Læs præsentationen

Working in Europe: earning a
living without losing your mind?
Consortium for methods to improve
the psychosocial environment
10 June 2009
Dr. Eusebio Rial González
Head of the European Risk Observatory
Overview
¾ The European Agency
¾ Impact of psychosocial risks on health
¾ Future trends: a fragmented future
¾ Going beyond risk assessment
¾ Current major initiatives at EU-OSHA
regarding psychosocial risks
¾ Conclusions & questions
How can we foster effective interventions?
„ What are the success factors?
„
Overview
¾ The European Agency
¾ Impact of psychosocial risks on health
¾ Future trends: a fragmented future
¾ Going beyond risk assessment
¾ Current major initiatives at EU-OSHA
regarding psychosocial risks
¾ Conclusions & questions
How can we foster effective interventions?
„ What are the success factors?
„
Aim of the Agency
¾ “In order to improve the working
environment, (…) the aim of the Agency
shall be to provide (…) technical,
scientific and economic information of
use in the field of safety and health at
work.”
¾ Tripartite Governing Board, with all 27
Member States represented + EC
European Agency for Safety and Health at Work
A network agency: Focal Points
Eurofound
Eurostat
Arbejdstilsynet
EU Focal Points
Candidate & Potential
Candidate Countries
EEA/EFTA
Focal Points
Global network of the Agency
IOSH
IOSH
RUSSIA
IOHA
UEMS
ILO
AGENCY
CANADA
ICOH
KOREA
ISSA
USA
PAHO
JAPAN
BRAZIL
AUSTRALIA
European Agency
Partner International Organisations
Partner countries
Under discussion
Stress: a top OSH priority
¾ Consistently identified as one of the 2-3
top priorities by all MS
¾ Agreement that it is necessary to develop
effective preventive interventions
¾ The ‘changing world of work’ is likely to
lead to increased exposure to psychosocial
hazards, and therefore to increasing
occupational and work-related diseases
Overview
¾ The European Agency
¾ Impact of psychosocial risks on health
¾ Future trends: a fragmented future
¾ Going beyond risk assessment
¾ Current major initiatives at EU-OSHA
regarding psychosocial risks
¾ Conclusions & questions
How can we foster effective interventions?
„ What are the success factors?
„
Growing importance of psychosocial risks
¾ Community strategy for OSH (2002-2006): “The
increase in psycho-social problems and illnesses is
posing a new challenge to health and safety at work
(…). The various forms of psychological harassment
and violence at work likewise pose a special problem
nowadays”
¾ Renewed attention in 2007-2012 strategy: “At
the present time, problems associated with poor
mental health constitute the fourth most frequent
cause of incapacity for work. The WHO estimates that
depression will be the main cause of incapacity by
2020. The workplace can be an appropriate place in
which to prevent psychological problems and promote
better mental health.”
The impact of work-related diseases
*ILO estimates
¾ 205 million employees in EU-27
¾ 225 million economically active
¾ 167,000* fatalities attributed to work-related
accidents and diseases, of which:
„ 159,500* fatalities attributed to work-related
diseases
• ILO: 74,000* fatalities attributed to dangerous
substances at work (asbestos included)
„ 7,460* fatalities caused by accidents at work
„
EUROSTAT: 5,720 fatalities caused by accidents
at work but covering only 87% of those
employed
Major causes of death by age
group, EU-25, 2003
Preparing for a changing world of work
¾ Changes in society and workplaces that
affect occupational safety and health, e.g.:
Rapid technological developments
„ Globalisation
„
¾ But it’s not just the workplace that is
changing:
Adapting to a changing workforce
¾ Europe’s ageing workforce
„
30% of the EU27 population to be aged 65 or
more in 2060 compared to 17% in 2008
Natural change and net migration plus adjustments
in the EU-27
EUROSTAT 2008
Adapting to a changing workforce
¾ Europe’s ageing workforce
„
30% of the EU27 population to be aged 65 or
more in 2060 compared to 17% in 2008
¾ Women in the workforce
„
Traditionally overlooked and under-researched
working population; focus on accidents (vs.
diseases) Æ in-built gender bias
Population pyramids EU-27
2008 and 2060
(EUROSTAT 2008)
Adapting to a changing workforce
¾ Europe’s ageing workforce
„
30% of the EU27 population to be aged 65 or
more in 2060 compared to 17% in 2008
¾ Women in the workforce
„
Traditionally overlooked and under-researched
working population; focus on accidents (vs.
diseases) Æ in-built gender bias
¾ Migrant workers
„
Account for nearly 80% of population growth
Natural change and net migration, EU-27
2010 - 2060
EUROSTAT 2008
Adapting to a changing workforce
¾ Europe’s ageing workforce
„
30% of the EU27 population to be aged 65 or
more in 2060 compared to 17% in 2008
¾ Women in the workforce
„
Traditionally overlooked and under-researched
working population; focus on accidents (vs.
diseases) Æ in-built gender bias
¾ Migrant workers
Account for nearly 80% of population growth
„ Concentrated in high-risk sectors
„ Over-represented in hazardous jobs
„
Changes in the economic & employment structure
¾ More, smaller employers
Micro enterprises (1-9 employees) account
for 30% of those employed (mainly retail,
HORECA and motor trade)*
„ 99.8% of Europe’s 20 million enterprises are
either micro or SME (up to 249 employees)*
„
¾ Increasing service sector
Employment up 12 % from 2000 to 2004
compared to 6 % in economy as a whole and
down 5 % in Industry*
„ Employing 76 million (60% of total) in 2005*
„
*Non-financial business economy, excluding agriculture, public administration,
other non-market services and financial services sector.
Employment trends in the main subsections of EU-27
Services and Industry, 1998 to 2007
EUROSTAT, STS 2008
Trends: then and now
What does the future hold?
Expert forecast on
emerging
psychosocial risks
related to OSH
Emerging psychosocial risks related to OSH:
expert forecast
¾ The main emerging psychosocial risks
identified were related to five areas:
1. New forms of employment contracts and
job insecurity
2. The OSH risks for the ageing workforce
3. Work intensification - high workload and
work pressure
4. High emotional demands at work,
violence and bullying
5. Poor work-life balance
Workplace and broader issues
¾ Some of the ultimate causes of (and
solutions to) stress at work lie outside the
immediate workplace
¾ The interaction of working and private life
causes and effects make joined-up policies
essential
„
OSH, public health, employment, equal
opportunities, research…
Overview
¾ The European Agency
¾ Impact of psychosocial risks on health
¾ Future trends: a fragmented future
¾ Going beyond risk assessment
¾ Current major initiatives at EU-OSHA
regarding psychosocial risks
¾ Conclusions & questions
How can we foster effective interventions?
„ What are the success factors?
„
Overall trend: a fragmented future
Fragmented working lives, workplaces and workforces
Overall trend: a fragmented future
Fragmented working lives, workplaces and workforces
¾ We’ll have a longer working life, but no longer
“a job for life”
A challenge for effective health surveillance
Æ risk of weaker evidence base of harm to
worker health
„ Working beyond 65 Æ effects of work-related
diseases become more apparent
„
Overall trend: a fragmented future
Fragmented working lives, workplaces and workforces
¾
¾
¾
¾
¾
¾
Atomised enterprise structure: micro & SME
Multiple worksites
Teleworking
“Mobile workers” and road warriors
Global workplace
ICT: 24/7 availability, workÆhome spillover
„
How do we maintain effective prevention?
Overall trend: a fragmented future
Fragmented working lives, workplaces and workforces
¾ Diversity: more women, migrants, older
workers, workers with disabilities, workers
with chronic illnesses…
New risks, and old risks in new guises
„ How do we help enterprises to manage this
increased complexity to ensure a healthy
workplace for all?
„
The challenge for OSH & psychosocial issues
¾ Fragmented future that needs concerted
action from the OSH community (& beyond)
„
researchers, practitioners, policy-makers…
¾ Economic crisis: the temptation of short-term
savings that cause long-term costs
prevention (especially psychosocial) often has
immediate & visible costs, and only long-term &
less tangible (or unmeasured) benefits
„ we need new metrics of OSH success
„
¾ Demonstrate that a good psychosocial work
environment is a decisive factor for quality,
creativity, innovation, competitiveness…
Overview
¾ The European Agency
¾ Impact of psychosocial risks on health
¾ Future trends: a fragmented future
¾ Going beyond risk assessment
¾ Current major initiatives at EU-OSHA
regarding psychosocial risks
¾ Conclusions & questions
How can we foster effective interventions?
„ What are the success factors?
„
Beyond risk assessment (Æ risk management/reduction)
Going beyond risk assessment: although it is not easy
¾ Psychosocial risks are less tangible
¾ They are context-dependent: we don’t have a
recipe book, or a symptomsÆtreatment matrix
But:
¾ The acceptance of psychosocial risks as a health &
safety issue is now (mostly) settled:
„ They are, genuinely, a hazard to health,
„ They can be managed within the same
framework (mutatis mutandis) as other hazards
(Framework Directive 1989; cf. c.1993)
¾ We have to go further: taking preventive action
„ It can also help us establish cause-effect
relationships
Risk management: assessment + reduction
¾ The “mortal sin” in prevention: to diagnose and not
to treat
¾ Few interventions, but we’re running out of excuses:
¾ Causes and consequences are well known
„
Cox et al., 2002; Levi, 2002 (EC’s Vejledning
vedrørende arbejdsbetinget stress: “Appetit på
livet — eller forsmag på døden?”)
¾ We have validated assessment/measurement tools
and intervention protocols/models
¾ Examples and case studies
„
„
Ideas about what to do, and how,
They’re also examples of what is possible
¾ Success factors and examples of “miniinterventions”
EU-OSHA: Good Practice Awards 2002
EU-OSHA: Good Practice Awards 2002
EU-OSHA: Good Practice Awards 2002
EU-OSHA: Good Practice Awards 2002
Success factors: 2002 (& today?)
1. Passende risikoanalyse
2. Grundig planlægning og en trinvis
fremgangsmåde
3. Kombinationer af foranstaltninger rettet
mod arbejdets tilrettelæggelse
4. Kontekstspecifikke løsninger
5. Erfarne fagfolk og dokumenterede indgreb
6. Social dialog, partnerskab og
medarbejderinvolvering
7. Fortsat forebyggelse og støtte fra den
øverste ledelse
2002: “support from top management”
¾ Management “support” is not enough.
¾ We need active commitment, and leadership
„
Trying to ‘fake it’ is pointless: you’re quickly
found out, and it has a counterproductive
effect
Overview
¾ The European Agency
¾ Impact of psychosocial risks on health
¾ Future trends: a fragmented future
¾ Going beyond risk assessment
¾ Current major initiatives at EU-OSHA
regarding psychosocial risks
¾ Conclusions & questions
How can we foster effective interventions?
„ What are the success factors?
„
What are we doing?
¾ European Campaign on
Risk Assessment: 2008-09
Awareness raising
„ Practical tools &
information
„
¾ European Survey of
Enterprises on New and
Emerging Risks (ESENER)
Data collection
„ Input into policy-making
„ Stimulating debate &
awareness raising
„
Healthy Workplaces
Good for you. Good for business.
A European campaign
on Risk Assessment
Campaign builds on …
• 2000: Turn your Back on MSDs
• 2001: Success is no Accident
• 2002: Working on Stress
• 2003: Dangerous Substances
• 2004: Building in Safety
• 2005: Stop that Noise!
• 2006: Safe Start
• 2007: Lighten the Load
Network-based campaigning
• 25 million SMEs – 205 million workers
► Beyond Agency capabilities to reach them all
• Agency’s Focal Points
► One in each EU Member State (27) + beyond
• Tripartite network
► Employers, workers, governments
► On EU and national level
• Stakeholders and other partnerships
► European Commission; other EU Agencies; NGOs; sectoral
federations and networks; EEN (Enterprise Europe Network)
► Large enterprises and their supply chain (SMEs)
► Strengthen partnership with EU Presidencies
Campaign objectives
• Raise awareness and encourage to do a risk
assessment
• Demystify the process
►Not necessarily complicated or bureaucratic
►Not only for specialists
• Underline that quality counts
►Involvement of everyone in the workplace
►On-going process (not a one-off)
• Identify and promote good practices
Work-related stress
and
Risk Assessment
A European campaign
on Risk Assessment
Arbejdsbetinget stress
og
arbejdspladsvurdering
En europæisk kampagne
om arbejdspladsvurdering
Arbejdsbetinget stress – et udbredt problem
• Stress er det næsthyppigste arbejdsbetingede
helbredsproblem
• Næsten hver fjerde arbejdstager i EU rammes af stress
• Ifølge undersøgelser er mellem 50% og 60% af alle tabte
arbejdsdage forbundet med arbejdsbetinget stress
• De økonomiske omkostninger ved arbejdsbetinget stress
i EU-15 beløb sig til ca. 20.000 mio. EUR i 2002
• Antallet af personer med arbejdsbetinget stress forventes at stige.
Flere oplysninger findes på:
http://osha.europa.eu/topics/stress
Hvorfor er problemet så stort?
Flere og flere mennesker rammes af arbejdsbetinget
stress på grund af:
• ændringer i arbejdets art, tilrettelæggelse og ledelse
• usikre ansættelseskontrakter
• manglende sikkerhed i ansættelsen
• øget arbejdsbyrde og -tempo
• høje følelsesmæssige krav til arbejdstagere
• vold og chikane
• ubalance mellem arbejdsliv og privatliv.
Hvad er arbejdsbetinget stress?
• Folk føler stress, når de oplever en ubalance mellem:
► de krav, der stilles til dem, og
► deres personlige ressourcer til at opfylde kravene
• Stress udgør en sundheds- og sikkerhedsmæssig
risiko, når tilstanden forekommer over en længere
periode
• Stress kan give psykiske og fysiske helbredsproblemer
Hvem rammes af stress?
• Stress på arbejdspladsen kan ramme:
► alle personer på alle niveauer
► inden for alle sektorer
► i alle virksomheder uanset størrelse
• Stress påvirker:
► enkeltpersoners sundhed og sikkerhed
► virksomhedernes sundhed
► samfundets sundhed
• Stress kan udgøre en trussel mod sikkerheden på
arbejdspladsen og medvirke til andre arbejdsbetingede helbredsproblemer såsom muskel- og
skeletbesvær.
• Stress har stor indflydelse på virksomhedens
bundlinje
Symptomer på arbejdsbetinget stress (1)
På virksomhedsplan:
• Fravær
• Stor udskiftning af medarbejdere
• Disciplinære problemer
• Fysisk vold og chikane
• Nedsat produktivitet
• Fejl og ulykker
• Øgede erstatnings- eller sundhedsudgifter
Symptomer på arbejdsbetinget stress (2)
På det personlige plan:
• Følelsesmæssige reaktioner (irritabilitet, angst,
søvnproblemer, depression, hypokondri,
fremmedgjorthed, udbrændthed, familiære
problemer)
• Kognitive reaktioner (problemer med koncentration,
hukommelse, indlæring, beslutningstagning)
• Adfærdsmæssige reaktioner (misbrug af narkotika,
alkohol og tobak, destruktiv adfærd)
• Fysiologiske reaktioner (rygproblemer, svækket
immunforsvar, mavesår, hjerteproblemer, forhøjet
blodtryk)
Lovgivningen – arbejdsgiverens ansvar
• Arbejdsgivere er juridisk forpligtede til at håndtere
arbejdsbetinget stress på lige fod med alle andre
sikkerheds- og sundhedsmæssige risici på
arbejdspladsen
• Arbejdsbetinget stress kan forebygges med de rette
foranstaltninger
• Nøglen til dette er den særlige arbejdspladsvurdering (APV)
• Arbejdsgivere er juridisk forpligtede til jævnligt at
foretage en APV
Hvad er en arbejdspladsvurdering?
• En arbejdspladsvurdering (APV) indebærer en
evaluering af de sundheds- og sikkerhedsmæssige
risici ved farer på arbejdspladsen. Det er en
systematisk undersøgelse af alle aspekter af
arbejdet, som omfatter:
► hvad kan forårsage ulykker eller skader
► kan faren fjernes, og hvis det ikke er tilfældet,
► hvilke forebyggende eller beskyttende foranstaltninger bør
der træffes for at imødegå risikoen
• APV’en udgør grundlaget for en vellykket håndtering
af arbejdsbetinget stress
Arbejdspladsvurdering af stress (1)
• Uanset hvem der foretager arbejdspladsvurderingen
(arbejdsgiveren, en udvalgt medarbejder eller en
ekstern rådgiver), er det afgørende, at de ansatte
spørges til råds og inddrages i processen. De
ansatte:
► kender deres arbejdsplads
► skal implementere eventuelle ændringer i arbejdsforhold/rutiner
• Det er ikke muligt ud fra den enkeltstående situation
at afgøre, hvor meget stress den kan forårsage
Arbejdspladsvurdering af stress (2)
•
•
En arbejdspladsvurdering af stress sker på
grundlag af de samme grundlæggende principper
og processer, som anvendes ved andre risici på
arbejdspladsen
Der kan anvendes forskellige metoder, men for de
fleste virksomheder er det hensigtsmæssigt at
benytte en simpel risikovurderingsmodel med fem
trin:
1.
2.
3.
4.
5.
Identificering af farerne og de udsatte personer
Vurdering og prioritering af risici
Fastlæggelse af den forebyggende indsats
Handling
Overvågning og evaluering
Trin 1: Identificer farer og udsatte personer (1)
Faktorer, som kan give anledning til stress:
• Stor arbejdsbyrde eller udsættelse for fysiske farer
• Hvor stor indflydelse, de ansatte har på udførelsen af
deres arbejde
• Hvorvidt de ansatte forstår deres rolle
• Arbejdsrelationer, herunder chikane og vold
• Graden af kollegial og ledelsesmæssig støtte
• Hvilken oplæring, de ansatte har brug for til at udføre
deres arbejde.
Trin 1: Identificer farer og udsatte personer (2)
• Alle er sårbare, afhængigt af det pres man er
underlagt på et givet tidspunkt
• Følgende faktorer kan bidrage til at udpege de mest
udsatte (grupper af) ansatte:
► Fravær, stor udskiftning af medarbejdere, aggressiv
kommunikation, ulykker, psykosociale problemer,
helbredsproblemer, klager fra de ansatte m.v.
• Der skal udvises særlig opmærksomhed over for
grupper af ansatte, som kan være udsatte for en
forhøjet risiko, f.eks. handikappede medarbejdere,
vandrende arbejdstagere, unge og ældre
arbejdstagere
Trin 2: Vurder og prioriter risici
• Vurder de risici, der er forbundet med de
identificerede farer, ved at vurdere følgende:
► Sandsynligheden for, at en fare vil føre til skader
► Hvor alvorlig skaden i givet fald forventes at være
► Hvor ofte (og hvor mange) ansatte, der udsættes for risiko
• Lav en prioriteret liste over risiciene
• Anvend listen til at udarbejde en handlingsplan
Trin 3: Fastlæg en forebyggende indsats (1)
• Det er bedre at forebygge følgerne af arbejdsbetinget
stress end at reagere på dem, når de er opstået
• Nøglen til at forebygge arbejdsbetinget stress skal
findes i tilrettelæggelsen og ledelsen af arbejdet
• Effektive foranstaltninger til at forebygge arbejdsbetinget stress er bl.a.:
► at afsætte nok tid til, at de ansatte kan udføre arbejdet
► at udarbejde klare jobbeskrivelser
► at belønne de ansatte for en god indsats
► at gøre det muligt for de ansatte at klage og få deres klage
behandlet
► at give de ansatte indflydelse på deres arbejde
Trin 3: Fastlæg en forebyggende indsats (2)
Flere effektive foranstaltninger til at forebygge
arbejdsbetinget stress:
• Minimer de fysiske risici
• Giv de ansatte indflydelse på beslutninger, der
vedrører dem
• Tilpas arbejdsmængden til den enkeltes færdigheder
og ressourcer
• Gør arbejdsopgaverne interessante
• Udarbejd en klar beskrivelse af roller og ansvar
• Giv mulighed for socialt samvær
• Undgå tvetydighed vedrørende jobsikkerhed og
karriereudvikling
Trin 4: Handling
• Indfør forebyggende og beskyttende foranstaltninger
• Effektiv implementering indebærer udarbejdelse af
en plan, der fastlægger:
► hvem gør hvad
► hvornår en opgave er færdig
► hvilke midler er anvendt for at implementere
foranstaltningen
Trin 5: Overvågning og evaluering
• Effektiviteten af foranstaltningerne til at forebygge
eller nedbringe arbejdsbetinget stress bør overvåges
• APV’en skal evalueres:
► ved betydelige ændringer i arbejdets art, tilrettelæggelse og
ledelse
► hvis de forebyggende foranstaltninger er utilstrækkelige
► løbende evaluering for at sikre, at APV’ens konklusioner
stadig er relevante
Dokumentation for APV
• APV’en skal være dokumenteret
• Dokumentationen kan benyttes til:
► at informere de berørte personer (arbejdstagere,
sikkerhedsrepræsentanter, ledere osv.)
► at vurdere, hvorvidt de nødvendige foranstaltninger er
iværksat
► at tjene som dokumentation over for tilsynsmyndig-hederne
► at revidere foranstaltningerne, hvis forholdene ændrer sig
Yderligere oplysninger
• Der er flere oplysninger og vejledninger på
Arbejdsmiljø-agenturets websted:
► En side om arbejdsbetinget stress med publikationer og
eksempler på god praksis fra forskellige EU-lande:
http://osha.europa.eu/topics/stress
► En side om arbejdspladsvurdering med APV-værktøjer og tjeklister:
http://osha.europa.eu/topics/riskassessment
► Oplysninger om arbejdsbetinget stress særligt rettet mod
små og mellemstore virksomheder:
http://sme.osha.europa.eu/products/stress_at_work
► Oplysninger om kampagnen om arbejdspladsvurdering:
http://hw.osha.europa.eu
http://hw.osha.europa.eu
- godt for både dig og din arbejdsplads
En europæisk kampagne
om arbejdspladsvurdering
What are we doing?
¾ European Campaign on
Risk Assessment: 2008-09
Awareness raising
„ Practical tools &
information
„
¾ European Survey of
Enterprises on New and
Emerging Risks (ESENER)
Data collection
„ Input into policy-making
„ Stimulating debate &
awareness raising
„
What’s going on?:
¾ How do enterprises actually manage OSH
and, specifically, psychosocial risks?
¾ How can they be supported to take better
preventive action?
¾ European Survey of Enterprises on New and
Emerging Risks (ESENER)
¾ Covering all 27 Member States (+)
¾ Interviewing managers and staff
representatives
Psychosocial issues – management view
¾ How aware are enterprises of the
problem?
¾ How do enterprises manage OSH and,
specifically, psychosocial risks?
¾ What resources/support do they have?
¾ What resources/information do they need?
¾ Which are the most important drivers?
Barriers?
¾ How are the employees involved?
¾ Are external services contracted?
Psychosocial issues – employee view
¾ How aware are employees of the problem?
¾ Are they aware of a policy? Has there
been a risk assessment? (why not?) What
real impact do they have in practice?
¾ How were employee representatives
involved?
¾ How easy is it for them to fulfil their
duties?
¾ What training do they receive?
¾ What support or information is needed?
Technical specifications
¾ Minima of 500, 1000 or 1500 interviews per
Member State
¾ All enterprises with >10 employees
¾ All sectors except NACE ‘A’, ‘T’ & ‘U’
¾ Both public and private sectors
¾ Very close cooperation with Eurofound
¾ Budget for EU27: €2.3 million (~DKK 17.1M)
„
„
Croatia & Turkey (IPA funds)
Switzerland & Norway (own costs)
Project outline
¾ Fieldwork about to end
¾ First results: Governing Board (mid-Nov.)
¾ Launch of full results: Spring 2010
¾ Secondary analyses: data available to
researchers
Overview
¾ The European Agency
¾ Impact of psychosocial risks on health
¾ Future trends: a fragmented future
¾ Going beyond risk assessment
¾ Current major initiatives at EU-OSHA
regarding psychosocial risks
¾ Conclusions & questions
How can we foster effective interventions?
„ What are the success factors?
„
Conclusions & questions
¾ How can we foster effective interventions?
„
Applied research & science-based practice
¾ What should be the guiding principles of
psychosocial intervention?
„
To “improve the psychosocial environment”
¾ How can we better persuade organisations of
the benefits of such improvement?
The ‘business case’
„ ‘Positive psychology’
„
Conclusions & questions
¾ How can we help organisations to integrate
psychosocial risk management into usual
risk management?
… and into the normal running of the business
„ Tools, methods, guidance
„ Importance of the process
„
¾ “Give psychology away” (Miller, 1969)
Help others do it by themselves: teach them to
fish
„ Employee & manager involvement is crucial
„
¾ What are the success factors we should be
promoting in our interventions?
Success factors: 2002 (& today?)
1. Adequate risk analysis
A baseline should be established through risk
assessment. Surveys can be part of this
process, but should not be undertaken unless
there is a clear intention of taking timely action
on the results.
2. Thorough planning and a stepwise approach
Clear aims should be set and target groups
identified; identify tasks, responsibilities and
allocate resources.
3. Combination of work-directed and workerdirected measures
Priority must be given to collective and
organisational interventions to tackle risks at
source. Worker-directed measures can
complement other actions.
Success factors: 2002 (& today?)
4. Context- specific solutions
Employees’ on-the-job experience is a vital resource
in identifying problems and solutions. Outside
expertise may sometimes be necessary too.
5. Experienced practitioners and evidence-based
interventions
Only competent outside expertise should be used.
6. Social dialogue, partnership and workers’
involvement
Involvement and commitment from employees,
middle and senior management is crucial for every
stage of an intervention.
7. Sustained prevention and top management support
Sustainable improvement is not possible unless
management is ready to make changes. Risk
management should become a principle of the way
business is done.
Tak for jeres
opmærksomhed
Eusebio Rial González
[email protected]
http://osha.europa.eu