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Healthy Workplaces Summit 2013. Working together for OSH - successful organisational and individual interventions Rüdiger Trimpop, University of Jena. Topics. When and for whom is participation necessary? Which hazards cant be reduced without participation?

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healthy workplaces summit 2013

Healthy Workplaces Summit 2013

Working together for OSH - successful organisational and individual interventions

Rüdiger Trimpop, University of Jena

topics
Topics
  • When and for whom is participation necessary?
  • Which hazards cant be reduced without participation?
  • Who needs which increased knowledge?
  • What is the perception of leadership?
hierarchy of success and participation
Hierarchyofsuccess and participation!
  • Thereareapproachdifferences in OSH in Europe:
  • Northern Countries:Participation plus Leadership plus Work design
  • Middle Countries: Work design and Control plus Leadership
  • Southern and Eastern Countries: Person centered and Control
  • Comparison Former East vs. West Germany
  • Similarsafetystandards through different approaches
  • Participativeapproach versus technicalapproach
change of hazards and loss time
Change ofHazards and Loss Time

In thepast, themajorfocus was on productionindustrywith a strong emphasis on avoidingworkaccidents.

  • This type ofaccidenthasdroppedsignificantly, partlybecauseofeffective OSH partlybecauseaccident-pronejobshavebeenautomatizedoroutsorced.

Manysuccessful large companieshaveinstalled OSH Management Systems and changedthework design. Successfulsmallcompaniesrely on leadership and safetyadvicefrom outside.

However, thefocusofHealth Promotion and Preservationisshifting!

new threats
New Threats!

The twomajorsourcesfordeadlyaccidents and time loss in many European countries are:

Occupationaltrafficaccidentshave not beenreduced and accountformorethan 50% of all deadlyaccidents. Tendencyrising!

Occupational Stress accountsformanyhealthproblems and isrelatedto 40% oftheloss time forexample in Germany!

These areashavegainedlittleprofitfromthework design approach in accidentpreventionoverthe last years.

occupational traffic safety relevance
Most companies do not address traffic accidents since they happen outside company properties and they feel they have no influence.

Most state and insuranceagenciestreat all trafficaccidentsalikeas an errorofthedriveralone, thusignoringtheoccupationalcomponent, such as time pressure, lack ofsleep,increasedcommuting etc.

Ourdatawith 2000 small and medium sizedcompanysclearlyshowoccupational stress asthemainpredictor, followedbyexposition and distraction!

Occupationaltrafficsafety: relevance
reasons for time loss in germany
Illness (Infections, Backproblems, Cardiovascular) 40%

Accidents (Work) 10%

Psychological factors (Stress, etc.) 40%

Environment (Personal and Family Factors) 10%

Reasonsfor Time Loss in Germany
stressparadox
Leadershippersonnelworks on average 10-15 hoursmore per week but:

Leadershipis on averagelessill and liveslonger!

Onekeydifferenceis- Influence on work and time!

Stressparadox
stress at work
Stress at Work

Study on 147 Mio. workers in the EU (2009):

  • 52% say, theyworkunderhigh time pressure.
  • 33% havenoinfluence on theirworkprocedures.
  • 27% havenoinfluence on theirworkrhythm and breaks
  • 45% havemonotonoustasks,
  • 44% havenojob-rotation,
  • 50% haveshort, repetitive time-relevant tasks
  • 16% reportlittleornosupport through leadership and colleagues
slide15

Take homemessages

First takehomemessage:

RiskAssessments through safetyexperts and employeesdiffersignificantly in relationto stress!

Second take-homemessage

Riskassessmentsfortrafficsafety and psychologicalhealthneedparticipativeapproachessincenobodyelseknowsthedangers on individual trips and whatisperceivedas stress!

slide16
RiskAssessmentsshouldincludeseveralfactors and involvethepeoplethatexperience and taketherisks!

Oneapproachtothatis GUROM (www.gurom.de)GUROM is an adaptive online riskassessmentsfor organisational mobilitythatincludes stress and distraction!Itincudes a Hazard Profile forthe individual, thecompany and suggestionsforpreventivemeasures!

slide17

Most peopleperform a riskassessment and chosetheiractionsaccordingly!

accidents are the result of various interacting factors

Technichal /EnvironmentalFactor

(road, vehicle)

Organisational

Factors

(time pressure, leadership)

PersonalFactors

(riskinclination, experience)

SituationalFactors

(stress, weather, distraction)

AccidentProbability

Accidentsaretheresultofvariousinteractingfactors
gurom has different modules
GUROM has different modules

Modul 1: Commutingtowork

Modul 2: Commutingtoschool

Modul 3: Travellingaspartofthejob

Trucks, Taxis, Sales, Police, Fire-department, etc.

Modul 4: Mobility withinthecompanyfork-lifts, bicycles, foot, trains

Modul 5: Private mobility

  • www.GUROM.de
people get feedback about their hazards in a profil companies get it anonymous
People getfeedbackabouttheirhazards in a profilcompaniesgetitanonymous

1

5

Your Value

Yourcompany / orpopulationaverage

and suggestionsforinterventionsfromour 600-Intervention database

1,5

3,7

3,2

slide21

All driverassistancetechniquesdrawunwantedbehaviouraladaptations

(risk-compensation)

slide23

Effectivemeasuresagainstoccupationaltrafficaccidents

Gregersen, et al.(1996) examined 4000 driversoftheswedishTelekom, 1000 per interventionfor 1 year

Accidentreduction in %

Media only + 3%

Lecture on thejob - 2%

Psych/educ. driver-training-31%

Traffic safetycircle-56%

traffic safety circles
Main Assumption: Usetheknowledgeoftheworkers/driverstoachievesafety!

Circle participantsmakesuggestionstoreduceexposure, stress and distractions! The verticlecircleuptotheheadofthecompanydecides and performsthechanges.

Leadership Circle

Vertical

Circle

Worker Circle

Traffic safetycircles
traffic safety circles1
ExamplesofStructuralChanges:

Reduced km when on duty through change in workprocedures

Reduced telephoning on theroad through reroutingofwork

Reduceddrivinghours through changeofresponsibilityforassets

Less time pressure through changedleadershipbehaviour

Standardisedload-check and carimprovements

Traffic Safety Circles
slide26

Somebehaviouralresultsfromdrivingobservations

(Data from13 companies, Projekt run through DVR)

Controlgroup (dottedline) hasnochangeorincrease in drivingerrors

Circle Group has a significantdecrease in observeddrivingerrors

slide27

Someattidudinalresultsfromtrafficsafetycircles

(13 Companies, dottedlines: comparisongroup; straightlines: circlegroups)

Controlgroup (dottedline) hasnochangeorincrease in risk-inclination

Circle Group has a significantdecrease in riskinclination

slide28
289 Items for 5 generalfactors, leaders, work-councils, and medicaldoctorsfrom 400 companieswereusedformatchedvalidation

External Factors

General Corporate Conditions

Person

Activity

Effectiveness

slide29

Timeline of the study

analysis/ documentation

preparation/ test

first surveybasic study

1st follow-up surveybasic study

2nd follow-up surveybasic study

in-depth & validation study

3rd follow-up survey

Short versions of the basic study & the in-depth & validation study

in-depth & validation study

as per May 2006

fields of acitivity
Fields ofacitivity

Exploratory Factor analysis (EFA) with varimax rotation. Explained variance: 48%

fields of effectiveness
Fields ofeffectiveness

Exploratory Factor analysis (EFA) with varimax rotation. Explained variance: 48%

access to top leadership is the key to success
Access to TOP-Leadershipisthekeytosuccess

Ifthereislessaccesstoleadership (darkerblue),

effectivenessisreduced

economic usefulness of human centered work design and safety culture ranked by 400 leaders
EconomicUsefulnessof human-centeredwork design and safetyculturerankedby 400 leaders

p<.001,

slide36

Take homemessages

Third takehomemessage:

Psychological factorsarecurrently not addressedwith professional competence in mostcompanies!

Fourthtake-homemessage

Thereis a large numberofevaluated and successfulinterventions in Europe thatarebased on participation and haveproventoreduceaccidents and illnesses!

conclusions
Conclusions
  • Participation in many modern areas of OSH is absolutely essential for success

Human centered work design is recognized by leadership as economically useful, in spite of contradicting behaviour

Ifwecoordinate, cooperate and participate in ourexpertises, wecan handle evencomplexsystems!

slide40

Thankyouforyourattention!

ruediger.trimpop@uni-jena.de