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Semper Opera, Dresden

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enhancing the company's image, improving product quality. BG Institute Work and Health ... External consulting if required. Training (internal and external) of ... – PowerPoint PPT presentation

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Title: Semper Opera, Dresden


1
Semper Opera, Dresden
BGAG
Improving poor OSH by a Safety Management System
Dr. Thomas Kohstall, Dr. Andreas
Lüdeke www.hvbg.de/bgag
2
Main tasks of the Institute Work and Health
BGAG
Qualification measures
Research
Consultancy
3
Topics
  • The German system of statutory accident insurance
    and prevention
  • A current study on Safety Management System in a
    company
  • Safety Management System as a value driver

4
Employers liability
Employers
Employees
No claims
BGen
Entitlement to benefits
5
The Berufsgenossenschaften cover
  • All employees are compulsorily insured
  • Occupational accidents
  • Commuting accidents
  • Occupational diseases

Who?
What?
6
The suitable means of the Berufsgenossenschafte
n
7
Funding of the insurance system
  • The employers pay contributions.
  • The level of contributions depend on
  • degree of risk in the company (risk class)
  • size of staff salaries and wages
  • number, severity and costs of accidents leading
    to a supplement or rebate (bonus-malus-system).

8
  • The German system of statutory accident insurance
    and prevention
  • A current study on Safety Management System in a
    company
  • Safety Management System as a value driver

9
Introduction to the Role of Safety Management
  • health and safety in the workplace is a
    management task
  • occupational safety and health can significantly
    enhance the productivity of a company
  • one strong preventive approach is to minimise
    operational disruptions

10
Costs caused by operational disruptions
  • Actual study concerning Calculation of
    downtime costs caused by operational disruptions
  • A cluster analysis shows three types of
    companies
  • those which felt motivated to get involved with
    OSH activities,
  • those which had a neutral attitude and
  • those which did not feel motivated to get
    involved with OSH activities.

1
2
3
11
Implementation of a Safety Management System
all companies
OHS-motivated
neutral
OHS-unmotivated
Health promotion
OHS acceptance through employee
Integration in working process
Significance of OSH
OSH as a management function
n 4
n 30
n 13
n 13
1 explicit consent 5 no consent
12
Integrated OSH into workplace processes
  • Reasons for taking OSH measures in motivated
    companies
  • reducing the number of accidents,
  • seeing OSH as part of the corporate culture,
  • raising employees motivation,
  • enhancing the companys image,
  • improving product quality.

13
Safety management as part of an integrated
management system
Safety management plays a role in the following
issues, for example
  • selection of personnel,
  • purchasing,
  • housekeeping,
  • quality of the product or service (need for
    reworking or rejection) and
  • management of dangerous substances.

14
Implementation of a Safety Management System
  • Step 1 Adapt company policy in line with the
    Safety Management System, consult with employees,
    provide adequate resources to implement the
    policy and monitor its success.

Step 2 Analyse current employee behaviour and
workplace conditions.
Step 3 Define safety and health objectives and
the indicators to monitor the objectives
progress.
Step 4 Determine specific organisational and
technical measures plus training measures.
Step 5 Monitor and review the effectiveness of
the policy and the whole system.
15
Management Circle
Policy
Continuous Improvement
Planning
Management Review
Implementation and Operation
Checking and Corrective Action
16
  • The German system of statutory accident insurance
    and prevention
  • An current study on Safety Management System in a
    company
  • Safety Management System as a value driver

17
Advantages of a Safety Management System
  • Improved workplace atmosphere
  • higher performance of employees
  • higher product quality
  • Reduction in illness and absenteeism
  • higher productivity
  • less sick pay

18
Costs for implementing a Safety Management System
  • Implementation costs
  • External consulting if required
  • Training (internal and external) of one or more
    employees
  • Costs of meetings and consultations with the
    managers and employees involved
  • Costs of internal auditing.

19
Safety Management System as a Value Driver
  • Occupational safety and health serves to prevent
    occupational accidents ? to eliminate hazards and
    disruptions ? this improves the work processes

1
Occupational safety and health serves to prevent
occupational disease ? to avoid future human
suffering ? this reduces rehabilitation and
compensation costs
2
20
Operational disruptions
  • HR-related disruptions, e.g. absenteeism due to
    accidents or illnesses,
  • material-related disruptions, e.g. due to the
    input material not being of the correct quality,
  • operational disruptions, e.g. due to machine
    failures and
  • logistics disruptions, e.g. if urgently needed
    supplies are in an HGV in a traffic jam on the
    motorway and the machinery and workers thus have
    nothing to do.

21
Results
  • Safety Management has aspects
  • It promotes occupational safety and health for
    employees and it makes companies more profitable.
  • Safety management is a meaningful addition to the
    tool box of safety and health at the workplace.

22
Safety Management System in a Total
Management Thank you very much for your
attention! See you in Dresden
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