Western Mindanao State University

College of Engineering and Technology

Department of Industrial Engineering
Normal Road, Baliwasan, Zamboanga City

BES 133
BASIC OCCUPATIONAL SAFETY AND HEALTHY
Written Summary Report

Submitted to:
Engr. Evelyn Angeles

Submitted by:
Ahmad, Merhan T.
Alegarbes, Jaya C.
Almonia, Evith B.
Baguasan, Almiko John H.
BSIE-3

October 04, 2020

 Capacity Building for Occupational Safety and Health
About 40 million people across the world are living with HIV; 36 million are working-age
adults (ILO, 2006). The vast majority of those infected live in Africa. The ILO estimates that over
70 per cent of them are workers, engaged in both formal and informal economic activities. In this
context, the workplace and its occupational health services can play a vital role in enterprise,
sectoral, national, regional or international efforts to combat HIV/AIDS (and other infectious
diseases such as hepatitis B and tuberculosis) by expanding the provision of treatment, care and
support, as well as promoting preventive measures and protection of the rights of those affected to
continue working without fear of stigma or discrimination.
The code of practice prescribes training the key actors in the world of work on how to
address HIV/AIDS issues as the most essential tool to reduce spread of infection and mitigate its
impact, particularly regarding discrimination and stigma. This training should be targeted at, and
adapted to, each of the different groups being trained: managers, supervisors and personnel
officers; peer educators; and factory/labor inspectors. Innovative approaches should be sought to
meet the costs of training.

Training for Managers, Supervisors and Personnel Officers

The training of supervisory personnel is an important way of ensuring that they are
appropriately sensitive to the problem and to the needs of infected workers. In addition to
participating in information and education programs that are directed at all workers, supervisory
and managerial personnel should receive training to enable them (Management Health
Organization, n.d.):
• to explain, and respond to questions about, the workplace’s HIV/AIDS policy;
• to help other workers, on the basis of sound information about HIV/ AIDS, to overcome
misconceptions about the spread of infection at the workplace;
• to explain reasonable accommodation options to workers with HIV/ AIDS so as to enable them
to continue to work as long as possible;
• to identify and manage workplace behavior, conduct or practices which discriminate against or
alienate workers with HIV/AIDS;
• to provide advice about the health services and social benefits which are available.

Training for Peer Educators

The training of peer educators selected by workers from their own number is an efficient
and cost-effective way of bringing knowledge and information to the workplace in forms that can
be understood and accepted by workers.
In order to be effective, peer educators should receive specialized training to enable them:
• on the basis of sound information about HIV/AIDS and methods of prevention, to deliver, in
whole or in part, the information and education program to the workforce;
• to be sensitive to race, sexual orientation, gender and culture in developing and delivering
their training;
• to link into and draw from other existing workplace policies, such as those on sexual
harassment or for persons with disabilities in the workplace
• to help their co-workers to identify factors in their lives that lead to increased risk of
infection
• to counsel workers living with HIV/AIDS about coping with their condition and its
implications

Training for factory/labour inspectors

Factory and labor inspectors increasingly play an advisory role in occupational safety and
health, including HIV/AIDS prevention in enterprises. To equip them for this role, they should be
given specialized training on HIV/AIDS prevention and protection strategies at the workplace.
This training should include:
• information on relevant international labour standards, especially the Discrimination
(Employment and Occupation) Convention, 1958 (No. 111), and national laws and regulations;
• how to raise awareness about HIV/AIDS among both workers andmanagement;
• how to incorporate HIV/AIDS topics into their regular OSH briefings and workplace
training;
• how to assist workers to gain access to available benefits (e.g. how to complete benefit
forms) and to exercise other legal rights;
• how to identify violations of, or the failure to protect, workers’ rights in respect of HIV
status;
• skills to collect and analyse data relating to HIV/AIDS in workplaces for epidemiological
or social impact studies when carried out in conformity with the ILO code of practice.
 TRAINING OUTLINE

1. Introduction
The ___________ Training on Capacity building for Occupational health and safety will provide
training to old and new employees on the considerations that need to be taken into account when
evaluating workers with higher risks of infection and other health and safety related issue in the
workplace.

2. List objectives of Training.

• Describe the primary diseases that the exposure control plan covers.
• Explain modes of transmission of HBV and HIV.
• Define the term “Universal Precautions.”
• Define the terms “engineering controls” and “work practice controls” and be familiar with those
used in the workplace.
• List personal protective equipment that may serve as effective barriers to infectious fluids.
• Describe labeling, contaminated waste, and laundry procedures.
• Understand the general requirements of OAR 437, Div 2/Z, Bloodborne Pathogens.

3. Program Requirements. Give an overview of basic exposure control plan elements, and where
employees can obtain a copy.

4. HBV and HIV. Discuss epidemiology, symptoms, and modes of transmission of HBV and HIV.

5. Exposure Determination. Through question/answer discussion, have students determine those tasks that
may result in an exposure incident.

6. Methods of Compliance. Discuss exposure controls and work practice controls. Have students give
examples of each where they work.

7. Personal Protective Equipment. Show a video, or present samples of various types of personal
protective equipment and how they form effective barriers to infectious fluids. Demonstrate proper wear,
handling, decontamination, removal and disposal.

8. Post Exposure Procedures. Explain specific emergency procedure if an exposure incident occurs.
Include notification, evaluation and follow-up procedures.

9. HBV Vaccine Information. Explain how effective and safe HBV vaccinations are, and the benefits of
being vaccinated. Emphasize that the vaccinations are free to employees.

10. Question and Answer Period. Ensure an expert source is available to answer questions employees may
have regarding any part of the exposure control plan or HBV/HIV disease.

11. Conclusion. Administer and review post-training test with students. (Tests need not be graded, but
should serve as a tool to determine if a review is necessary)
ORGANIZATIONAL CHART FOR OSH POSTS
 DEVELOPING KPIs FOR OSH ASSESSMENT

What is KPIS?
Key Performance Indicators
• Businesses use key performance indicators (KPIs) to measure progress toward specific health
and safety goals or simply to monitor trends associated with corporate and facility activities or
special projects. ... They are viewed as proactive measurements.

What are key performance indicators in health and safety?

• Health and Safety KPIs are measurable values used by Health and Safety Teams to track and
determine their progress on specific business objectives. These KPIs help determine how well
H&S Teams are performing.

What is KPI assessment?

• Assessment techniques provide the mechanism for measuring and evaluating the defined factors
to evaluate progress or impact. KPI is a measure used to define and evaluate how successful an
organization is. Typically is expressed in terms of making progress towards its long-term
organizational goals.

What are examples of KPIs?

Examples of Sales KPIs
• Number of New Contracts Signed Per Period.
• Dollar Value for New Contracts Signed Per Period.
• Number of Engaged Qualified Leads in Sales Funnel.
• Hours of Resources Spent on Sales Follow Up.
• Average Time for Conversion.
• Net Sales – Dollar or Percentage Growth.

DEVELOPING KPIS IN OSH ASSESSMENT PROBLEM

The problem addressed

Many studies on OSH management system (MS) performance have revealed that although
these systems have been implemented worldwide since the mid-1980s, and despite optimistic
expectations for their positive impact on improving the working conditions, no conclusive
evidence has been found that these systems are effective in terms of reducing the number of
occupational accidents and diseases. Furthermore, objections have been raised recently to the
performance of OSH MSs being implemented in order to obtain a certificate of conformity. For
example according to the recent report of ETUI OSH MS certificate does not guarantee good OSH
results, and in practice it is unlikely that certified enterprises provide better working conditions as
compared to other ones. Some scholars call straight out for the re-conceptualization of the role of
OSH MS audits, and even for these audits to be deprived of the function of OSH MS evaluation,
since the main focus should be on the improvement of working conditions, and not on auditing the
system. Therefore, this state of affairs calls for a revision of current approaches to OSH MS
evaluation, as new resilience-based concepts and methods are needed, with a particular focus on
the measurement and genuine improvement of system operational performance.

Keywords: OSH management system

Research questions
The literature on tools for the measurement of OSH MS performance shows that these tools
are usually characterized by relatively large numbers of leading indicators (PPIs), from more than
180 to almost 500. Recent studies carried out by CIOP-PIB allowed to define ca. 150 indicators
assigned in subsets to individual OSH MS components. With regard to OSH training the following
5 exemplary PPIs were identified:
1.% of workers subject of initial OSH instructing or training;
2.% of workers participating in OSH courses;
3.% of managers participating in OSH courses,
4.% of training hours performed on OSH courses,
5. no.of hours for OSH training per person.

And with regard to the Risk control measures component it was possible to propose 7 PPIs:
1) % of workers informed on risks and risk control measures; 2) no. of risk control actions
implemented; 3) no. of workers with risk reduced by means of collective protective equipment; 4)
no. of workers with risk reduced by means of PPE; 5) % of reduction of PPE applications in
relation to other types of risk controls; 6) mean time from hazard identification to introduction of
risk control measures; and 7) no. of PPE items inspected for their appropriate selection for
identified risks. For other OSH MS components the number of respective PPIs varied from 4 to 9.

Practical application of such complex performance measurement systems in enterprises is

difficult since it involves large investment of time, the need for training and preparing personnel
to perform measurements, a large volume of information to be collected and processed, and an
extensive documentation associated with carrying out the measurement process. Furthermore, with
a large number of PPIs, many of them may be interdependent, since they may possibly be based
on the same data, or be linked in cause and effect relationships. Applying a large number of PPIs
may also be a significant factor preventing dissemination of OSH MSs based on performance
measurement, especially among SMEs. Therefore, it is highly justified to search for such
arrangements for OSH MS performance measurement which comprise a minimum number of
higher-level key performance indicators (KPIs); moreover, the number of those KPIs would need
to be sufficient for proper evaluation of OSH MS status in a given enterprise or a part thereof. In
the case of the proposed project the objective would be to reach the target of ca. 20-30 KPIs.

The model of OSH MS adopted for the project will be elaborated on the basis of combined
specifications of OHSAS 18001 and ILO-OSH 2001 Guidelines. The model will also consider the
contents of OSH MS to be included in future ISO 45001 standard (currently being developed by
the ISO/PC 283).

Where a large number of possible PPIs is available, a decision problem appears which
concerns the selection of KPIs from a given set of PPIs. The problem in question implies the need
for defining the criteria for evaluation and selection of KPIs, and employing a relevant method in
the domain of multi-criteria decision making (MCDM) analysis. For the criteria for evaluation and
selection of KPIs, a set being frequently recommended in the literature, is the set of criteria denoted
by the acronym of SMART, which stands for: Specific, Measurable, Achievable, Relevant, and
Time-bound.

There are numerous MCDM methods that may be applied for the selection of KPIs from a
given set of PPIs. Those most frequently applied and described in the literature include inter alia:
AHP (Analytic Hierarchy Process), ANP (Analytic Network Process), TOPSIS (Technique for
Order Preference by Similarity to Ideal Solution), or ELECTRE (Elimination Et ChoixTradusant
La Réalite). An analysis of the literature indicates that one of the most popular and most widely
applied in practice is the AHP. This method involves determination of various levels of importance
for defined criteria, and subsequently an expert comparison and ranking of decision variants in
relation to those criteria. The AHP analyses can be performed easily with the support of many
available on-line tools, e.g. the Expert Choice, Make it Rational or Transparent Choice. Given the
relatively low level of complexity, the availability of relevant supporting tools, and the possibility
for applying it for solving decision problems in numerous economy sectors and areas of science,
the AHP method has been widely employed in hundreds of documented cases.

Keywords: leading indicators multi-criteria decision-making

Scientific disciplines: chemistry/chemical engineering, computing/information science

Expected outputs
The project will contribute to the genuine improvement of operational performance of OSH
MSs in enterprises in various countries and various sectors of economic activity. The main
categories of stakeholders include: senior managers, safety managers, workers in enterprises,
safety consultants and auditors, authorities dealing with OSH, including labour inspectors, as well
as customers. The use of KPIs will allow company’s managers to respond quickly and effectively
to early indications of irregularities in the operation of OSH MS. This should result, in a longer
perspective, in the decreased number of occupational accident rates and the reduction of other
adverse effects on employees’ safety and health. At the same time project results will contribute
to the decrease of losses associated with poor working conditions, and thus would positively
influence productivity and competitiveness of the enterprises.
Project results will be disseminated and transferred to stakeholders by means of brochures,
scientific publication, training courses provided by partners as well as by and papers presented on
conferences. The results will also be disseminated by international or sectorial guidelines for OSH
MS, which would include the recommended set of KPIs for the measurement of OSH MS
performance.
Keywords: KPI performance management system

Work plan
The project will be divided into 5 main work packages:
WP1: Specification for the KPI-based method and a tool for measuring OSH MS performance;
WP2: Defining initial sets of KPIs for measuring performance of OSH MS components;
WP3: Development of the tool for KPI-based measurement of OSH MS performance;
WP4: Pilot implementation and validation of the tool for OSH MS performance measurement;
WP5: Dissemination and promotion of the project results.

References
Alli, B. O. (2008). Fundamental Principles of Occupational Health and Safety. Switzerland: International
Labour Office.

ILO - CIS Database of Legislative Texts on OSH. (n.d.). Free access to legislative texts and refeferences of
over 140 countries and international organizations. Retrieved from http://www.ilo.org

ILO - International Labour Standards. (n.d.). Access to full texts of ILO Conventions and
Recommendations and related databases. Retrieved from International Labour Standards Web
site: http://www.ilo.org

ILO Programme on HIV/AIDS and the World of Work (ILO/AIDS). (n.d.). Programme on HIV/AIDS and the
World of Work. Retrieved from http://www.ilo.org/aids

Management Health Organization. (n.d.). Free Basic Guide to Leadership and Supervision. Retrieved from
Free Management Library: https://www.managementhelp.org/