full note on health and safety of an organization.

1. Health and Safety
Rohan Kaduwela
rohan@cipm.edu.lk
0773240126

2. Introduction
to Health
and Safety
 Definition of Health and Safety at
work
 Health and safety policies and
procedures
 Work related accidents and illnesses
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3. What is Health & Safety
 Promotion and maintenance of the highest degree of physical, mental
and social wellbeing of workers in all occupations;
 Prevention amongst workers of departures from health caused by their
working conditions;
 Protection of workers in their employment from risks resulting from
factors adverse to health;
 Placing and maintenance of the worker in an occupational environment
adapted to his physiological and psychological capabilities;
 Adaptation of work to man and of each man to his job.
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4. Hazard
vs Risk
source or situation with a potential for harm in terms of
injury or ill health, damage to the workplace, damage to
the workplace environment, or a combination of these.
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5. Relationship between Hazard and Risk
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6. Why a Health
& Safety
Management
System
for an
organization?
There are three main reasons that are
identifying for managing health and
safety within an organization.
• Ethical and Moral reasons
• Legal reasons
• Financial reasons
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7. What is a
Health &
Safety
Management
System?
An occupational health & safety (OH&S) management
system is an important part of the Organization’s
management system which covers:
• Health and safety organization & policy of the
organization
• Planning process for accident and ill health
prevention
• Line management roles and responsibilities
• Resources, practices & procedures which use for
developing and implementing,
reviewing/measuring and maintaining the
organizational health & safety policy.
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8. Key elements of a successful
safety and health management system
Policy and commitment
Planning
Implementation and operation
Measuring performance
Auditing and reviewing performance
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9. Rohan Kaduwela 9
Ice burg diagram of a matured health & safety management system

10. Health and Safety Policy?
 A clear and robust Health & Safety Policy is the backbone to a robust safety performance
and compliance.
 It establishes organizational approach to health and safety matters, organization’s
commitment to preventing harm, and helps to promote safe working practices.
 It also provides useful direction for leaders and staff and serves to get everyone within the
organization working towards the same goal of a healthy and accident-free workplace.
 The best policies are customized to the organization and replicate the nature, scale and
OH&S hazards and risk for that workplace.
 An employer or the highest authority of the organization may delegate the preparation of a
policy to a staff member.
 The policy should be written in consultation with the health and safety committee or
representative, or with workers or their representatives.
 The safety policy should be dated and signed by the senior executive of the organization.
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11. A policy must
•:
involve senior management and representatives
in the preparation of the policy
be consistent with the workplace's objectives of
operating in an efficient and predictable manner
be relevant and appropriate to the nature, scale
and OHS hazards and risk associated with that
workplaces’ needs (not adopted from another
workplace)
be accepted as equal in importance to the
workplace's other policy objectives
•
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12. OH&S policy
should cover
three areas.
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13. Considerations to write the policy statement?
Should state the measures in place to support and implement the policy. Such
as safety meetings, safe operating procedures, occupational hygiene, and
education and training should be outlined.
Should address the types of hazards associated with the organizational
workplace. Depending on the types of tasks performed and the hazards
present, it may be necessary for the employer to become specific and detailed
in outlining hazards at the area of working.
Should elaborate the active and on-going participation of employees in helping
to achieve the policy aim
Policy statements need to be revised from time to time. They must keep
updated with the variations occurring at the organization. OSHAS recommends
an annual review, and as required.
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14. Issues need to be considered when preparation of the policy
• Goal of the OH&S management program is to have fewer injuries and
illnesses than similar operations?
• When challenged with conflicting priorities or allocation of limited
resources, does safety get more importance?
• Is safety the responsibility of line management or staff management?
• What benefits does management expect to derive from the OH&S
management program?
• Who/ which department will be allocated for coordinating activities?
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15. Assigning
responsibilities?
The policy can only be put into effect where;
• roles & responsibilities are clearly demarcated and
assigned
• methods of accountability are recognized
• appropriate procedures and program activities are
executed
• satisfactory provision of financial and other resources
is provided
• responsibilities & accountabilities for carrying out the
policy aims are clearly transferred and understood
within the organization
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16. Policy incorporation to regular duties?
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Kaduwela
Establishing road map should be designed to monitor the quality and appropriateness
of organizational procedures, with,
• accountability in the policy statement
• presence of OH&S responsibilities and KPIs in position descriptions
• procedures to ensure & review performance of the OH&S management
system as a part of performance evaluations and salary reviews
• consistent OH&S program reviews
• regular reporting requirements
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17. During the
implementation
stage of the policy,
below ways could
use to enhance the
effectiveness of the
policy deployment
process.
• induction training
• policy and procedure manuals
• health and safety committees
• position descriptions
• notices and reminders
• safety talks, meetings, and refresher trainings
• senior management presence at safety
meetings
• Senior management commitment through
effective response and review to committee
recommendations, inspection reports, incident
investigations, and health and safety program
evaluations
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18. CAUSES OF WORK-RELATED
ACCIDENTS AND ILLNESSES
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19. Work Related
accidents &
illness?

20. Causes for work related deaths
(British Safety Council in year 2009)
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21. Causes for Accidents & managing
them with DuPont Principle?
During the global studies of DuPont;
It was identified that most accidents and incidents related to
accidents and illnesses occurred not because of unsafe
conditions but because of unsafe behaviors of peoples.

22. Behavioral safety – Reducing workplace accidents, IOSH
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23. Behavioral Safety for Employees
IDEAL BS processes share the following components.
• Identify undesirable behaviors
• Develop observation checklists targeting undesirable behaviors
• Educate everyone by briefing everyone, train process facilitators,
champions & observers
• Assess & monitor actual behavior via regular observations
• Limitless feedback provided to all – verbal, graphical & written

24. SAFETY AND HEALTH PROBLEMS
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25. methods &
questions can
be used to
determine if
there are
health and
safety
problems need
to be
addressed
Observing the workplace:
• Look at the overall objective of a job/s and how it is being
carried out.
• How is the job organized?
• Is it a top‐down approach looking at all the subtasks to be
carried out to achieve the main objective?
• Does a breakdown of tasks help to identify control
measures?
• Watch the task being executed to ensure that the correct
procedures are being adhered to and that nothing being
done has the potential to cause injury.
• Do the employees have injuries or health complaints? If so,
what types?
• Who has been hurt or is having symptoms?
• When the employees feel these symptoms?
• Where in the organization are safety or health problems
occurring?
• What are the conditions that are causing problems?
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26. • registering complaints from workers
• examining accident and 'near‐miss records
• examining sickness figures
• asking workers and supervisors what they think by using simple
surveys
• conducting inspections (general or specialized)
• using checklists
• reading any reports, information, etc. about the workplace. For
example, possible to look at any of the following,
• Manufacturer/Industry‐specific instructions/specifications:
• Standards:
• Changes in legislation.
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27. Health
problems
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Kaduwela
Common types of health hazards in the
workplace:
• Chemical (asbestos, solvents, chlorine)
• Biological (skin deceases, lung deceases, colds
etc)
• Physical (noise, heat and cold, radiation,
vibration)
• Ergonomics or Repetitive Strain Injuries (carpal
tunnel syndrome, back injuries)
• Psychological (stress)
•
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28. How health hazards enter your body:
Breathing
(inhalation)
Swallowing
(ingestion)
Skin
(absorption)
Cuts
(injection)
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29. Harm caused by health hazards depends on:
Strength, or
potency, of the
agent.
Amount of the
agent that is
present.
How long you
are exposed to
the agent.
Part of your
body that is
exposed.
Acute: the
effect shows up
right away.
Chronic: problems show
up after a long period of
exposure and/or long
after the exposure ends.
Local: only the
part of the
body that was
exposed is
affected.
Systemic: an agent
enters the body
and affects other
parts of the body.
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30. Common types of safety hazards in the workplace are:
Slips, trips and falls
Being caught in or struck by moving machinery or other objects
Fire and explosions
Transportation and vehicle‐related accidents
Confined spaces
Violence
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31. Occupational Health
and Safety
Regulations?
At the present legislative document on OSH is
factory ordinance, no 45 of 1942 which covers
factories, construction workplaces, and other
places as mentioned in the ordinance.
Main elements of health and safety
• Policy
• Organization
• Arrangements
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32. Amended
Ordinances
in Sri Lanka
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Kaduwela
• Factories (Amendment) Act No 54 of 1961 – Defines
the term occupier
• Factories (Amendment) Act No 32 of 1984 – Which
related to employment of female workers after
10.00 pm
• Factories (Amendment) Act No 18 of 1998 – Which
made changes to increase fines
• Factories (Amendment) Act No 33 of 2002 – Which
extended the coverage of ordinance in construction
industry
• Factories (Amendment) Act No 19 of 2002 – Which
limited the overtime for female workers for two
hours per day.
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33. Occupational health components included to the
factory audience of Sri Lanka
Industrial
hygiene
Industrial
disease
Industrial
accidents
Industrial
hazards
Industrial
rehabilitation
Occupational
psychology
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34. Guiding
principles of
the policy
• Occupational health and safety laws should cover
all employees and workers in every sectors of the
economy and each forms of employment.
• Occupational health and safety and health laws
would spell out the core right and duties mainly
employees, workers, and stakeholders.
• Every aspect of occupational accidents and health
related incidents are preventable.
• The integration of preventative and rehabilitative
health services into the health system.
• Occupational health and safety shall be managed
like other organizational function
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35. The
factories
Ordinance?
The above ordinance is a document which
makes provisions for health, safety and welfare
or labors in factories.
The above ordinance consists of 131 laws and
it describes the basic standards which need to
maintain by the occupier to provide a safe
environment to labor.
There are 19 regulations are in place in order
to make the workplace safer for all employees.
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36. How
important
the Health
& Safety?
“95% of my assets drive out the gate every evening. It’s
my job to maintain a work environment that keeps those
people coming back every morning “- Jim Goodnight,
CEO, SAS
• Over time, it has become clear that an organization’s
culture has a strong impact on safety outcomes because
it shapes safety attitudes, values, and behaviors.
• Similarly, it was identified that the prevention cost of
incidents is far less than the cost of an incident. A safe
and healthy organizations attract and retains good quality
employees who can drive the organization for more
profitability in a sustainable manner.
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37. Benefits of proper health & safety management system
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38. In a safe and
healthy
workplace
giving:
• A better place to work
• An environment to retain good
employees
• Establish positive community
relations
• More satisfied, productive workers
who
Produce higher quality products
and services
Return to work more quickly
after an injury or illness
Feel loyal to the organization
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39. Benefits for Employees
• Work injuries and illnesses can affect every aspect of life for workers and
their families.
• For workers, injuries or illnesses can leads to:
 Loss of life,
 Pain and suffering,
 Loss of income and financial well-being,
 Stress on relationships,
 Loss of job or career,
 Health-care costs beyond what is covered by insurance.
 Workers may also suffer from low self-esteem, loss of
independence, mental health problems, other medical problems,
and damaged relationships.
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40. Duty of the employer?
• Provide a statement of policy relating to the health and safety program.
• Maintain overall responsibility for the health and safety program.
• Ensure that all established health and safety policies are administered and enforced
in all areas.
• Ensure that all personnel are aware of and effectively practice the policies and
procedures set out in the health and safety program.
• Provide information, instructions, and assistance to all supervisory staff in order to
protect the health and safety of all employees.
• Understand and enforce the incident prevention policy as well as the occupational
health and safety legislation.
• Provide all supervisory staff with proper, well-maintained tools and equipment, plus
any personal protective devices which may be required.
• Provide ongoing health and safety education or training programs and approved
first aid training courses as required.
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41. Duty of the employer?
• Monitor departments and projects and hold them accountable for their individual
health and safety performance.
• Should provide safe premises, plant, equipment, systems of work and should ensure
they are fully maintained.
• Ensure that the substances found in the workplace are safely used, handled, stored
and transported.
• Should ensure that the workplace has safe means of access and exit.
• Must Provide necessary information, training, instruction, and supervision to ensure
that employees have the knowledge they need to work in way that no danger on
health and safety.
• Must look after the health and safety of visitors.
• Must provide and maintain a safe and healthy working environment.
• Should provide information to employees about any equipment or substance used
in the workplace. Information should include precautions and conditions to be
used.
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42. The employer must consult on
• Changes in working practices or procedures that could affect the
organization premises.
• Information should be available in the workplace on health and
safety risks.
• Planning or health and safety trainings.
• Should arrange specialist or competent people to help the business
to comply with health and safety legislation

43. Reporting an accident at work
Employer must report serious work-
related accidents, diseases, and
dangerous incidents to the relevant
authorities.
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44. HR Mangers
duty on
Health &
Safety
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Kaduwela
Human resource professional, managers plays
an important role in ensuring employee
health and safety, as they know about the
workplace, the employees and job demand of
them.
Health and safety responsibilities comes
under human resource department.
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45. HR Managers
Responsibilities
towards
Health & Safety
• Should understand the health and safety
responsibilities of employers, managers, supervisors,
and employees within the organization.
• Should implement personnel management policies to
ensure that everyone in the workplace are aware of
their own responsibilities.
• Should establish effective ways of meeting health and
safety responsibilities and ensure that the employees
fulfill their health and safety responsibilities as
outlined in the company policies.
• Preventing work related injuries and illnesses.
• Fostering a workplace safety culture in which
employees and their supervisors work together to
ensure workplace safety.
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46. HR Managers
Responsibilities
towards
Health & Safety
• Establishing administrative procedures that encourage
employees to report unsafe conditions and unsafe practices
to their supervisors without fear of being disciplined.
• Developing appropriate hiring, training, and performance
appraisal practices.
• Recruiting and retaining the best employees who care about
their own well-being and the wellbeing of co-workers.
• Ensuring that the health and safety policies and procedures
conform with the applicable occupational health and safety
legislation and accepted best practices in similar
organizations.
• Establishing procedures for enforcing company safety rules.
• Helping reduce costs associated with losses due to
absenteeism injuries, Workers' Compensation, disability, and
health care.
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47. HR Managers
Responsibilities
towards
Health & Safety
• Coordinating first aid training and the provision of first
aid to employees.
• Providing advice to employees and the employer in
matters of occupational health and safety
• Record and analyze information on injuries, illness,
damage, production loss and workers ‘compensation.
• Assess incident trends and review overall safety
performances.
• Maintain contact with professional bodies (e.g., medical
systems, engineers, occupational hygienists, etc.).
• Take part in workplace discussions on injury, health and
welfare, damage control.
• Keep up to date with recommended codes of practice
and new health and safety literature.
• Administer the health and safety program.
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48. HR Managers
Responsibilities
towards
Health & Safety
Advise management and employees on:
• preventing injury and illness to personnel and
damage to plant and equipment
• legal requirements affecting safety, health and well-
being
• provision and use of protective clothing and
equipment
• suitability, from a safety viewpoint, of new
equipment, and validity of all appropriate test
certificates
• potential hazards on new contracts before work
starts and precautions required
• changes in legislation, standards, etc.
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49. HR Managers
Responsibilities towards
Health & Safety
• Assist in incident investigations,
analysis and preparation of incident
reports and summaries.
• Prepare inspection reports.
• Ensure that corrective action has
been taken whenever deficiencies are
identified.
• Assist with health and safety
seminars, education, or training.
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50. LINE MANAGERS’ RESPONSIBILITY OF HEALTH AND SAFETY
• Knows and understands own responsibilities for managing health and safety
and ensure that the company’s health, safety & wellbeing Policies are brought
into the attention of all employees within their area of control.
• Provide support check on safety for employees with long term sickness
absence to return to work
• Understand risks associated with the work they are responsible for and what
they need to do to control them.
• Knows what they need to do monitor health and safety in their area of
responsibilities.
• Knows what they need to do to ensure the competence and capability of
employees in their area of responsibilities.
• Co-operate with health and safety committee members
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51. LINE MANAGERS’ RESPONSIBILITY OF HEALTH AND SAFETY
• Provide instructions to employees about safe work procedures. As part of the
routine duties, the supervisor shall require employees to use personal protective
equipment as appropriate.
• Provide an example for others by always directing and performing work in a safe
manner.
• Conduct regular inspections for unsafe practices and conditions and ensure prompt
corrective action.
• Work in cooperation with others in determining safe practices, enforcing their
observance, developing procedures for dealing with violations and general safety
and incident prevention.
• Enforce all established safety regulations and work methods. Take corrective action
as necessary to ensure compliance with the rules.
• Know and apply the workplace safety policy and relevant occupational health and
safety legislation.
• Arrange for medical treatment as required, including transportation to a doctor or
hospital as necessary.
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52. LINE MANAGERS’ RESPONSIBILITY OF HEALTH AND SAFETY
• Report all incidents immediately, investigate all incidents fully, and advise
management on how to prevent similar incidents in the future.
• Carry out regular inspections of the workplace to ensure a safe and healthy
environment.
• Hold regular safety meetings to review safety conditions and general safety
policies.
• Accompany the government inspector during inspections.
• Be aware of the hazards that exist for the short term, temporary and newly
hired employee. Ensure that new employees receive detailed safety
instructions before they can start work.
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53. The Role of Line Managers in Health & Safety at Work
• Promoting Health and Safety Practice
• Increasing Employee Engagement
• Identifying Specific Employee Issues
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54. DUTIES OF THE EMPLOYEE (Health & Safety)
• Obey lawful reasonable order within the terms of the contract of
employment.
• Serve faithfully
• Cooperate with the employer
• Perform duties with proper care and diligence.
• Account for all money or property received.
• Worker must take reasonable care with their own health and safety.
• Take reasonable care for the health and safety of others who may affected by
their own acts and omissions.
• Should cooperate with the employer which does comply with OHS
requirements, ask for assistance if you do not understand the information.
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55. DUTIES OF THE EMPLOYEE (Health & Safety)
• Make sure your actions do not cause injury or harm to others.
• Take care of any protective clothing and equipment (PPE) in the way you have
been instructed and report any concerns about it.
• Report any hazard, injuries, or ill health to your supervisor or employer and
cooperate with employer when they require something done for safety of
workplace.
• Carry out work in a manner so as not to create a health and safety hazard to
yourself or others.
• Participate in education and training.
• Assist in the reduction and controlling of incident and illness producing
conditions.
• Report any incidents, near misses, injuries, or illnesses.
• Use the correct tools and equipment for the job.
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56. DUTIES OF THE EMPLOYEE (Health & Safety)
• Keep tools and personal protective equipment in good condition or replace
when necessary.
• Use the required safety equipment and personal protective equipment.
• Report defects in workplace equipment.
• Develop a personal concern for health and safety -- for yourself and for
others, particularly newcomers and young people.
• Suggest ways to eliminate hazards or control risk.
• Read, understand, and comply with workplace health and safety policy, safe
work practices and procedures.
• Co-operate with health and safety committee members and representatives.
• Participate in medical surveillance (e.g., hearing conservation programs,
medical monitoring, etc.).
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57. If the employee having concerns about his/her own or
about other co-employee’s health and safety, employee
need to (SOLVANT C):
• talk to the supervisor, employer or health and safety representative,
need to do this before any serious problem or injury occur.
• talk with more experienced co-workers.
• raise the concerns to health and safety committees or health and safety
managers.
• attempt for resolving issues at the own workplace.
• when the attempts to resolve the safety and health issues have not
succeeded report to workplace senior competent authority.
• refuse for attempting requested job performing if there is a reasonable
ground to believe there is a risk.
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58. THE EMPLOYER’S LIABILITY RELATING TO CLAIMS OF
WORK- RELATED STRESS
This element will explore the liabilities of the employer related to the
claims of work-related stress.
• As the result of research, more of the medical community accepts a
cause-and-effect relationship between workplace stress and such
illnesses as heart disease, hypertension, upper respiratory infections,
peptic ulcers, reduced immunity, migraines, depression, and suicidal
tendencies.
• Awareness of the legal implications of workplace help HR managers
initiate programs to reduce compensation costs, bad publicity, and the
amount of potentially disruptive court cases.
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59. Stress at Work
• The task of management, as defined by the law, is to differentiate job
stress from stress arising from family and community conflicts or from
crucial development periods of the life cycle.
• There are four main reasons were identified why organizations should be
concerned about stress and should do something about it.
• Employer should act in a socially responsible way to provide a good quality of
working life
• excessive stress causes illness
• excessive stress can result in inability to cope with the demands of the job, which
of course creates more stress
• excessive stress can reduce employee effectiveness and therefore organizational
performance. (Stress related to Work from the eye of legal)
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60. Stress at Work
• The task of management, as defined by the law, is to differentiate job
stress from stress arising from family and community conflicts or from
crucial development periods of the life cycle.
• There are four main reasons were identified why organizations should be
concerned about stress and should do something about it.
• Employer should act in a socially responsible way to provide a good quality of
working life
• excessive stress causes illness
• excessive stress can result in inability to cope with the demands of the job, which
of course creates more stress
• excessive stress can reduce employee effectiveness and therefore organizational
performance. (Stress related to Work from the eye of legal)
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61. Stress at Work
• Foreseeability depends upon what the employer knows (or ought
reasonably to know) about the individual employee. Because of
the nature of mental disorder, it is harder to foresee than physical
injury, but may be easier to foresee in a known individual than in
the population at large.
• An employer is usually entitled to assume that the employee can
withstand the normal pressures of the job unless he knows of
some problem or vulnerability.
• The test is the same whatever the employment: there are no
occupations which should be regarded as intrinsically dangerous to
mental health.
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62. Stress at Work
• The nature and extent of the work done by the employee. Is the workload
much greater than is normal for the job? Is the work particularly intellectually
or emotionally demanding for this employee?
• Are the demands being made of this employee unreasonable when compared
with the demands made of others in the same or comparable jobs, or are there
signs that others doing this job are suffering harmful levels of stress? Is there
an abnormal level of sickness or absenteeism in the same job or the same
department?
• Signs from the employee of impending harm to health. Has she/he a problem
or vulnerability? Has she/he already suffered from illness attributable to stress
at work?
• Have there recently been frequent or prolonged absences which are
uncharacteristic of her/him? Is there reason to think that these are attributable
to stress at work, for example, because of complaints or warnings from
her/him or others?
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63. Stress at Work
• The employer is generally entitled to take what he is told by his
employee at face value, unless he has good reason to think to the
contrary. He does not generally have to make searching enquiries
of the employee or seek permission to make further enquiries of
his medical advisers.
• To trigger a duty to take steps, the indications of impending harm
to health arising from stress at work must be plain enough for any
reasonable employer to realize that he should do something about
it.
• The employer is only in breach of duty if he has failed to take the
steps which are reasonable in the circumstances, bearing in mind
the magnitude of the risk of harm occurring, the gravity of the
harm which may occur, the costs and practicability of preventing it,
and the justifications for running the risk.
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64. Stress at Work
• The size and scope of the employer’s operation, its resources and the
demands it faces are relevant in deciding what is reasonable; these include
the interests of other employees and the need to treat them fairly, for
example, in any redistribution of duties.
• An employer can only reasonably be expected to take steps which are likely
to do some good: the court is likely to need expert evidence on this.
• An employer who offers a confidential advice service, with referral to
appropriate counselling or treatment services, is unlikely to be found in
breach of duty.
• If the only reasonable and effective step would have been to dismiss or
demote the employee, the employer will not be in breach of duty in
allowing a willing employee to continue in the job.
• In all cases, therefore, it is necessary to identify the steps which the
employer both could and should have taken before finding him in breach of
his duty of care.
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65. Stress at Work
• The claimant must show that that breach of duty has caused or
materially contributed to the hardship suffered. It is not enough to
show that occupational stress has caused the harm.
• Where the harm suffered has more than one cause, the employer
should only pay for that proportion of the harm suffered which is
attributable to his wrongdoing, unless the harm is truly indivisible. It is
for the employer to raise the question of apportionment.
• The assessment of damages will take account of any pre-existing
disorder or vulnerability and of the chance that the claimant would
have succumbed to a stress-related disorder in any event
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66. PENALTIES FOR BREACHES OF HEALTH AND SAFETY
This element will explore the penalties for breaches of health and safety
requirements.
• In accordance with the 1942 in Sri Lanka, it is obligatory for the employer
to ensure health, safety and welfare of persons at workplace.
• The establishment should be monitored to check the quality of the
premises; cleanliness; overcrowding; maintain reasonable temperature;
ventilation; lighting; drainage of floors and sanitary convenience.
• Safety of the worker must be ensured by installing and maintaining the
machinery, mechanisms, transmission apparatus, tools, equipment and
machines in best possible safety conditions. Tools, equipment, machines,
or products used must be organized properly guaranteeing the safety of
workers.
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67. PENALTIES FOR BREACHES OF HEALTH AND SAFETY
• Safety conditions of an establishment should also be monitored regarding
risks of falling; moving heavy objects; protection from dangerous machines
and apparatus; preventive measures to be taken for work in confined areas
or for work done in an isolated environment; risks of liquids spilling and fire
prevention.
• Factories Ordinance further contain provisions which specifically call for
the employers to put in place all practicable measures to protect the
persons employed against inhalation of the dust, fume or other impurity.
Moreover, specific conditions for the usage of internal combustions
engines are dictated such as the need to conduct the exhaust of gases from
the engine into the open air; and to partition the rooms so that any
injurious fumes from are not shifted to other persons other than those
attending to the engine.
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68. PENALTIES FOR BREACHES OF HEALTH AND SAFETY
• A breach to work health and safety law occurs when:
• A person conducting a business or undertaking and event which
negligently causes death of a worker.
• An action which has taken that places a person at a risk, injury, or
illness.
• Steps are not taken to avoid the risky situation occurring.
• If there is a failure to comply with regulation requirements.
• If a person does not fulfill his/her duties or obligations, then breaching
of work health and safety act and could be prosecuted.
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69. Categories of offences describes under the Part xiii, supplementary,
offences, penalties and legal proceedings of
Factories Ordinance, 1942
Category 01
When duty holder recklessly endangers a person to risk of death or serious injury.
Offences involving recklessness conduct will be prosecuted in district court.
• Corporation: fine
• As a sole proprietor conducting a business fine & jail.
• Individual (Worker) fine & jail.
Category 02
Failure to comply with health and safety duty or electrical safety duty that exposes
person to death, serious injury, or illness. Offences would be prosecuted in
magistrate courts.
• As a sole proprietor conducting a business
• Individual or an officer
• Worker
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70. Examples of offences which can be issued with a fine
• Failure to comply with an improvement notice
• Failure to record a notifiable incident (for example a work-caused serious
injury or illness)
• Allowing persons to carry out high risk work without seeing written
evidence that the worker has the relevant high-risk work license
• Failure to allow health and safety representative to exercise his/her powers
or functions
• Failure to use/wear personal protective equipment (PPE) provided by
Organization in accordance with information, training or reasonable
instruction given by Organization (fine issued to worker)
• Failure to test electrical work
• Failure to ensure electrical equipment was de-energized before carrying
out electrical work.
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71. Not paying the fine can lead to further
enforcement action
• Redirection of wages or funds from a bank account
• Issuing of a warrant for the seizure and sale of property
• Suspension of the debtor's driver's license until the debt is satisfied
• Registration of the debt for enforcement interstate
• Issuing an arrest and imprisonment warrant.
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72. ENFORCING GOOD STANDARD FOR
HEALTH AND SAFETY WORKPLACE STRESS
What is work-related stress?
• Work-related stress is the response people may have when presented
with work demands and pressures that are not matched to their
knowledge and abilities and which challenge their ability to cope.
• Stress occurs in a wide range of work circumstances but is often made
worse when employees feel they have little support from supervisors
and colleagues, as well as little control over work processes.
• There is often confusion between pressure or challenge and stress and
sometimes it is used to excuse bad management practice.
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73. Cope with work stress?
• Learning of the skills of stress management will be much
beneficiary to handle fear and anxiety on the job. Several
skills taught in cognitive behavioral therapy may help,
including these.
• Relaxation strategies
• Problem-solving
• Mindfulness
• Reappraising negative thoughts
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74. Stress Management- create a better culture
inside the organization
• Job design – clarifying roles, reducing the danger of role ambiguity and conflict, and
giving people more autonomy within a defined structure to manage their
responsibilities
• Targets and performance standards – setting reasonable and achievable targets that
may stretch people but do not place impossible burdens on them
• Job placement – taking care to place people in jobs that are within their capabilities.
• Career development – planning careers and promoting staff in accordance with their
capabilities, taking care not to over or under-promote
• Performance management processes – allowing a dialogue to take place between
managers and individuals about the latter’s work problems and ambitions
• Counselling – giving individuals the opportunity to talk about their problems with a
member of the HR department, or through an employee assistance program
• Anti-bullying campaigns – bullying at work is a major cause of stress.
• Management training – training in what managers can do to alleviate their own stress
and reduce it in others Rohan Kaduwela 74

75. Stress Management- create a better culture
inside the organization
• Job design – clarifying roles, reducing the danger of role ambiguity and conflict, and
giving people more autonomy within a defined structure to manage their
responsibilities
• Targets and performance standards – setting reasonable and achievable targets that
may stretch people but do not place impossible burdens on them
• Job placement – taking care to place people in jobs that are within their capabilities.
• Career development – planning careers and promoting staff in accordance with their
capabilities, taking care not to over or under-promote
• Performance management processes – allowing a dialogue to take place between
managers and individuals about the latter’s work problems and ambitions
• Counselling – giving individuals the opportunity to talk about their problems with a
member of the HR department, or through an employee assistance program
• Anti-bullying campaigns – bullying at work is a major cause of stress.
• Management training – training in what managers can do to alleviate their own stress
and reduce it in others Rohan Kaduwela 75

76. Reducing stress by the employee
• Even though, there is a liability of the side of employer, employee also should
be taken precautions to reduce his/her work-related stresses in order to
ensure the own happiness of life.
• There are several ways to improve robustness on the stress relate to work.
These range from commonsense remedies (getting more sleep) to remedies
like biofeedback and meditation.
• Finding a more suitable job, getting counseling, and planning and organizing
each day’s activities are other sensible responses.
• HR professionals can interfere as a mentor to the employees who has
struggling with work related stresses while managing the issue from the side
of management as well.
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77. OCCUPATIONAL HEALTH & SAFETY PROGRAMS
• This element will explore the way of implementation of health safety
management program of an organization.
• It will also introduce organizational learning, management of change,
and how worker engagement can be managed through involvement &
direction of the leadership.
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78. OCCUPATIONAL HEALTH & SAFETY PROGRAMS
• This element will explore the way of implementation of health safety
management program of an organization.
• It will also introduce organizational learning, management of change,
and how worker engagement can be managed through involvement &
direction of the leadership.
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79. Challenges to the journey Control measures
Takes time & investment to visualize the results Get the top management commitment by concreting
the system with solid foundation (facts, figures, road
map with deliverable plan)
Resistance from the management & shop floor
level
Strategic stake holder management via proper
analysis of their interest & the influence on the
safety culture improvement
True facts will not surface during audits & surveys Maintain no blame culture
Time for safety trainings could be interpret as a
non-value adding training
Improve personal mindset
describing the importance for their own life &
family
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80. ERGONOMICS
• Ergonomics is the science which is consider the fit between people
and their work.
• It makes people taking both their limitations and capabilities into
consideration.
• Ergonomics ensure that tasks, equipment’s, information, and
environment suit each worker.
• This element will explore the way of managing ergonomically positive
movements of workers while performing their works.
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81. ERGONOMICS
To assess the fit between a person and their work, there are many aspects
to be considered as follows,
• The job that is being done
• The demands on the worker
• The usage of equipment (Size, Shape, and suitability for the task)
• The information used (Way it presented, accessed, and changed)
• Physical environment (Temperature, humidity etc.)
• The social environment (Supportive management)
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82. ERGONOMICS
To assess the fit between a person and their work, there are many aspects
to be considered as follows,
• The job that is being done
• The demands on the worker
• The usage of equipment (Size, Shape, and suitability for the task)
• The information used (Way it presented, accessed, and changed)
• Physical environment (Temperature, humidity etc.)
• The social environment (Supportive management)
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83. ERGONOMICS
• Then the ergonomists have considered the physical & psychological aspects of a
person & the organizational aspects to define the ergonomically safe
movements during the handling of said tasks.
• Body size and shape
• Fitness and strength
• Posture
• Senses (Vision, Hearing & touch)
• The stress and strains of muscles, nerves, and joints
• Personality
• Knowledge
• Experience
• Mental abilities
• Communication
• Teamwork
• Participation
• Shift work arrangements
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84. ERGONOMICS
• After completion of required technical analysis ergonomics were applied
to the modern workplace which helps to,
• Reduces potential for accidents.
• Reduce ill health & injury
• Improves performance and productivity
• Improves morale of the workforce
• Improve and increase general health awareness of the organization
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85. ERGONOMICS
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86. Rohan Kaduwela 86
Repetitive Stress Injuries (RSI) due to bad postures
What are the risk factors?
•Repetitive exertions
•Posture stresses
•Contact stresses
•Static exertions
•Forceful exertions
•Generally
•Pain indicates damage to muscles, tendons, or ligaments
•Numbness, tingling and loss of strength and/or coordination may indicate nerve
damage
•Cold hands may indicate nerve and/or circulatory problems

87. Muscle May occur from chronic overuse or use of muscle groups not frequently
used
With rest symptoms resolve in a day or two
Tendon With overuse the tendon and sheath may become damaged and not
operate properly-wont “glide” as smoothly
Ligament Connect bone to bone-such as vertebrae- and can be damaged if
improper lifting technique is used or other back problems occur
Circulatory Can be impaired by vibration, repetitive motion, awkward postures, low
temperatures, etc.
Nerve Often occurs due to compression such as elbows resting on hard
surfaces or sleeping on your arms
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Main categories in RSI

88. Elements in occupational ergonomics
Worker: The human element of the workplace
• A range of characteristics need to be considered: age; health; residual disabilities;
physical and mental capacities; experience and skills; education and training.
• Job/task design: What the employee is required to do, and what they do
• This includes job content, work demands, time requirements such as deadlines,
individual’s control over workload including decision latitude, working relationships
with other employees, and responsibilities of the job, tools and equipment.
• Equipment design: Workstations, tools and equipment
• The design, positioning and use of workstations, electronic and mobile equipment,
machinery and tools, and protective clothing.
• Workplace design: Overall work environment
• The buildings, work areas and spaces; lighting, noise, thermal environment; and
positioning of interactive work areas.
• Work organization: The broader context of the organization and the work and
how this affects individuals
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89. health and well-being of individual from the previously
highlighted points such as
,
Worker capabilities and limitations
• Training for the task
• Skills and experience
• Physical capabilities
• Age
• Special needs including recurring disability
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90. health and well-being of individual from the previously highlighted
points such as
Task design
• Task demands including:
• work intensity
• duration of task
• peak and cumulative loading especially repetitive work
• length of working day
• Work postures such as:
• overhead stretching
• stooping, forward reaching
• kneeling or crouching
• asymmetrical activities
• Mental demands:
• understanding of, and training in new technology
• work responsibilities
• work demands and job decision latitude Rohan Kaduwela 90

91. health and well-being of individual from the previously
highlighted points such as
Workplace Design – Equipment design
• Work postures and movements determined by equipment design and
location, or by workplace layout
• Information displays and controls such as dials, screens, levers, knobs
and switches
• Design, selection and maintenance of tools
• Access to machinery and parts (for workers and maintenance personnel)
• Working conditions such as slippery walking surfaces, unguarded
machinery, working at height without barriers or a safety harness
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92. health and well-being of individual from the previously
highlighted points such as
• Workplace design – Work environment
• Space, access and workplace layout
• Visibility in general and specifically for tasks
• Noise
• Environmental conditions (especially work in hot, humid, dusty or dirty
environments)
•
•
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93. health and well-being of individual from the previously
highlighted points such as
Work organization
• Shiftwork organization
• Control over work processes
• Job demands (physical or mental): - qualitative (difficulty) - quantitative (amount)
• Task diversity and worker stimulation
• Job training
• Adequate work review
• Communication, discussion and feedback
• Recognition of effort
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94. THANK YOU
Rohan Kaduwela
rohan@cipm.edu.lk
0773240126