Occupational Health and Safety - Ankara Üniversitesi ...comp.eng.ankara.edu.tr/files/2017/11/477-en-SO-1.pdfOccupational Health and Safety Ruhi Öktem A type H&S Expert H&S MSc. Occ

Occupational Health and Safety

Ruhi Öktem

A type H&S Expert

H&S MSc.

Occ. Dr. And H&S Expert Trainer

Chemical Engineer MSc.

ruhioktem.blogspot.com

[email protected]

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mailto:[email protected]

At the end of this lesson you are going

to learn; • What does HSE mean?

• Conduct and act «risk management» concept in your life

• Where does the world go about HSE? • What are safety-quality – environment

management systems? ISO 9001 ISO 14001 AHSAS 18001 How do we put into practice these systems to our work- life

• What does establishing HSE SYSTEM at workplaces mean?

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At the end of this lesson you are going to learn;

• What kind of risk factors at your surroundings

– workplace chemical, biologic, ergonomic, physical, fire, explosion, radioactivity etc.. And how to prevent workers from being get hurt by them

• What does accident and occupational diseases mean and how to prevent them

• What does Health surveillance mean?

• Examples from other Countries

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At the end of this lesson you are going to learn;

• What does Positive Safety Culture mean?-

• The main points of our preventive approach H&S Law: 6331

• Some aspects interesting computer engineering by two meanings;

a)algorithm, planning safety system by computer software-using database and

b)personally protection from hazards; ergonomics-eye, body posture etc.

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The Definition of Health and Safety

• A multidisciplinary field concerned with the creation, design, implementation, communication and regulation of structures, systems, law, policy, procedures, processes and regulations that govern the health, safety and welfare of people.

• Health and safety affects all people in every country and is concerned with the health, safety and welfare of every person in many facets of life e.g. education, employment

• Briefly; Systemic and scientific efforts in order to get rid of hazardous conditions to health at workplaces during execution of work.

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ILO and WHO definition of Occupational Health

Since 1950, the International Labor Organization (ILO) and the World Health Organization (WHO) have shared a common definition of occupational health. It was adopted by the Joint ILO/WHO Committee on Occupational Health at its first session in 1950 and revised at its twelfth session in 1995. The definition reads:

"Occupational health should aim at: • the promotion and maintenance of the highest degree of

physical, mental and social well-being of workers in all occupations;

• the prevention amongst workers of departures from health caused by their working conditions;

• the protection of workers in their employment from risks resulting from factors adverse to health;

• the placing and maintenance of the worker in an occupational environment adapted to his physiological and psychological capabilities;

• and, to summarize, the adaptation of work to man and of each man to his job".

This standard is based on the methodology known as Plan-Do-Check-Act (PDCA) Since 1950, the International Labor Organization (ILO) and the World Health Organization (WHO) have shared a common definition of occupational health. It was adopted by the Joint ILO/WHO Committee on Occupational Health at its first session in 1950 and revised at its twelfth session in 1995. The definition reads: Definitionhttp://www.whatishumanresource.com/occupational-health-and-safety

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Aim of H&S and Lack of H&S Preventive Measures:

To preserve • Workers • To keep production safety • (To prevent loss of workday) • To make a safe company If there is lack of H&S applications it effects ;

• Humans (physically and physiologically • Environment • Production • Economy

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H&S and Science Relation

H&S is multidisciplinary science; • Engineering • Medicine • Economy • Law • Sociology • Psyschology • ergonomics

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H&S Responsibilities

Human resources professionals are assuming health, safety, and security responsibilities within organizations. Such responsibilities include ; • the identification of hazardous conditions and practices, • exposure control and mitigation strategies, • legal compliance, • development of a safety culture, • and measurement of health, safety and security program

effectiveness.

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Health and Safety Responsibilities and its cost

• Employees should be the first priority of the organization to ensure health and safety precautions in the workplace.

• It is also legally obligatory to ensure that employees are aware of all safety precautions.

• If the workplace is not capable of making its employees healthy and safe the company will have very costly problems and leaves from the job.

• The other cost that this company will undertake is loss of skilled workers, decrease in productivity, loss of business reputation. To reduce these additional costs, each company must have occupational health and safety system.

SAFETY IS EVERYONE’S RESPONSIBILITY

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Instead of Saying «be careful» only, try to establish a “system”

which does not allow accidents.

Nailed timber hazard What are the risks?

Ruhi Öktem,İSİG,KOSGEB Yayını No: 20 s.32

11

Are you blind ?

You should have

looked in front!!

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System approach

System approach; Do not leave human’s care; make workplace safe!

• These 2 subjects will be the vertebra of our subject; as a safety and health maintaining trick. :

• You know mosquitos . The best way to get rid of them is; to drain swamp. By killing one by one you can not manage.

• Like this; you must prepare a workplace which does not cause any harm. No fire -no electricity shortcut-no slip, trip, fall- no nailed wood, no poisonous gases... If your workplace is full of this kind of hazards WAIT FOR ACCIDENT!

• Because human being has got some characteristic failures such as forgetting, unconsciousness, stubbornness, thoughtfulness, working high speed etc.

• Even ergonomically we don't have eyes at our back of head. So, when walk background if you forget to look backward, you fall dawn like Cement Factory Manager. We must safety band the flats around to prevent workers – even IT managers, (humans) from falling down.

• One to 300 person slips and falls down because of banana peel on the road statistically. Should we blame the person who slipped or the person who throwed that peel there? Or prevent people from throwing peel on road?

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System approach (induction to job) Just like draining swamp, if you establish a system which leads safety it is more effective.

For example, Workers must enter the job

• First; having health surveillance (medical Doctor ‘s examination)

• Second; taking an induction training from HS Expert about workplace emergency and ppe using safety rules etc

• and third; taking ppe. (from store keeper by signing debit form)

• If you simply prepare form like flowchart* which directs worker one by one as a checklist after he/she completes form then he/she starts job safely.

• This is one of simple system. In my opinion computer engineer is more competent at preparing such form.

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System approach (competency)

• Also big companies preparing safety passport which contains all trainings the worker got. Everybody can control worker whether to understand he/she does the job system... Carpenter/car painter anecdote. He has been sent as carpenter

but he was car painter indeed!.. This anecdote was lived. Please

set up a Competency questioning system before employing

employees whether to measure he/ she is really competent.

• A lot of system approach examples will be talked to at ongoing lessons such as color code , work permit system, lOTO (Lock out tag out) system etc...

Prevention strategy

• Accidents are prevented by these 3 way as a rank;

• 1- at the source ( like draining swamp)

• 2- arriving path (like Insecticides)

• 3- at human being by using ppe (Last resort: like mosquito net)

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Why should Occupational Health and Safety (OHS) be a priority?

• OHS needs to be a top priority for the organization to

implement workplace health and safety measures for their employees.

• It is also mandatory by law to make sure that the employees are aware of all the safety measures.

• If the workplace is not capable of keeping the employees fit and healthy then there will be issues and leaves hence, costing a lot to the company.

• The other cost that company will bear is a loss of skilled labor, reduced productivity, loss of business reputation, etc. to curb these additional costs, every company should take occupational health and safety on high priority and ensure good health of the employee.

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Why should Occupational Health and Safety (OHS) be a priority?

It is an opportunity for you to learn about Health and Safety before graduation ; • first; Having Preventing mentality trying to stop

accidents and occupational diseases being PROACTİVE

• Second; if you have an accident you know how system works legally and what to do such as applying emergency plan etc. Being REACTIVE

• Main purpose of Lecture is «preventing is more easy and humanistic than paying costs-compensation...»

Safety Culture

APOSHO 26 – Australasian Safety Conference 2011 Ian Munns, Director Policy and Education WorkSafe WA

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• Society Groups • Sporting Teams

• Organizations

• Historic period

• Others

We use the term “culture” in many varied contexts -

Safety Culture

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• the beliefs, way of life, art, and customs that are shared and accepted by people in a particular society.

• the attitudes and beliefs about something that are shared by a particular group of people or in a particular organisation.

Culture –

Safety Culture

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Safety Culture, a definition - “a safety culture is an organisational atmosphere

where safety and health is understood to be, and is

accepted as, a high priority”.

Safety Culture

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What factors in the workplace influence a safety culture?

Attitudes Environment

Systems

Safety Culture

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What makes a good safety culture

• Commitment at all levels

• OSH is an investment

• OSH is part of continuous improvement processes

• Training and information for all

Safety Culture

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What makes a good safety culture

• A system for workplace analysis, hazard prevention and control is in place.

• The environment is blame free.

• NO NAME, NO BLAME

• Mostly we cocentrate on who had the accident rather than what was the unsafe action or how it happened.. But, we must concentrate finding ROOT CAUSE* . Thus, not only that kind of accidents but similar accidents can be prevented .

• The organization celebrates successes. • Will be explained more later

Safety Culture

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• Leadership

• Respect

• Just and fair

• Information

• Being Mindful

• Learning

Elements that need to be considered in the development of a safety culture –

Safety Culture

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Safety Culture

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The Regulator – WorkSafe WA

Literature;

www.worksafe.wa.gov.au

erimsever.com Turkish translated subtitled H&S

videos and toolbox talks; no: 144 «nailed timber

(çivili tahta)»Ruhi Öktem

Safety Culture

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http://www.worksafe.wa.gov.au/

SAFETY CULTURE HOW? FROM INTENTION TO PERFORMANCE MANAGEMENT

• Establish Safety steering committee

• Develop an Accountability System

• Develop the Safety Management System (SMS)

• Align the organization

• Develop Measurement

• Implement process changes

• Implement SMS

• Continually measure performance, communicate Results , celebrate success

• On going support

• Building trust

• Training

• Define specific Roles

• Get where you want to go together

• Recognition

• Walks and talks

•Obtain top Management « Buy in »

•Continue building « Buy in »

•Visible commitment and role model

•Develop site Safety vision ( charter )

•Conduct self assessment/benchmarking

Leaders

commitment

Employees, stakeholders commitment

Organization Continuous

Improvement

Safety culture

• “The product of • individual and group values, • attitudes, • perceptions, • competencies and • patterns of behavior that can determine the commitment to, and the style and proficiency of an organization's health and safety management system”. • ACSNI Human Factors Study Group, HSC (1993) Safety Culture)

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Safety culture

• Psychological Aspects, Behavioral Aspects, Situational Aspects,

• ‘How people feel’, ‘What people do’, ‘What the organization has’

can be described as

the ‘safety -related actions and Policy, procedures, regulation, climate’ of the organization,

behaviors organizational structures, and

which is concerned with the management individual and group values, attitudes and perceptions.

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58

Introduction Introduction Management Strategy

Briefing : : HSE Management Strategy

Briefing: HSE Management

Systems

Briefing: HSE Management Systems

Briefing: HSE Culture

Briefing: HSE Culture

Best practice Assessment Improvement Actions Culture change example

it it important?

What is it it and why is important? Best practice Assessment13:30 HSE Culture - Improvement Actions Culture change example Key Questions to be answered in this session:

– What is HSE culture and why is it important?

– What is good practice?

– How do I assess it and improve it? ADL/NPC/20365/mod1_060_Workbook.ppt

Group Exercise:

Assessing HSE

Management Arrangements

Group Exercise: Assessing HSE Management Arrangements

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Strategic HSE Management Workbook Processes Stakeholders

ADL/NPC/20365/mod1_060_Workbook.ppt

SAFETY CULTURE

What is it and why is it important? • Many companies have found that having good technical and

management systems is not enough to achieve sustainable

improvement

• Poor or inappropriate ‘safety culture’ has long been recognized

as a key cause of major catastrophes (Chernobyl, three mile

island , piper Alpha etc) «Safety culture» expression has

developed after Chernobyl Accident mostly.

• HSE culture is concerned with ‘what really goes on around here’.

The UK’s Health and Safety Commission has established a

useful definition

• “The safety culture of an organization is the product of the individual and group values, attitudes, perceptions, competencies and patterns of behavior that determine the commitment to, and the style and proficiency of, an organization's health and safety management”

• We need to understand values, attitudes, perceptions, competencies and behaviors, values, attitudes and perceptions can be thought of as driving individual behavior through a series of layers

59 ADL/NPC/20365/mod1_060_Workbook.ppt

Pro ce d ur

es !

M a nua ls!

Codes!

Drowning in Paperwork Managing

HSE During Change

Doing More with Less

Briefing: HSE Culture – What is it and why is it important? Many companies have found that having good technical and management

systems is not enough to achieve sustainable improvement The ‘We’ve got all the systems in place,

Performance so why isn’t our performance Plateau improving?

‘All the paperwork is there, but we’re not reaching the people actually doing the work.’ ‘Our health, safety and environmental management systems are too inflexible to keep up with our transformation programme. How do we cover the gaps?’

‘Why do I need a staff of 30 to tell my line managers how to manage these issues?’

Is culture the key ?

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Briefing: HSE Culture – What is it and why is it important? Poor or inappropriate ‘safety culture’ has long been recognised as a key

cause of major catastrophes Clapham Junction

It is essential to create a corporate culture in which safety is understood to be and accepted as the number one priority (Lord Cullan - Piper Alpha Disaster)

But it was not merely the errors and omissions of those who were engaged in the work on the day in question which caused the accident. The errors go much wider and higher in the organization than merely to remain at the hands of those who were working that day.

Ref: Hidden Report on Piper Alpha Clapham Junction Accident 1989

F nt e r r e p m bers e geme e of in n m th th t

fault in tha p ents we o n t st b d re

th spon a arded g of e sib m a uilty re il u s F rom th e to it y fo the failu re o f s harin g c o rporate w p to om the b o m anageme nt.

H er al d of “All conce e E r is e rn d e ma na

to th e ju nio r s u e e B o a rd of Dire cto rs d fr om w th e rinten ll e reg r the bott

ease of s lo pp iness ” a s in fected wit h the d is dy

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Briefing: HSE Culture – What is it and why is it important? HSE culture is concerned with ‘what really goes on around here’. The UK’s

Health and Safety Commission has established a useful definition “The safety culture of an organization is the product of the

individual and group values, attitudes, perceptions, competencies and patterns of behavior that determine the commitment to, and the style and proficiency of, an organization's health and safety management” [UK Health & Safety Commission]

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Meaning Examples

Briefing: HSE Culture – What is it and why is it important? We need to understand values, attitudes, perceptions, competencies and behaviours “The HSE culture of an organization is the product of the individual and group

values, attitudes, perceptions , competencies and patterns of behavior that determine the commitment to, and the style and proficiency of, an organization's HSE management”

Values

Parts of belief systems

acknowledged as being important Integrity

Professionalism

No-blame Knowledge What do you know?

Perceptions People’s interpretation of reality “ Management are only

interested in profits”

“We have an excellent HSE management system” Capability Can you achieve the right level of performance?

Attitudes

Positions adopted in relation to

events or activities Pride in work

Carelessness in work

Readiness to bend the rules Competencies Experience Have you done it before?

Meaning Examples

Formal HSE Management Systems and Procedures Behaviour What people do and the way in which they do it Ignoring a warning sign

Following a procedure

Telling-off a subordinate

Reporting a near-miss

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63

Pe

rce

ptio

ns

de i t t tu

A

s l e

Va u

s

Briefing: HSE Culture – What is it and why is it important? Values, attitudes and perceptions can be thought of as driving individual

behavior through a series of layers

The Onion Skin Model The ‘Onion Skin Model’ is a way of thinking about these layers of influence ADL/NPC/20365/mod1_060_Workbook.ppt

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Briefing: HSE Culture – Good Practice Comparison with best practice is often used to provide an initial high-level

assessment of safety culture problems

Perc

eptio

ns

At tit

ud es

l e Va

u s

Your Organisation

Real World e.g. Strengths and weaknesses of current system

Surveys

Model Culture e.g. Onion Skin Model

Analysis

Where you are now?

Where you are now?

Where you Where you

want to be Analysis

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Good practice • The individual comes to the job with his/her own motivation,

interpretative framework and view of the world

• The surrounding workspace, the team environment, direct interactions with line management and work group norms all influence the individuals

behavior

• Each organization will have its own implicit values which determine the way to behave to “get on” within the organizational structure

• The organization and each individual within it will be influenced by the external culture

• Although it cannot be controlled, the external environment can be influenced through campaigning, communication and engagement with external stakeholders

65

Briefing: HSE Culture – Good Practice The individual comes to the job with his/her own motivation, interpretative

framework and view of the world Top performing companies have individuals

with*: • Awareness of risks and safety critical tasks • Willingness to work within rules and procedures • Attitude of responsibility for ones own safety and safety of others • Pride in ones work • Low tolerance of risk • Belief that accidents are preventable *Research on the safety performance of organisations found the following correlating characteristics ADL/NPC/20365/mod1_060_Workbook.ppt

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Briefing: HSE Culture – Good Practice The surrounding workspace, the team environment, direct interactions with

line management and work group norms all influence the individuals behavior Top performing organisations have*: • The feeling of being part of a team • Attitude of looking out for one another • Low tolerance for risk taking / bravery within social work group • Good examples set by line management • Well maintained, safe working environment (good housekeeping) • Unhindered access to PPE and safety equipment • Safety performance incorporated into team goals • Accessible systems in place for reporting hazards / unsafe conditions • Practical appropriate rules and procedures *Research on the safety performance of organisations found the following correlating characteristics

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67

Briefing: HSE Culture – Good Practice Each organization will have its own implicit values which determine the

way to behave to “get on” within the organisational structure Top performing companies have*: • Clear corporate objectives • Pride in organisational membership • High organisational moral • Perceived openness of communications • Trust in management • Perceived management commitment to safety • Absence of blame culture • Supportive organisational structural arrangements • Perceived absence of safety versus procedures conflict • Appropriate training • Effective processes for dealing with safety concerns *Research on the safety performance of organisations found the following correlating characteristics ADL/NPC/20365/mod1_060_Workbook.ppt

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68

Briefing: HSE Culture – Good Practice The organization and each individual within it will be influenced by the external culture • Proactive engagement of external stakeholders e.g.: – Media – Regulator – Customers – etc Although it cannot be controlled, the external environment can be influenced through campaigning, communication and engagement with external stakeholders ADL/NPC/20365/mod1_060_Workbook.ppt

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Assessment organisational level There are several different techniques available to assess cultural systems

• To assess HSE culture we need to examine culture at the organizational level as well as human factors at the workplace/individual levels

• At the Organizational Level, it is useful to uncover the “Unwritten Rules of the Game”

• A good way to uncover Unwritten Rules is to consider What people want, Who can give it to them, and How they can achieve it

• At the Workplace level, HSE culture has a direct influence on intentional unsafe acts, referred to as violations. Errors are less directly affected by

culture and require an alternative approach . . . … therefore we will focus on violations in diagnosing behavior at the workplace


Cultural Systems Systems Systems Approaches Approaches

Values/Attitudes/ Values/Attitudes/ Perception Analysis Perception Analysis

Artefact Audits Artefact Audits

Best Practice Best Practice Comparisons Comparisons

Behaviour Studies Behaviour Studies

Briefing: HSE Culture – Assessment There are several different techniques available to assess cultural systems

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70

Briefing: HSE Culture – Assessment To assess HSE culture we need to examine culture at the organisational

level as well as human factors at the workplace/individual levels Organisational Culture How does the broader organisational culture affect HSE behavior?

Pe

rce

ptio

ns

i t tud At

es V a l u es

Workplace/Individual Human Factors

What are the local

violations?

Workplace/Individual Human Factors What are the local causes of errors and/or violations? ADL/NPC/20365/mod1_060_Workbook.ppt

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improve

approach

goes wrong

imposing more bureaucracy

Written Rule “Safety is an integral part of

performance appraisal” ” Perceived Leadership

Behaviour • • Only react when something goes wrong • • Respond to problems by imposing more bureaucracy

Side Effects • • Comply rather than improve • • Paper-based safety approach Unwritten Rules • • Cover yourself on paper

• • Keep your head down

• • Turn a blind eye

Briefing: HSE Culture Assessment – Organisational Level At the Organisational Level, it is useful to uncover the “Unwritten Rules of the Game”

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Side Effects

Side Effects

Unwritten Rules

Unwritten Rules

EX AM

P LE Money

Non-reporting of LTIs “Cover your

backside”

Line Manager

What? ‘What’ ’ people want

Who? ‘Who’ ’ can give it to them

The conditions which have to be satisfied

How?

‘How’ ’ The conditions which have to be satisfied

Bonus for LTI Performance

Briefing: HSE Culture Assessment – Organisational Level A good way to uncover Unwritten Rules is to consider What people want, Who can give it to them, and How they can achieve it

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73

Briefing: HSE Culture Assessment – workplace / individual At the Workplace level, HSE culture has a direct influence on intentional

unsafe acts, referred to as violations. Errors are less directly affected by culture and require an alternative approach . . .

Intentional Violations

• Directly influenced by HSE culture

• Can use concept of unwritten rules to diagnose

U n s a f e A c t

Unintentional Errors

• •

Indirectly influenced by HSE culture Use formal error analysis or

human factors approaches to diagnose … therefore we will focus on violations in diagnosing behavior at the workplace ADL/NPC/20365/mod1_060_Workbook.ppt

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Assessment individual level

• Introducing more discipline or enforcement as a way of reducing violations is often not the answer

• It is useful to consider five motivators for violation and six modifiers that influence the likelihood of violation

• Once motivators and modifiers have been identified, the causes of violations will be much clearer, and possible solutions can be established


Briefing: HSE Culture Assessment – workplace / individual Introducing more discipline or enforcement as a way of reducing violations

is often not the answer

The workers would not follow the rules

The workers would not follow the rules

So management introduced more discipline

So management introduced more discipline follow the rules

But the workers still didn’t follow the rules

Why not? Because often violations

are reasoned responses given the prevailing circumstances, not just wilful disobedience

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Briefing: HSE Culture Assessment – workplace / individual It is useful to consider five motivators for violation and six modifiers that

influence the likelihood of violation

Routine Situational

Exceptional

Optimising

Malicious

Violation Type & Motive Rule considered unnecessary

Rules difficult / / impossible to follow in practice

Unusual circumstances (e.g. emergency)

Personal benefits (e.g. making life easier)

Due to conflict (rare in practice)

Behavioral Modifiers 1. Perception of risk

2. Chance of detection

3. Working discipline

4. Reward for safe practice

5. Accountability 6. Supervision

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76

Briefing: HSE Culture Assessment – workplace / individual Once motivators and modifiers have been identified, the causes of

violations will be much clearer, and possible solutions can be established

Likely Areas for Action

detection

procedures

Likely Areas for Action • • Awareness campaigns

• • Increased monitoring / / detection • • More effective disciplinary procedures ADL/NPC/20365/mod1_060_Workbook.ppt

Driving over the speed limit on a motorway

Motivators • • Routine (driver has at some point decided the rule is unnecessary) – – cars are safer – – belief in own ability to drive at speed higher than limit

Modifiers • • Poor perception of risk • • Low chance of detection

EX AM

P LE

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Improvement Actions

• Experience has revealed ten important areas for action towards achieving a good HSE Culture

• To be successful, a culture change program must be led by a well respected, senior team and should follow a well defined plan

• It is difficult to ‘push’ new attitudes, beliefs and behavior

directly. Planning for culture change aims to exert cultural influence by means of ‘pull’ from required results and actions

(Just like pulling vermicelli by fork at vermicelli soup)


Experience has revealed ten important areas for action towards achieving a good HSE Culture

1. 2. 3. 4. 5. 6. 7. 8. 9.

Create leadership and shared values Demonstrate commitment through actions Create shared responsibility for HSE Develop an open reporting culture Train for competence and confidence Communicate the right message Align incentives with desired behaviors Optimise bureaucracy: balance empowerment and control Engage with the external environment

10. Manage your cultural interfaces

Briefing: HSE Culture – Improvement Actions 6

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Onion Skin Model

Onion Skin Model

System

Workplace Individual

• • • •

Belief Values Visions Missions

• Strategies • Policies • Standards • Procedures • Instructions • Guidelines • Systems • Tasks

• Acts • Training

Philosophy

Policy Procedures Practices

Management

Management Levers The 4P’s

Briefing: HSE Culture – Improvement Actions Experience has revealed ten important areas for action towards achieving a good HSE Culture The Four Ps and Levels of Influence Society / External Organisation

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Identify and Plan Implement for Change Quick Wins

Set up Teams, Champions and Steering Group

Plan for Change

Implement Longer Term Actions Monitor and

Review

Training, Coaching and Development

Briefing: HSE Culture – Improvement Actions To be successful, a culture change programme must be led by a well respected, senior team and should follow a well defined plan Implementing Change Illu str ve Engagement, Communication, Feedback

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Results required

Actions required

New attitudes and beliefs

New behavior

‘Pull’ Programmes

Briefing: HSE Culture – Improvement Actions It is difficult to ‘push’ new attitudes, beliefs and behavior directly. Planning for culture change aims to exert cultural influence by means of ‘pull’ from required results and actions ‘Push’ Programmes

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Example 1

• For a petrochemical complex we diagnosed HSE problems associated with downsizing

• Pride still existed in working at the plant… but not for the corporation. Strong team work existed but there was resistance to HSE initiatives

• The client informed us that they had made very significant improvements in HSE performance at the plant we covered

The site achieved seven years without a lost time injury. They also highlighted other major benefits in improvement of relations between operational staff and the management team


Briefing: HSE Culture Change Example 1 – Petrochemical complex For a petrochemical complex we diagnosed HSE problems associated with

downsizing

Cover up mistakes Grow procedures/visible aspects of job

Triggers What conditions need to be met ?

Unwritten Rules

Unintended Side effects

Individual Behavior Motivators What’s important ? M

E Enablers Who’s important ?

T

Keep Your job Motivators M1 Keep your job Raise trivial hazards to clog system Under report unsafe acts

Enablers Supervisors Colleagues

Triggers Performance appraisal TRIR statistics Production Tonnage

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M1 Keep your job M2 Avoid blame M3 Pride in Plant M4 Career M5 (emerging) Money

Modify behavior by re-aligning triggers Workshops to build trust between workforce and senior management Examine handling of incidents to avoid blame culture HSE to count more in senior management career appraisal

Briefing: HSE Culture Change Example 1 – Petrochemical complex Pride still existed in working at the plant… but not for the corporation.

Strong team work existed but there was resistance to HSE initiatives

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ADL project 1994-95

The site achieved seven years without a lost time injury. They also highlighted other major benefits in improvement of relations between operational staff and the management team

Briefing: HSE Culture Change Example 1 – Petrochemical complex The client informed us that they had made very significant improvements in

HSE performance at the plant we covered

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Example 2

• We conducted an appraisal of the cultural and behavioral factors influencing HSE performance offshore

• The dominating factor was the perception of a “blame culture”

which inhibited proactive HSE improvement

• The measures recommended were organized in priority order and implementation planned for the next steps


Briefing: HSE Culture Change Example 2 – International Oil Major We conducted an appraisal of the cultural and behavioural factors

influencing HSE performance offshore

Client wished to : Identify cultural and behavioural factors influencing the HSE performance of its offshore operators and contractors Determine the next steps to remove any barriers to improved HSE performance

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Greater Potential for unsafe acts Written Rule Written Rule

Maintain and improve HSE performance as a high priority Perceived management behavior Respond to problems by stricter procedures Strong reaction against any non compliance You tell us what's wrong, we’ll tell you what to do

Side Effects Side Effects Perceived blame culture Comply rather than improve Despondency & inattention Unwritten Rules Cover your backside with rules Don’t stick head above parapet Keep boss off your back Don’t attract more work Don’t make mistakes Keep yourself and your mates out of trouble

Briefing: HSE Culture Change Example 2 – International Oil Major The dominating factor was the perception of a “blame culture” which

inhibited proactive HSE improvement

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Pr io rit

y

Remove “Blame Culture” Stress employee care

HIGHER Involve employees more in improvement Review paperwork demands Review HSE bonuses LOWER

Short frequent workshops over a long period of time are an effective method of achieving behavioural change Mix of senior, middle managers and supervisors Mix in each workshop Maximum 10-15 persons Use “learning organization” techniques

Briefing: HSE Culture Change Example 2 – International Oil Major The measures recommended were organized in priority order and

implementation planned for the next steps

ruhi oktem 67

https://www.google.com.tr/url?sa=t&rct=j&q=&esrc=s&source=web&cd=2&cad=rja&uact=8&ved=0ahUKEwjgqufxgP_WAhXBCpoKHdbiC9kQtwIIMDAB&url=https%3A%2F%2Fwww.youtube.com%2Fwatch%3Fv%3Da-YkLaFvmo8&usg=AOvVaw06eb5XbQtYH1DdorOUAyig Safety Culture: Common Sense Says, "Don't Walk On By https://www.youtube.com/watch?v=xwsmMue2q18 (This video explains safety culture well !) https://www.google.com.tr/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwipjcvVg__WAhVJKpoKHbvEBwAQyCkIJzAA&url=https%3A%2F%2Fwww.youtube.com%2Fwatch%3Fv%3DHD1e3uc_eQE&usg=AOvVaw1oc9wxLNRlclgIgu1NtYny

A few Videos related to safety culture

https://www.google.com.tr/url?sa=t&rct=j&q=&esrc=s&source=web&cd=2&cad=rja&uact=8&ved=0ahUKEwjgqufxgP_WAhXBCpoKHdbiC9kQtwIIMDAB&url=https://www.youtube.com/watch?v%3Da-YkLaFvmo8&usg=AOvVaw06eb5XbQtYH1DdorOUAyig









https://www.youtube.com/watch?v=xwsmMue2q18



https://www.google.com.tr/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwipjcvVg__WAhVJKpoKHbvEBwAQyCkIJzAA&url=https://www.youtube.com/watch?v%3DHD1e3uc_eQE&usg=AOvVaw1oc9wxLNRlclgIgu1NtYny






DEVELOPMENT OF CONCEPT AND RULES OF BUSINESS HEALTH AND SAFETY IN WORLD AND

TURKEY

Historical Development of Occupational Health and Safety in the World

OHS prior to the industrial revolution:

Production techniques and forms have also changed throughout the production process, beginning with the first human.

The development of stone and soil, the development of mining techniques, the possession of fire, the increasing use of steam power, and the development of work tools and production tools have been significant influences.

Studies to solve the problems brought about by the developments in the working life have been fundamental elements in the development of worker health and work safety.

For this reason, the history of establishing a relationship between work and health depends on ancient times.

Hammurabi Law (The first Law)

• B.C. Babylon in the 2000s Founder of the empire Hammurabi (1819-1950 BC) prepared by Business in Hammurabi Laws Health and Safety there were provisions.

• This law is the first law in the area of Occupational Health and Safety.

Hammurabi Laws • "If a builder fails to build a building and the building collapses,

the contractor will be sentenced to death;

• if the son of the building owner loses his life, the son of the contractor is sentenced to death;

• If the building owner lost his slave's life, the contractor gives the building a slave with the same value.

• If the property of a building owner is damaged as a result of the collapse of a building where the contractor has made a sound build, the contractor will meet all the damage and loss of the building owner as he will build the building again.

• If a wall built without conforming to the building rules of a building is demolished, the contractor has to consolidate that wall to own all the expenses ".

Heredotus and Hippocrates

For the first time, famed historian • Heredotus has mentioned that employees must be fed

with high-energy nutrients in order to be productive. B.C. 370

• Hippocrates (Hippocrates, 466 BC-379 BC) for the first time

to mention the harmful effects of Lead ( Pb) element have identified

• the lead-lid, fatigue, • constipation, • paralysis and • visual disturbances and the findings of Lead in a clear way.

Roman Empire- poisons

• During the Roman Empire toxicology was quite advanced, many herbal poisons, arsenic and sulfide salts of arsenic acid were found.

• Dioscorides, on the other hand, distinguishes between poisonous plants, animal and mineral origin, and this distinction has been used for centuries.

Ramazzini; The father of Occupatinoal Health; magic question: What is your occupation?...

Much later, in feudal societies, there is insufficient information about what kind of work is being done to protect the health and safety of workers.

• At that time, Paracelsus, Acricola and Ramazzini were in important work in solving the health and safety problems of employees, and they contributed to the solution of the problems.

• First time in history the «what is your occupation?» question was asked by Bernardino Ramazzini (1633-1714), In Italy.

• Deep-rooted and contemporary developments in occupational health and safety, the business profession that we can call scientific has emerged, but the continuation of the developments has been in England after the industrial revolution.

The period of industrial revolution OHS:

Working life started with the struggle of man with nature, developed with the • construction of the first tool, • and taking up the soil, • machining the mines, • spinning and spinning, has not undergone a great change over a long

period of human history. The radical changes in the working conditions and methods have begun with technical developments that have deeply influenced the economic and social order and added a new structure. • The industrial revolution, which is the phenomenon of the power of

nature and • the power of organic power to get the machine and • the steam power started in England before the second half of the

From organic power to steam power With the Industrial Revolution,

nature and organic power

such as man, wind, water, animal energy, changed to steam power thus;

the production of small craft, workbenches and workshops has been replaced by factory production equipped with new technical innovations and machines.

• This has caused significant changes in the working environment and conditions, production means and methods.

Coal, iron and steam; family to factory production

• The availability of coal, iron and steam generators in the production process has provided a great deal of energy, which has led to major changes in working conditions.

• There is a growing need for people to work in the production process, where family businesses are replaced by factory production.

• For this reason immigrants have started to migrate from rural regions to cities.

• In these new cities that are not suitable for the housing of large human population in terms of infrastructure requirements, healthy housing and environmental conditions have not been provided, nutritional problems have arisen and epidemic diseases have increased.

Migrating from rural regions to cities

• These adverse effects brought on by society as a result of industrial revolutions have also been seen in working life.

• Workers have been working in factories and mines for 16-18 hours a day under very bad conditions, subject to the effects that could cause job accidents and occupational diseases.

• As the production technique evolves, the speed of the machines has also increased, but no necessary protection measures have been taken.

• In addition, the fact that employees were not trained to use highly developed machines and tools at that time,

• and that they consisted of inexperienced people migrating from the country, also contributed to the increase in job accidents

Children aged 8-10 years and women employed in mining

• In addition to the unhealthy work conditions at the workplace, long working hours have also been a factor in the occupational accidents and occupational diseases reaching large dimensions.

• In the United Kingdom, including women and children, the working time was generally up to 18 hours at the beginning of the nineteenth century.

• The same events have been witnessed in other European countries.

• In this period, children aged 8-10 years and women should be employed in mining operations and factories for 16-18 hours in very poor working conditions, resulting in deaths at young age, increased disabilities and increasing social unrest

After the industrial revolution OHS:

The problems brought about by the qualitative changes in the post-industrial revolutionary work have led to increasing social unrest.

• Long working hours,

• low wages,

• unhealthy and insecure working conditions,

• a large number of children and women have to work in heavy jobs

• everywhere reactions have occurred according to the speed and intensity of the industry

British Parliament decisions:

Work has been concentrated on legislative arrangements and the development of security measures to solve the problems of the industrial revolution.

In this period, British parliament member Antony Ashly Cooper made efforts

• to reduce working hours

• and to enact laws to protect working women and children in mines and factories

• In order to correct working conditions

OHSAS in our time: health monitoring Unions

• Sir John Simon pointed out the need for health monitoring of workplaces and suggested that many poisoning and infectious diseases could be prevented, leading to the necessity of reporting such diseases.

• The similarities of these developments in the UK have also been observed in other European countries.

• Since the nineteenth century, the unions have held various activities in order to prepare the legislation on labor health and work safety and to enforce sanctions in order to ensure that the negative working conditions of the industrial revolution have been corrected.

Social security –insurance ILO

• In the eighteenth century, the social security principles that began to develop in Europe became widespread in the nineteenth century, various insurance institutions were established and insurance for work accidents and occupational diseases started.

• The International Labor Organization (ILO), which started its activities in 1919, has made important work in this respect due to the contributions of the unions in the studies on prevention of occupational diseases and work accidents in the world and in 1946 it became a specialist organization which has signed with the United Nations

Links between Safety –quality- productivity

WHO ILO • The precise presence of links between safety

and quality and accidents and productivity has been accepted.

• The International Labor Organization (ILO) and the World Health Organization (WHO) and many organizations that have collaborated with these organizations have conducted important work in terms of worker health and work safety.

Technological developments; • The production process has also been influenced by the

technological developments that have won the revolution in the century we live in. As a result of these developments, which are described as scientific technological revolution, science has become the power of production itself.

• The first apparent effect of this is that in the production process, the machines of the business more and more fulfill the functions of the working man.

• Now, after this phase, man has begun to be fulfilled by monotone function machines in the production plane. The development of automation, the increasingly intensive use of robots in production, and the ability of computers to make decisions and control functions are concrete statements of these developments

Increase at OHS by scientific revolution and automation

• In contrast to the adverse effects of the developments that started with the industrial revolution on

• working life,

• worker health and

• work security;

the developments provided by the scientific technological revolution have provided enormous opportunities to improve working conditions and prevent occupational accidents and occupational diseases.

The weight of automation *in the process of scientific technological revolutionary production has helped to reduce job losses and occupational diseases.

More and more robots are being used in working environments that are not suitable for human health. The use of robots has become widespread in submarine work, in toxic gas environments or in radioactive

*Has computer engineering got role at this development in your opinion?

ILO and WHO lead to Legislation multidisciplinary scientific area

• This process, which started with legal regulations and scientific studies in order to improve the negative working and health conditions with the contributions of the International Labor Organization and the World Health Organization in particular, has led to the development of a comprehensive and sophisticated business safety legislation.

• The participation of many scientists from the fields of physicians, lawyers, social scientists, technical staff and other specialists in the worker health and work safety activities has developed as a scientific area of worker health and work safety and has found application area.

OHS Development in TURKEY

• Just as in the world, the historical development of

occupational health and safety in our country has gone through similar stages, depending on developments in working life.

• Just as in other countries, legal, medical and technical studies have been carried out in our country on the basis of the level of development of the industrialist in terms of worker health and work safety.

OHS During the Ottoman Empire:

• The period of industrialization in the Ottoman Empire was based on the sixteenth and seventeenth centuries.

• In this period when the empire is strong in the economic direction, it carries small handicrafts, tile making, weaving and shipbuilding weight.

• The nature of shopping in the form of buying goods and selling raw materials from the Western countries did not cause the domestic industry to confront the raw material problems alone in the Ottoman Empire and at the same time gave rise to the decline of the industry.

• It was seen that the first industrial establishments started with the war industry during the II. Mahmut

• Workplaces based on small craft and workshop production in the Ottoman Empire were quite common before the industrial revolution.

• The rules and traditions of the "Guilds« (lonca) have determined the relationships and working conditions between ( esnaf ) artisan employers and those who work as salaried workers, apprentices journeyman and masters in these establishments.

• Apart from this, business life in the country was organized by Mecelle (Ottoman code of civil law)

Guilds- aprentices- journeyman-masters and mecelle (Ottoman code of civil law)

Maadin Nizamnamesi, The second important document after the Tanzimat, has often made important provisions concerning the safety of work:

• The employer must ensure the safety of work by taking the necessary precautions to prevent the occurrence of the work accident.

• Compensation awarded to the victim or to the family by the court will be paid by the employer. The employer will also pay 15-20 gold more if the accident is due to poor management and supervision of the employer or due to the fact that the necessary measures have not been carried out in accordance with the law.

• Every employer in the basin has to work with a qualified physician and have a pharmacy.

Weekly Holiday Law and Code of Obligations

• In order to overcome the problems brought about by the developments in industrialization, many laws, regulations and regulations related to worker health and work safety have been issued during the Republican period.

• After the proclamation of the Republic, the first legal act was the Weekly Holiday Law No. 394 dated 2 January 1924. This law is one of the first positive regulations on occupational health and safety in the Republican period.

• The 332nd article of the Code of Obligations, which entered into force in 1926, brought legal responsibility for the employer arising from work accidents and occupational diseases

3008 -931- 1475 labor laws

• This task was given to the General Directorate of Workers' Health after the establishment of the Ministry of Labor, in order to carry out the work on worker health and work safety from one hand.

• In lieu of Labor Law No. 3008, which can not respond to day-to-day requirements, Labor Law No. 931 was issued in 1967.

• The Labor Law No. 1475 (Labor Law) was enacted in 1971 without any change on the procedural deterioration of the Labor Law No. 931 by the Constitutional Court.

General Directorate of H&S

• Though the International Labor Organization (ILO) has so far accepted and many important decisions on occupational health and safety, Turkey The task of ensuring occupational health and safety in our country was handed over to the Head of Department of Occupational Health in the Ministry of Labor and Social Security established in 1945.

• The Occupational Health and Safety Department was reorganized in 2000 as the General Directorate of Occupational Health and Safety (ISGGM) and strengthened with new duties

Labor Law 4857 and 6331 Occupational Health and Safety Law

• The Ministry of Labor and Social Security is the most important law issued by our state when it is prepared and taken into consideration in 2003 by the provisions of the Labor Law No. 4857, Worker Health and Work Safety.

• Provisions relating to Worker Health and Work Security in the Labor Law are included in Article 77-89 of the Fifth Section of the Law (Occupational Health and Safety Employers 'and Workers' Obligations).

• In 2012 the Ministry of Labor and Social Security prepared 6331 " Occupational Health and Safety Law". (Which will be examined individually)

Documents

Occupational Health and Safety - Ankara Üniversitesi ...comp.eng.ankara.edu.tr/files/2017/11/477-en-SO-1.pdfOccupational Health and Safety Ruhi Öktem A type H&S Expert H&S MSc. Occ