What is COPASST?
The COPASST is a forum for equal participation within Colombian occupational health and safety. Its function is to promote and monitor workplace health and safety standards and activities, channeling proposals and observations. It is related to the general concept of a health and safety committee, but its specific requirements are derived from Colombian law.
The current designation is integrated within the framework of the Occupational Health and Safety Management System (SG-SST). To understand its rules, Resolution 2013 of 1986, the amendments to Decree 1295 of 1994, and Decree 1072 of 2015, among other applicable provisions, should be consulted. It is not correct to simply transfer thresholds, competencies, or procedures from committees in other countries.
When is it formed?
Resolution 2013 of 1986 establishes the committee for companies and institutions with ten or more employees. Its composition maintains an equal number of representatives from the employer and the workers, with alternates. In smaller organizations, the role of the occupational health and safety officer and the corresponding participation obligations should be reviewed, without interpreting the absence of a committee as a lack of prevention.
The proposed scale is one representative per party for companies with between ten and forty-nine employees; two for those with between fifty and four hundred and ninety-nine; three for those with between five hundred and nine hundred and ninety-nine; and four for those with one thousand or more employees. Centers and establishments are required to analyze the organizational structure established by the regulations to ensure effective representation and operation.
Election, term and resources
The employer appoints their representatives, and the workers elect theirs through free voting. The process must allow for verification of the call for elections, participation, results, and composition of the committee. Decree 1295 of 1994 extended the term of office for committee members to two years; therefore, the original one-year term should not be maintained when the 1986 resolution is read in isolation.
That decree also stipulates at least four hours per week within the workday for the committee’s operations. The time and resources must allow it to fulfill its functions. A formal appointment without the possibility of visiting areas, reviewing information, or holding meetings leaves the intended participation incomplete and reduces the body’s effectiveness.
Preventive functions
The committee proposes measures, participates in training, conducts site visits, and considers employee suggestions. It also collaborates in analyzing the causes of accidents and illnesses and formulates recommendations to prevent recurrence. Its input must be supported by relevant observations and data, maintaining clear communication with those who can decide on and implement improvements.
Worker participation helps identify problems that don’t appear in administrative records. The Joint Occupational Health and Safety Committee (COPASST) can uncover discrepancies between procedures and actual work, difficulties in using protective equipment, or recurring failures. To be useful, this information needs to be translated into concrete proposals and follow-up on the organization’s responses.
Meetings and follow-up
The regulations stipulate that meetings must be held at least monthly during working hours and that extraordinary meetings may be called in the event of a serious accident or imminent risk. The minutes must clearly show the topics discussed, recommendations, and commitments made. They should not be limited to a list of attendees or endlessly reproduce pending items without identifying responsible parties and subsequent actions.
It is advisable to have a simple tracking system that links each proposal to the employer’s response, its implementation, and the verification of the outcome. Resolution 0312 of 2019 incorporates the formation, training, and operation of the Joint Occupational Health and Safety Committee (COPASST) into the corresponding standards. Evidence of its operation is distinct from the initial founding document.
Practical example
In a hypothetical scenario, representatives observe that a cleaning operation requires workers to adopt awkward postures near a piece of equipment. The Joint Occupational Health and Safety Committee (COPASST) gathers the observations, visits the area, and proposes reviewing the access with maintenance and prevention personnel. They don’t simply ask the worker to be more careful, but also suggest investigating the condition causing the difficulty.
The employer assigns the technical review and communicates a proposed modification. After implementation, the committee gathers feedback from users and checks if any problems persist. The minutes record the recommendation and its follow-up, while the technical evaluation and resource allocation decision remain under the appropriate professional and business responsibilities.
Difference with workplace coexistence
The Workplace Harassment Committee has a different framework and functions, focused on preventing and addressing situations of alleged harassment within its jurisdiction. It should not be confused with the Joint Occupational Health and Safety Committee (COPASST), nor should it be assumed that the existence of one automatically fulfills the obligations of the other.
The COPASST is not a disciplinary body nor does it replace competent authorities. It can collaborate in the prevention of psychosocial factors and formulate recommendations, but it must respect limits on access to sensitive information. Personal complaint files, clinical data, and other confidential documents require specific channels and safeguards, according to their nature and applicable regulations.
How to assess its performance
An active committee understands the organization’s risks, receives adequate information, and ensures its recommendations are considered. To assess its effectiveness, it’s helpful to review attendance, activities undertaken, training provided, and responses to proposals. Simply counting meetings is insufficient if it’s impossible to understand what problems were addressed and what decisions resulted from that work.
Common mistakes include unilaterally appointing all representatives, maintaining outdated timeframes, and using the committee as a substitute for the system manager. Participation complements professional management and corporate accountability. Its strength lies in incorporating real-world work knowledge and maintaining visible tracking of opportunities for improvement.
