OHS committee and prevention plan tailored to your organization
OHS committee and prevention plan tailored to your organization
Indicateur H supports organizations in creating, structuring and improving their occupational health and safety efforts.
The service can include setting up a health and safety committee, clarifying the roles of its members, preparing meetings, identifying risks and creating a prevention plan suited to the company's reality.
The support goes beyond producing documents. It aims to make prevention concrete, understandable and woven into the organization's day-to-day activities.
Particular attention can also be paid to psychosocial risks, such as work overload, lack of autonomy, conflicts, low recognition, incivility or lack of support.
Target
audience
SMEs
Growing companies
Organizations that need to structure their OHS approach
Remote or hybrid organizations
Municipalities
Non-profits
Companies wanting to include psychosocial risks in their prevention
Needs the service addresses
Creating or relaunching an OHS committee
Clarifying roles
Identifying risks
Developing a prevention plan
Worker participation
Following up on preventive actions
Prevention of psychosocial risks
Building a culture of prevention
FREQUENTLY ASKED QUESTIONS
What is the role of an occupational health and safety committee?
The OHS committee allows employer and worker representatives to collaborate on identifying risks and finding preventive solutions. It can review incidents, discuss staff concerns, propose corrective measures and track the progress of the prevention plan. Its effectiveness, however, depends on the clarity of its mandate and the genuine participation of its members.
How do you set up an effective OHS committee?
The first step is to clarify its makeup, its mandate, its responsibilities and how it will operate. Next, you set a meeting frequency, a method for gathering concerns, a structured agenda and a system for tracking actions. Indicateur H can support the organization through each of these steps and assist members during the first meetings.
What is a prevention plan?
A prevention plan is a tool that brings together the risks present in the organization, the measures to put in place, the person responsible for each action and the planned timelines. It makes it possible to move from a reactive approach to a structured one. The plan must be tailored to the organization's activities, positions, work environment and actual risks.
What is the difference between meeting obligations and building a culture of prevention?
Meeting obligations is an essential foundation, but a culture of prevention goes further. It develops when managers and employees talk about risks regularly, report problems, take part in solutions and factor prevention into their daily decisions. Prevention then becomes a shared responsibility rather than a mere administrative formality.
Can psychosocial risks be included in the prevention plan?
Yes. Prevention can take into account factors such as workload, lack of autonomy, conflicts, incivility, harassment, low recognition and lack of support. These risks must be assessed against the organization's reality in order to identify concrete measures that can act on how work is organized.
Is it possible to put an OHS approach in place in a remote company?
Yes. The risks are different, but they are still present. A remote organization can look at ergonomics, isolation, always-on connectivity, workload, the boundaries between professional and personal life, communication and the support managers provide. The committee and the prevention plan then need to be adapted to that reality.
Can Indicateur H facilitate the OHS committee meetings?
Yes. Indicateur H can help prepare the meetings, propose agendas, facilitate the discussions and support the follow-up on decisions. This support can be especially useful when the committee is starting out or when meetings are loosely structured and produce few concrete actions.
How often should a prevention plan be reviewed?
The plan should be monitored regularly and revised when activities, equipment, teams or risks change. It should not be produced once and then forgotten. A follow-up mechanism makes it possible to check whether actions have been carried out, whether they are effective and whether new risks have emerged.