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Workers Memorial Day

We can only estimate the cost of failing to protect workers, latest figures showing that work-related accidents and illnesses take the lives of over 200 000 people and cost the EU at least EUR 476 billion every year - 3.3 % of European GDP. The cost of work-related cancers alone amounts to EUR 119.5 billion.

What is far more certain is how we can reduce these horrific costs. Studies done by EU-OSHA show two key requirements for effective safety and health management:

  • Leadership from management, and
  • Active worker participation

Leadership

When we talk about leadership in occupational safety and health, we identify leaders as being those who promote a positive health and safety culture, lead by example – not ignoring unsafe conditions or unacceptable behaviours, who gain the commitment of senior managers, ensure a culture of openness to hear of problems and solutions, and who ensure that there are sufficient resources (time, money, competent people) to ensure a safe and healthy work environment.

Effective worker participation

There is empirical evidence of an association between the presence of arrangements for worker representation on safety and health and that of safety and health management. This is reinforced by the latest report from the EU OSHA ESENER project on Worker participation in the management of occupational safety and health, which identifies the presence of health and safety management indicators where there is:

  • Employer/management commitment to participatory approaches to OSH;
  • Supportive worker and union organisation inside and outside the establishment; and
  • Well-trained and well-informed worker representatives.

These findings build on the previous ESENER secondary analysis on worker participation in which it was noted that all measures to manage general OSH risks investigated in the survey were ‘more commonly applied where there is general formal representation in place’ and that the existence of OSH policies, management systems and action plans positively correlated with the presence of employee consultation, even after taking account of establishment size. Moreover, the presence of formal representation was associated with better perceptions of the success of measures (such as the impact of OSH policy) to manage OSH risks and argued that the ‘presence (and involvement) of employee representation is clearly a factor in ensuring that such OSH policies and action plans are put into practice’.

How can workers be part of the prevention process?

As the European Trade Union Institute puts it, “systematic participation by workers and workers’ representatives at all stages of risk assessment ensures that all risks will be properly considered and makes it easier to draw up a workable prevention plan”.

In other words, to find out about the hazards and risks present in the workplace, it is essential to ask those doing the job! Furthermore, those workers need also to be consulted about the best way to eliminate or mitigate those hazards and risks. Too often, expensive “solutions” that do not work are put in place – because no-one has talked to those who have to use them. In particular, it is not possible to put in place measures to prevent psychosocial risks without good worker engagement. Dealing with sensitive topics such as harassment, violence from clients, or work-related stress needs a participative, consultative approach.

In one example highlighted by EU OSHA during their 2014-2015 campaign on work-related stress a regional housing body in the United Kingdom worked with the union representatives to identify causes of work-related stress and then to develop a pro-active stress prevention policy and well-being at work approach. The result was not only a more aware, better trained and informed staff, but an award for the company!

More information can be found at the web sections:

Leadership and worker participation and Psychosocial risks and stress

 

Pregled uspešnih pobud za primerjalne analize varnosti in zdravja pri delu

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Report - EU-OSHA review of successful Occupational Safety and Health benchmarking initiatives

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Podjetniška strategija in delovni programi

Delovni programi temeljijo na poslovni strategiji agencije EU-OSHA.

Priprava dolgoročne strategije

Trenutna podjetniška strategija pokriva obdobje 2018–2023, v njej pa je opredeljenih šest prednostnih področij:

  1. Predvidevanje sprememb – z izvajanjem naših projektov predvidevanja
  2. Dejstva in podatki – zbiranje in širjenje informacij za raziskovalce in oblikovalce politik z Evropsko raziskavo podjetij o novih in nastajajočih tveganjih (ESENER) ter pregledi VZD
  3. Orodja za upravljanje VZD – predvsem z orodjem OiRA
  4. Ozaveščanje o VZD – zlasti s kampanjami Zdravo delovno okolje in drugimi dejavnostmi ozaveščanja
  5. Mreženje znanja – zlasti z razvojem spletne enciklopedije OSHwiki
  6. Mreženje

Za več informacij si prenesite strategijo agencije EU-OSHA za obdobje 2018–2023, ki je usklajena s strateškim okvirom Evropske komisije za varnost in zdravje pri delu za obdobje 2014–2020 in sporočilom Evropske komisije o posodobitvi varnosti in zdravja pri delu, ki je bilo objavljeno januarja 2017.

Načrti za prihodnje leto

Direktor agencije EU-OSHA vsako leto pripravi programski dokument, ki ga sprejme upravni odbor. V njem je določen tekoči triletni program agencije, podrobno pa so navedene tudi dejavnosti, ki jih je treba izvesti, in cilji, ki jih je treba doseči, zlasti za naslednje leto.

V programskem dokumentu so jasno določeni prednostne naloge in cilji za zagotovitev, da bi agencija čim bolje izkoristila svoja sredstva in mrežo. Nekatera pomembna področja dejavnosti so: predvidevanje sprememb, ozaveščanje ter dejstva in podatki o tematikah, povezanih z varnostjo in zdravjem pri delu.

Letne načrte upravljanja za pretekla leta si lahko ogledate na naši strani s publikacijami, kjer si lahko preberete tudi naša letna poročila in letna poročila o dejavnostih ter ugotovite, kako uspešni smo bili.

Sorodni viri

Sorodne publikacije

Vodstvo in sodelovanje delavcev

Leadership and workers participation. Conductor leading a concert

Močno, učinkovito in prepoznavno vodstvo je ključno za dobro varnost in zdravje na delovnem mestu. Posledično pa je visoka raven varnosti in zdravja ključna za uspeh podjetja.

Varstvo zaposlenih pred nezgodami in boleznimi ni zgolj zakonska in etična dolžnost; je tudi pokazatelj podjetja, ki bo verjetno raslo in bo uspešno.

Zmanjševanje tveganja od zgoraj navzdol

Vodje podjetij, tj. višje vodstvo, direktorji in/ali upravni odbor, lahko preprečijo nezgode in bolezni na delovnem mestu. To lahko storijo tako, da:

  • se zavežejo učinkoviti strategiji upravljanja varnosti in zdravja pri delu in z njo seznanjajo druge;
  • razvijejo zanesljive sisteme upravljanja varnosti in zdravja pri delu;
  • spremljajo delovanje navedenih sistemov;
  • vedno upoštevajo vse varnostne postopke in s tem dajejo dober zgled;
  • spodbudijo osebje k sodelovanju pri zagotavljanju dobrih rezultatov na področju varnosti in zdravja.

Odgovornost v primeru slabega vodenja

Neučinkovito ali neobstoječe vodenje na področju varnosti in zdravja pri delu lahko pripelje do nezgod ali celo smrtnih primerov ter slabega duševnega in telesnega zdravja med delavci. Škoduje lahko ugledu podjetja. Slabo vodenje lahko dejansko povzroči znatne finančne stroške, na primer zaradi bolniških dni, izgubljenega časa in plačil odškodnin.

Dobro vodstvo na področju varnosti in zdravja pri delu na drugi strani:

  • preprečuje nezgode in bolezni;
  • poveča produktivnost in učinkovitost;
  • poveča zavzetost zaposlenih;
  • podjetjem pomaga pridobiti nova naročila in privabiti visoko kakovostne delavce.

Prevzemanje vodilne vloge na področju varnosti in zdravja

Sprejmete lahko nekaj enostavnih ukrepov, če želite, da bo imela vaša organizacija koristi od dobrega vodenja na področju varnosti in zdravja pri delu. Tukaj je nekaj praktičnih nasvetov, ki temeljijo na vodniku, ki ga je pripravil izvršilni organ Združenega kraljestva za varnost in zdravje (British Health and Safety Executive):

  • izvajajte redne ocene tveganja in na podlagi rezultatov ukrepajte;
  • vedno upoštevajte posledice, ki jih lahko imata zaposlitev novih delavcev ter uvedba novih postopkov in delovnih metod za varnost in zdravje;
  • prepoznavno vodenje je učinkovito vodenje. Poskrbite za to, da vodje redno obiskujejo „proizvodne prostore“ vaše organizacije ter se z zaposlenimi pogovarjajo o problemih in rešitvah, povezanih z varnostjo in zdravjem pri delu;
  • pokažite zavezanost tako, da uvrstite vprašanja varnosti in zdravja vedno na dnevni red sej upravnega odbora;
  • vsem vodjem zagotovite usposabljanje na področju varnosti in zdravja, s čimer spodbudite večjo ozaveščenost o pomenu varnosti in zdravja pri delu.

Z roko v roki – vključevanje zaposlenih

Eden ključnih dejavnikov za dobro vodenje na področju varnosti in zdravja pri delu je vključevanje delavcev. Delodajalci imajo zakonsko dolžnost, da se z zaposlenimi posvetujejo o vprašanjih varnosti in zdravja. Vendar boste imeli veliko koristi, če boste naredili več, kot to določajo minimalne zahteve. Upravljanje varnosti in zdravja pri delu bo imelo večje možnosti za uspeh, če bo spodbujalo aktivno sodelovanje delavcev in vzpostavilo dialog med zaposlenimi in vodstvom.

Agencija EU-OSHA je leta 2012 začela dvoletno kampanjo na to temo z naslovom Kampanja za zdravo delovno okolje 2012–2013, Partnerstvo za preprečevanje tveganj.

Kampanja se je zaključila z dogodkom, na katerem so partnerji primerjali in izmenjali primere dobrih praks, ter delavnicama z naslovom „Usposabljanje vodstva“ in „Kultura varnosti in zdravja v organizaciji“. Preberite zbirno poročilo o dogodku.

Posebni članki OSHwiki

Commitment and leadership as key occupational health and safety principles

Julia Flintrop, The Cooperation Centre (Kooperationsstelle), Hamburg

Leadership strikes to reach goals. Leadership can be described as the goal-oriented design of working conditions. In this process, different tasks of leadership can be distinguished: leadership regarding tasks, organisation and control; and leadership related to social aspects and other resources within the company. Zimber differentiates between the reduction of existing work load due to organisational and environmental aspects and the enhancement of resources. Bad leadership can result to occupational safety and health risks that can lead to work accidents. However, there is also evidence that leadership behaviour is associated with sick leave and employees´ wellbeing. It has been shown that the number of staff getting ill also depends on the manager. When managers are transferred to another unit, the average sick leave of the staff the manager is responsible for does not change even if the staff has changed.

Preberite celoten članek v spletni enciklopediji OSHwiki

The importance of good leadership in occupational safety and health

Julia Flintrop, The Cooperation Centre (Kooperationsstelle), Hamburg

Managers are key persons in an enterprise to design and improve the working conditions and thus influence the health of subordinates. They plan, lead, coordinate and control work organisation and work activities. They also have a large impact on general working demands, control and social support, which are known to strongly influence employee health. Accordingly they are the ones primarily influencing working conditions and deciding on changes in the workplace and work environment. All these aspects contribute to determining the level of safety and health at work.

Preberite celoten članek v spletni enciklopediji OSHwiki

E-fact 78: Involving young workers in OSH

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