The document discusses the importance of safety culture in the hotel industry, emphasizing that a workplace's culture influences safety behaviors and attitudes. It highlights that most accidents stem from unsafe acts and complacency rather than infrastructure failures and stresses the need for personal commitment to safety. Furthermore, it outlines the engineering department's role in maintaining safety and managing risks to create a secure environment for both employees and guests.

1. +SAFETY CULTURE
Hotel Industry Engineering Team
Facilitator:
Sivasubramaniam Subramanian
Masters in OSH Mgt. UTM

2. DEFINATION OF CULTURE
Culture is a set of values, behaviors, and norms that guide interactions
between people
It is the “personality” of a workplace
It is “how things are done around here”
It is sometimes difficult to see because they are deeply held assumptions
developed over time.
2

3. SAFETY CULTURE
The importance of “moving safety to the next
level”
Continuing to do what you have always done has gotten
you to the point you are at today.
If you want to keep getting what you are getting, keep
doing what you are doing.
To move safety to the next level, you must do
something different
3

4. SAFETY AS A SELF REGULATED ACTIVITY
How often do you take time throughout
the day to think about the hazards that
could be – or are – associated with the task
you are about to do?
4

5. Most accidents are caused by unsafe acts.
WE work hard to create a safe workplace and a holiday destination for all.
• BUT what about our employees' own unsafe behavior?
• If you examined all the accident records in any organization, you will find that the root-cause of 98%
of the accidents was due unsafe acts rather than unsafe conditions.
• If you read between the lines of the accident reports, you might find that the workers involved in the
incidents had become complacent about safety.
• They have gone on "autopilot" and stopped paying attention to what they were doing or
suppose to do.
• They have taken shortcuts.
• They have taken risks.
They have developed an "It won't happen to me" attitude.
5

6. 6

7. SAFETY COMPLIANCE
Safety involves more than infrastructure
People get hurt despite good infrastructure.
Bad things CAN happen to good people.
Rules, processes, and equipment have little impact on behaviors, actions, and choices
people make as they perform their jobs and related tasks.
As workers begin to accept safety as a personal internal value that will not be
compromised regardless of the situation, less injuries will occur, workers will develop
pride and ownership in their actions.
7

8. SAFETY COMPLIANCE
Safety involves more than infrastructure
People get hurt despite good infrastructure.
Bad things CAN happen to good people.
Rules, processes, and equipment have little impact on behaviors, actions, and choices
people make as they perform their jobs and related tasks.
As workers begin to accept safety as a personal internal value that will not be
compromised regardless of the situation, less injuries will occur, workers will develop
pride and ownership in their actions.

9. WHY do we CARE ?
BECAUSE
YOU ARE IMPORTANT
YOU ENSURE THAT ALL FACILITIES AND EQUIPMENTS IN THE HOTEL ARE MAINTAINED
IN GOOD WORKING CONDITION AND FUNCTIONING AS REQUIRED THUS ENSURING THE
RISK OF INTERUPTIONS TO THE BUSSINESS IS REDUCED / ERADICATED.
WHY ARE YOU IMPORTANT ?
WHEN YOU ACHIVE THIS YOU HAVE CREATED A SAFE WORKING ENVIRONMENT FOR
YOUR FRIENDS AND A SAFE HOLIDAY DESTINATION FOR THE GUEST.

10. The scope of the Engineering Department involves:
 Building systems and services
 Equipment
 Rooms
 Public space
 Recreational space
 Property surroundings
 Interacting with Government agencies
 Wear proper uniform
 Grooming standards compliance

11. ALWAYS WORK SAFE
ELIMINATE HAZARDS AT WORK PLACE.
HIERACHY OF CONTROL
 ELIMINATION
 SUBSTITUTION
 ISOLATION
 ENGINEERING CONTROL
 ADMINISTRATIVE CONTROL
 PPE
A. P. E Model.
ACCEPT
PLAN
EXECUTE
RISK ASSESSMENT
COPYRIGHT. SIVASUBRAMANIAM SUBRAMANIAN

12. Action Reaction
Positive
Damage
Negative
Emotional
Physical
Losses
Unseen
Seen
Managed
Fail to Manage
Activity / work procedure
Hazards prevalent
Probability of hazard
creating risky situation
based on risk assessment
If risk managed
If risk not managed
Impact
Cause of impact
Severity of losses
COPYRIGHT. SIVASUBRAMANIAM SUBRAMANIAN
CONSEQUENCES OF FAILURE TO MANAGE RISK

14. Indirect cost
• MEDICAL
• COMPENSATION
DC:IDC = 1:4
 Lost of productivity
 Lost of earnings
 Effect on family
 Lost of skills
 Quality of work
 Damage to equipment
 Company overhead cost
increases.
 REPUTATION
Direct cost
ICEBERG THEORY
• YOURSELF
• YOUR FAMILY
• THE SOCIETY
• THE COMPANY
WHO IS GOING TO BE
EFFECTED ?

15. Manual Handling
Lighting
Violence
Trips/Falls
Stress
Fatigue
Shortcuts
Overconfidence
Poor Housekeeping
Lack of Preparation
Mental Distractions
Common causes of accidents in the Hotel industry.

16. HAZARDS RELATED TO HOTEL MAINTENANCE
HAZARDS RISK LEVEL WHEN / WHY / HOW
ELECTRICAL HIGH
MECHANICAL HIGH
BIOLOGICAL HIGH
CHEMICAL HIGH
ERGONOMICS HIGH
PSYCHOSOCIAL HIGH

17. WHAT IS YOUR COMMITMENT TO SAFETY

18. Safety is really about our ATTITUDE
Make 100% Safe Behavior your choice,
both
on and off the job
every day.