Department of Occupational Safety and Health (DOSH)
INCULCATING SAFETY CULTURE
MINISTRY OF HUMAN RESOURCES MALAYSIA
DEPARTMENT OF OCCUPATIONAL SAFETY AND HEALTH MINISTRY OF HUMAN RESOURCES MALAYSIA
VISION TO BE A LEADER OF OCCUPATIONAL SAFETY AND HEALTH
MISSION TO ENSURE SAFETY AND HEALTH AT WORK
Level 2,3&4, Block D3, Parcel D, Federal Government Administrative Centre.
62503. Putrajaya
Preface
In order for occupational safety and health management to be effective, it must be a part of both the formal and informal parts of a company. It must be more than an official program and must be integrated into every aspect of the organizations way of doing business.
The safety culture should start during the hiring process. Safety is a function of behavior. Work performance is a function of behavior. Behavior is a function of attitude. Hire the right people -- people with the right attitude. Therefore, the right behavior is the cornerstone of safety culture.
Management should adopt the safety culture. Divisional and corporate management is held responsible and accountable for both production and safety -- it is in effect one of the same. In short, a safety culture should embrace all aspects of your organizations way of doing business. Safety must become the way of life for all employees at every level of the organization.
Safety culture should be the foundation and framework of OSH program by developing recognition and investigation techniques that determine and correct root causes of accidents and near-misses, educate employees through safety training and establish an accountability system that shows leadership in all aspects of safety.
Dato Ir. Dr. Johari BasriDirector General Department of Occupational Safety and Health Malaysia
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INCULCATING SAFETY CULTURE
CONTENTS What is safety culture Status
Indicators Strategies Challenges Impact
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INCULCATING SAFETY CULTURE
CHALLENGES Impact of
Safety Culture
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ACTIVITIES UNDER OSHA
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WHAT IS SAFETY CULTURE?
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Historical Context The term safety culture appeared first in a report on the 1986 Chernobyl Disaster
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Historical
The beginning of the safety culture period of accident investigation and analysis can be traced back to the nuclear accident at Chernobyl in 1986 in which a poor safety culturewas identified as a factor contributing to the accident by both the International Atomic Energy Agency and the Organization for Economic Cooperation and Development Nuclear Agency (Cox and Flin 1998; Mearns and Flin 1999; Pidgeon 1998).
Since then, safety culture has been discussed in other major accident inquiries and analyses of system failures, such as the Kings Cross underground fire in London and the Piper Alpha oil platform explosion in the North Sea (Cox and Flin 1998; Pidgeon1998), as well as the crash of Continental Express Flight 2574 (Meshkati 1997), the Columbia Space Shuttle accident (CAIB 2003), and the explosion at the British Petroleum refinery in Texas City (CSB 2005).
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Safety:
Measures and practices undertaken to prevent and minimize the risk of loss of life, injury and damage to property and environment
Culture: Way of life, the customs, beliefs and attitudes that people in a particular group or organization share
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Safety culture:
the product of multiple interactions between people (psychological), jobs (behavioural) and the organization (situational) in the field of occupational safety and health
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Safety Culture Definition
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. 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 organizations safety and health management. (Cooper 2000)
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Safety culture model Level of safety culture is influenced by three main Independent variables namely:
Individuals commitment Managers commitment Policy commitment
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ILO Safety Culture Model
Safety Culture
Questioning Attitude
Definition of Rigorous and Responsibilities Individuals Prudent Commitment Approach
Definition and Control of
Communication Safety Practices
Managers Qualification Commitment and Training Statement of Safety Policy
Rewards and Management Sanction Policy Level Structures
Commitment Resources Audit, Review
and Comparison
Self-Regulation
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Model illustrates the essence of a system based model of culture. It shows how individual safety awareness can be promoted within theimmediate work group. This awareness, and the work group sub-culture, shapes individual safety beliefs, attitudes and perceptions of responsibility and control. This, in turn, drives the individuals behavior, which is either sanctioned or reinforced (or supported) by the safety management process.
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HSE: SYSTEM MODEL OF SAFETY CULTURE
Attitude Components
Competence and Safe Behavior
Responsibility and ControlAwareness
INDIVIDUAL
Leadership and
Support
Reinforcement and Support from Safety
Management Process
EXTERNAL ENVIRONMENT
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Safety Culture: the way forward
1994 - OSHA just started 1994 to 2004 - OSHA after 10 years 2004 to 2014 - OSHA after 20 years Beyond 2020 - Preventive OSH culture
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Safety Culture: the way forward 2020..beyond
Preventive OSH culture
Safety for self & othersSafety for self Safety is a valueSafety is prioritySafety for compliance System thinking
Safety is important Fact findingFaultfinding Inadequate training
Adequate training and
Lack of training Pride in doing thingscollective approach
Objective is not to get right into trouble with
Professionalism and
Inability to deal withauthorities Confident in emergenciesunforeseen emergencies
Poor emergency Safe practices a routinepreparedness and
Continual improvementresponse
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very supportive
Proactive risk identification
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STATUS
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In our country safety culture has been highlighted since the introduction of the Occupational Safety and Health in 1994. Safety culture is the best safety performance indicator that can demonstrate the effectiveness of hazards control to prevent accidents which not only cause injuries, health problems and deaths but also damage to properties and environment.
Safety culture in influenced by an employees and employers perceptions which include attitudes and beliefs regarding safety and the implementation of safety management system.
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MALAYSIA SCENARIO Categories of organizations Multinationals Big companies Medium and small enterprise
The occupational safety and health legislation
Self regulations
National competent bodies with OSH implementation responsibilities
Tripartite role
Recognition and appreciation
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Occupational Safety and Health Act, 1994 (OSHA) is a bless in developing safer and healthier workplace in Malaysia.
However, in many industries, occupational safety and health (OSH) is still at compliance levels, not more than that. Only in few industries that involves with petrochemical or oil and gas are highly committed to OSH but yet still to comply with the requirement oftheir industries, the reality is OSH is still not being our culture.
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OSH Legislative Framework and System Principle Activities
A comprehensive and integrated system of law to deal with the safety and health of
- persons at work, - other persons at work - and the protection of the public
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Legal Framework Legal Requirements : i. Factories and Machinery Act 1967 and 15 Regulations ii. Petroleum (Safety Measures) Act 1984 and iii. Occupational Safety and Health Act 1994 and 7
Regulations and 2 Orders - to promote safety and health awareness, and - establish effective safety organization and
performance through self - regulation schemes
The long term goal of the Act is to create a healthy and safe working culture
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SETTING OSH STANDARDS FOR INDUSTRY TO PROMOTE PREVENTIVE OSH CULTURE
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There are several national competent bodies with occupational safety and health (OSH) implementation responsibilities which includes;
- OSH administration and enforcement - Competent firms - Training provider - Supporting agencies
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National Competent Bodies with OSH Implementation Responsibilities
OSH Administration & Enforcement Supporting Agency
1. Department of 1. Ministry of Health Occupational Safety and 2. Department of Labor Health (DOSH) 3. Social Security Organization
(SOCSO) 4. NGOs
NCOSH, MOHR
Competent Firm Training Provider
Qualified Company/Person for : 1. National Institute of 1. Industrial Safety Occupational Safety and 2. Industrial Hygiene Health (NIOSH) 3. Major Hazard 2. Construction Industry 4. Occupational Health Development Board Malaysia
3. Higher Learning Institutions
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Ministry of Human Resources (MOHR) in delivering the duties to inculcate the safety and health culture in Malaysia adopted the tripartite concept which involve ;
- Government - Employer - Employee
The government is using this platform in formulating the government policy, legislation, and national programs on occupational safety and health in the country.,
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Social Dialogue Diagram : Tripartite Concept
Collective bargaining
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INDICATORS
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Indicators Progression of Safety Culture in Malaysia
In this context indicator progression of safety culture in Malaysia is divided into two main categories namely proactive and reactive indicators.
Commonly used proactive indicators are:
Number of OSH professionals Number of training and promotional programs conducted by
DOSH and NIOSH Research on OSH
Whereas statistics of work related injuries and fatality is been used as reactive indicator.
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OSH Professional
In 2007, they were 26530 OSH professionals registered with DOSH. The specialities of these professionals are varies from handling specific machineries, conducting special occupational health task to managing health and safety in the workplace.
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Training and Promotions
To promote safety culture in Malaysia DOSH actively carried out various types of OSH promotional activities. Number of DOSH promotional activities is increased steadily from 782 in 2004 to 1036 in year 2007.
National Institute of Occupational Safety and Health (NIOSH) is focusing in giving training to employees, OSH professional and management on OSH. Over period of 2004-2007, NIOSH is conducted 6716 series of OSH training and 159000 of participants were trained over that period.
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Research on OSH
Realizing on the importance of conducting research on OSH, currently DOSH in collaboration with OSH professionals and higher learning institutions is conducting various researches on OSH. Findings from these researches will be taken into consideration in making national OSH policy and programs.
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Current OSH Research
O OSH Profile Report
O Formulate National OSH Policy
O Female Sprayer Chemical Handling O Ergonomic Issues on VDU O Study on Impact of OSH Legislation O Determination of PEL for Chemical Hazardous
to Health
O Ergonomic Issue on Back Pain Injury
O Measuring Safety and Health Culture Related to Rate of Accident
O Exposure to Organic Solvent
O Evaluation of Local Exhaust Ventilation System
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Work related injuries and fatalities
Rate of reported work related injuries in this country reduce significantly from 13 per 1000 workers in 1996 to 6.1 per 1000 workers in 2007. However after showing of steady reduction of work related fatality rate from 15.5 per 100000 workers in 1996 to 9.5 per 100000 workers in 2002, rate of work related fatality increased steadily to 12.9 per 100000 workers in 2004 before marginally reduced to 12.4 per 100000 workers in 2007. The increased rate of work related fatality in this country over period of 2002-2005 cause concerned to the government.
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STRATEGIES
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STRATEGIES TO INCULCATE SAFETY CULTURE
Development of regulations and standards Legislations, standards, policies, codes of practices and guidelines pertaining to occupational safety, health and welfare are regularly reviewed via tripartite process.
Strategic Enforcement DOSH has been enforcing legislations pertaining to OSH in Malaysia to ensure safety, health and welfare of workers.
Increasing the number of OSH practitioners DOSH has been accrediting and registering individual for their competency in specific fields.
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DOSH STRATEGY
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OSH : The way forward
OSH ownership- Dosh 2005-2010
Self regulation- DOSH 2011-2015 Preventive
OSH culture- DOSH 2016-2020
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OSH : the way forward.
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CHALLENGES
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There are three main categories of industries in Malaysia, multinational enterprise and big corporations (MNE), small and medium enterprise (SME) and self employed. Generally MNE organizations having higher status of OSH compared with SME and self employed organizations.
Various challenges need to be overcome before preventive OSH culture become parts of daily life.
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CHALLENGES
OSH MANAGEMENT SYSTEM SME AND INFORMAL SECTOR
NEW TECHNOLOGIES NANO
EMERGING ISSUE ASBESTOS
AGEING POPULATION
SOCIAL MEDIA
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Impact of Safety Culture
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Impact of Safety Culture
The existence of safety culture in the organization can contribute to profit by minimizing loss and adding the capital value of an organization. Companies that invest consistently in safety realize positive bottom line results, reduced absenteeism, lower turnover rates, higher productivity, increased employee moral and positive brand image. Study conducted, found that the typical costs associated with accidents include:
Loss of production
Time and costs due to repair plant and equipment Legal costs
Increased insurance premium Medical expenses Absenteeism
Lower moral of employee leading to poor productivity Unsatisfactory employee relations Low level of motivation
Therefore the available evidence indicates that an effective safety culture is an essential element of any business strategy, as it has so many positive effects on other area of business performance.
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Impact of Safety Culture
Quality Better work methods Reduced absenteeism Improved organizational performance Product quality
Reliability Organization structure and processes Reduced human error probabilities Improved of better monitoring and
feedback systems
Competitiveness Lead to development Positively impacts on employees
commitment Loyalty to the organization
Profitability Contribute to profit by minimizing loss Decrease in lost-time accident Reduced compensation cost
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Conclusion
Principle of safety culture, now become more and more popular and being put into practice around the world. Recent experience indicates that the long-term management of safety calls for approaches goes beyond simple adherence to rules and regulations. Continual improvement in the level of safety requires the development of comprehensive safety culture at all level of organization with visible and consistent leadership from senior management.
Actually safety culture cannot be develops over a short period of time. It takes the commitment of all involved and is develops over time. Developing safety culture is long process of change because it involves human, the most intelligent creature and the most difficult to change.
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Acknowledgement
Zabidi Dato Md. Adib
Dr Majahar Abd. Rahman
Ir. Mohd Rosdee Yaacob
Ir. Abdul Aziz Salim
Husdin Che Amat
Nazruddin Mat Ali
Noorazman Soud Noor
Noor Azia Muhammad
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