Professional Documents
Culture Documents
1.6 Safety Culture
1.6 Safety Culture
(DOSH)
INCULCATING
SAFETY CULTURE
VISION
TO BE A LEADER OF OCCUPATIONAL SAFETY AND HEALTH
MISSION
TO ENSURE SAFETY AND HEALTH AT WORK
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.
INCULCATING
SAFETY CULTURE
CONTENTS
What is safety culture
Status
Indicators
Strategies
Challenges
Impact
INCULCATING SAFETY
CULTURE
CHALLENGES
Impact of
Safety Culture
Historical Context
The term safety culture appeared first in a report on the 1986
Chernobyl Disaster
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 culture
was 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; Pidgeon
1998), 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).
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
Safety culture:
the product of multiple interactions between people (psychological), jobs
(behavioural) and the organization (situational) in the field of
occupational safety and health
Safety Culture
Definition
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Individuals commitment
Managers commitment
Policy commitment
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Questioning
Attitude
Definition of
Responsibilities
Individuals
Commitment
Definition and
Control of
Safety Practices
Qualification
and Training
Rewards and
Sanction
Rigorous and
Prudent
Approach
Communication
Managers
Commitment
Policy Level
Commitment
Statement of
Safety Policy
Management
Structures
Resources
Audit, Review
and Comparison
Self-Regulation
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Attitude Components
Awareness
Competence
and Safe
Behavior
Responsibility and
Control
INDIVIDUAL
Leadership
and
Support
Reinforcement and
Support from Safety
Management Process
EXTERNAL ENVIRONMENT
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Safety is a value
System thinking
Adequate training and
collective approach
Professionalism and
very supportive
Confident in emergencies
Proactive risk
identification
Continual improvement
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STATUS
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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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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
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Supporting Agency
1. Department of
Occupational Safety and
Health (DOSH)
1. Ministry of Health
2. Department of Labor
3. Social Security Organization
(SOCSO)
4. NGOs
NCOSH, MOHR
Competent Firm
Training Provider
1. National Institute of
Occupational Safety and
Health (NIOSH)
2. Construction Industry
Development Board Malaysia
3. Higher Learning Institutions
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Collective bargaining
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INDICATORS
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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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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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STRATEGIES
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Strategic Enforcement
DOSH has been enforcing legislations pertaining to OSH in Malaysia to
ensure safety, health and welfare of workers.
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DOSH STRATEGY
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CHALLENGES
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CHALLENGES
EMERGING ISSUE
ASBESTOS
AGEING POPULATION
SOCIAL MEDIA
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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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