our soldiers do.
• Accepting risk is inherent in leadership.
• Complacency or a cavalier attitude in the
  acceptance of risk is unacceptable and will not
  be tolerated.
• Successful, accident-free, operations will take
  100 commitment from every member of this
  command, 100 of the time.

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Risk Management - What is it ?
The process of identifying, assessing, and
controlling hazards A systematic five-step
process that can be applied to any situation,
program, or environment. It is not an excuse
to avoid a tough mission.
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Risk Management Process Five Steps
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2
Develop Controls Make Risk Decision
Assess Hazards
1
4
Identify Hazards
Implement Controls
Supervise Evaluate
5
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Step 1 Identify Hazards
Risk ManagementProcess
Develop Controls Make Risk Decision
Identify Hazards The objective is to identify
those hazards most likely to result in loss of
combat power and to protect the force
Assess Hazards
Implement Controls
Identify Hazards
Supervise Evaluate
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RISK MANAGEMENTDEFINITION

• Hazard - any actual or potential condition
  that can cause injury, illness, or death of
  personnel, damage to or loss of equipment,
  property or mission degradation.

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Identify Hazards - How?
Experience Brain Storming Experts
Publications Accident Information
ScenarioThinking
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Considerations

• Phase (week) of Training
• Weather (Cold, Wet, Heat Category)
• Supervisor Experience
• Site (New or Routine)
• Equipment (Age, Familiarity)
• Physical Requirements
• Rest (Prior)
• Confidence Level

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Tool METT-T Model
Example
Mission- Specified, implied and subtasks Enemy -
Size and capability (SALUTE) Terrain/Weather -
Environmental conditions Troops and Equipment
- -- Troops - training, type, number, and
physical condition -- Equipment -
amount, type, design, and
condition Time available - plan, rehearse, and
conduct
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RISK MANAGEMENT WORKSHEET
PAGE 1___ of _1___
1. MSN/TASK Troop movement across
Chamberlain Ave.
2. DTG BEGIN 10/10/00
3. DATE PREPARED
10/8/00

END
10/14/00

4. PREPARED BY
William R. Walker
13.
C O N T R O L S
E F F E C T I V E
6. INITIAL RISK LEVEL
8. RESIDUAL RISK LEVEL
11. HOW TO IMPLEMENT
12. HOW TO SUPERVISE
5. HAZARDS
7. CONTROLS
Movement of newly assigned AIT Soldiers across
Chamberlain Ave. during early morning hours.

10. RISK DECISION AUTHORITY
9. OVERALL RISK LEVEL AFTER CONTROLS ARE
IMPLEMENTED (CIRCLE ONE)
LOW MODERATE HIGH EXTREMELY HIGH
RANK/LAST NAME/DUTY POSITION
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Step 2 Assess Hazards
Risk ManagementProcess
Assess Hazards Assess hazards to determine
risks. Assess the impact of each hazard in
terms of potential loss and cost, based on
probability and severity
Develop Controls Make Risk Decision
Assess Hazards
Implement Controls
Identify Hazards
Identify Hazards
Supervise Evaluate
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RISK MANAGEMENTDEFINITION

• Risk - an unexpected or estimated loss, danger,
  or peril due to or resulting from a hazard. Risk
  is expressed in terms of hazard severity and
  probability--the potential consequences (loss or
  injury) of an accident.

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Assess Hazards - How ?
? Historical Data Intuitive Analysis
Judgement Assessment Tool
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SEVERITY
CATASTROPHIC Death or permanent total
disability, system loss, major property
damage. CRITICAL Permanent partial disability,
temporary total disability in excess of 3
months, major system damage, significant property
damage. MARGINAL Minor injury, lost workday
accident, injury or illness, minor system
damage, minor property damage. NEGLIGIBLE
First aid or minor supportive medical treatment,
minor system impairment.
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PROBABILITY
FREQUENT Occurs often in career / equipment
service life. Continuously experienced. LIKELY
Occurs several times in career / equipment
service life. Occurs frequently. OCCASIONAL
Occurs sometime in career / equipment service
life. Occurs sporadically, or several times in
inventory service life. SELDOM Possible to
occur in career/equipment service life. Remote
chance of occurrence expected to occur sometime
in inventory service life. UNLIKELY Can assume
will not occur in career / equipment service
life. Possible, but improbable occurs only very
rarely.
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RISK LEVELS
EXTREMELY HIGH Loss of ability to accomplish
mission HIGH RISK Significantly degrades
mission capabilities in terms of required mission
standards MODERATE RISK Degrades mission
capabilities in terms of required mission
standards LOW RISK Little or no impact on
mission accomplishment
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Step 3 Develop Controls Make Decision
Risk ManagementProcess
Develop Controls and Make Risk Decisions
Develop control measures that eliminate the
hazard or reduce its risk to an acceptable level
Develop Controls Make Risk Decision
Assess Hazards
Identify Hazards
Implement Controls
Supervise Evaluate
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Develop Controls/Make Decision

• Regulations, Policy Letters, Sop's guidance
• Manufacturers guide lines
• Safety Publications
• Accident Information
• Training Rehearsals
• Experience
• Performance Standards

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RISK MANAGEMENTDEFINITION
Residual Risk the level of risk remaining
after controls have been identified and selected.
Risk Decision the decision to accept or not
accept the risk(s) associated with an action made
by the commander, leader, or the individual
responsible for performing that action.
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RISK MANAGEMENT WORKSHEET
PAGE 1___ of _1___
1. MSN/TASK Troop movement across
Chamberlain Ave.
2. DTG BEGIN 10/10/00
3. DATE PREPARED
10/8/00

END
10/14/00

4. PREPARED BY
William R. Walker
13.
C O N T R O L S
E F F E C T I V E
6. INITIAL RISK LEVEL
8. RESIDUAL RISK LEVEL
11. HOW TO IMPLEMENT
12. HOW TO SUPERVISE
5. HAZARDS
7. CONTROLS
M
Movement of newly assigned AIT Soldiers across
Chamberlain Ave. during early morning hours.
1. Drill Sergeant controls traffic at
crosswalk. 2. Road Guards wear reflective vest
and carry flash lights. 3. At crosswalk DS
positions road guards in traffic lanes after
visual contact with drivers to ensure they have
stop. 4. DS moves formation across street. 5.
DS clears road guards back to formation.
L

10. RISK DECISION AUTHORITY
9. OVERALL RISK LEVEL AFTER CONTROLS ARE
IMPLEMENTED (CIRCLE ONE)
LOW MODERATE HIGH EXTREMELY HIGH
RANK/LAST NAME/DUTY POSITION
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Step 4 Implement Controls
Risk ManagementProcess
Implement ControlsPut controls in place that
eliminate the hazards or reduce their risks
Develop Controls Make Risk Decision
Assess Hazards
Identify Hazards
Implement Controls
Supervise Evaluate
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Implementation Methods

• Regulations, Policy Letters, SOP'S
• Orders
• Briefings Back-Briefs
• Training
• Rehearsals

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RISK MANAGEMENT WORKSHEET
PAGE 1___ of _1___
1. MSN/TASK Troop movement across
Chamberlain Ave.
2. DTG BEGIN 10/10/00
3. DATE PREPARED
10/8/00

END
10/14/00

4. PREPARED BY
William R. Walker
13.
C O N T R O L S
E F F E C T I V E
6. INITIAL RISK LEVEL
8. RESIDUAL RISK LEVEL
12. HOW TO SUPERVISE
11. HOW TO IMPLEMENT
5. HAZARDS
7. CONTROLS
M
Movement of newly assigned AIT Soldiers across
Chamberlain Ave. during early morning hours.
1. Drill Sergeant controls traffic at
crosswalk. 2. Road Guards wear reflective vest
and carry flash lights. 3. At crosswalk DS
positions road guards in traffic lanes after
visual contact with drivers to ensure they have
stop. 4. DS moves formation across street. 5.
DS clears road guards back to formation.
L
Safety brief, practice in daylight, SOP, DS
enforcing standard.

10. RISK DECISION AUTHORITY
9. OVERALL RISK LEVEL AFTER CONTROLS ARE
IMPLEMENTED (CIRCLE ONE)
LOW MODERATE HIGH EXTREMELY HIGH
RANK/LAST NAME/DUTY POSITION
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Step 5 Supervise Evaluate
Risk ManagementProcess

• Supervise Evaluate
• Perform to, and enforce standards and
  controls. Evaluate the effectiveness of controls
  and adjust/ update as necessary

Develop Controls Make Risk Decision
Assess Hazards
Implement Controls
Identify Hazards
Supervise Evaluate
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Supervise Evaluate
Conducted during the execution phase of an
operation
Conducted formally after the operation.
Should be considered as mission planning for the
next iteration of that task or mission
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RISK MANAGEMENT WORKSHEET
PAGE 1___ of _1___
1. MSN/TASK Troop movement across
Chamberlain Ave.
2. DTG BEGIN 10/10/00
3. DATE PREPARED
10/8/00

END
10/14/00

4. PREPARED BY
William R. Walker
13.
C O N T R O L S
E F F E C T I V E
6. INITIAL RISK LEVEL
8. RESIDUAL RISK LEVEL
12. HOW TO SUPERVISE
11. HOW TO IMPLEMENT
5. HAZARDS
7. CONTROLS
M
Movement of newly assigned AIT Soldiers across
Chamberlain Ave. during early morning hours.
1. Drill Sergeant controls traffic at
crosswalk. 2. Road Guards wear reflective vest
and carry flash lights. 3. At crosswalk DS
positions road guards in traffic lanes after
visual contact with drivers to ensure they have
stop. 4. DS moves formation across street. 5.
DS clears road guards back to formation.
L
Safety brief, practice in daylight, SOP, DS
enforcing standard.
Drill Sergeant, NCO Supervision
?

10. RISK DECISION AUTHORITY
9. OVERALL RISK LEVEL AFTER CONTROLS ARE
IMPLEMENTED (CIRCLE ONE)
LOW MODERATE HIGH EXTREMELY HIGH
RANK/LAST NAME/DUTY POSITION
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Risk Management Process Recap
Develop Controls Make Risk Decision
Assess Hazards
Identify Hazards
Implement Controls
Supervise Evaluate
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Risk Management Rules

• Integrate into planning
• Accept no unnecessary risk
• Make risk decision at the proper level
• Accept risk if benefits outweigh the costs

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References
FM 100-14, Risk Management, April 1998
FM 101-5, Staff Organization andOperations,
May 1997
AR 385-10, Army Safety Program
Primary References Unit SOPs,
Policies, and Commanders Guidance
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Visit Our Websites

• Http//safety.Army.Mil
• Http//gordon.Army.Mil/dps/safety

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Levels of Application
Time Critical - On the run consideration,
Situational Changes, etc. Deliberate/Detailed-
Application of the Complete Five Step Process
(Command and Staff planning decision making
process) In Depth - Complete Five Step
Process with Detailed Analysis