ECH5514_Chap1_1032017_Student (1).pptx

Master in science
PROCESS SAFETY
& LOSS
PREVENTION
ASSOC. PROF. DATIN DR. SITI ASLINA HUSSAIN
DEPARTMENT OF CHEMICAL & ENVIRONMENTAL
ENGINEERING
FACULTY OF ENGINEERING
UNIVERSITI PUTRA MALAYSIA

Human Behaviour & human
error
(PERLAKUAN & RALAT MANUSIA)
COURSE CODE: ech5514
CREDIT: 3+0 (42hrs)
2
COURSE TITLE
ECH5514/datindrctaslina

1 Analyze future employee selection, placement and
training based on physical and human psychology.
2 Design system by considering human factor,
physiological aspect and ergonomics.
3 Evaluate qualitatively and quantitatively on human
credibility to evaluate and manage risk in decision-
making process.
4 Evaluate relationship between decision maker and
risks in risk management and communication.
ECH5514/datindrctaslina 3
COURSE Learning
Outcomes

4
Contents
Chapter 1 Employee selection, placement and training.
Chapter 2 Physiological and ergonomics aspects.
Chapter 3 Human factor in system design.
Chapter 4 Human credibility: Qualitative and quantitative assessment.
Chapter 5 Risk assessment in health and occupational safety.
Chapter 6 Risk management and communication-Risk and decision maker.
COURSE
CONTENTS

Course Assessment
Continuous Assessment –
Case Study & Presentation,
Quizzes, Mid-Term, Individual
& Group Assignment
60%
Final Examination 40%
Total 100%
5

Course Assessment
6
COURSE OUTCOMES (CO)
PO1
Pengetahuan lanjutan Menunjukkan
pengetahuan lanjutan dan berterusan
serta mempunyai keupayaan untuk
terus membangun atau menggunakan
pengetahuan tersebut dalam situasi
baru atau dalam konteks pelbagai
disiplin
PO2
Kemahiran menganalisis dan menilai
masalah/
mengemukakan penyelesaian
Menganalisis dan menilai masalah
dalam disiplin secara kritikal dalam
situasi yang maklumatnya terhad dan
mengemukakan penyelesaian menerusi
aplikasi instrumen dan teknik yang
sesuai
PO5
Kemahiran berkomunikasi
Melapor penemuan teknikal
dalam bentuk tulisan dan lisan;
secara individu dan/atau
berkumpulan
PO6
Pembangunan profesional
berterusan Mengiktiraf
keperluan pembangunan
profesional yang berterusan
1
Analyse future employee selection,
placement and training based on
physical and human psychology
C5
FINAL EXAM 5%
QUIZ 5%
C5
FINAL EXAM 5%
MID-TERM 5%
2
Design system by considering human
factor, physiological aspect and
ergonomics
C5
FINAL EXAM 5%
QUIZ 5%
C5
FINAL EXAM 5%
MID-TERM 5%
3
Evaluate qualitatively and
quantitatively on human credibility to
evaluate and manage risk in decision-
making process
C5
FINAL EXAM 5%
QUIZ 5%
C5
FINAL EXAM 5%
MID-TERM 5%
ORAL PRESENTATION 5% PROJECT 5%
4
Evaluate relationship between
decision maker and risks in risk
management and communications
C5
FINAL EXAM 5%
QUIZ 5%
C5
FINAL EXAM 5%
MID-TERM 5%
ORAL PRESENTATION 5% PROJECT 5%
TOTAL 40 40 10 10

“Safety rules are your best tools”
“Safety can distinguish you. Lack of safety can extinguish you”
7

Chapter 1: Employee
selection, placement and
training

Introduction
 Engineers and ergonomics specialists design systems that involve
people and design systems.
 Perhaps this issues provide an opportunity to modify the human
element that will improve human performance.
 Simply put, all organization to bring the right people, put them
in appropriate jobs, and train them.
 To achieve this goal, it is necessary to develop methods of
selecting, placing, and training both economically and legally
defendable.
 With these, necessitates a scientific basis for making personnel
decisions.
Chapter 1: Employee selection,
placement and training

Personnel Selection and Placement
 Personnel selection and placement involves many
decisions.
 A job application evokes an interrelated decision
series that included the following options:
 Should the applicant be selected as an employee of
this company?
 If selected, what type of job should be recommend?
 When an applicant is selected for a particular class of
jobs, what type of training is required?

Personnel Systems
 In smaller companies, personnel management is
the duty of each individual supervisor.
 As company grow, these activities become the
responsibility of the Human Resources
Department (HRD), which receives employment
application, screen applicants, arranges for
interviews and other tests, maintains non-payroll
personnel records, operates training programs, and
generally assists the company in personnel
selection, placement, and training.

 Some applicants are hired and others are rejected. After
hired personnel are trained formally or on-the-job,
 They assigned to specific jobs in the company-known as
job placement or job selection.
 Some personnel are re-assigned to other jobs. Why?
 Sometime errors occur occasionally in matching people
to jobs, or employees find, there is an outflow of people
who quit or who are fired. (Testing Method)
 Most companies conduct an exit interview to determine
the reasons for resignations.

Economic Considerations in Personnel Selection
 A good methods of personnel selection such as
improved productivity, lower costs training, and less
employee turnover, can potentially provide many
benefits to an organization.
 These potential benefits must be balanced against the
administrative costs incurred during the personnel
selection process.
 Rule of thumb – “The validity of the selection criteria
or testing methods used can be thought of as quality
measure”.

Training
 Training is an alternative strategy that can supplement personnel
selection to help ensure a skilled and knowledgeable work force.
List training method that you have in mind!
 One of method is lecturing. The lecture method is often to different
in the introductory safety training programs because it can be
adapted easily to different plant practices.
 Other method is referred to as “Go Sit by Nellie”- the trainee is to
watch an experienced person and imitate that person. However, if
the person is not performing the job correctly and the trainee
learns incorrect procedures. Right?
 Programmed training using computer interactive/simulator another
most favorable method nowadays.

Designing a Training Program by Rouse (1991)
***Answer for BEST Training Strategies***:
1) Define the tasks and duties of personnel, particularly those that need to be certified
through a simulation.
2) Identify existing knowledge and skills in the target population that are needed to operate
the system.
3) Define the training requirements by determining the additional training that should be
included in the training program.
4) Define the methods for developing the required knowledge and skills.
5) Identify the training equipment and simulation required to support the training curriculum.
6) Prepare the course material.
7) Evaluate the course by presenting it formally.

Training Principles
***Answer for Principle of Training***
1) Motivation
2) Freedom form distraction and peer pressures
3) Practice – cliché ‘practice makes perfect’, receive feedback or knowledge of results (KOR).
4) Reinforcement schedule
5) Rehearsal
6) Reduction of concurrent task loads
7) Analogy or metaphor
8) Accuracy in the criteria and similarity in the job situation.

Transfer of Training
 As we know objective of training - to improve employee
performance in order to justify training employee, thus the skills
developed by trainee in the training must therefore transfer
over the job.
 In some cases, monitoring a group of employees with no
training until their ‘performance time on a collection of tasks’
has reached a standard level.
 Can uses method-time measurement (MTM) as a standard
performance.
 MTM can be fit to a learning curve (Singley and Anderson,
1989).

To be fit to learning curve, for example, a a group of persons
without training took 100 working hours (12.5days with 8 h shifts)
to reach that standard. This time to criterion (TOC) is 100 h.
Another group of personnel, were given G hours of training before
going on the job. Afterward, the person with training were
observed and a learning curve was fit to their performance. This
group achieved standard performance more quickly, then the
savings in performance time could attributed to the transfer of
training to a learning situation. Average person in the group with
training achieved standard time performance within 80 working
hours. Thus the percentage of transfer is
% transfer = control transfer TOC-training group TOC
control group TOC

 If a training group takes longer hours than the control group,
then exhibits negative transfer.
 Transfer effectiveness ration (TER) by Povenmire and Roscoe
(1973)
TER = control transfer TOC - training group TOC
control group TOC
(how long it tasks to reach level of proficiency)
 TERs describe how effective the training program is.

Job aids
1) Something that enables a person to perform a task
without training.
2) Some examples instructions for repairing a bicycle that
is partially assembled, a tape recording instructions,
computer diagnostics, job setup instructions and etc.
3) Job aids can also reduce the complexity of a task when
they take the form of a transformation table.
4) If the job aid will do as well or well enough, then
adequate skills are developed with lower costs.

WHAT ARE MY DUTIES AS AN EMPLOYER?
1) As an employer, you have duties to your employees and to persons
other than your employees.
2) The general duties of employers and self-employed persons are stated
in Part IV of the Occupational Safety and Health Act 1994.
3) If you contravene this provision of the Act, you will be liable to a fine not
exceeding RM50,000 or 2 years imprisonment or to both.
4) Among others, you have a duty to ensure, so far as is practicable, the
safety, health and welfare at work for all your employees.
5) Obligation to ensure that existing plant is up to the necessary standards
with respect to safety and risk to health and that, when new plant is
installed, latest practice in safety and health are taken into account.

6) Ensure a safe system at the workplace and minimize operations that present danger of injury
or health impairment - special systems of work, such as the "permit to work" system.
7) Regularly monitor the work environment - known health hazards are present, protection
conforms to current health standards, including medical surveillance of workers.
8) Make arrangement for ensuring safety and health in connection with the use or operation,
handling, storage and transportation of plants and substances.
9) No charge is levied on any employee for anything done or provided to meet any specific
requirement for safety and health at work.
10) Prepare a written statement of general policy, organization and arrangements for safety and
health at work, keep it up-to-date by revision and inform all employees of the notice and
revision to the policy where applicable. This policy must be implemented at workplace.
11) Provide information, instruction, training and supervision in safe work practices and consider
specific training needs of your organization with particular reference to processes with special
hazards.

12) Additionally, you must conduct your activities, so as to ensure that people other
than your employees are not exposed to risks to safety and health.
13) You shall notify the nearest Department of Occupational Safety and Health office
of any accident, dangerous occurrence, occupational poisoning or occupational
disease which has occurred or is likely to occur at the place of work.
14) You shall provide the Safety an Health Officer adequate facilities including
appropriate information and training equipment to enable Safety and Health
Officer to conduct his duties. In any investigation conducted by the Safety and
Health Officer, you shall direct one ore more supervisor to assist.
15) You cannot discriminate against your employee or dismiss an employee, injure
him in his employment or alter his position to his detriment by reason only that the
employee makes a complaint about a matter which he considers is not safe or is a
risk to health.
16) If you contravenes the above provisions of the Act, you shall be guilty of an
offence and shall, on conviction, be liable to a fine not exceeding RM10,000 or to
a term of imprisonment not exceeding 1 year or to both.

WHAT ARE MY DUTIES AS AN EMPLOYEE ?
1) It shall be your duty as an employee while at work :
1) to take reasonable care at work for the safety of yourself and other persons
2) to cooperate with your employer or any other person in the discharge of any duty, under
3) the Act or Regulations
4) to wear or use at all times any protective equipment and clothing provided by your
5) employer for the purpose of preventing risks to your safety and health
6) to comply with any instruction or measure on occupational safety and health as required
7) under the Act or Regulations
2) If you contravene this provision of the Act, you shall be guilty of an offence and shall, on
conviction, be liable to a fine not exceeding RM1,000 or to imprisonment for a term not
exceeding 3 months or to both.
3) If you intentionally, recklessly or negligently interferes with or misuses anything provided
or done in the interests of safety, health and welfare in pursuance of the Act, you shall be
guilty of an offence and shall, on conviction, be liable to a fine not exceeding RM20,000 or
to imprisonment for a term not exceeding 2 years or to both.

Human Factor
Accidents
Unsafe Acts

Human Factors
Theory of Accident Causation
Chain of events caused by human error consists of:
Human
Error
Factors
3.
Inappropriate
activities
1. Overload
2.
Inappropriate
response

Overload
 Imbalance between a person’s capacity at any given
time and the load that person is carrying in a given
state.
 Capacity factors: natural ability, training, state of
mind, fatigue, stress, physical condition.
 Load: tasks + environmental factors (such as noise,
distractions), internal factors (personal problems,
emotional stress, worry), and situational factors (level
of risk, in-clear instructions).

Inappropriate Response and Incompatibility
 How a person responds in a given situation can cause
or prevent an accident.
 Inappropriate responds:
 Detects a hazardous condition but does nothing to
correct it.
 Removes a safeguard from a machine in an effort
to increase output
 Disregards an established safety procedure.
 Workstation compatibility:
 With regard to size, force, reach, feel, and similar
factors.

Inappropriate Activities
 Performing tasks without the requisite training.
 Misjudging the degree of risk involved with a
given task.
29

Personal Characteristic and Accidents
Personal
Characteristics
Incidence of
Specific
Accident
Types of
Behaviors in
Specific
Circumstances
Predisposing
Behavior
Tendencies
Personality
Intelligence
Motivation
Sensory Skills
Motor Skills
Experience
Etc
Undesirable
Attitudes and
Habits
Lack of Specific
Abilities
Tendency to
Assume Risk,
etc
Inattention
Forgetfulness
Misperception
Failure to
Follow
Procedures
Inadequate
Performance
Assuming
Excessive Risk,
Etc.
Probability Rate
of Individual’s
Accident
Behaviors
How Personal Factors May Influence Employee Accident
Behavior?

What Traits Characterize “Accident-Prone” People?
 Accident proneness is situational, not universal. E.g.
emotional stability may distinguish accident-prone workers
on jobs involving risk
 Human traits related to accident repetition:
 Vision – machine operators who have high visual skills
have fewer injuries than those who do not.
 Perceptual vs Motor Skills – “where a worker’s
perceptual skill is equal to, or higher than, his motor
skill, the employee is a relatively safe worker. But where
the perception level is lower than the motor level, the
employee is accident prone and his accident proneness
becomes greater as this difference increases.” Meaning,
a worker who reacts more quickly than he or she can
perceive is more likely to have accidents.

 Vocational interests – “adventuresomeness” vs
“cautiousness”. It is possible to use psychological
tests to identify individuals who will be accident
prone on specific jobs.
 Age – accident most frequent between 17 – 28,
and low in the late 50s and 60s.
 Summary: for specific jobs it seems to be
possible to identify accident-prone individuals and
to screen them out

How to Prevent Accidents?
 Reducing unsafe conditions.
 Reducing unsafe acts through selection and
placement.
 Reducing unsafe acts through posters and other
propaganda.
 Reducing unsafe acts through training.
 Reducing unsafe acts through incentive programs
and positive reinforcement.
 Reducing unsafe acts through top-management
commitment.

 Reducing unsafe acts by emphasizing safety.
 Reducing unsafe acts by establishing a safety policy.
 Reducing unsafe acts by setting specific loss control
goals.
 Reducing unsafe acts by conducting safety and
health inspections.
 Reducing unsafe acts by monitoring work overload
and stress.
 Safety beyond the plant gate.

Reducing Unsafe Acts Through Selection and
Placement
 Screen out accident prone people before they are
hired.
 Identify the human trait (e.g. visual skill) related to
accidents on the specific job in question, for examples
 Emotional stability and personality tests –
administered under disturbing and distracting
conditions.
 Measures of muscular coordination.
 Tests of visual skills.
 Employee reliability tests e.g. emotional maturity,
conscientiousness, safe job performance, and
courteous job performance.

Of great practical importance is the fact that
there is a definite relationship between
these accident-proneness tests and
proficiency on the job. By selecting employees
who do well – that is, score low- on
accident-proneness tests, managers can
reduce accidents and improve the caliber of
the employees at the same time - Prof.
Norman Maier

Reducing Unsafe Acts Through Training
 Safety training can reduce accidents.
 Appropriate for new employees.
 Instruct them in safe practices and procedures, warn
them of potential hazards and work on developing their
predisposition toward safety.
 For example, Suburu-Isuzu automotive plant has
employees engage in a series of exercises before
starting work, including touching their toes, twisting
their torsos, swinging their arms, stretching exercises,
to help minimize work-related injuries.

ABUSE IN THE WORKPLACE

Alcoholism and Substance Abuse
 Drugs and alcohol are the root cause of many accidents on the job every
year.
 Safety professionals need to be on guard for employees who are drug and
alcohol abusers.
 Many companies implement drug-free workplace programs : drug-free
workplace policy, supervisory training, employee education, employee
assistance programs, alcohol and drug testing.
 Establishing the programs are the responsibility of the human resources
dept., but safety and health professionals should be aware of the
workplace problems that can be caused by alcohol and drug abuse.

Others:
 Option of a mandatory professional assessment / termination.
 3-strikes-and-you’re-out – warning notification + permission to
test the employee at any time in 5 years, mandatory substance
abuse rehabilitaiton program, immediate termination.
 Supervisory training.
 Company policy.
 Conducting workplace inspections (searching for illegal
substances).
 Using undercover agents (last resort).

Substance Abuse in the Workplace: Key Signs To
Watch For!
Substance abuse in the workplace is a very serious issue.
Employees with substance abuse issues not only present a
danger to themselves, they can seriously impact the safety
of all workers on a site. Indicator to substance abuse
problem, there are four general areas:
1. Performance: An employee with an abuse problem may
show work performance problems.
 excessive or unexplained absenteeism or tardiness;
 degrading work quality;
 decreases in productivity and
 an increase in missed deadlines.

2. Behavioral: Changes in behavior can result from a worker being under the
influence of drugs or alcohol, but can also occur when the employee is suffering
from 'hangover'.
 change in attitude or morale,
 arguments with coworkers,
 forgetfulness, indecision and
 noticeable changes in appearance or dress.
3. Physical: The physical changes in a worker with a drug abuse problem are often
the first signs that are recognized by an employer.
 bloodshot or watery eyes;
 runny or irritated nose;
 a cough that won't go away;
 tremors or jittery movements;
 poor coordination and slurred speech
 can exhibit either constant fatigue or excitability depending on the substance
being used.
4. Paraphernalia: . If found, items such as needles, balloons, foil wraps, pipes and
lighters (by known non-smokers) are reasonable grounds to initiate a full
investigation.

 It is important to remember that none of these signs
are proof of an abuse issue; they can only assist an
employer in identifying workers who are potentially
participating in at-risk behaviors.
 Being aware of these indicators will allow
supervisors to follow the guidelines of their Drug and
Alcohol Policy, and ensure that both the workplace
and the employee are protected from the potential
safety risks associated with substance abuse.

Workplace Substance Abuse
 The vast majority of drug users are employed, and when they arrive for work,
they don't leave their problems at the door. Of the 17.2 million illicit drug users
aged 18 or older in 2005, 12.9 million (74.8 percent) were employed either full or
part time.
 Furthermore, research indicates that between 10 and 20 percent of the nation's
workers who die on the job test positive for alcohol or other drugs.
 In fact, industries with the highest rates of drug use are the same as those at a
high risk for occupational injuries, such as construction, mining, manufacturing
and wholesale.
 OSHA recognizes that impairment by drug or alcohol use can constitute an
avoidable workplace hazard and that drug-free workplace programs can help
improve worker safety and health and add value to American businesses.
 OSHA strongly supports comprehensive drug-free workforce programs,
especially within certain workplace environments, such as those involving
safety-sensitive duties like operating machinery.

 A comprehensive drug-free workforce approach includes five
component: a policy, supervisor training, employee education,
employee assistance, and drug testing.
 Such programs, especially when drug testing is included, must
be reasonable and take into consideration employee rights to
privacy.
 OSHA understands that many workers with substance abuse
problems can be returned safely to the workplace provided they
have access to appropriate treatment, continuing care and
supportive services.
 OSHA works closely with Department of Labor's Working for
an Alcohol- and Drug-Free Workplace program to help
employers ensure their health and safety plans are enhanced
through workplace drug prevention.

Code of Practice on Prevention and Eradication of Drug, Alcohol
and Substance Abuse in the Workplace, 2005.
Definition:
Alcohol: A distillate or fermentation spirit which contains ethanol or methanol which
include in drinks such as beer, wine and spirit.
Material/Substance: any substance that sniffed or classified as material that can effect
root nervous system such as butene gas, solvent, petrol and ethyl alcohol.
Drugs can be classified as the following categories:
Opiates: incl. opium, heroine, morphine, codeine, pethidine and methadone etc.
Cannabis: incl. ganja, hashish and marijuana etc.
Depressants: incl. barbiturate and anti depressant that can cause drowsy
Stimulant: incl. amphetamine and cocaine
Hallucinogen: incl. lysergic Diethyl Amide Acid (AMD), Mescaline and psilocybin
Drug produced from analog group chemical substance containing pharmacological
effects such as Ecstasy, MDM etc.

Drug abuse, alcohol and material: drug usage, alcohol and
substance which could cause danger to physical,
psychological and society and law subscription on consumer
individual and other people that affected by the behavior of
drug, alcohol and the substance addict.
Objective of the Code:
Aiming to provide guideline to employers and employee on
internal programme procurement way to prevent and eradicate
drug, alcohol and substance abuse at workplace.

Employer’s Responsibility
 Under Section 16 of Employment Health and Safety Act, 1994,
employer is required to hold a written policy on employees’
health and safety. In keeping with this need, employers too
should hold policy on drug, alcohol and substance abuse to
protect the health and safety of the employees.
 To ensure that the policy can be implemented effectively,
employer needs to create a prevention programme on drug,
alcohol and substance abuse.

Employee’s Responsibility
 Full cooperation and take part to any prevention on drug,
alcohol and substance abuse programmed organized by
the employer.
 Capable to work
 Self preventing from drinking excessive alcohol during
social event - safety
 Report to employer if co-worker fail to work safely due to
drug, alcohol and substance abuse.

Understanding Employees’ Needs
 One of the keys to being a successful manager is the
ability to motivate employees to perform at their best.
When employees aren't interested in their work or
they're bored, employee motivation is low and
productivity drops. Generally, employees are willing and
able to work if they feel their job is important and they
are appreciated. When motivating employees there are
two main types of rewards, intrinsic reward and extrinsic
reward.
 People are motivated in different ways, one of which is
by intrinsic reward. Intrinsic rewards or intrinsic
motivation primarily deals with the feelings an employee
has when they have done a good job.

In order to better understand how to motivate employees you
must first understand how motivation works. According to
Abraham Maslow, people are motivated by unmet needs.
Maslow's hierarchy of needs:
1. Psychological needs - these are your basic survival needs,
like food, water, and shelter.
2. Safety needs - employees want to feel secure at work.
3. Social needs - the need to feel accepted and part of the
group.
4. Esteem needs - the need for acknowledgement and
recognition from others.
5. Self-actualization needs - the need to develop to your fullest
potential.

Specific Steps for Working With Disabled Employees
 Show support. Demonstrate emotional and social
support by creating an environment that is caring and
supportive.
 Co-workers may offer assistance with child care, meals,
rides to medical appointments and fundraisers.
 Maintain contact. Keep in touch with phone calls and
cards. This is especially important for direct supervisors
but something coworkers can do as well.
 Help the disabled employee keep their benefits. Look
for ways to enable disabled employees to keep their
benefits as long as possible, especially health and
disability insurance.

 Provide accommodations. Flexible schedules, part-
time work, decreased travel, working from home,
temporarily reduced responsibilities, and having a private
rest area in the workplace can all help ill employees.
 If an employee is diagnosed with cancer, weakness and
fatigue may be prominent when employees receive
chemotherapy or radiation.
 Workstation or workplace accommodations such as
adaptive office equipment and furniture.
 Parking close to the building and having a wheelchair or
motorized scooter available in the workplace can also be
beneficial.

 Welcome the employee back. Make an effort to
welcome them back in a way that’s significant to
them whenever possible.
 For example, some co-workers have shaved their
heads for the benefit of “Locks of Love” or worn hats
to show their support of ill employees who have lost
their hair as a result of cancer treatments.

ECH5514/datindrctaslina 55 55
 Substance abuse testing: following an accident of if there’s
reasonable cause / random testing program / regular,
periodic alcohol testing.
 Disciplining short of discharge – more often to alcoholics
than drug problems.
 In-house counseling – for alcoholics and emotion disorder
workers – by HR dept. / medical staff / immediate
supervisors with special training.
 Referral to an outside agency – e.g. A.A., psychiatrists,
clinics.
Various techniques used to deal with these
problems

Job Stress
 Alcoholism and drug abuse may result from stress.
 Job-related factors: overwork, relocation, problems with customers
 Two main sources of job stress:
 Environmental: work schedule, pace of work, job security,
route to and from work, number and nature of customers or
clients, noise.
 Personal: Type A personalities (workaholics), tolerance for
ambiguity, patience, self-esteem, health and exercise, work
and sleep patterns

 Job stress has consequences to employer and employee
 To human: anxiety, depression, anger,
cardiovascular disease, headaches, accidents
 To organization: reductions in quantity and quality
of job performance, increased absenteeism and
turnover, increased grievances, higher health care
costs.
 Yet, stress is not necessarily dysfunctional. WHY?

 Modest level of stress may lead to more creativity if
a competitive situation results in new ideas being
generated.
 Some people work well only when under a little
stress.
 Some people find they are more productive as a
deadline approaches.

Reducing Job Stress
 Build rewarding, pleasant, cooperative relationships with
as many of your colleagues and employees as you can.
 Don’t bite off more than you can chew.
 Build an especially effective and supportive relationship
with your boss.
 Find time every day for detachment and relaxation.
 Make a noise survey of your office area and find ways to
reduce unnecessary noise.
 Negotiate with your boss for realistic deadlines on
important projects.

 The total depletion of physical and mental resources
caused by excessive striving to reach an unrealistic
work-related goal.
 Signs of impending burnout include:
 You’re unable to relax.
 You identify so closely with your activities that
when they fall apart you do too.
 The positions you worked so hard to attain
often seem meaningless now.
 Your would describe yourself as a workaholic
and constantly strive to obtain your work-related
goals to the exclusion of almost all outside
interest.

How To Overcome?
 Break your patterns – the more well rounded your
life is, the better protected you are
 Get away from it all periodically – to seek a
perspective on where you are and where you are
going
 Re-assess your goals in terms of their intrinsic worth
 Think about your work

Depression and Accident Causation
 People suffering from clinical depression are seriously
impaired, and pose a clear and present safety risk to
themselves, fellow workers and their employer.
 Common causes: biological (too few or too many of the
brain chemicals known as neurotransmitters), cognitive
(negative thought processes), genetic (family history of
depression), and concurring illnesses (strokes, cancer,
heart disease, Alzheimer’s).
 Results in lost workdays, absenteeism, lost of
productivity, workers more prone to accidents, lack of
concentration, fatigue, failing memory and slow reaction
time.

Warning Signs
 Persistent dreary moods (sadness, anxiety,
nervousness).
 Signs of too little sleep.
 Sleeping on the job or persistent drowsiness.
 Sudden weight loss or gain.
 General loss of interest, especially in areas of previous
interest.
 Restlessness, inability to concentrate, or irritability.
 Chronic physical problems (headaches, digestive
disorders)
 Forgetfulness or an inability to make simple decisions.
 Persistent feelings of guilt.
 Feelings of low self-worth.
 Focus on death or talk of suicide.

Responds:
 Get them into the hands of competent mental
health professionals.
 Approach the employee’s supervisor and
recommend that he or she refer the employee to
the organization’s employee assistance
program.

Obesity and Accident Causation
 Extremely obese people are more likely than
normal-weight people to injure themselves.
 The more people sit at desks during the workday,
the more likely they are to be overweight.
 Obese: BMI above 30, associated with chronic
diseases as high blood pressure, coronary heart
disease, diabetes, certain types of cancer, and
workplace injuries.
 Common causes: overexertion and falls.

Epilepsy
When questions about epilepsy come up, be prepared to provide
answers.
Give straightforward facts
Raise awareness Community
Those close to you
Answer common questions
Talking about epilepsy at work
 A personal matter and a personal choice.
 Disclosing that you have epilepsy may help dispel misconceptions.
 The Americans With Disabilities Act (ADA) was designed to protect
people with disabilities from discrimination so they would be hired for
their skills and not be prevented from working.
 A personal decision - is a matter of safety.
 Describe for them what happens during a seizure and how they should
respond.

Tips for making your workplace safer:
 Use carpeting or rubber matting on the floor of your
workspace.
 If you use a desk chair, choose one with armrests to
prevent falls.
 Have a buddy at work who knows how to help you if
you have a seizure .
 Take breaks when you need them .
 Use the elevator instead of the stairs .
 Avoid shift work or get plenty of rest. Lack of sleep
can cause seizures .

Common questions?
What is a seizure?
 Result of changes in the normal electrical activity in the brain.
 This causes different symptoms, depending on the location of the seizure and
how it spreads.
 It can last a few seconds or several minutes.
 There are many types of seizures, with symptoms ranging from rapid blinking
and staring to loss of consciousness, falls to the ground, and jerking of the
muscles.
Who gets epilepsy?
 People with epilepsy experience repeated seizures.
 A person is diagnosed with epilepsy only after he or she has experienced two
or more seizures that can't be explained by other medical conditions like fever
or withdrawal.

What is the difference between seizures and epilepsy?
 Seizures are a symptom of epilepsy.
 Having a single seizure does not necessarily mean a person has epilepsy.
What causes epilepsy?
 For some people, there is a clear cause, such as a birth defect or brain
injury.
 But a single cause of epilepsy cannot be found for half of all people with
epilepsy. This is sometimes called "idiopathic epilepsy"—which just means
that we don't know the reason.
Are there treatments for epilepsy?
 The goal of treatment is to become seizure free, and people with epilepsy
work closely with neurologists to find the right medication or combination
of medications that will help them achieve better seizure control—which
may allow them to experience more seizure-free days.

 The different causes of epilepsy usually happen at different times of life.
 A birth defect or brain injury during pregnancy or after birth is likely to lead to
seizures in childhood.
 Strokes, heart attacks, and other conditions that deprive the brain of oxygen also
can cause epilepsy, including approximately one in three cases among elderly
people.
 A head injury can lead to a seizure disorder at any age.
 Epilepsy can also develop as a result of brain damage from another disorder.
 Connections in the brain may be changed by brain tumors, alcoholism, or
Alzheimer's disease.
 Meningitis, AIDS, viral encephalitis, and other infectious diseases can cause fluid to
build up in the brain, leading to changes that make seizures more likely.

What causes a seizure?
Many things that cause seizures are common parts of everyday life. These include:
 Lack of sleep
 Stress
 Hormone changes (such as those that occur during a woman's menstrual cycle)
 Drinking alcohol
 Overdoses of medicine or exposure to other drugs
 Exposure to lead, carbon monoxide, or other poisons
 Flashing lights

Planning Ahead For Safety Outside The Home
Driving
 For many people with epilepsy, the risk of seizures restricts
their independence, in particular the ability to drive.
 The Epilepsy Foundation offers a state-by-state database of
driving restrictions and regulations on its website. Find out
more about driving and epilepsy.
Participating in activities
 Have someone with you who knows how to manage a
seizure.
 Wearing head protection when you participate in a contact
sport that might cause you to fall or hit your head.

 Tips for picking the right physical activities when you are living with
epilepsy:
 If seizures usually occur at a certain time, plan activities when seizures are
less likely to happen
 Avoid extreme heat when exercising and keep hydrated with plenty of water
to reduce seizure risks
 Check with your neurologist before starting any new exercise program
 Some activities may be restricted if you have uncontrolled seizures
including:
 Swimming alone
 Climbing to unsafe heights
 Riding a bike in traffic
 Questions for your Neurologist

 If you are concerned about your epilepsy and employment, there are
some things that you should know. There is two times an increase in
unemployment rates among those with epilepsy, but it does not need to
be that way. A person with epilepsy can be productive at a lot of different
jobs. Many people with epilepsy who want to work are confronted with
employers who are afraid of the potential effects of a seizure on the job.
The potential employer can be worried about liability, missed work, or a
customer witnessing a seizure. While the potential of one of these things
happening is there, it is not a reason for an employer to not hire the
person.
 Employers who hire for specific jobs such as pilots, bus drivers, fire
fighters, roofers, and tree cutters have a valid reason for not hiring a
person with epilepsy. These jobs could put the employee or others around
them in danger. If you are a person with epilepsy, you should also avoid
jobs that involve driving, working under water or other dangerous places,
spending long periods of time near fire, dangerous machinery, or
chemicals. Jobs can be done well by people with epilepsy 90% of the
time.

Anxiety
What employer wouldn't want an employee with these qualities?
 Shows extraordinary job commitment
 Pays strong attention to details
 Exhibits a high degree of selflessness
 Yet many mental health professionals agree that it is often people with these same
perfectionist traits that have a tendency to suffer from panic and anxiety disorder
(PAD).
 PAD manifests itself in sudden attacks of anxiety and may include such symptoms
as trembling, difficulty breathing, rapid heartbeat, sweating, numbness and nausea.
 During an attack, the employee may fear she's having a heart attack or becomes so
overwhelmed by panic that she feels compelled to escape to a place where she
feels safe.

 Workplace stress can initiate or heighten anxiety, but even
tension outside the job sphere may harm the employee's
performance.
 Ashamed of and isolated by the disorder, she is constantly
terrorized by thoughts of having an attack at in the presence of
a boss or co-workers.

Considerations for the Workplace
Environment:
 Warm fluorescent lights seem to help in place of cold.
The worker with Panic-Anxiety Disorder (PAD) may benefit even if
these lights are installed over just the one work station.
 Move an anxious employee's desk away from high-traffic and noisy
locations.
 Save a seat near a doorway in a meeting so the worker may exit the
room quickly and unobtrusively if need be.
 Music (classical, New Age, etc.) played at low volume can soothe
frayed nerves. Allow the worker a place to keep and play a cassette
deck if relaxation tapes are helpful.
 Provide, if possible, a quiet, relatively private place where a worker
can practice relaxation and breathing skills. A crowded "staff room" or
public restroom are not appropriate settings.

Some suggestions on how you can have a positive impact:
 Encourage the person with Panic-Anxiety Disorder (PAD) to
seek medical treatment first to rule out any underlying medical
condition. If possible, put her in touch with the company's
Human Resource Director or Employee Assistance Program.
 Assure the PAD sufferer that it is fine to enlist a couple of co-
workers with whom she feels comfortable to act as support
givers in the event of distress. If she is dizzy or having trouble
catching her breath, she may fear being alone.
 Help her combat catastrophic thoughts by replacing them with
positive ones. For instance, encourage her to change a thought
like: "I'm going to collapse" to "I've never collapsed before, so
there is no precedent that I'm going to collapse now.“

 Try to design assignments to maximize the PAD sufferer's effectiveness
without adding additional stress. If there are jobs she can complete at
home and that is where she feels safe, perhaps in time of distress she
may be allowed to work at home.
 Don't insist that a worker with a "social-situation phobia" attend lunch
meetings in restaurants or staff parties that will increase her anxiety.
 Discuss assignments with the affected worker before imposing them.
Involve herein setting expectations.
 Don't underestimate the healing power of compassion and compassionate
humor. One employee with PAD says she and her co-workers laugh
together each morning when they gather around the coffeemaker and she
is given only 1/2 cup of decaffeinated because they don't want to have to
take her to the Dizzy Clinic. "For me," she says, "a serious approach with
a touch of humor make my work environment a delightful place to be."

 Understand that a worker with PAD may need to be excused from
work-related travel or find someone to drive her to and from work or
therapy appointments.
 PAD sufferers often avoid confined places such as automobiles, trains,
busses, subways and airplanes. She fears being "trapped" in a location
or setting from which "escape" may be difficult. She's also anxious about
what other people will think of her if they witness her having an attack.
 Invite an employee afflicted with PAD to make up her own First Aid
Kit: a list of potential workplace remedies that can be realistically and
readily adopted.
 Don't treat the worker as if she's a child or her complaints are "made
up" or "all in her head.”
 PAD is a real disorder and it is estimated it affects some 15 million North
Americans alone. Although a child can suffer from PAD, your worker is not
one and deserves to be treated with dignity, the same as you would treat
a worker with a chronic illness such as diabetes.

POLICY
 The law requires that the written health and safety policy should entail:
 H&S policy statement which includes the H&S aims and objective of the
organisation.
 H&S organizational structure – H&S responsibilities and their duties
 H&S arrangements in place in terms of systems and procedures.
 Key elements of a H&S policy
1. Policy Statement
 Should be written by the organisation and not by external consultants. Why?
It needs to address the specific H&S issues and hazards within the organisation.
 Statement should be signed and dated by the most senior person in the
organisation.

 Following points should be included or considered when a H&S policy statement is
drafted:
 Aims should cover H&S, welfare and relevant environmental issues
 Position of the senior person in the organisation – responsible for H&S (e.g. Chief
Exec.)
 Names of H&S adviser and any safety representatives
 A commitment to the basic requirements of the H&S at Work Act - access, egress
risk assessment, safe plant and system of work, use, handling, transport and
handling of articles and substances, information, training and supervision.
 A commitment to additional requirements of the Management of H&S at Work
Regulation
 Risk assessment and employment of competent person
 Duties towards the wider general public and others
 Principal hazards in the organisation
 Specific policies of the organisation - e.g. smoking policy, violence to staff, etc
 A commitment to employee consultation – a safety committee or plant council
 Duties of employees – Management of H&S at Work Regulation
 Specific targets for the immediate and long-term future

2. Organisation of Health and Safety
Defines the names, positions, and duties of those within the organisation who have a
responsibility for H&S. This includes:
 Managers – e.g. directors works managers, human resource manager and
supervisors.
 Specialists – e.g. H&S advisor, occupational nurses, first aiders, fire officer,
chemical
 analyst and electrician.
 Employee representatives.
It is also important that certain key functions are included in the organisation structure:
 Accident investigation and reporting.
 H&S training and information.
 H&S monitoring and audit.
 Health surveillance.
 Monitoring of plan and equipment and its maintenance.
 Liaison with external agencies.
 Management an/or employee safety committee – monitor day to day problems and
any concern.

3. Arrangement for Health and Safety
Comprises details of the means used to carry out the policy statement.
Includes H&S rules and procedures and the provision of facilities, e.g. first
aid room and wash rooms. Also, include risk assessment – COSHH, manual
handling and PPE Assessment.
More common items included in the arrangement section of the H&S policy:
 Employee H&S code of practice.
 Accident and illness reporting and investigation procedures.
 Emergency procedures, first aid.
 Electrical equipment – maintenance and testing.
 Control of hazardous substances, manual handling, PPE.
 Machinery safety.
 Permits to work procedures.
 H&S inspection and audit procedures.
 Procedures for contractors and visitors.
 Catering and food hygiene procedures.
 Terms of reference and constitution of the safety committee.

Review of Health and Safety Policy
 Important that the H&S policy is monitored and reviewed on a regular
basis.
 Benchmarks are defined by comparison with the H&S performance of
other parts of the organisation or national performance of the occupation
group of the organisation.
 H&S exec. publishes an annual report, statistics and bulletins. Typical
benchmarks include accident rates per employee and accident or disease
causation.
A positive promotion of H&S performance will achieve far more than simply
preventing accidents and ill-health. It will:
 Support the overall development of personnel.
 Improve communication and consultation throughout the organisation.
 Minimize financial losses due to accidents and ill-health and other
incidents.
 Directly involve senior managers at all levels of organisation.
 Improve supervision, to those on occupational training courses.
 Improve production processes.
 Improve the public image of the organisation/company.

LAWS GOVERNING
EMPLOYMENT IN MALAYSIA &
OTHER COUNTRIES?

WHAT ARE THE LAWS GOVERNING EMPLOYMENT IN MALAYSIA & OTHER
COUNTRIES?
The principal legislation governing the labour market and employment relationship in Malaysia is the
Employment Act 1955. However, the application of these rules to Sarawak and Sabah references
made under the Act shall be substituted by references to the Sarawak Labour Ordinance (Cap. 76)
and Sabah Labour Ordinance (Cap. 67) or other written laws in force in Sarawak or Sabah, as the
case may be.
Some other legal regulations include :
1. Pensions Act 1980
For the administration of pensions, gratuities and other benefits for officers in the public service and
their dependants.
2. Employees Social Security Act 1969 (ESSA)
For social security protection to all employees and their dependants as well as the employers. This
Acts is administered by the Social Security Organization (SOCSO) or Pertubuhan Keselamatan
Social (PERKESO), Malaysia.

3. Employees Provident Fund Act 1951
For the provision of financial security to its members particularly after retirement,
through a compulsory savings scheme. This Act is administered by the Employees
Provident Fund (EPF) or Kumpulan Wang Simpanan Pekerja (KWSP), Malaysia.
4. Occupational Safety and Health Act 1994 (OSHA)
For the safety, welfare and health of persons of workplaces or in the operation of high
risk machinery against risks to safety or health. This Act is administered by the
Department of Occupational Safety and Health or Jabatan Keselamatan dan Kesihatan
Pekerjaan, Malaysia.
5. Private Employment Agencies Act 1981
This Act is administered by the Manpower Department, Ministry of Human Resources
or Jabatan Tenaga Rakyat, Kementerian Sumber Manusia, Malaysia.
6. Human Resources Development Act 1992
This Act is administered by the Human Resources Development Council or Majlis
Pembangunan Sumber Manusia, Malaysia.

7. Factories and Machinery Act 1967
This Act is administered by the Department of Occupational Safety and Health
or Jabatan Keselamatan Dan Kesihatan Pekerjaan, Malaysia.
8. Petroleum (Safety Measure) Act 1984
This Act is administered by the Department of Occupational Safety and Health
or Jabatan Keselamatan Dan Kesihatan Pekerjaan, Malaysia.
9. Trade Unions Act 1959
This Act is administered by the Trade Union Affairs Department or Jabatan Hal
Ehwal Kesatuan Sekerja, Malaysia.
10. Workmen's Compensation Act 1952
For compensation to foreign workers injured in the course of their employment
and to worker's dependents in the event of fatal accident. This Act is
administered by the Department of Labour or Jabatan Buruh - Peninsular
Malaysia, Sabah and Sarawak.

11. Industrial Relations Act 1967
An Act which governs the relationship between employers and workmen or employees and their
trade unions and generally deal with trade disputes. This Act is administered by the Industrial
Relations Department or Jabatan Perhubungan Perusahaan, Malaysia.
12. Wages Council Act 1947
This Act is administered by the Department of Labour or Jabatan Buruh - Peninsular Malaysia,
Sabah and Sarawak.
13. Employment Information Act 1953
This Act provides the Department of Labour with power to obtain and collect information and data
on employment, terms and conditions relating to an employment, from any industries in the private
sector. This Act is administered by the Department of Labour or Jabatan Buruh - Peninsular
Malaysia, Sabah and Sarawak.
14. Employment (Restriction) Act 1968
This Act is administered by the Department of Labour or Jabatan Buruh Peninsular Malaysia.

15. Worker's Minimum Standards of Housing and Amenities Act 1990
This Act is administered by the Department of Labour or Jabatan Buruh Peninsular
Malaysia.
16. Weekly Holidays Act 1950
Malaysia.
17. . Children and Young Persons (Employment) Act 1966
Malaysia.

WHAT IS OCCUPATIONAL SAFETY
AND HEALTH ACT ?
The legislative framework to secure the
safety, health and welfare among all
Malaysian workforce and to protect others
against risks to safety or health in
connection with the activities of persons
at work.
This Act was gazette on 24th February
1994 and may be cited as the
Occupational Safety and Health Act 1994.
This Act is a practical tool superimposed
on existing safety and health legislation.

The aims of this Act are:
 to secure the safety, health and welfare of persons at work
against risks to safety or health arising out of the activities of
persons at work
 to protect person at a place of work other than persons at work
against risks to safety or health arising out of the activities of
persons at work
 to promote an occupational environment for persons at work
which is adapted to their physiological and psychological needs
 to provide the means whereby the associated occupational
safety and health legislation may be progressively replaced by
a system of regulations and approved industry codes of
practice operating in combination with the provisions of this Act
designed to maintain or improve the standards of safety and
health.

The provision of the Occupational Safety and Health Act 1994 are
based on the self- regulation scheme.
Its primary responsibility is to ensure safety and health of work
lies with those who create the risks and those who work with the
risks.
Through self-regulating scheme that is designed to suit the
particular industry or organization, this Act also aims to establish
effective safety and health organization and performance.
The concept of self-regulation encourages cooperation,
consultation and participation of employees and management in
efforts to upgrade the standards of safety and health at the
workplace.

Department of Occupational Safety and Health (DOSH)
will ensure through enforcement and promotional works
that employers, self-employed persons, manufacturers,
designers, importers, suppliers and employees always
practise safe and health work culture, and always comply
with existing legislation, guidelines and codes of practice.
Department of Occupational Safety and Health (DOSH) will
also formulate and review legislation, policies, guidelines
and codes of practice pertaining to occupational safety,
health and welfare as a basis in ensuring safety and health
at work.
Department of Occupational Safety and Health (DOSH) is
also the secretariat to National Council for Occupational
Safety and Health, a council established under section 8 of
the Occupational Safety and Health Act 1994.
The National Council for Occupational Safety and Health
shall have power to do all things expedient or reasonably
necessary for or incidental to the carrying out of the objects
of this Act.

How Does The Act Affect Me ?
 All employers with more than 5 employees are required by the legislation
to formulate a written Safety and Health Policy.
 The object of the Safety and Health Policy is to demonstrates the
company's commitment and concern to ensure safety and health at place
of work.
 When making decision or performing work activities of the organization,
issues on safety and health stated in the policy must be taken into
account.
 The Occupational Safety and Health Act 1994 specifies the general duties
of employers, self-employed persons, manufacturers, designers, suppliers
and employees.
 Among the provisions of the Act is the establishment of the safety and
health committee, the appointment of a safety and health officer and the
enforcement, investigation and offenses.

What Should Be Included In The Written Safety And Health Policy ?
The following describes the essential ingredients for the written Safety and Health Policy as
required by law.
The written policy is divided into 3 main parts, namely :
 General Policy Statement
 Organization
 Arrangements
The General Policy Statement concerns with the overall intent of the employer to look after the
safety and health of the workforce. This statement can be simple and brief.
Essentially it should:
Point out that the management accept responsibility for safety and health of the employees and
others who may be affected by the work activities a summary of the policy's goals emphasize
the importance of safety and health to overall business performance include a reference to other
parts of the policy document which go into more details and be dated and signed by the person
at the top management in the organization such as the Chairman or Managing Director.

 The second part of the policy on organization should
describe the safety and health responsibilities. This is
primarily about the role of each person. Among others it
should include:
 the list of safety and health responsibilities of all levels of
management
 the role of employees in the implementation of the policy. It
is the duty of each employee not to endanger himself or
others by his actions or omissions, and to cooperate in all
measures provided for his safety and health.
 the structure and role of safety and health committees and
other in-house safety and health organization, if any.

 The arrangements or final part of the written policy concerns with practical
systems and procedures. It deals mainly with potential hazards and measures
to be taken to solve the problem. Essentially it should specify detailed
arrangements for ensuring that the policy is being implemented including :
 the arrangement for training and instructions
 information about hazards that may be in certain processes, the control measures and
the
 ways in which employees should cooperate for their own safety and health
 explain the company's safe system of work including procedures and rules
 scheme for the issuance, use and maintenance of personal protective equipment
(P.P.E.)
 the procedure for investigation and reporting of accidents and
 emergency measures such as first aid and fire arrangements.
 It is important that contents of the policy be made known to employees during
induction course and job training. The policy statement should be displayed at
strategic locations in the workplace.

EMPLOYEE HANDBOOK

EMPLOYEE HANDBOOK
 Definition: A compilation of the policies, procedures, working conditions, and
behavioral expectations that guide employee actions in a particular
workplace.
 Also include information about the company, employee compensation and
benefits, and additional terms and conditions of employment.
 Employers use the policies in an employee handbook to protect themselves
from lawsuits, such as harassment claims, wrongful termination claims, and
discrimination claims.
 Contain a code of conduct for employees that sets guidelines around
appropriate behavior for the individual workplace.
 Progressive discipline and procedures for making a complaint
At-will employment statement in locations where at-will employment exists.

So, what does an employee should do?
 Expected to review and be familiar with the contents of the
employee handbook.
 A majority of employers ask employees to sign a statement to
demonstrate that the employee has read the employee handbook,
agrees to abide by the contents.
 Additionally, the statement contains a disclaimer, similar to the
disclaimer in the actual employee handbook, that the employee
understands that the contents are simply policies and guidelines,
not a contract or implied contract with employees.

Employee Handbook Contents:
Overview and Employment Relationship
Introduction and Purpose of the Handbook
Welcome Message from the President/CEO Company History
Company Vision
Company Mission
Company Values
Company Overall Goals
Company Commitment to Employees
Code of Conduct and Business Ethics
Employee and Employer Confidentiality Agreement
Non-compete Agreement
Employee Handbook Disclaimer
Employment Relationship: At Will Employment
Employee Signoff Signifying Receipt of the Handbook, the At-will Statement, and
Employee Acknowledgement That He or She Understands and Will Abide by the
Contents
Chapter 1: Employee
selection, placement and
training

General Employment Information:
Equal Employment Opportunity Policy
Accommodation for People With Disabilities
Employment Eligibility
Internal Employee Application Process
Promotions
Employment of Relatives
Rehiring Policy
Open Door Policy
Personnel File Policy
Access to Personnel Records
Harassment and Discrimination
Harassment and Discrimination Reporting Procedure Harassment
Investigation Process
Office Romances

Attendance at Work:
Exempt and Non-exempt Employee Definitions Working Hours and Overtime
Break and Lunch Periods
Attendance Expectations and Policy
Severe Weather and Emergency Closings Telecommuting Policy
Workplace Professionalism and Company Representation:
Work Dress Code
Smoke Free Workplace
Drugs and Alcohol: Drug Free Workplace Workplace Violence
Weapons at Work
Safety and Security
Parking
Workplace Visitors
Conflicts of Interest
Accepting and Giving Entertainment or Gifts Travel for Business Policy
Mileage Reimbursement

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