Saturday, August 28, 2010

-I WILL BE-

There’s nothing I can say to you
Nothing I could ever do
To make you see
What you mean to me

All the pain the tears they cry
Still you never said goodbye
And now I know
How far you’d go

I know I let you down but its not like that now
This time I’ll never let you go

I will be all that you want and get my self together
Cause you keep me from falling apart
All my life I’ll be with you forever
To get you through the day and make everything okay

I thought that I had every thing I didn’t know what life could bring
But now I see honestly
You’re the one thing I got right
The only one I let inside
Now I can breathe ’cause you’re here with me

And if I let you down I’ll turn it all around
Cause I would never let you go

I will be all that you want and get my self together
Cause you keep me from falling apart
All my life I’ll be with you forever
To get you through the day and make everything okay

Cause with out you I can’t sleep
I’m not gonna ever ever let you leave
You’re all I got
You’re all I want (Yeah)

And with out you I don’t know what I’ll do
I could never ever live a day with out you
Hear.. with me.. do you see.. your all I need

And I will be all that you want and get my self together
Cause you keep me from falling apart
All my life (my life) I will be with you forever
To get you through the day and make every thing okay

I will be (I’ll be) all that you want and get my self together
Cause you keep me from falling apart
And all my life you know I will be with you forever
To get you through the day and make every thing OK

Forever..........

Thursday, April 15, 2010

Office Safety TIP's

Office Safety Tips

Safeguard all valuables. Record serial numbers, brand names and descriptions of valuables which are kept in your office. Small portable items should be kept out of sight.

Keep a record of such valuables and a duplicate list in a safe place. This should be done for all your personal property as well as company property.

1• Never leave valuables such as a wallet or purse lying on top of a desk. Place them in a drawer or somewhere out of sight. If you are leaving your office or work area for only a few minutes, lock your desk and secure your valuables;

2• Never carry large sums of money to the office. Safeguard and protect cash and credit cards at all times;

3• If you have “coffee fund,” “stamp funds,” etc., keep the containers under lock and key. If possible, store the money in a safe;

4• Require identification and authorization from “repairmen” wanting to remove any property, equipment, etc;

5• All outside service personnel should be accompanied at all times when inside your office areas;

6• Establish an effective property control program. Do not loan equipment or office keys without a proper level of authorization and approval. If keys are lost, replace locks immediately, and report the loss of keys to the proper authority immediately;

7• Do not tape important keys under desks, to file cabinets, etc. Ensure proper key control and issuance of all keys to the office. Restrict keys to persons with proper authorization;

8• If you are entrusted with a key to an office area, room, storage facility, etc., make sure the door is locked and all contents are secure when you leave;

9• Avoid letting someone else use your keys unless you go with them, or they have proper authorization for use of the keys. All office areas not in use should be locked;

10• When working late and alone, lock all doors, including your office door. Make sure a phone is nearby. Know the emergency number for the police;

11• Make sure, at the end of the day, that windows are locked and correctly closed; all property is secured and put in protected storage; all desks and files are locked and protected; all doors are closed and locked; and that any alarms or other security measures have been activated;

12• Alert to unknown strangers wandering through building areas, report suspicious persons to the police;

13• Make sure there is proper illumination outside all entrances, and all points of concealment are removed;

14• Make sure that there is proper illumination inside your office and internal building areas;

15• If cash is handled in your office area, consider the following:

o Protect cash-handling areas at all times;
o Consider a silent alarm system in the event of robbery;
o If an alarm is installed, ensure proper education in use;
o Keep cash amounts to a minimum;
o Vary routines in making deposits;
o Install a U.L. rated safe, anchored to the floor;
o Keep safe locked at all times;
o Ensure proper barriers for cash-handling areas;
o Make deposits during daylight hours;
o In the event of a robbery, take no action which will at any time jeopardize your personal safety or others.

16• Ensure office co-workers, as well as those persons in adjacent parts of the building, share a security-minded philosophy;

17• Try to park as close to building entrances as possible. At night, be sure to park in well-lit locations;

18• Develop a mutual aid system among your co-workers, and other occupants of the building. Assist each other in protecting persons and property;

19• Establish good opening and closing procedures with safety and security in mind;

Thanks,

Office Safety

Safety in the Office

Accidents do happen in the office. Few office workers realize that they are twice as likely to be injured in a fall as a non-office worker. Nationally, only automobile accidents out number falls as the leading cause of all accidents. In the office slips, trips and falls are the number one cause of disabling injuries.

Thinking and working safely can prevent most accidents. You can become aware of the most common hazards in the office environment. The following are some examples of common hazards and what you can do to prevent them from becoming accidents.

1.Don't lean back in your chair. Keep all legs on the floor so that you do not end up on the floor. Take time to reach out and hold on to the chair as you sit down. Be sure that the chair is beneath you as you sit;

2.Keep the floor and walkway clear of electrical, telephone and computer cables, boxes, etc. They are tripping hazards waiting to happen;

3.Close one drawer in a filing cabinet before opening another. This prevents the file cabinet from tipping over on you;

4.Close the drawer in your desk before getting up and close file drawers before walking away from the file cabinet. This prevents the danger of people walking into an open file drawer or desk drawer;

5.Store supplies inside cabinets, not on top of them. Store heavy items in lower drawers or on low shelves;

6.Watch out for slippery surfaces. Spilled drinks or water from umbrellas are typical hazards and need to be cleaned up/or identified immediately;

7.Look where you are going. Don't block your view by carrying loads higher than eye level;

8.Don't read while walking. It doesn't save enough time to justify the risk;
9.Walk, do not run. Please slow down;

10.Don't climb on chairs, desks or boxes. Use a step ladder instead.
11.Hold onto handrails when using stairways;

12.Use elevators when carrying boxes if they are available;

13.Don't throw matches, ashes or cigarette butts into wastebaskets. If the building has been designated as a smoke free building - DO NOT smoke in the building;

14.Don't overload wall sockets and extension cords;

15.Don't touch electrical switches, sockets, plugs, etc with wet hands;

16.Don't eat or drink at a computer station. It could result in malfunction of the computer and void the warranty;

17.Watch for unsafe conditions such as defective equipment, burned out lights, loose steps, torn carpet, etc and report them to your supervisor immediately;

Thanks,

Building Emergency Evacuation Guideline

Emergency Procedures (Injury or Illness)

Take Victim to First Aid Room, Rest Room or Info Counter;

Do not move the sick or injured person (s) if not sure;
Stay with the victim and reassure him/her that help is on the way;
Inform dept manager and get someone to follow victim to the hospital and report back;
Report the incident to security, dept director & human resource as immediate as possible;
Ensure the incident area is to be barricade if so necessary for the authority and security investigation;
Take picture and get any witness to write statement on how the incident happened;
Prepare your incident report as soon as possible or within 24 hours to head office;
Submit report to DOSH (fill-up form JKKP 8);

Upon hearing fire alarm/notification of evacuation;

Follow instruction of emergency response team (ERT);
Use CLOSEST ACCESSIBLE stairwell for evacuation;
Follow maps of each floor’s exits as provided;
Know and always understand your exits;
Be alert and careful of other halfway;
Do not block stairways;
Go to your evacuation assembly area;
Check your department head count & report;
Do NOT re-enter the building until clearance given;
Report to ERT & safety warden;

THIS IS WHAT YOU SHOULD NOT DO;

Do not smoke while evacuating yourself;
Do not use the lift and elevators;
Do not run or create panic among staffs;
Do not joke & horse play;
Do not eat or drink while on evacuation;
Do not carrying heavy equipment’s or working tools;
Do not return into the building until ‘clear’ signal is given by security & safety warden;

Regards,

Wednesday, January 6, 2010

SAFETY BRIEFING MANUAL

To identify, select and bind the safety toolbox briefing manual for the use of the company associates, project site managers and contractors.

OBJECTIVES

 To have an effective safety toolbox briefing manual for the use of company site managers and contractors person-in-charge whenever conducting daily safety briefing;

 Safety toolbox briefing manual will be one of the company OHS-MS safety binded document;

 To help and create confident to the site managers and person-in-charge and as their guidelines when conducting daily safety toolbox briefing on their selected and relevant topics;

METHODOLOGY AND IMPLEMENTATION STRATEGY

 Reviewing company safety manual and set a strategy to meet customer requirement and satisfaction;

 Review project safety technical plan as submitted to by the contractor, consultant and DOSH;

 Select major core work activities at workplace, study the method statement, analyze the hazard and assess the possible risk hazard;

 Conduct brainstorming session with company steering safety committee members (incl.company associate and stake holder);

 Draft selected safety toolbox topics will be review and refine before implementation as company document;

BENEFITS TO THE COMPANY

 Company will have a standard safety toolbox briefing manual for construction core work activities;

 Enabling the company to focus on the client’s safety management systems needs;

 Increase and develop confident to all company site managers and contractors supervisor’s when managing their tradesmen & workers at work sites;

 Helping the company to effectively manage its inter-department & trade contractors relationships;

 Providing an understanding of how to perform daily work activities safely and compliance to governing procedures;

 Providing a method to prepare the organization to meet its future challenges;

SAFETY BRIEFING STRATEGIC OBJECTIVES

Safety toolbox briefing manual is developed for company guidelines in managing best safety practices among company associates, contractor workers, suppliers, service contractors and others. The safety briefing note will provide a useful reference point and guideline for the site managers and the contractors when managing toolbox briefing at work site. Core work safety toolbox briefing topics has been identified and work activity has become safety best practice and the purposes are: -

 To set safety briefing standard guidelines and benchmark whenever company managers, associates, stake holder and contractors conducting their daily safety toolbox briefing and as the company foundation for future safety challenge and improvements;

 To create best safety practice, good working attitude & habits among store team, associates and other stake holder will be able to understand better concerning governing regulations such as stipulated under OSHA Act 1994 (Act 514) Orders and Regulations, FMA Act 1967 (Act 139) Regulations and Rules, or any other governing legislation's;

 To educate store team, associates, stake holder and contractors in identify, analyzing job safety analysis, evaluate and eliminate the hazards, be able to conduct and develop risk assessment, be able to interpret the right working approach in managing best safety practices;

 The store team, associates, stake holder and contractors shall be able to define and monitor the roles and responsibilities for all contractors in managing their daily work thus ensure individual contractors are able to work as a team, have positive safety mind-set, understand and appreciate other people’s roles;

 The store team, associates, stake holder and contractors will be more responsive on daily safety issues, will be able to conduct safety briefing effectively and efficiently to all tradesmen;

SAFETY BRIEFING PROCEDURES (refer OSHA Act 1994 & FMA Act 1986)

 Store team, associates, stake holder and contractors shall attend safety induction training program planned and arranged by company safety officer before any work commencement;

 Contractor’s person-in-charge or their safety supervisors must conduct their individual daily safety toolbox briefing before start work, or if necessary assist by management;

 Safety Induction Briefing – to talks about basic project safety rules & regulations, the do’s & don’t, project emergency evacuation plan and building evacuation procedures;

 Safety Toolbox Briefing – to discuss day-to-day work risks, hazards, unsafe act, and unsafe condition observed; act as a continuous reminder to all tradesmen on priority works which needs priority attention;

 Safety Prep Talk – whenever store team or safety officer observed or spotted safety infringement during daily or periodic walk around check; cautions them, stop their work activity, identify and eliminate the hazards immediately;

 Contractors fail to conduct daily safety toolbox briefing to their tradesmen will not allowed to perform any work activities and safety penalty will be imposed;

 Safety briefing topics references are as follows:

- Project safety technical and logistic plan as submitted to DOSH;
- OSHA Act 1994 (Act 514) and Regulations & Orders;
- FMA Act 1967 (Act 139) & Regulations and Rules;
- Client OSH-MS and their safe work procedures & practices;
- Project or building emergency response plans procedures and etc.

 Briefing contents shall address the important of self-discipline; right working attitude, positive mind-set and tradesmen are daily reminded to be proactive towards safety;

 Attendees attending safety induction and toolbox briefing must be in full compliance of personnel protective equipments usage;

 Attendees must sign-in when attending safety toolbox briefing and to sign-out whenever leaving the work site upon obtaining site managers approval;

DEFINITION & TERMINOLOGY

‘Employer’ – means the immediate employer or the principle employer or both. It’s also means the owner of an industry or the person with whom an employee has entered into a contract of service or apprenticeship;

‘Principle Employer’ – means the owner of an industry or the person with whom an employee has entered into a contract of service, which include:
 Manager, agent or person responsible for the payment of salary or wages to an employee;
Occupier of a place of work;
 Legal representative of a deceased owner or occupier;
 Government in Malaysia, department of any such government, local authority or statutory body;

‘Immediate Employer’ – in relation to employees employed by or through him, means a person who has undertaken the execution at the place of work where the principle employer is carrying on his trade, business, profession, vocation, occupational or calling, or under the supervision of the principle employer or his agent, of the whole or any part of any work which is ordinarily part of the work of the trade, business, profession, vocation, occupational or calling of the principle employer or is preliminary to the work carried on in, or incidental to the purpose of, any such trade business, profession, vocation, occupational or calling, and includes a person by whom the services of an employee who has entered into a contract of service with him are temporarily lent or let on hire to the principle employer;

‘Self – Employed Person’ – means an individual who works for gain or reward otherwise than under contract of employments, whether or not he himself employs others;

‘Employee’ – means a person who is employed for wages under a contract of service on or in connection with the work of an industry to which the act applies or any person engaged in activities for an employer from whom he receives direct payment for his services;

‘Contract of Service’ – means any agreements, whether oral or in writing and whether express or implied, whereby on person agrees to employ another as an employee and that other agrees to serve his employer as an employee and includes an apprenticeship contract;

‘Occupier’ – in relation to a place of work, means a person who has the management or control of the place of work;

‘Place of Work’ – means premises where persons work or premises used for the storage of plant or substance. ‘Premises’ – means include:
 Any land, building or part of any building;
 Any vehicle, vessel or aircraft;
 Any installation on land, offshore installation or other installation whether on the bed of or floating on any water;
 Any tent or movable structure;

‘Work’ – for the purpose for the understanding of Act;‘Work’ means work as an employee or as a self-employed person;
 An employee is deemed to be at work throughout the time when he is at his place of work but not otherwise;
 The self-employed person is at work throughout such time as he devotes to work as a self-employed person.

‘So far as is Practicable’ – means practicable having regard to:

 the severity of the hazard or risk in question;
 the state of knowledge about the hazard or risk and any way of removing or mitigating the hazard or risk;
 the availability and suitability of ways to remove or mitigate the hazard or risk;
 the cost of removing or mitigating the hazard or risk;

‘Competent Person’ – means an employee or any other person who is appointed by the manufacturer and approved in writing by the director general to prepare;

‘Authorized Manager’ – means a person duly authorized by an employer to deal with any matter relating to the safety and health of persons employed at the place of work;

‘Major Accident’ – means occurrences including, in particular, a major emission, fire or explosion resulting from uncontrolled development in the course of an industrial activity which leads to serious danger to persons, whether immediate or delayed or inside or outside an installation, or to the environment, and involving one or more hazardous substances;

‘Accident’ – means uncontrolled, unplanned event in which the action or reaction of an object, subject, person or radiation results in personal injury or property damage;

‘Risks’ – means anything that having potential to caused harm or probability harm will occur x consequences;

‘Hazards’ – means potential to cause harm;

‘Danger’ – means exposure to harm;

‘Near-Misses’ – means any incident at a place of work, which has the potential of causing injury to any person or damage to any property;

‘Lost-Time-Injury’ – means an injury, which prevents any worker from performing normal work and leads to a permanent or temporary incapacity of work;

‘Lost-Time-Injury’ – towards the company means any company site staffs or tradesmen got injured, which prevents any worker from performing normal work and leads to a permanent or temporary incapacity of work and was given more then four (4) consecutive days of medical leave;

‘No Lost-Time-Injury 1’ – means an injury where no work is lost beyond that required for medical attention;

‘No Lost-Time-Injury 2’ – towards the company means any company site staffs or tradesmen get injured during the work activities where no work is lost beyond that required for medical attention;

‘Work Injury’ – means any accidental injury or occupational disease suffered by a person which arises out of and in the course of his employment;

‘Work Man-Hour’ – means is the total number of employee-hours worked by all employees including those in operating production, maintenance, transportation, clerical, administration, sales and other activities;

Regards,
SAMPLE OF FIRE NOTICES AT WORKPLACE

NOTIS KEBAKARAN SYARIKAT (sample 1)
(COMPANY FIRE NOTICE)

TINDAKAN BILA BERLAKU KEBAKARAN
(IMMEDIATE ACTION WHEN DISCOVERY FIRE)

JERIT API…API…API…!
(SHOUT FIRE…FIRE…FIRE…!)

KELUAR DARIPADA KAWASAN KEBAKARAN DENGAN SEGERA DAN BERKUMPUL DI KAWASAN SELAMAT
(GET OUT FROM THE EFFECTED AREA AND ASSEMBLE AT DESIGNATED EMERGENCY EVACUATION AREA)

CUBA PADAMKAN API DENGAN MENGGUNAKAN PERALATAN SEDIA-ADA SEMENTARA MENUNGGU ANGGOTA BOMBA SAMPAI
(USE ANY OF OUR FIRE PROTECTION EQUIPMENTS WHILE WAITING BOMBA ARRIVAL)

IKUTI ARAHAN ANGGOTA TEAM KEBAKARAN
(FOLLOW THE FIRE TEAM SQUAD INSTRUCTION)


NOTIS KEBAKARAN TEAM KEBAKARAN (sample 2)
(FIRE NOTICE FOR THE FIRE TEAM SQUAD)

TINDAKAN BILA BERLAKU KEBAKARAN
(IMMEDIATE ACTION WHEN DISCOVERY FIRE)

JERIT API…API…API…!
(SHOUT FIRE…FIRE…FIRE…!)

ARAHKAN SEMUA PEKERJA KELUAR DAN BERKUMPUL DI TEMPAT YANG SELAMAT
(INSTRUCT ALL WORKERS TO EVACUATE THE EFFECTED AREA AND ASSEMBLE AT DESIGNATED EMERGENCY EVACUATION AREA)

HUBUNGI PIHAK BOMBA MELALUI SISTEM PANGGILAN TERUS DI BALAI PENGAWAL
(CONTACT THE FIRE BRIGADE USING OUR FIRE SYSTEM DIRECTLINE BY IMMEDIATELY)

ARAHKAN ANGGOTA TEAM KEBAKARAN UNTUK CUBA MEMADAMKAN API DENGAN MENGGUNAKAN PERALATAN SEDIA-ADA
(INSTRUCT THE FIRE TEAM SQUAD TO ENCOUNTER THE FIRE BY USING OUR EXISTING FIRE EQUIPMENTS)

PASTIKAN ANGGOTA TEAM BERTINDAK SECARA BERKUMPULAN DAN TIDAK BERSEORANGAN
(ENSURE TEAM MEMBER WORK AS A TEAM)

PATUHI SEGALA DRILL MELAWAN KEBAKARAN
(FOLLOW THE FIRE DRILL PROCEDURE)

IKUTI ARAHAN KETUA TEAM KEBAKARAN
(FOLLOW THE FIRE TEAM SQUAD INSTRUCTION)


NOTIS KEBAKARAN SYARIKAT (sample 3)
(COMPANY FIRE NOTICE)

BILA KEBAKARAN BERLAKU DI MANA-MANA
(WHEN DISCOVER FIRE AT ANY WORKPLACES)

UTAMAKAN KESELAMATAN NYAWA
(LIFE RESCUE IS PRIORITY)

MAKLUM BOMBA DAN BILIK KAWALAN
(INFORM BOMBA AND CONTROL CENTRE)

KOSONGKAN BANGUNAN JIKA API TERLALU BESAR
(EVACUATE IF FIRE TOO BIG TO BE CONTROLLED)

BILA MENDENGAR ISYARAT ATAU MAKLUMAN API, HENDAKLAH KELUAR MENERUSI RUANGAN ATAU LALUAN TANGGA YANG SELAMAT DAN TERDEKAT
(ON HEARING OR ON BEING NOTIFIED OF FIRE, VACANT THE BUILDING USING THE SHORTEST AND SAFEST ROUTE EXAMPLE AND PROTECTED CORRIDORS OR STAIRCASES)

TUTUP SEMUA PINTU DI KAWASAN KEBAKARAN DAN CUBA SALING MEMBANTU
(CLOSE ALL OPENING AND IF NECESSARY HELP EACH OTHERS)

SILA GUNA TANGGA YANG SELAMAT DAN IKUT ARAHAN KETUA
(USE SAFE AND PROTECTED STAIRCASES AND FOLLOW LEADER)

BERKUMPUL DI TEMPAT YANG SELAMAT
(ASSEMBLE AT DESIGNATED AREA)

PATUHI ARAHAN PEGAWAI KESELAMATAN
(FOLLOW SAFETY OFFICER INSTRUCTION)

Regards,
OCCUPATIONAL SAFETY & HEALTH MOTIVATION

Safety Promotion at any work site need to be continue and the most effective tool to create safe work culture among site workers is by continuously managing the safety training, such as managing the daily tool box talk, daily safety walkabout, inspection, auditing, safety brainstorming, safety risk assessments by competent risk assessor and safety training (internal or external).

To start with, all site management need to understand how important is in managing the daily Tool Box Talk at our work site.

Total Safety Management (TSM) should merged with Total Quality Management (TQM) and Total Preventive Maintenance (TPM) to reach our maximum client satisfaction and to be part in the global market.

We are a fast track project expertise and of course time frame is very important in able us to deliver good and quality product. Site management staffs and contractors involved need to be result orientated with a very high discipline working performance.

The most effective tool to adopt the understanding is by maximizing our actual working ability to problem-solve, identifying priority items, ability in rectifying quality product, trouble-shoot quality defect, self-discipline, self core value and etc.

Promoting self-discipline to your site management staffs and contractors is very important to enable them execute the daily job according to their actual working professionalism.

Activities such as by-weekly or fourth-nightly construction forum or QCC program is believe to double-up our knowledge expertism and result orientated.

If you are self-regulated, you might achieve Total Safety Management (TSM) at all your work site and of course towards OHSAS 18000 : 2001 certification in the future.

FIRST AID REGULATION
FACTORIES & MACHINERY’S Act 1967 (Act 139) & Regulations and Rules
FMA (Safety, Health and Welfare) Regulations 1970, Sec. 38 (1) (2) (3) & (4) FMA (SHW) Regulations 1970; Section 38

(1) Any injured person shall at all times receive prompt first-aid treatment and such further medical attention as may be necessary;

(2) Pursuant to section 25(1)(c)of the Act every first-aid box or cupboard shall:

(i) be equipped in accordance with the fourth schedule;

(ii) be clearly marked with a red cross on a white background;

(iii)be kept locked and the key thereto kept by a responsible person available during all working hours; and

(iv) be placed under the charge of a responsible person who shall, in the case of a factory where more than twenty persons are employed at any one time, be trained in first-aid treatment; and such responsible person shall always be readily available during working hours. A notice shall be affixed in prominent places in every factory starting the name of the responsible person.

(3) Nothing except appliances or requisites for first-aid shall be kept in first-aid box, cupboard or room.

(4) Occupier of every factory shall be notified immediately of accident occurring in his factory.

Regards,
GENERAL INFORMATION ON OCCUPATIONAL SAFETY & HEALTH

DEFINATION

Hazard – an activity, arrangement, circumstance, event, occurrence, phenomenon, process, situation or substance that is an actual or potential cause or source of harm;

Risk – the probability or chance (high or low) of harm actually being done; can also be expressed in frequency:

Danger – the relative exposure to hazard;

Consequence – the damage expected;

Likelihood – how often the event will occur with predicted outcome;

HOW TO PREVENT ACCIDENT AT PLACE OF WORK?

Find out ways of eliminating hazards and reducing risks to safety and health;

Use information from your risk assessment to reduce the risk of injury and disease;

Provide training so everyone knows how to work safely;

Find ways of improving your hazard management;

Comply with the relevant governing rules and regulations,laws, legislation's, code of practice and company standard;

Assess the work timescale to determine resource level and utilizing specialist knowledge that available. Try to consult within our employees, probably they may have experience or alternative ideas and specialist in safety knowledge that can be used in our store daily activity, or seek advice from those specialists when necessary, and coordinate safety planning, hazard management,consultation and training in high-risk area.

DOES EVERYONE KNOW THE CORRECT APPROACH TO OSH MANAGEMENT IN OUR BUSINESS?

To understand the company safety and health policy and inform all your employees of our company’s intention to provide a safe and healthy workplace;

To understand individual’s responsibilities at all levels;

To understand the company safe work procedures;

To display safety policy and update safety notice board to show our commitment;

SAFETY COMMITTEE SHOULD ABLE TO MAINTAIN GOOD SAFETY PRACTICES IF:

Understand the company safe work procedures;

Keep proper record and maintain safety file;

Arrange regular meetings or necessary safety discussion for your safety committee;

Self educate in inspecting your workplace;

Enhance your safety knowledge by attending training;

Improve the employees and supervisory & working skill;

Knowing each individual roles & responsibilities;

FUNCTION OF SAFETY AND HEALTH COMMITTEE
OSHA Act 1994 (Act 514), Regulations and Orders; Part VII Sec 31; OSHA (Safety Committee) 1996, Section 11

shall keep under review the measures taken to ensure safety and health of persons at work;

shall investigate any accident, incident, near misses, unsafe work practices or any risk to health;

shall manage the periodic inspection auditing;

shall attempt to resolve safety and health issues;

shall review company safety manual periodically;

SPECIFIC FUNCTION OF SAFETY AND HEALTH COMMITTEE

Assist in development of company safety rules, regulations and systems;

Assist in development and review of safety and health program;

Perform analysis of company incident trends and statistics;

Perform inspections and recommend preventive measures;

Perform immediate investigation of accidents and recommend corrective measure

Investigate complains of unsafe practices (act/condition) and recommend necessary corrective measure;

Assist in development of promotional and safety training education programs;

Discuss safety reports submitted and all matters related to occupational safety and health;

Advise employer on all matter related to occupational safety and health;

ENSURE THE EFFECTIVENESS OF SAFETY COMMITTEE

Basic knowledge and interest on safety management;

On-going safety training and education;

Availability of relevant safety information;

Frequency of safety meetings and briefings;

Fast decision making & Follow-up actions;

Wide publicity of committee activities;

Recognition of all safety committee;

Leadership of the safety committee chairman;

BASIC QUESTIONS TO BE ASKED IN DEVELOPING OSH MANAGEMENT SYSTEM AT WORKPLACE

We could begin by asking ourselves the following question :-

Knowing what are the hazards at our workplace?

The likelihood of accident & incident occurring?

How to prevent potential accident nor incident from happening?

Assess work timescale; determine resource levels and utilizing specialist knowledge that is available?

Does everyone know the approach to OSH in our business?

Can the OSH system operate without OSH safety personnel?

Regards,
TOTAL SAFETY MANAGEMENT IN HIGH RISE BUILDING, CONSTRUCTION INDUSTRY (TSM vs TQM)


Abstract (Carrefour, Magnificent Diagraph Sdn Bhd)Project Worksite

Building Construction Industries (BCI) in Malaysia nowadays has become the among most important business activities and contribute high turnover to the government gross profit from foreign investors.

Due to rapid progress activities, Total Safety Management needs to be implemented and merge as important as Total Productive Maintenance (TPM) and Total Quality Management (TQM). Various management organization are suggest to look very seriously on how Total Safety Management (TSM) play it’s important role in contributing the function to create safe workplace and so they are able to achieve a world class of business to satisfied the customer in work quality and acceptable project completion time frame.

The Total Safety Management (TSM) has characteristics and features that could prove superior to conventional safety management in the industries at large. This paper presentation proposes the important, suitable steps and as a model in implementing Total Safety Management (TSM) in a high rise building construction industry.

Questionnaire surveys, interviews and inspections at worksites were carried out in collecting information and evidence. The authorities departments such as the Human Resource Department (HRD), Department of Occupational, Safety and Health (DOSH), National Institute of Occupational Safety and Health (NIOSH) through their business report monthly and bulletin giving lots of information data.

Results of the survey and study revealed problems with regards to the safety and health culture, responsibilities and commitment to safety and health. The Total Safety Management (TSM) is expected to convince the top-level management commitment, site staff’s and all site workers in construction line and to identify on all unsafe practices at the workplaces.

1. INTRODUCTION

Building Construction Industry (BCI) has become the major industries in Malaysia whereby many high-rise and low-rise project littered the country prior the economic recession. The work force had shown tremendous increase over the years and has reached to thousands of work force provided muscle to the industries. Therefore, considerations need to address on the incident and accident happens which seems to increasing alarmingly.

The objective of this paper is to propose a model and steps to implement the Total safety Management (TSM) in building construction based on the existing situation at worksites consequence to the existing conventional safety management system.

Total Safety Management (TSM) is a new concept in safety management that is more comprehensive in approach that allows participation and contributions at all levels of management and workforce particularly in the area of safety at workplaces.

In fact, it has the potential to compete and improve productivity, work quality standards and be able to complete the work within the time frame given in accordance the work time schedule planned to suite the customer needs.

Total Safety Management (TSM) promises competitive advantage to all safety practices adhered to and furthermore provides the opportunity to achieve continuous work improvement for a very long time, as long as TSM is properly maintained within the organization.

2. SAFETY STATISTICS (sample data)

Base on the statistics of industrial accidents in Malaysia, the fatal accidents in construction industry was the highest compared to the other industrial sectors, see statistic table below :

Table 1

Sectors (1997-2000)

Construction Industry 11,145; 9,173; 10,200; 13,058;
Mining and Quarry 1,585; 1,406; 1,017; 967;
Services activities 705; 588; 548; 725;
Transportation 5,390; 5,821; 5,303; 6,727;
Public services 2,522; 2,867; 3,475; 5,342;
Commercial activities 4,450; 4,437; 4,840; 5,093;

Table 2

Causes (1997-2000)

Person falling 25,790; 21,787; 24,126; 23,666;
Items fell on person 16,220; 13,038; 13,335; 12,274;
Stepped on items 57,926; 56,518; 40,985; 42,851;
Pressed in or between items 12,369; 10,912; 14,359; 11,066;
Moving heavy loads 4,046; 4,569; 4,980; 3,281;
Expose/touch hot surface 289; 322; 405; 166;
Expose/touch dangerous items 3,785; 2,641; 2,066; 1,517;
Non-categorized items 9,684; 12,049; 13,055; 11,080;

Total 130,109;121,836;113,311;105,901;

Comments

The above statistic indicate that construction industries very prone to accidents since the categorization of causes of accidents has shown typical accidents that might also occur in such industries.

Data obtained seems to suggest inadequacy or the short comings of legislation, regulations and the Construction Safety Management. Apparently, TSM is the best solution or alternative to construction safety management that is relevant and just forth coming to apply.

TSM could be considered as the new management concept and philosophy that has the characteristics at par with the very well known management systems such as, Total Quality Management (TQM) and Total Productive Maintenance (TPM).

A probe into the construction safety management system seemed to suggest sound safety features and characteristics but short of mission, vision and the objectives of safety management, lack of safety awareness and realization for safety among management executives due to over-emphasis on productivity and lacking in constructive and practical ideas to implement safety management. The characteristics of construction safety management have been patchy that might have safety policies merely to initiate safety management.

3. PROPOSED METHOD OF IMPLEMENTATION (study & research)

A questionnaire survey, interviews, site inspections with a proper safety & health audit checklist were used to collect data information on current safety management being practiced in a high-rise building construction, base example in any building construction as in progress.

Questionnaire were distributed to some of the workers at Carrefour construction areas, base example are at Tun Hussein Onn, Kata Damansara and Bukit Rimau project worksite all site staff’s, workers, sub-contractors for the Supervisor and below.

Results Analysis

Almost more than 70% site work activities were considered high-risk, only about less than 50% reached by main contractor has formed proper safety committee members with nearly 80% of them should say are currently active; < 50% were inclined towards Occupational safety and Health Act (OSHA) 1994. Although all site has display the safety policies, objectives, have a very clear vision, mission and proper basic safety manual and guidelines with respect to achieve safety needs at workplaces, the implementation are still needs improvement.

Important involvement by the project managers, executive, officers, supervisors level and all the sub-contractors are very important in ensuring our site safety and health awareness are extremely being well taken cares.

Weaknesses Observed

(i) Consideration of machinery proper guarding systems;
(ii) Work platforms (approved by P.E);
(iii) Installation of scaffolding, netting and inspection by competent person;
(iv) Identifying dangerous opening, fencing, pathways and entrances;
(v) Installation of form work and system of verifying by engineers;
(vi) Warning signage at all prone accident areas;
(vii) Workers safety harness and workers wearing PPE;
(viii) Proper procedure of storage areas implemented;
(ix) Hoisting machines (operating control), and
(x) Public safety;

Immediate Improvement Needed

(i) Site management to seriously involve in safety and health awareness;
(ii) Cooperation by workers and contractors to adequate safety and health;
(iii) Consideration on site safety and health training include safety briefing;
(iv) Make safety and health as our daily work practices;

Discussion

Based on the findings of the above carried out researched study, the questionnaire survey provided information indicated unsatisfactory safety culture if immediate action is not being well taken cares due to lacking of self responsibility among our site staff’s.

Inspections at sites found the physical inadequacy with respect to safe working practices that clearly portrayed the severe lacking in commitment for safety and health on the part of our site management responsibility.

Hence, an appropriate model is very relevant to serve as a tool to improve the existing safety and health management situations from conventional and stereotype approaches to a more updated and state of the art of Total Safety Management (TSM).

4. FUNCTION OF TQM TO ACHIEVE TOTAL SAFETY MANAGEMENT SYSTEMS

Total Quality Management (TQM) is a management approach for continuous improvement that involves product and services quality to satisfy customer’s needs. TQM has the tools that includes as listed below:

(i) Statistical Process Control (SPC);
(ii) Self-Directed Work Teams;
(iii) Just In Time (JIT) Inventory Control Management, and
(iv) Total Productive Maintenance;

This wide range of tools have been utilized to achieve total quality control and on the other hand Total Safety Management (TSM) is a management approach which primary focuses on the accident causation chain to prevent the occurrences of accident or near-missed accident.

Total Safety may be achieved by adhering to safety policy, planning for safety, identifying potential risks and hazards, establishing clear guidelines of responsibility and promoting two way communication.

Its has been argued that effectiveness of TSM program is parallel to that for TQM and TPM and has become the ‘MISSING LINK’ exists between this two knowledge of thought. This paper study is mainly to discuss / address and hi-lighted the question of how successful TQM tools especially the SPC tools may be used in TQM processes that can also apply in the TSM processes.

These fundamental tools traditionally used for quality improvement and may be applied in TSM applications on safety performance standards or functions such as in legal, purchasing, human resources, engineering and maintenance.

Basic Quality Control Tools – Table 3

Creative task/ activity Creative Tools

Collecting and gathering data, such as accident data Check sheet

Problem solving analysis on certain safety issue Pareto chart

Graph displaying on statistical data Histogram

Document Process Flow Systematically Process Flow Chart

Searching and identifying causes / problems Cause and Effect diagrams

Safety process and control operation procedure Control chart


All the above structured and creative methodology are very important in TSM applications. We will now identify areas or function in TSM where these tools can be utilized.

(i) Engineering and Maintenance, to develop maximum machines safety as the requirements specifications at the workplaces (refer F & M Act).

(ii) Finance, effect financial budget of the organization and also image of the company might be effected.

(iii) Legal, upon accident happens the insurance company will proceed the auditing on the safety issues, example safety checklist, cause and effect diagram, safety performances and etc.

(iv) Human resources, to develop the right safety training package that meet the safety regulatory bodies can also be design through.

5. CONCLUSION

The results of such study show that SPC tools have been applied to solve problems in any maintenance section / department of any organization, especially our company to become a world leader in safety and health in it’s class.

Possibility to achieve the desired results are :

(i) Reduction of the maintenance costs within the period of implementation;

(ii) Reduce the unnecessary downtime by having proper maintenance checklist;

(iii) Research and development program might have possibility to be implemented;

(iv) High efficiency in the entire organization;

(v) Maximum customers satisfaction and maintain the business;


Regards,

Sunday, January 3, 2010

FIRE HAZARD PREVENTION

Fire prevention is always be our top priority in the workplace and it is a collective responsibility of all associates. Many company and organization has experienced fire outbreak cases due to carelessness, negligence and weaknesses such as poor house keeping management, poor servicing program on equipment’s & facilities, poor administration on inspection or auditing or due to electrical failure.

Sensitive building location in the store which needs serious attention to prevent fire hazards are at your cooking area (kitchen), gas storage area for food court, electrical DB & riser, generator set (diesel tank), diesel storage area, carton collection room, isolated room and etc.

To prevent fire hazards occur in our store, the following security priority checklists must always be respected:

1. Ensure your store fire systems (fire control board) is periodic service by your fire contractor; generator set is weekly tested, systems is confirmed workable and in good condition;

2. Ensure fire equipment such as fire pump room, fire extinguisher (dry powder & co2), sprinkler & smoke detector, hose reels, break glass systems and fire alarm panel is periodic inspected and function;

3. Ensure all fire doors are free from any obstruction by asset or merchandise (iron bar is unlocked and removed during business hours);

4. Manage good storage management & storage area and avoid rubbish accumulation overnight;

5. Conduct serious fire safety training internally and with BOMBA and to establish OSH/ERT team and crisis organization team squad;

6. Conduct daily safety walkabout together with store duty manager, security and maintenance staff;

Here is a list of some of the less obvious tips for fire prevention, based on the most common causes of fires at your store cooking area at salad bar (cooking is the number one cause of fires):

1. Keep appliances clean, and wipe surfaces after spills; clean stove surfaces and ovens regularly;

2. Wood and coal stoves, fireplaces, chimneys, and all other solid-fueled heating equipment needs to be periodic inspected and cleaned accordingly;

3. Ensure microwaves have enough room to breathe, that all the vents are cleared from obstructions;

4. If there is an oven fire, keep the door closed and turn off the heat; if the fire doesn't go out immediately, call the fire department;

5. Grease fire occurs when oil or greasy foods are heated and ignite; simplest way to fight a grease fire is to carefully slide a lid over the pan; turn off burner, don't move the pan, and keep the lid on until the pan cools completely; baking soda may also be used to suffocate the fire;

6. NEVER PUT WATER ON A GREASE FIRE; water causes the grease to splatter and the fire to spread;

7. NEVER attempt to take a grease fire outdoors; it will be too hot to carry and you will drop it, causing a major fire;

Electrical hazards such as wiring, outlets, switches, circuit breakers and other electrical devices are the third leading cause of fires and the second leading cause of fire deaths:

1. Replace or repair loose or frayed cords on all electrical devices;

2. If outlets or switches feel warm, shut off the circuit and have them checked by an electrician;

3. Avoid extension cords; if you feel an extension cord is necessary, make sure that it is not frayed or worn;

4. Never overload a socket; use of "octopus" outlets or "power bar", outlet extensions that accommodate several plugs, is strongly discouraged; limit one high-wattage appliance into each individual outlet at a time;

5. If a circuit breaker trips or a fuse blows frequently, cut down on the number of appliances on that line; the capacity of wiring system has not kept pace with today's modern appliances and can overload electrical systems;

Although some fires are caused by electrical system failures and appliance defects, many are caused by the misuse and poor maintenance of electrical appliances, incorrectly installed wiring, and overloaded circuits and extension cords.

Thanks & Regards
CRISIS MANAGEMENT

Security managers should always lead the company/organization management to manage the probability of occurrence in any kind of potential crisis especially cause by terrorism. Listed below is among top security checklist;

1. Establish your crisis management committee organization chart; incl the present of ERT personal(involving all dept/div);

2. To disseminate information on crisis management to all company associates at your security notice board (procedures/practices);

3. Prepare your crisis management log book and place at prominent location which can be access by your company ERT/OSH/Crisis committee (staff entrance);

4. Plan frequent training on 'evacuation drill', give first awareness to all company staff's and share your knowledge on fire hazards;

5. Identify clearly your 'emergency evacuation assembly area', provide signage's/signboard and make known to all associates;

6. Confirm building perimeter (emergency fire doors) is safe and secure from any kind of blockage and obstruction of merchandise/assets and etc;

7. Update your TOP 5-10 possible crisis occurrence (probability/impact); plan & review your preventive measures and action plan;

8. To mitigate (reduce) your top critical possible crisis occurrence (probability of % & impact) from HIGH to MEDIUM or LOW (security systems);

9. Work closely with your maintenance to conform all building equipment, facility and system is workable & in good condition;

10. Continuously to review all your priority and to plan internal training for your store associate (esp fire evacuation training Top No.1);

Always give full commitment, cooperation and support in managing most possible probability occurrence when handling crisis at your workplace because as we all know crisis come to us in an unexpected situation, surprise and in a sudden,..

Understand the generic procedures & practices and make yourself and store committee skillful and please don't forget to download your knowledge to all your associates.

IMPORTANT;
Make sure your company security team is well trained, competent, capable and able to perform their actual roles & responsibilities as in your company procedures and practices,.

Availability of CCTV room and must be always attended by your security personal and is continuously conducting perimeter patrolling (use all security checking list in your company as your daily checking practice).

Thanks & Regards
MANAGING DISCIPLINE ISSUE BY HUMAN RESOURCE DIVISION


Attached with is the 'abstract' guideline on security procedure when dealing with any shoplifting cases either by customer, staff or servant (merchandiser, promoter, supplier),..

All should be well verse on this procedures to avoid any conflict with customer, staff or servant (promoter, merchandiser, supplier) and of course with any of your own company associates,..

Security investigation via internal interrogation; when security getting information on any security breach of trust such as information of collaboration, smuggling, cheating or others; below is the basic step,..

1. Call the informer and get his statement right (complete information about the case);

2. Inform your top management (give your suggestion/proposal/advice); call HO_HR for any technical advice (MUST);

3. If there's cases to investigate, HR to issue 'SUSPENSION LETTER' to the suspect signed by store director (max.14 days);

4. During the suspension period, the suspect not suppose to be in store except during the investigation day conducted as advice; if the date confirmed;

5. HR to set-up the 'Internal Investigation' board or Domestic Inquiry (detail investigation on Statement/Q/Ans), i.e Chairman (sec head); members (HR, div/dept manager);

6. Suspect need to be notify for the investigation conducted by HR (by letter and phone call);

7. If there's case, panel board of the investigation have to give conclusion and suggestion for next step level;

8. Management to decide the final action to be taken either verbal warning, warning letter issue, show cause letter, termination or send to police;

9. Informer to lodge police report with the advice by the security manager;

10. Finally security manager to follow-up case with the police;

11. Incident report on the case to be submitted to HO_Security asap;

All the above step's and stages is a very common practices and procedures comply with human resourcing procedures in any organization, nothing to confuse and do not confuse others and yourself,..

Thanks & Regards...
ORGANIZATIONAL OCCUPATIONAL SAFETY & HEALTH POLICY

 To provide and maintain a safe and healthy workplace and system of work;

 To secure the safety, health and welfare of employees and customer;

 To ensure that all staff is informed, instructed, trained and supervised on how to perform their job safely and without risk to health;

 To comply with legal requirements on safety health as stipulated in the Occupational & safety Act 1994, its Regulations and Approved Codes of Practice;

 To develop and cultivate the safety and health awareness among all levels of workplace in the organization;

 To investigate all accidents, diseases, poisoning and near misses and take corrective measures to ensure no recurrence of incidents;

 To review and revise the policy as and when is appropriate;
SAFETY POLICY STATEMENT

We Are Dedicated To Creating And Promoting a Work Culture, whereby: -

 Safety Is An Integral Part Of Our Daily Work Operations.

 We Work In A Safe And Healthy Environment.

 We Monitor Daily Activities To Ensure Best Practice Safety Management.

 We Provide Training Regularly To Impart And Reinforce Safe Working Habits.

We, Sustain This Policy Through: -

Safety Management System Compliant With OSHA Act 1994 (Act 514) Regulations & Orders And Other Governing Legislation's.

Regular Review Of Our Total Safety Management Systems, Measure And Improve Safety Performance.
OCCUPATIONAL HEALTH, SAFETY & ENVIRONMENT

SAFETY IS COMMON SENSE;
NOT LEARN THRU' MISTAKES;
USE COMMON SENSE TO THINK SAFETY;
NOT BY WEARING SAFETY HELMET;
DO NOT TAKE SHORT CUT;
IT LEADS TO DANGER;
DON'T BE OVER CONFIDENT;
BE PROACTIVE IN ELIMINATING SAFETY HAZARD;
BEST OF TECHNOLOGY;
MAY NOT BE BEST OF SAFETY;
IF ANYTHING CAN GO WRONG;
IT WILL IN MATTER OF TIME;
DON'T HIDE PROBLEMS;
IT'S APPEARANCE WILL BE DISASTROUS;
DON'T FIND TIME FOR SAFETY;
PLAN TIME FOR SAFETY;
SAFETY MEASURES CANNOT BE DISCOUNTED FOR;
DON'T LET ACCIDENT REMIND US ON SAFETY;
KNOWING WHAT WENT WRONG;
CAN HELP PREVENT ACCIDENT;
DON'T WORRY, BE HAPPY;
AS LONG AS WE WORK SAFELY;

IT TAKES;
ONE MINUTE TO WRITE A SAFETY RULE;
ONE HOUR TO HOLD A SAFETY MEETING;
ONE WEEK TO PLAN A SAFETY PROGRAM;
ONE YEAR TO WIN A SAFETY AWARD;
LIFE TIME TO BE A SAFETY OFFICER . . . AND IT TAKES ONLY;
ONE SECOND TO DESTROY IT ALL WITH . . .

ONE ACCIDENT.!!!!....
SAY YES TOWARDS A SAFE AND HEALTHY WORK CULTURE;
TOWARDS HEALTHIER AND SAFE WORK ENVIRONMENT;

THINK SAFETY; WORK SAFELY.....
PROCEDURE IN HAZARD ANALYSIS

STEP 1. Identify Jobs to Analyze

All work activities should undergo a hazard analysis process especially:

i. Jobs in which workers have experienced the most accidents;
Ii. Jobs in which workers have not yet experienced accidents but have dangerous steps;
iii. New jobs (new work assignment);
iv. Current jobs for which new equipment or processes have been added or changed;
v. Activities involving more than one organization;

STEP 2. Perform the Hazard Analysis

A. List the steps of the job/activity.

i. Identify the steps (in order) of the work to be performed;
ii. Don't list more than 6-8 steps, it will get too confusing;
iii. Use action words, such as turn on, load, steer, or unload;
iv. Tell completely but briefly what is done in each step, such as lift the load and back out;
v. Do not tell how the step is done, lift the load with the fork slightly raised and back out slowly;
vi. Be specific about the chemicals or equipment to be used;
vii. Continue in this way until you have listed every basic step in the job;

B. Identify the hazards associated with each step.

i. Identify all possible hazards, and accidents for each step in the job;
ii. Define hazards as something that can happen to a human being, equipment, or environment;
iii. Be sure to include hazards from the job itself, as well as hazards from the work area;
iv. Ask yourself these questions;

 Is there danger of striking or being struck by an object?;
 Is there danger of being caught in, by, or between objects?;
 Is there a danger of slipping, tripping, or falling?;
 Can pushing, pulling, lifting, bending, or twisting cause strain?;
 Is there danger of harm to eyes, hands, feet, or other parts of a worker's body?;
 Is there potential for environmental impacts (e.g., air, soil, or water, release of toxic or harmful chemicals, unnecessary generation of waste?;


C. Make Safety Recommendations.

For each hazard that you've identified, make a specific recommendation that will eliminate the hazard and reduce the chance of an accident.

STEP 3. Document the Analysis as Appropriate

Even when not required to be written, you can follow the same steps below:

i. Fill out the spaces regarding information about the work activity;
ii. First column provides space to list the basic steps of the job in the order in which they are performed;
iii. Middle column provides space to describe all hazards connected to each step-in the first column;
iv. Last column provides space to suggest ways to eliminate, reduce the hazards in the middle column;

Pointers:

Identify the hazard and precautions for Step 1 before moving onto Step 2;
Be specific. Do not use terms such as proper PPE’s;
Use terms such as safety goggles, neoprene gloves etc;
The HA should identify the need for permits;

If the work activity involves the use of a permit or standard operating procedure that completely addresses all the hazards of the job, an additional written hazard analysis is not necessary.

STEP 4. Review the Hazard Analysis with the Work Team

Check with team doing the work to be sure that:

i. Steps are listed and in the correct order;
ii. Hazards have been identified;
iii. Safety recommendations are appropriate;
iv. Additional recommendations from employees are incorporated;
v. Appropriate training for affected employees has been conducted (may need to check documentation);
vi. Employees understand and agree to follow HA;
vii. All the workers have signed hazard analysis;

STEP 5. Review/Revise the Hazard Analysis

Whenever a task is changed, such as:

i. When new equipment is used;
ii. When a new way of doing a job is started;
iii. Every 6 to 12 months if a task hasn't changed;
iv. When an accident takes place;
v. Upon hiring/introducing new employees to the team, task, job, or project;

"CREATE POSITIVE SAFETY AND HEALTH CULTURE"
9 STEPS TO A SUCCESSFUL SAFETY CULTURE AT YOUR WORKPLACE

>>>> Definition of ‘safety culture’;

>>>> The set of steps needed to create a ‘safety culture’ at workplace;

>>>> Roles of the management team & committee in creating a safety culture;

What is safety culture? One way to put it; it's the way things are done around here. It's the set of values that management and the workforce use to determine how they act at work. Safety should not be viewed or stated simply as a priority. The priorities of a company can change over time, and even on short notice, but values do not. To say that safety is a priority means that it will change based on the needs or urgency of the moment and will not always be on the top of your priority list. Following are steps safety managers can take to make safety a greater value to management and to front line employees:

• STEP 1 - View and present safety as a continuous process instead of a compliance requirement;

• STEP 2 - Look at near-misses or accidents as indicators of a series of connected events that led to the incident, not as a one-time or isolated event;

• STEP 3 - Integrate safety activities into the safety system, not announce them as a new priority that appears to workers as yet another add-on, flavor-of-the-month
initiative;

• STEP 4 - Make the effort to encourage workers to improve safety performance; watch for improvements and recognize them;

• STEP 5 - Get employees involved in the safety decision-making process instead of dictating new policies and priorities;

• STEP 6 - When near-misses or accidents occur, look first at why the safety management system failed instead of looking to place blame. Don't just look at what went wrong, but get into the habit of thinking about the process of recognizing the hazard and finding a way to control the hazard;

• STEP 7 - Look at accident investigations as action planning, not fault-finding missions;

• STEP 8 - When instituting a new control, explain to affected workers why they are being asked to change what they normally do, and what success will look like;

• STEP 9 - Identify all of the "hidden" costs of workplace injuries and illnesses, such as lost workdays, workers' compensation, and replacing a worker, and measure them over time. If you can measure it, you can manage it. Make the case to management that these costs can be managed and reduced with a stronger commitment to safety. Real change in safety performance will come about with a change in the safety culture of an organization. Think about the change in the use of seat belts from 30 years ago to now.

What got people to put them on without even thinking about them? Gory accidents? Probably not. It was leadership backing up a change in behavior, and then repetitive education, enforcement, and encouragement. Change in culture requires consistent leadership and repetition. A systematic change in the values of the target audience is needed, not a new priority that comes and goes with funding priorities. In addition, the company must ensure that an effective management system is existed and implemented at various levels.

An effective management system should be able to recognize record, report and reward all levels of employee involvement in order to achieve a sustainable safety culture. The best systems will track involvement at the employee level, as well as at the crew and department levels. Costs for implementing and administrating a program need not be expensive and can actually serve as a means to strict budgetary control. Another factor to be considered is the employees’involvement in creating a safety culture.

Together with a professionally conducted survey, a safety culture management system provides tailored, high-impact platform any company can use to attain greater levels of employee engagement. The extent that employees are fully engaged in the process of safety, health and environment, companies expect enhanced performance, quality and profits. Fully engaged corkers practice systems-thinking, act as proprietors and “perform in the storm” as required. To develop a world class safety culture, company must implement a management system that is bottom-up, with top-down controls, encouraging communication, ideas and initiative at every level of the organization.

Together, we can work towards creating a safety culture,...

Saturday, January 2, 2010

Computer Eye Strain: 10 Steps for Relief.

With so many of us using computers at work, computer eye strain has become one of the major office related health complaints. Studies* show that eye strain and other bothersome visual symptoms occur in 50 percent to 90 percent of computer workers.

These problems can cause physical fatigue, decreased productivity and increased numbers of work errors. Here are steps both workers and employers can take to reduce computer eye strain and the other common symptoms of computer vision syndrome (CVS):

1. Get a computer eye exam.
This is the most important thing you can do to prevent or treat computer vision problems. According to the National Institute of Occupational Safety and Health (NIOSH), computer users should have an eye exam before they start working on a computer and once a year thereafter.

2. Use proper lighting.
Eye strain is often caused by excessively bright light either from outdoor sunlight coming in through a window or from harsh interior lighting. When you use a computer, your ambient lighting should be about half that found in most offices. Eliminate exterior light by closing drapes, shades or blinds. Reduce interior lighting by using fewer light bulbs or fluorescent tubes, or use lower intensity bulbs and tubes.

3. Minimize glare.
Glare on walls and finished surfaces, as well as reflections on the computer screen can also cause computer eye strain. You may want to install an anti-glare screen on your monitor and, if possible, paint bright white walls a darker color with a matte finish. Again, cover the windows. When outside light cannot be reduced, consider using a computer hood.

4. Upgrade your monitor display.
If you have not already done so, replace your old tube-style monitor (called a cathode ray tube or CRT) with a flat-panel liquid crystal display (LCD), like those on laptop computers. If your older monitor is causing computer eye strain, try one of the newer flat-panel LCD screens, which are easier on the eyes. LCD screens are easier on the eyes and usually have an anti-reflective surface. Old-fashioned CRT screens can cause a noticeable "flicker" of images on the screen, a major source of computer eye strain. Even if this flicker is imperceptible, it can still contribute to eye strain and fatigue during computer work. When choosing a new flat panel display, select a screen with the highest resolution possible. Resolution is related to the "dot pitch" of the display. Generally, displays with a lower dot pitch have sharper images. Choose a display with a dot pitch of .28 mm or smaller. Finally, choose a relatively large display. For a desktop computer, select a display that has a diagonal screen size of at least 19 inches.

5. Adjust the brightness and contrast of your computer screen.
Adjust the display settings on your computer so the brightness of the screen is about the same as your work environment. Adjust the screen settings to make sure the contrast between the screen background and the on-screen characters is high. And make sure that the text size and color are optimized for the most comfort — read the tips in the sidebar. Text Size And Color On Your Computer Screen. Adjusting how your monitor displays text can provide welcome eyestrain relief. Ideally, your text size should be three times the smallest text size you can read from your normal viewing position, according to computer vision syndrome expert Dr. James Sheedy. To adjust the text size and color settings in the Windows operating system, use the Display Properties dialog box, which is available from the Control Panel. Depending on which version of Windows you have, font size will either be on the Settings tab or the Appearance tab. Color choices are on Appearance.

6. Blink more often.
Blinking is very important when working at a computer; it rewets your eyes to avoid dryness and irritation. When working at a computer, people blink less frequently — about five times less than normally, according to studies. If you experience dry eye symptoms, ask your eye doctor about artificial tears for use during the day. By the way, don't confuse lubricating drops with the drops that only "get the red out." The latter can indeed make your eyes look better. They contain ingredients that reduce the size of the blood vessels on the surface of your eyes to "whiten" them. Try this exercise: Every 20 minutes, blink 10 times by closing your eyes as if falling asleep (very slowly). This will help revert your eyes.

7. Exercise your eyes.
A component of computer eye strain is focusing fatigue. To reduce your risk of tiring your eyes by constantly focusing on your screen, look away from your computer every 20 minutes and gaze at a distant object outside or down the hallway. Looking far away relaxes the focusing muscles inside the eye to reduce fatigue. Another exercise is to look far away at an object for 10-15 seconds, then gaze at something up close for 10-15 seconds. Then look back at the distant object. Do this 10 times. This exercise reduces the risk of your eyes' focusing ability to "lock up" (a condition called accommodative spasm) after prolonged computer work. Both of these exercises will reduce your risk of computer eye strain. Remember also to blink frequently during the exercises to reduce your risk of computer-related dry eye. To ease eye strain, make sure you use good lighting and sit at a proper distance from the computer screen.

8. Take frequent breaks.
Many workers take only two 15-minute breaks from their computer throughout their work day. According to a recent study conducted by the National Institute of Occupational Safety and Health (NIOSH), discomfort and eye strain were significantly lower when computer workers took four additional five-minute "mini-breaks" throughout their work day. And these supplementary breaks did not reduce the workers' productivity. Data entry speed was significantly faster as a result of the extra breaks, so work output was maintained even though the workers had 20 extra minutes of break time each day. During your computer breaks, stand up, move about and stretch your arms, legs, back, neck and shoulders. Position your desk lamp so it doesn't shine on the computer screen or into your eyes.

9. Modify your workstation.
If you need to look back and forth between a printed page and your computer screen, this can cause eye strain. Place written pages on a copy stand adjacent to the monitor. Light the copy stand properly. You may want to use a desk lamp, but make sure it doesn't shine into your eyes or onto the computer screen. Improper posture during computer work also contributes to computer vision syndrome. Adjust your workstation and chair to the correct height.

Purchase ergonomic furniture to enable you to position your computer screen 20 to 24 inches from your eyes. The center of your screen should be about 10 to 15 degrees below your eyes for comfortable positioning of your head and neck. 10. Consider computer eye wear. For the greatest comfort at your computer, you may benefit from having a customized eyeglasses prescription for your computer work. This is especially true if you normally wear contact lenses, which may become dry and uncomfortable during sustained computer work. Computer glasses are also a good choice if you wear bifocals or progressive lenses, because these lenses are generally not optimal for the distance to your computer screen.
EFFECTIVE AND ‘FUNCTIONING’ OCCUPATIONAL SAFETY & HEALTH (OSH) COMMITTEES AT WORKPLACES.

Whether we working in engineering industries, banking and financial institutions, service industries, transportation industries, construction industries or government departments, our OSH committees are the backbones of successful and effective implementation of OSH regulations and guidelines for the benefits of the employees.

A strong OSH committee structure can highlight safety and health problems in the workplace, point out corrective action, help investigate accidents, and conduct periodic safety self-audits. Because employees are committee members, they raise their own personal safety consciousness. Safety committees have other advantages. They demonstrate employer interest in safety and health to employees and, where membership is rotated over time, safety committees are an ideal way to involve many employees in accident prevention activity. Deciding exactly what the OSH committee's role will be is an important first step.

Will the committee be making recommendations to management or will it be empowered to correct unsafe conditions on the spot or reprimand employees who perform unsafe work practices? Will supervisors be represented on the OSH committee or will there be several committees - a plant committee, a supervisory structure committee and a management-level safety steering committee?

David Amos of the National Safety Council in US emphasizes the training aspect and asks his client companies how far they want OSH committees to go. "If the committee is going to investigate accidents, should have training in accident investigation. If it is going to conduct safety audits, they will need training to do that job effectively. If committee members - managers, supervisors, shop floor employees - are trained together there is less chance for discord or misunderstanding of their roles," he says. "Management needs to determine the very specific duties of the committee - they should all be singing from the same page of the hymnal."

Critics of the OSH committee concept say that effectiveness is limited because a small number of employees are involved at one time, so discussions tend to focus on minor "housekeeping items," such as oil on the floor, unserviced fire extinguisher, and broader issues go unattended. Too often, the critics say, items are saved for the monthly safety meeting instead of being addressed promptly on the shop floor. Top management must be ready to commit money for training, workers must be given time away from the job to attend safety meetings and conduct inspections. Start with the commitment, then management must set an example with safe work practices followed by committee members who act as leaders for the workforce.

MAKING OSH COMMITTEES SUCCESSFUL.
Experts in the field offer the following suggestions to ensure success with OSH committees: Try to get volunteers as members of the committee - which does not mean a manager designating "you, you and you" as volunteer members of the committee. Sometimes that will work but better approaches include:

1. Supervisory input as to persons who work safely and are regarded as informal leaders in the workplace;

2. People who show an interest in their co-workers and in the community-first-alders at the facility volunteers in the local EMS service, people in community leadership positions who work at the facility;

To be most effective, OSH committees should not be large-never more than 16 people. Even in a large facility where area committees should be set up to do the work. Large committees can break down responsibilities for assignments into subcommittees so that a small number of persons are working on a project. Representation from most departments of the facility is a necessary requisite for effectiveness. But not every small department needs to be represented. One person can represent a number of smaller units.

Effective representation means people who are willing to speak up about important safety problems in their areas but are prepared to work within the parameters of discussion-legitimate safety and health items, not other complaints and grievances. Don't lose sight of the need for continuing education of safety committee members. Committee members know their jobs well, but don't know all the "ins and outs" of effective safety management.In Georgia Pacific corrugated box plant in Sheboygan, Wis., a subcommittee of the main safety committee is charged with developing an education subject for each meeting, using in plant experts or outsiders to bring new information to the committee members to help them be more effective in their work.

COMPONENTS OF OSH COMMITTEE’S MEETINGS.

Monthly OSH committee meetings are on the calendars of thousands of companies, but many forward thinking organizations meet weekly on safety or add safety as an agenda on daily production or operations meetings.

Time and location.
The mechanics of an OSH committee structure are important. Meetings should run an hour or less, and if possible, should be scheduled near the start of a shift. If there's an overload of work, make assignments to subcommittees for investigation and action (and to give a short report at the next committee meeting).

Some organizations publicize dates of their safety meeting at the start of the year for the next 12 months. Most participants then develop their calendar around meeting dates, resulting in few cancellations or postponements.

Minutes Of OSH Meetings.
Rambling prose is inappropriate for OSH minutes and just doesn't get read or used as a follow-up instrument. A set of hard-hitting minutes should list the safety item (by number such as 95-1, 95-2 etc.), a few words of detail, the person assigned responsibility for investigation or correction, and the expected completion date. List those members in attendance and those absent. Distribute the OSH minutes to management, supervisors, safety committee members, and post them on notice boards to help publicize the positive role of the committee.

Safety Meeting Basic Agenda
What's on the agenda for a good OSH committee meeting? Here's an example from a plant in the plastics processing industry:

1. Roll call and the designation of a secretary to take minutes;

2. Review of minutes of the last meeting and report from members to whom responsibilities were assigned. New completion dates assigned on unresolved items;

3. Review of recordable injuries, lost-work-day cases and 'near miss' incidents since last meeting - report and overview of follow-up recommendations;

4. Review safety audit reports uncompleted at department level. Review safety oriented work orders in engineering and maintenance departments and their priority and dates for completion;

5. Safety statistics for the past period-for this facility, other company facilities and industry comparative statistics;

6. New business and discussion of special safety projects;

7. Safety education subject;

8. Adjourn and announce date and time of next safety committee meeting;

OSH committees in various forms have been around for the better part this century. With proper direction and management support, they can continue to fill a valuable role in assisting management with safety and health responsibilities for many more years.
Preventing Sexual Harassment in the Workplace.

What Is Sexual Harassment?

Sexual harassment is any unwelcome sexual advance or conduct on the job that creates an intimidating, hostile, or offensive working environment. Any conduct of a sexual nature that makes an employee uncomfortable has the potential be sexual harassment. Given this broad definition, it is not surprising that sexual harassment comes in many forms. The following are all examples of sexual harassment:

• A supervisor implies to an employee that the employee must sleep with him to keep a job.

• A sales clerk makes demeaning comments about female customers to his coworkers.

• An office manager in a law firm is made uncomfortable by lawyers who regularly tell sexually explicit jokes.

• A cashier at a store pinches and fondles a coworker against her will.

• A secretary's coworkers belittle her and refer to her by sexist or demeaning terms.

• Several employees post sexually explicit jokes on an office intranet bulletin board.

• An employee sends emails to coworkers that contain sexually explicit language and jokes.

The harasser can be the victim's supervisor, manager, or coworker. An employer may even be liable for harassment by a non-employee (such as a vendor or customer), depending on the circumstances. Anyone Can Be Sexually Harassed. Sexual harassment is a gender-neutral offense, at least in theory: Men can sexually harass women, and women can sexually harass men. However, statistics show that the overwhelming majority of sexual harassment claims and charges are brought by women claiming that they were sexually harassed by men.

People of the same sex can also sexually harass each other, as long as the harassment is of a heterosexual nature. For example, if a man's coworkers constantly bombard him with sexually explicit photos of women and sexually explicit jokes, and if this makes him uncomfortable because he is married, this behavior can constitute sexual harassment. Adopt a clear sexual harassment policy. In employee handbook, we should have a policy devoted to sexual harassment.

That policy should:

o define sexual harassment;

o state in no uncertain terms that you will not tolerate sexual harassment;

o state that you will discipline or fire any wrongdoers;

o set out a clear procedure for filing sexual harassment complaints;

o state that you will investigate fully any complaint that you receive, and

o state that you will not tolerate retaliation against anyone who complains about sexual harassment;

Train employees. At least once a year, conduct training sessions for employees. These sessions should teach employees what sexual harassment is, explain that employees have a right to a workplace free of sexual harassment, review your complaint procedure, and encourage employees to use it.

Train supervisors and managers. At least once a year, conduct training sessions for supervisors and managers that are separate from the employee sessions. The sessions should educate the managers and supervisors about sexual harassment and explain how to deal with complaints. Monitor your workplace. Get out among your employees periodically. Talk to them about the work environment. Ask for their input. Look around the workplace itself.

Do you see any offensive posters or notes? Talk to your supervisors and managers about what is going on. Keep the lines of communication open. Take all complaints seriously. If someone complains about sexual harassment, act immediately to investigate the complaint. If the complaint turns out to be valid, your response should be swift and effective.
HOW TO PREVENT SLIP, TRIP AND FALL (STF) AT WORKPLACE?

Common causes of people slipping, tripping or falling (STF's) at work can be categorized as follows:

Footwear.
Good footwear can prevent many slip type accidents. Of course, it really depends on the type of work that is being carried out, but generally, footwear at work should be suitable for the working environment. For example, footwear used in an office should have flat soles, with a low heel and the sole should be made from soft rubber, which will provide reasonable grip. In work areas where the floor cannot be kept dry, for example in food preparation areas or process areas where constant washing is being carried out, non-slip soles should be used. In factory locations, where there is a risk of uneven floors, the footwear may need deep treads to prevent slipping.

When people are working outside, perhaps involved with construction-type activities, additional protection may be required. For example, toecaps may need to be strong enough to protect against falling objects.

Flooring.
Poor quality floors and stairs are responsible for many accidents at work. Carpets that have become worn or frayed can cause significant risk of a person tripping, especially on stairs. It is important that regular checks are made of floors and stairs.

Sudden changes in level should always have high visibility markings on steps or raised areas. Stairs should have suitable handrails and people should always be encouraged to hold the handrail at all times when ascending or descending. As far as possible, stairs should always be of similar height and similar width. Many serious accidents have occurred on stairs that are ‘non standard’ design. A health service worker was recently injured when she tripped over a hole that had been dug up for repairs. The worker suffered serious injuries that kept her off work for several months. The hospital was fined by the Health and Safety Executive (HSE) and ordered to pay over GBP7000.

Contamination and Obstacles.
Most floors only become slippery after something has been spilled onto them. It is therefore really important to clean up any mess right away, or at least put up barriers to prevent people walking over contaminated surfaces. A carpet company was fined £8000 after one of their managers suffered a fractured wrist following a slip on some glue that had been left lying on the floor.

Cleaning.
Cleaning operations can contribute to slips and trips at work. If at all possible, floors should be washed and cleaned when no other employees are in the area. However, this is not always practical. If floor cleaning has to be carried out during normal working times, special signs should be posted near to the area so that people can be made aware of any hazards that may be present.

Cones and barriers should be used to prevent people walking over wet floors, especially if they are on well-used routes. Under no circumstances should cardboard or any other disposable surface be placed over wet floors that are awaiting to be cleaned. A fast food company was fined £15000 after an employee slipped on a temporary cover (an ice machine had been leaking and the manager decided to place cardboard over the leak until the shop was less busy with customers). The girl reached out to prevent her falling but her arm came in contact with hot fat. She suffered serious burns to her arm.

People.
A positive attitude towards health and safety can prevent most slips, trips and falls. A ‘see it, sort it’ attitude is always best. The opposite of this is an attitude whereby people leave things they see. Just because one person sees something and is able to avoid an accident, doesn’t mean that everyone else will be able to do the same. Often, if there is a slip-type hazard, consulting with the workforce is the best thing that can be done. Ask staff what the problem is and how they think it should be fixed. Usually, most staff will come up with simple but effective solutions to problems.

Environment.
Too much or too little light can have a significant impact slips and trips. It is essential that changes in level are properly lit and it is also important to avoid glare or unnecessary reflection on surfaces that are prone to be slippery. By taking simple precautions, the risk of personal injury from a slip, trip or fall at work can be greatly reduced.
Lightening the Load: Warehouse Workers and Ergonomics.

Engineering controls, process changes, conditioning can reduce injuries, eliminate production delays and reduce health care and workers' compensation costs in the warehouse industry.

Kevin A. Quaid walked into a warehouse and knew he was looking at a disaster waiting to happen. Quaid, a CSP and CPE who's a senior consultant with Aon Risk Consultants in Seattle, watched as employees at the facility pulled boxes weighing 50 pounds off a tractor-trailer and stacked them onto a pallet. Employees continued to stack boxes until they were standing on their "tippy toes" to place them on the pallet, Quaid remembers. Much to his amazement, they continued to stack boxes until the last ones added to the 9-foot stack had to be tossed on the top.

"Space was limited, and that's the message that came down from management," Quaid says, "so employees thought they were doing the right thing by stacking the pallets higher [than was safe] to save space."

Based on Quaid's advice, the company instituted a policy that the maximum pallet height should not go above 6 feet. "That's still high -- not ideal -- but sometimes having boxes between knee height and shoulder height is not feasible when a company has space limitations," he admits.

Back injuries and injuries related to bending and lifting are probably the No.1 safety issue in warehouses, he says, with slips and falls coming in a close second. Claim frequency and the cost of injury claims can be devastating to a warehouse operation. Generally, Quaid points out, "the profit margin of warehouse operations is so little that a couple of costly claims can eliminate any profit. Tons of materials have to be moved to make a profit." One claim can wipe out hours, even weeks, of work. When weighed against human and financial devastation musculoskeletal injuries can cause, engineering controls, process change and proper training seem a small price to pay, he says.

The Human Factor
Kent Wilson, director of ergonomics for Ergodyne, St. Paul, Minn., notes that manual handling jobs place shoulders, backs, knees, wrists, necks and ankles at risk. They also contribute to worker fatigue, which can cause an employee to stumble, shift a load or lose a load he or she is carrying. It can also lead to slips, trips and falls, Wilson says.

Research from a study conducted for OSHA several years ago found that 65% of all injured warehouse workers were manually lifting, carrying or handling materials at the time of their injuries.

At Ace Hardware's Yakima, Wash., retail support center, 250 workers lift, shift and shuffle some 62,000 products. "Our antenna goes up very quickly [over ergonomic issues] because we're a distribution center," says Telara McCullough, human resource manager at the facility. "Some 40% to 45% of our injuries are musculoskeletal."

Engineering Controls Pay Off.
Ergonomics has been part of the safety process at Aurora Packing since 1985. Management at the company, a food processor headquartered in North Aurora, Ill., with a large warehouse operation, has spent hundreds of thousands of dollars on engineering controls. The investment has reaped rewards for the company, says Michael J. Fagel, Ph.D., CEM,corporate director of safety and security.

At Aurora Packing, management installed conveyor belts to make moving products from one location to another easier and installed lift tables at a number of work stations so employees do not have to lift up boxes or bend down to place them on the ground again. The company has also installed hydraulic lifts and mechanical pulleys, like those found in some automotive plants, and has revamped production lines to eliminate some of the bending and lifting. "Re-engineering never stops" at Aurora Packing, Fagel says, and probably will not as long as the company keeps seeing results. The lost workday rate at Aurora Packing is approximately one-third of the average for its industry.

While engineering controls are effective at eliminating employee exposure to risk, process changes can go a long way in eliminating or reducing injuries.
Millions of office workers are suffering from a new affliction if the results of a survey are to be believed

Researchers at NEC-Mitsubishi say the nation's office workers are being hit by "Irritable Desk Syndrome". They say long working hours, cluttered desks and poor posture are making many people ill.

The company, which makes computer monitors, says regular breaks and making desks more
personal could reduce the symptoms of this condition. Some 2,000 people were questioned as part of the survey. Of these, 67% said they are more tied to their desks than they were two years ago. Around 40% said they were infuriated by too much clutter and paper on their desks but could not be bothered to do anything about it. Another 35% said they suffered from back or neck pain because they knowingly sit at their desk in an awkward position.

NEC-Mitsubishi has teamed up with another company Open Ergonomics to produce a simple
"Deskology" guide to help people improve their work area. It advices workers to pay more attention to the way they sit and set up their desk.

"Deskologist" Nigel Robertson, a consultant at Open Ergonomics, urged workers to take the matter seriously. "What most individuals fail to realize is that desk symptoms typically escalate very quickly, from persistent discomfort to chronic pain which can end a person's career and reduce their quality of life in a wide range of ways." The two essentials for less stressful, more productive desk management are: don't endure - act today; and do it yourself - don't wait for someone else to fix it for you."

Richard Jones, head of technical affairs at the Institution of Occupational Safety and Health, urged employers to do more to ensure employees were not damaging their health at work. "Employers are required under the law to carry out a risk assessment for employees," he told BBC News Online. "If they carried out this risk assessment many of these problems could be avoided."

The whole thrust of the regulations are to improve the ergonomics of work stations. A proper risk assessment should make workstations as adjustable as possible."
ROLES OF OCCUPATIONAL HEALTH MANAGER (OHM) AT YOUR ORGANISATION.

Occupational health is an issue that, over recent years, has become more of a concern for companies, many of whom now employ a dedicated occupational health manager (OHM).

What is Occupational Health?
Occupational health looks at the effects of work on an employee’s health and also the effects of health on work and goes above and beyond the confines of health and safety compliance. Although the role of the occupational health manager would encompass health and safety legislation, unless a company employs a separate individual to carry out that role, they are more concerned with looking at the bigger picture in terms of promoting well-being programmed.

These well-being programmed could be focused upon issues such as looking at assessing
employees’ lifestyles outside of work as well as within the workplace. They might tailor specific programmed for individuals which could perhaps be aimed at improving diet and fitness, managing stress, rehabilitation after injury or illness, disability adjustments and the management of any specific existing work related health issues. The aim being to understand employees’ needs when it comes to health, to reduce sickness and to maximise staff productivity and performance levels.

What are the Benefits?
In addition to increased productivity, less sickness absence and improved staff morale, an occupational health manager can help a company reduce their costs which are associated with absence, insurance and, perhaps, even litigation. They can also help to identify health related problems which might be prevalent within a particular environment and to intervene quickly to prevent any potential general health problems emerging which could damage the productivity of the company.

Ultimately, by promoting a culture of employee well-being, not only does this keep the existing workforce in good health but, in the long term, it also means that staff turnover rates will be lower and this will also enable a company to keep staff recruitment and training costs to a minimum.

Other areas in which an occupational health manager would get involved might
include things like pre-employment health screening which would determine
whether or not certain job applicants are fit enough, both physically and mentally,
to do the job for which they are applying. It could also incorporate things like drug
testing, trying to rectify prolonged absence through sickness and even issues around bullying.

In fact, a good occupational health manager is not simply there to benefit the company but to provide the workforce with a useful resource which they can use to find out more about any general or specific health and fitness queries they might have, even if they are not poorly but simply wish to improve upon their existing good health and fitness.

Some smaller companies will obviously not have the resources to appoint a specialist
occupational health manager but in adopting an holistic approach to the welfare of their workforce and, where possible, engaging them in discussions about their health and welfare and listening to how, as an employer, you might be able to assist them in these areas, it is likely to make for a more productive, healthier workforce.