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The document discusses health and safety in the workplace. It defines health and safety, outlines policies and procedures, and discusses work-related accidents and illnesses. It provides details on defining health and safety, establishing policies, identifying and managing hazards and risks, developing health and safety management systems, and addressing common health and safety issues and problems in the workplace. The document is presented by Rohan Kaduwela and provides an overview of key topics regarding health and safety.

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Health and Safety Rohan Kaduwela rohan@cipm.edu.lk 0773240126
Introduction to Health and Safety  Definition of Health and Safety at work  Health and safety policies and procedures  Work related accidents and illnesses Rohan Kaduwela 2
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. Rohan Kaduwela 3
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. Rohan Kaduwela 4
Relationship between Hazard and Risk Rohan Kaduwela 5
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 Rohan Kaduwela 6
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. Rohan Kaduwela 7
Key elements of a successful safety and health management system Policy and commitment Planning Implementation and operation Measuring performance Auditing and reviewing performance Rohan Kaduwela 8
Rohan Kaduwela 9 Ice burg diagram of a matured health & safety management system
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. Rohan Kaduwela 10
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 • Rohan Kaduwela 11
OH&S policy should cover three areas. 12
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. Rohan Kaduwela 13
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? Rohan Kaduwela 14
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 Rohan Kaduwela 15
Policy incorporation to regular duties? Rohan 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 16
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 Rohan Kaduwela 17
CAUSES OF WORK-RELATED ACCIDENTS AND ILLNESSES Rohan Kaduwela 18
Work Related accidents & illness?
Causes for work related deaths (British Safety Council in year 2009) Rohan Kaduwela 20
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.
Behavioral safety – Reducing workplace accidents, IOSH Rohan Kaduwela 22
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
SAFETY AND HEALTH PROBLEMS Rohan Kaduwela 24
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? Rohan Kaduwela 25
• 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. Rohan Kaduwela 26
Health problems Rohan 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) • 27
How health hazards enter your body: Breathing (inhalation) Swallowing (ingestion) Skin (absorption) Cuts (injection) Rohan Kaduwela 28
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. Rohan Kaduwela 29
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 Rohan Kaduwela 30
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 Rohan Kaduwela 31
Amended Ordinances in Sri Lanka Rohan 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. 32
Occupational health components included to the factory audience of Sri Lanka Industrial hygiene Industrial disease Industrial accidents Industrial hazards Industrial rehabilitation Occupational psychology Rohan Kaduwela 33
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 Rohan Kaduwela 34
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. Rohan Kaduwela 35
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. Rohan Kaduwela 36
Benefits of proper health & safety management system Rohan Kaduwela 37
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 Rohan Kaduwela 38
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. Rohan Kaduwela 39
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. Rohan Kaduwela 40
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. Rohan Kaduwela 41
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
Reporting an accident at work Employer must report serious work- related accidents, diseases, and dangerous incidents to the relevant authorities. Rohan Kaduwela 43
HR Mangers duty on Health & Safety Rohan 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. 44
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. Rohan Kaduwela 45
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. Rohan Kaduwela 46
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. Rohan Kaduwela 47
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. Rohan Kaduwela 48
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. Rohan Kaduwela 49
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 Rohan Kaduwela 50
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. Rohan Kaduwela 51
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. Rohan Kaduwela 52
The Role of Line Managers in Health & Safety at Work • Promoting Health and Safety Practice • Increasing Employee Engagement • Identifying Specific Employee Issues Rohan Kaduwela 53
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. Rohan Kaduwela 54
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. Rohan Kaduwela 55
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.). Rohan Kaduwela 56
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. Rohan Kaduwela 57
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. Rohan Kaduwela 58
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) Rohan Kaduwela 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) Rohan Kaduwela 60
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. Rohan Kaduwela 61
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? Rohan Kaduwela 62
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. Rohan Kaduwela 63
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. Rohan Kaduwela 64
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 Rohan Kaduwela 65
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. Rohan Kaduwela 66
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. Rohan Kaduwela 67
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. Rohan Kaduwela 68
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 Rohan Kaduwela 69
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. Rohan Kaduwela 70
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. Rohan Kaduwela 71
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. Rohan Kaduwela 72
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 Rohan Kaduwela 73
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
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
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. Rohan Kaduwela 76
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. Rohan Kaduwela 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. Rohan Kaduwela 78
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 Rohan Kaduwela 79
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. Rohan Kaduwela 80
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) Rohan Kaduwela 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) Rohan Kaduwela 82
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 Rohan Kaduwela 83
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 Rohan Kaduwela 84
ERGONOMICS Rohan Kaduwela 85
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
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 Rohan Kaduwela 87 Main categories in RSI
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 Rohan Kaduwela 88
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 Rohan Kaduwela 89
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
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 Rohan Kaduwela 91
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) • • Rohan Kaduwela 92
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 Rohan Kaduwela 93
THANK YOU Rohan Kaduwela rohan@cipm.edu.lk 0773240126

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Health and Safety2.pptx

  • 1.
    Health and Safety RohanKaduwela 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 Rohan Kaduwela 2
  • 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. Rohan Kaduwela 3
  • 4.
    Hazard vs Risk source orsituation 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. Rohan Kaduwela 4
  • 5.
    Relationship between Hazardand Risk Rohan Kaduwela 5
  • 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 Rohan Kaduwela 6
  • 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. Rohan Kaduwela 7
  • 8.
    Key elements ofa successful safety and health management system Policy and commitment Planning Implementation and operation Measuring performance Auditing and reviewing performance Rohan Kaduwela 8
  • 9.
    Rohan Kaduwela 9 Iceburg diagram of a matured health & safety management system
  • 10.
    Health and SafetyPolicy?  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. Rohan Kaduwela 10
  • 11.
    A policy must •: involvesenior 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 • Rohan Kaduwela 11
  • 12.
  • 13.
    Considerations to writethe 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. Rohan Kaduwela 13
  • 14.
    Issues need tobe 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? Rohan Kaduwela 14
  • 15.
    Assigning responsibilities? The policy canonly 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 Rohan Kaduwela 15
  • 16.
    Policy incorporation toregular duties? Rohan 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 16
  • 17.
    During the implementation stage ofthe 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 Rohan Kaduwela 17
  • 18.
    CAUSES OF WORK-RELATED ACCIDENTSAND ILLNESSES Rohan Kaduwela 18
  • 19.
  • 20.
    Causes for workrelated deaths (British Safety Council in year 2009) Rohan Kaduwela 20
  • 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 Rohan Kaduwela 22
  • 23.
    Behavioral Safety forEmployees 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 HEALTHPROBLEMS Rohan Kaduwela 24
  • 25.
    methods & questions can beused 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? Rohan Kaduwela 25
  • 26.
    • registering complaintsfrom 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. Rohan Kaduwela 26
  • 27.
    Health problems Rohan Kaduwela Common types ofhealth 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) • 27
  • 28.
    How health hazardsenter your body: Breathing (inhalation) Swallowing (ingestion) Skin (absorption) Cuts (injection) Rohan Kaduwela 28
  • 29.
    Harm caused byhealth 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. Rohan Kaduwela 29
  • 30.
    Common types ofsafety 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 Rohan Kaduwela 30
  • 31.
    Occupational Health and Safety Regulations? Atthe 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 Rohan Kaduwela 31
  • 32.
    Amended Ordinances in Sri Lanka Rohan 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. 32
  • 33.
    Occupational health componentsincluded to the factory audience of Sri Lanka Industrial hygiene Industrial disease Industrial accidents Industrial hazards Industrial rehabilitation Occupational psychology Rohan Kaduwela 33
  • 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 Rohan Kaduwela 34
  • 35.
    The factories Ordinance? The above ordinanceis 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. Rohan Kaduwela 35
  • 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. Rohan Kaduwela 36
  • 37.
    Benefits of properhealth & safety management system Rohan Kaduwela 37
  • 38.
    In a safeand 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 Rohan Kaduwela 38
  • 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. Rohan Kaduwela 39
  • 40.
    Duty of theemployer? • 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. Rohan Kaduwela 40
  • 41.
    Duty of theemployer? • 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. Rohan Kaduwela 41
  • 42.
    The employer mustconsult 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 accidentat work Employer must report serious work- related accidents, diseases, and dangerous incidents to the relevant authorities. Rohan Kaduwela 43
  • 44.
    HR Mangers duty on Health& Safety Rohan 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. 44
  • 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. Rohan Kaduwela 45
  • 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. Rohan Kaduwela 46
  • 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. Rohan Kaduwela 47
  • 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. Rohan Kaduwela 48
  • 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. Rohan Kaduwela 49
  • 50.
    LINE MANAGERS’ RESPONSIBILITYOF 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 Rohan Kaduwela 50
  • 51.
    LINE MANAGERS’ RESPONSIBILITYOF 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. Rohan Kaduwela 51
  • 52.
    LINE MANAGERS’ RESPONSIBILITYOF 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. Rohan Kaduwela 52
  • 53.
    The Role ofLine Managers in Health & Safety at Work • Promoting Health and Safety Practice • Increasing Employee Engagement • Identifying Specific Employee Issues Rohan Kaduwela 53
  • 54.
    DUTIES OF THEEMPLOYEE (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. Rohan Kaduwela 54
  • 55.
    DUTIES OF THEEMPLOYEE (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. Rohan Kaduwela 55
  • 56.
    DUTIES OF THEEMPLOYEE (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.). Rohan Kaduwela 56
  • 57.
    If the employeehaving 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. Rohan Kaduwela 57
  • 58.
    THE EMPLOYER’S LIABILITYRELATING 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. Rohan Kaduwela 58
  • 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) Rohan Kaduwela 59
  • 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) Rohan Kaduwela 60
  • 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. Rohan Kaduwela 61
  • 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? Rohan Kaduwela 62
  • 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. Rohan Kaduwela 63
  • 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. Rohan Kaduwela 64
  • 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 Rohan Kaduwela 65
  • 66.
    PENALTIES FOR BREACHESOF 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. Rohan Kaduwela 66
  • 67.
    PENALTIES FOR BREACHESOF 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. Rohan Kaduwela 67
  • 68.
    PENALTIES FOR BREACHESOF 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. Rohan Kaduwela 68
  • 69.
    Categories of offencesdescribes 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 Rohan Kaduwela 69
  • 70.
    Examples of offenceswhich 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. Rohan Kaduwela 70
  • 71.
    Not paying thefine 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. Rohan Kaduwela 71
  • 72.
    ENFORCING GOOD STANDARDFOR 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. Rohan Kaduwela 72
  • 73.
    Cope with workstress? • 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 Rohan Kaduwela 73
  • 74.
    Stress Management- createa 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- createa 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 bythe 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. Rohan Kaduwela 76
  • 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. Rohan Kaduwela 77
  • 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. Rohan Kaduwela 78
  • 79.
    Challenges to thejourney 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 Rohan Kaduwela 79
  • 80.
    ERGONOMICS • Ergonomics isthe 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. Rohan Kaduwela 80
  • 81.
    ERGONOMICS To assess thefit 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) Rohan Kaduwela 81
  • 82.
    ERGONOMICS To assess thefit 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) Rohan Kaduwela 82
  • 83.
    ERGONOMICS • Then theergonomists 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 Rohan Kaduwela 83
  • 84.
    ERGONOMICS • After completionof 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 Rohan Kaduwela 84
  • 85.
  • 86.
    Rohan Kaduwela 86 RepetitiveStress 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 occurfrom 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 Rohan Kaduwela 87 Main categories in RSI
  • 88.
    Elements in occupationalergonomics 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 Rohan Kaduwela 88
  • 89.
    health and well-beingof 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 Rohan Kaduwela 89
  • 90.
    health and well-beingof 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-beingof 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 Rohan Kaduwela 91
  • 92.
    health and well-beingof 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) • • Rohan Kaduwela 92
  • 93.
    health and well-beingof 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 Rohan Kaduwela 93
  • 94.