Seminiar Presentations Test 3

Front 1

Early and Safe Return to Work Stats

Back 1

- Statistically, it is estimated that 95% of people who are off the job for six or more months do not return to their old job
- In the province of Ontario, benefit payments in the year of 2013 amounted to $2518 million

Front 2

Return to work process

Back 2

1. Gather details and assess the situation
2. Consult with health and medical specialists
3. Consult with union representatives
4. Review accommodation option with stakeholders
5. Implement accommodation measures

Front 3

Workplace accommodations

Back 3

- Light duty work: work that is less demanding than employee’s previous role.
- Gradual work exposure: job demands slowly increase until the worker is able to perform the full requirement of their job pre-injury.
- Work trials: employees return to work on a trial basis to evaluate their ability to withstand demands of the workplace.
- Supported and sheltered work: modified work accommodations designed to help those with permanent disabilities who require substantial support to return to work.

Front 4

Light duty work:

Back 4

work that is less demanding than employee’s previous role.

Front 5

Supported and sheltered work:

Back 5

modified work accommodations designed to help those with permanent disabilities who require substantial support to return to work.

Front 6

Gradual work exposure:

Back 6

job demands slowly increase until the worker is able to perform the full requirement of their job pre-injury.

Front 7

Work trials:

Back 7

employees return to work on a trial basis to evaluate their ability to withstand demands of the workplace.

Front 8

Key stakeholders

Back 8

- injured/ill workers
- employer/supervisor
- unions
- healthcare and insurance providers
- return to work co-ordinator
- government

Front 9

Barriers

Back 9

- slow paper work process
- inaccurate reporting
- retraining programs
- physiological factors
- job insecurity
- negative stigma
mis-understandings

Front 10

Sources of workplace stress

Back 10

- workload and work pace
- inter-relations with co-workers
- role stressors such as conflict, ambiguity, and inter-role conflict

Front 11

Symptoms of workplace stress

Back 11

social/emotional
- over or under eating
- angry outbursts
- social withdrawal
physical
- headaches
- muscle pain or tension
- chest pain
mental
- anxiety
- restlessness
- lack of motivation or focus

Front 12

Stress management programs

Back 12

Cognitive-behavioural training
- designed to teach employees to evaluate beliefs more reasonably/realistically
- reduces threat presented
Relaxation training
- techniques to reduce levels of psychological arousal and muscle tension

Front 13

What can employers do for stress management?

Back 13

- combine cognitive-behavioural and relaxation training
- assess working environment for risk of stress by examining pressures at work
- hold regular team meetings to clarify role expectations and work load

Front 14

Behaviour based safety:

Back 14

focus attention on worker’s behaviour and is a technique for modifying behaviour of workers to make them work safely.

Front 15

Three theories that are incorporated into BBS:

Back 15

Reinforcement theory
- people look for support and remember actions that result in positive feedback from others
Goal setting
- a process that starts with careful consideration of what is to be achieved and ends with working hard to achieve the goals
Self-Determination theory
- recognizes that people can be motivated by a variety of things, focusing on intrinsic and extrinsic motivation

Front 16

Reinforcement theory

Back 16

- people look for support and remember actions that result in positive feedback from others

Front 17

Goal setting

Back 17

- a process that starts with careful consideration of what is to be achieved and ends with working hard to achieve the goals

Front 18

Self-Determination theory

Back 18

- recognizes that people can be motivated by a variety of things, focusing on intrinsic and extrinsic motivation

Front 19

Five parts of goal setting:

Back 19

1. Set goals that motivate you.
2. Set SMART goals.
3. Write down your goals.
4. Make an action plan.
5. Stick to it.

Front 20

Necessary components of safety performance:

Back 20

Ability X Motivation X Opportunity

Front 21

ABC Model - parts

Back 21

Front 22

ABC Model

Back 22

Three parts influence the change in behaviour of the workers called the ABC model.
Managing each part individually helps: understand what leads to the behaviour, the behaviour itself, and how to address the behaviour.

Front 23

Behaviour Based Safety (BBS)

Back 23

is a technique that is used to modify the behaviour of employees by using observations, feedback, and continuous safety improvement and monitoring. The process includes:
- Establish process need and parameters
- Perform Safety Evaluation
- Design the Behavioural Safety Process
- Implement the Behavioural Safety Process
- Maintain the Behavioural Safety Process

Front 24

Reporting an injury at the workplace

Back 24

- Methods
- printed documentation or both form 6 and 7 mailed to WSIB head office
- online
- fax

Form 6: worker’s report of injury or disease
Form 7: employers report of injury or disease

Front 25

Implications of not reporting (MOL, WSIB)

Back 25

MOL - up to $25,000 and 12 months of jail time if employer is an individual; up to $500,000 fine if employer is a company
WSIB - prescribed amount to WSIB; guilty of an offence

Front 26

Critical injury or fatality: To whom, How, Timeline (from incident occurrence)

Back 26

Ministry of Labour, JHSC or rep, victim’s trade union

Direct means (telephone or in person)

Immediately

Director

Written report of circumstances

Within 48 hours

Front 27

Fire, explosion or act of violence causing injury or disability: To whom, How, Timeline (from incident occurrence)

Back 27

JHSC or Rep or Director

Written report of circumstances

Within 4 days

Front 28

Injury requiring health care or preventing the worker from earning his or her full wages: To whom, How, Timeline (from incident occurrence)

Back 28

WSIB

Form 7

Within 3 days

Front 29

Fire generally require three things:

Back 29

an oxidizer
a heat source
a fuel source

Front 30

Class A, B, C, D, K of fire

Back 30

Class

Description

Fuel source

A

Considered ordinary material fires

Wood, paper, clothing, etc.

B

Fires caused by flammable liq-uids and gases

Gasoline, oil, propane, butane, etc. (Note: Not cook-ing oils)

C

Ignition through electrical sources

Transformers, appliances, etc. (Note: If power supply is removed, the fire becomes another class)

D

Caused by combustible metals

Magnesium, sodium, etc.

K

Fires caused by cooking oils

Vegetable oils, animal fats, etc.

Front 31

Laws implemented in place to ensure safety of everyone

Back 31

Fire Prevention and Protection Act, 1997
Fire Code

Front 32

CONTROL MEASURES for fire

Back 32

Eliminate: Substances or materials that increase the risk of fire hazards (ex. debris)

Substitute: Substances that increase risk of fire hazards (ex: static generators, flammable chemicals)

Engineering: Use equipment that reduces spark, smoke, and heat, fire doors, warning indicators, displays, ventilation systems, isolate flammable gases and solvents

Administrative: Create fire safety plan, evacuation plan, No smoking policy, enforce fire safety plans, ensure exit labels are visible, fire alarm system, training, regular inspec-tions,

PPE: Use fire extinguishers, fire blankets, helmets, clothing with fire resistant material

Front 33

EMPLOYER RESPONSIBILITIES (fire)

Back 33

Ensure that a Fire Safety Plan has been de-veloped, approved, and in effect
Ensure that there will always be a supervisor or someone trained to act in a supervisory capacity available in the event of an emer-gency
Ensure fire drills involving all staffs are held. A sufficient number needs to be held to en-sure all staffs from different shifts partici-pate. Can vary from monthly to yearly, de-pending on the industry
Ensure that adequate records are kept, for a minimum of 1 year

Front 34

EMPLOYEE RESPONSIBILITIES (fire)

Back 34

Know how to minimize or prevent fire hazards
Know emergency procedures
If appointed as a supervisory staff, know the duties and responsibilities that the job entails

Front 35

FIRE SAFETY PLAN REQUIREMENTS

Back 35

Although there are various fire safety plan requirements across different industries, all fire safety plans must include:
- The method and frequency of conducting fire drills
- Detailed maintenance procedures for fire protection systems
- Instructions and schematic diagrams of the type, location, and operation of the building’s fire emergency systems

Front 36

Employers may undermine safety culture by:

Back 36

• Launching ineffective safety campaigns
• Using gimmicks
• Emphasizing production vs. safety

Front 37

Definitions proactive vs. reactive

Back 37

Positive safety culture and climate = proactive approach
• Take control
• Create strong organizational values and beliefs
• Improve workers’ perception of the organization’s approach to safety
Knowledge and training
• Strong safety culture places a premium on extended training and continuous learning for all
employees within the organization
• An emphasis on training will result in increased employee perception of workplace safety, thus placing more value on safety of individuals and the workplace.

Front 38

To promote this culture of training and knowledge:

Back 38

1. Needs assessment of employees
2. Determine which training program will best suit the needs of employees
3. Implement training program for the whole organization.

Front 39

Safety culture:

Back 39

The collective embodiment of an organization’s beliefs, values, traditions, and policies regarding safety.

Front 40

Safety climate:

Back 40

Workers’ shared perceptions of their firms’ and leaders’ approach to safety.

Front 41

Physical Safety

Back 41

WHMIS
Manual materials handling
Physical strain
Ladder/fire safety

Front 42

Mental Safety

Back 42

Stress management
Workplace violence/bullying
Psychosocial strain
Work-life balance
Work-family conflict

Front 43

Recognize - safety culture

Back 43

certain factors can trigger a poor safety culture and climate
physical
- # of accidents occurring
- # of near misses
- # of illnesses
organizational
- turnover
- absenteeism
- poor reporting culture
mental
- cognitive failures
- disturbance in interpersonal relationships
- presenteeism

Front 44

Assess - safety climate and safety culture

Back 44

Safety Climate
Safety climate can be measured through quantitative means such as:
• Highly structured interviews
• Perception surveys
Questionnaires

Safety Culture
Safety climate can be measured through qualitative means such as:
• Personal interviews
• Focus groups
Case studies

Front 45

Control- safety climate and safety culture

Back 45

Informed culture
visibility of policies
ongoing and up-to-date training
opportunity to get involved with H&S within the organization

Reporting culture
explain confidentiality process
ensure management fills out incident reports
emphasize there will be no reprisals

Flexible culture
opportunities for work-life balance
tele-work, compressed work week
social engagement/events within the company

Just culture
distributive justice
procedural justice
interactional justice

Front 46

Informed culture

Back 46

- visibility of policies
- ongoing and up-to-date training
- opportunity to get involved with H&S within the organization

Front 47

Reporting culture

Back 47

explain confidentiality process
ensure management fills out incident reports
emphasize there will be no reprisals

Front 48

Flexible culture

Back 48

opportunities for work-life balance
tele-work, compressed work week
social engagement/events within the company

Front 49

Just culture

Back 49

distributive justice
procedural justice
interactional justice

Front 50

Evaluate - safety culture and climate

Back 50

To evaluate whether the organization has implemented the controls and whether safety culture and climate
have improved within the workplace, there are a few methods that can be used:
pretest
implement the measures in the assess stage
post-test
re-implement the same measures that were in the assess stage post-control stage

Front 51

History of WSIA

Back 51

1910, Ontario Royal Commission headed by William Meredith
1915, Workers’ Compensation Act
1998, Workplace Safety and Insurance Act (WSIA) replaced the Workers’ Compensation Act

Front 52

The WSIA:

Back 52

- Gives workers fault- free insurance and compensation for work-related injuries
- Protects employers from being sued
- Assists with work reintegration

Front 53

What does the WSIA do?

Back 53

- Administers the WSIA for Ontario
- Employees, employers, or doctors can submit claims
- Accepts or denies WSIB Injury claims, and can be appealed
- Appeals Branch has final say
- Employers can challenge claims

Front 54

Employer's responsibilities

Back 54

- Register your business
Get a clearance (declaration of registration/good standing)
- Calculate, report, and pay your premiums
- Cooperate in work reintegration
- Participate in any requested audits
- Know the WSIA Policies

Front 55

Injury process

Back 55

.

Front 56

Employee's responsibilities

Back 56

- Obtain proper medical treatment
- Inform employer of injury
- Maintain communication with the employer and WSIB
- Report any changes in medical health
- Inform WSIB of any disputes regarding returning to work
- Cooperate with employer/WSIB in the return-to-work process

Front 57

Who is covered under WSIB

Back 57

Schedule 1 Employers have claims paid by WSIB
Schedule 2 Employers pay the full cost of accident claims filed by their employers
Organizations like banks, lawyers, and sports teams are not covered by WSIB

Front 58

Policies and programs

Back 58

Flexible work arrangements
- family care benefits
- employee and family assistance programs
- lifestyle programming

more than just physical health
- focus on lifestyle factors off-the-job that place workers at risk
- reduce worker exposure to risk factors arising in the work environment itself

Front 59

Benefits:

Back 59

- efficient performance
- boost employee morale
- long-lasting commitment
- reduced absenteeism and presenteeism
- financial savings

Front 60

Challenges

Back 60

- “one size doesn’t fit all”
- not employee-centric
- high cost and use of resources
- lack of awareness and communication

Front 61

Best implementation

Back 61

- buyin, commitment and participation
- assess employee and employer needs
- develop a plan
- execute the plan
- monitor, evaluare and maintain

Front 62

Goal of SIPs:

Back 62

To improve the safety culture within an organization by either rewarding employees for a decrease in the amount of injuries and incidents or for participating in safety promoting behaviours

Front 63

Two methods for SIPs

Back 63

1. Injury/Illness Based Incentive Programs or Lag Method:
Reward employees when the amount of injuries and illnesses reported stay below a target
2. Behaviour-Based Incentive Programs or the Lead Method:
Rewards employees for demonstrating safety orientated behaviours
Rewards can monetary, but recognition is also used

Front 64

Making an effective SIP

Back 64

1. Identify short and long-term goals of the organization
2. Identify what motivates employees
3. Administer with help from top management
4. Foster an open environment and evaluate regularly

Front 65

Advantages primarily apply to Behaviour-Based Incentive Methods

Back 65

- Opportunities for Future Training
- Safety Culture
- Increases Morale
- Reduces Costs
- Rebates

Front 66

Criticisms to SIP

Back 66

1. Can instill fear and intimidation in employees, leading the underreporting of incidents
2. Undermine health and safety legislation as it places responsibility away from managers and towards employees
3. Promotes the myth of “accident prone” workers and deflects unsafe work environments
4. Injury/Illness Based Incentive Programs are often poorly structured

Front 67

How to Treat a Cut

Back 67

1. Wash your hands
2. Stop the bleeding
3. Clean the wound
4. Apply antibiotic/Disinfect with alcohol
5. Cover the wound
6. Change the dressing
7. Get stitches for deep wounds
8. Be aware of signs of infection
9. Get a tetanus shot

Front 68

How to Treat a Burn

Back 68

1. Cool the burn to soothe pain
2. Remove tight items from burned area
3. Do not break small blisters
4. Apply moisturizer, aloe vera lotion, or low-dose hydrocortisone cream
5. If needed, take an over-the-counter pain reliever
6. Consider a tetanus shot

Front 69

Recommendations for Effective First Aid Management

Back 69

1. First aid management is everyone’s responsibility
2. Conduct quality control on first aid kits and procedures
3. Conduct emergency procedure and first aid drills

Front 70

Class A: Description and fuel source

Back 70

- Considered ordinary material fires

- Wood, paper, clothing, etc.

Front 71

Class B: description and fuel source

Back 71

- Fires caused by flammable liquids and gases

- Gasoline, oil, propane, butane, etc. (Note: Not cook-ing oils)

Front 72

Class C: description and fuel source

Back 72

- Ignition through electrical sources

- Transformers, appliances, etc. (Note: If power supply is removed, the fire becomes another class)

Front 73

Class D: description and fuel source

Back 73

- Caused by combustible metals

- Magnesium, sodium, etc.

Front 74

Class K: description and fuel source

Back 74

- Fires caused by cooking oils

- Vegetable oils, animal fats, etc.