Safety and Health Management Systems Peer Review Partnership 2010 13 - 19 March hosted by MIT

1. Safety and Health Management Systems Peer Review Partnership 2010 13 - 19 March hosted by MIT 19 – 23 April hosted by NUS

2. Objectives • To provide an independent assessment of functionality and performance of each University’s SHMS. • To provide a platform for the sharing of best safety and health practices and systems across the two Universities. • To harmonize safety and health systems of the two Universities, and therefore supporting existing strategic University research initiatives eg. Singapore MIT Alliance for Research and Technology (SMART). • To facilitate the development of an international safety and health management system that can be adopted by leading Universities

3. Safety Management In Universities • Core EHS Programmes • Fire & Life Safety • Construction Safety • Physical Safety • Chemical Safety • Radiation Safety • Biosafety • Occupational Health Programme • Hazardous Waste Management • Environmental Programme • Typical Risk Sectors In the University • Laboratories & Workshops • Construction • Facilities Management • Housing • Sports Facilities • Theaters • Field Work • Collaborations • Student Events

4. Scope & Reference Standards • Scope • MIT’s Safety & Health Management System • References • OSHE, NUS & EHS, MIT • “Safety and Health Management Systems For Institutes of Higher Learning - Requirements “ • OHSAS 18001:2007 • “Occupational Safety and Health Standard” • UK HSE 65 • “Successful health and safety management” • CSHEMA • “Complete Environmental Health & Safety Program”

5. Peer Review Philosophy • Not a fault finding exercise • Systematic Issues • Approach & Deployment • Benchmarking against best practices & systems in safety & health management • Findings are based on audit sampling

6. Peer Review Schedule • Mar 15-19, 2010: • NUS Team (OSHE + EPH + FOE) to MIT • April 19-23, 2010 • MIT (EHS Office) to NUS

7. Overview • MIT has implemented a comprehensive SHM system to drive continual improvement in safety and health performance: • Strong senior management commitment and ownership to safety and health management • Comprehensive safety and health training system • Robust multi–tiered system of laboratory inspections • Extensive operational documentation that provides sufficient and relevant guidance for safety management in laboratories.

8. EHS Office • EHS office has been instrumental in executing MIT’s EHS philosophy of central oversight and local control: • Active engagement of all relevant stake holders • Strong core technical team, high level of professionalism and mission driven • IT infrastructure supports and strengthen the implementation of MIT safety and health program. • PI Space Registration System • Ensuring “nodes” of safety oversight throughout the organization structure • EHS coordinators in DLC • EHS representatives in Laboratories • Quantifying the output and value of MIT safety programs

9. EHS, MIT & OSHE, NUS - Enabling Research Excellence for SMART • Harmonization of safety expectations and procedures of two institutions • Occupational Health requirements • Necessary medical examinations be done by the parent institution only • Training requirements • Harmonization of training programs / syllabus • Approval of research protocols • Reciprocal approval of research protocols • Accidental / incident reporting • Channeling of accidents and incidents notifications

10. System Element: Hazard Identification & Risk Assessment • Expanding Universe of MIT laboratories, focused on inter-disciplinary & cross- institutional research • Review risk assessment requirements for current trends in research (see next slide) • Risk assessment of protocols should incorporate a quantitative factor • Facilitate risk profiling of laboratories

11. System Element: Hazard Identification & Risk Assessment • B. Possible increased regulatory requirements for chemical use, handling & storage • GHS for chemical labeling • Recent high profile chemical incidents in laboratories • Resulting in increased central oversight of chemical management • Tighter inventory control & procurement management • Standardization of labeling of DLC laboratories, waste areas • Operational management of hazardous waste management • Transportation of chemicals • Approach to risk assessment of chemicals in laboratories • Greater role for Committee on Toxic Chemicals

12. System Element: Operational Control • C. Facilitate continuous safety performance • Establishment of institutional committee/s to have oversight of • Construction & Renovation Safety • “Design for Safety” • Infrastructure Safety • Fire & Life Safety • Emergency Preparedness and Response • Greater oversight of safety management in areas managed by contractors • MAA & SAA should be subjected to safety risk assessment

13. System Element: Measurement & Monitoring • C. Opportunities to capitalize on existing information to drive safety performance • Study correlations between inspections findings, risk assessment, accident/incident and training records • Establishing benchmarks for certain processes .e.g. closure of inspection II findings.

14. Summary of Actions • Reaffirm EHS Policy (4/01) • Chemical Hazard Assessment • Safety Committee • Contractor Oversight • Data Analysis & Trending • Off Site Locations & People • Hazardous Waste Facilty

15. MIT ASSESSORS • Lou DiBerardinis • Director, EHS Office • Claudia Mickelson • Deputy Director, Biosafety • Andrew Kalil • Industrial Hygiene Officer

16. Notable Strengths • Beautiful campus and country • Staff enthusiasm and dedication

17. Notable Strengths • Strong senior management commitment and ownership to safety and health management • Safety Promotions • CeLS—Facility wide safety collaborative effort • Development of iORC

18. Notable Strengths • Construction safety committee and management system • LSDS development looks very promising • Email blast system of communication • Compliance with complex and challenging regulations • Staff Development Program

19. Observations • Relationship of IACUC, OSHE, PI and CMC not clear • Role of IBC in animal biosafety not clear • Training very time intensive—more web-based training needed • Lack of central purchasing presents a challenge • LSDS potential—Need to see • Chemistry ‘program’ and website looks strong • Chemistry facility needs upgrade

20. Recommendations • Assess manpower needs and use of current staff • Review current outsourcing and consider bringing in-house • Evaluate and strengthen consistency of risk assessments across jobs • Establish closer relationship with Sustainability and Emergency Management to leverage resources

21. Recommendations • Evaluate current Chemistry building to determine if it meets current standards and best practices • OSHE work to be better integrated into building design and review process: design /review team • Develop process maps for OSHE responsibilities ( e.g., Institutional Committees, PIs, Comparative Medicine, Design and Process, Training and Animal Purchasing) • Examine the operation of all Institutional Committees supported by OSHE

22. Recommendations • OSHE might consider working with granting agencies to promote pre- and post-grant institutional approval (IBC, IACUC,ILSC, etc.) • Evaluate FSHO reporting lines • Develop control database for NUS people who wish to study and work off-campus • Evaluate and strengthen consistency of risk assessments between research units • PIs be required to attend LOH/SMS training