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Healthy workplaces: A model for action (2 (Leadership engagement, ►…
Healthy workplaces:
A model for action
• Traditional & emerging occupational health – job-minimizing workers' exposure to job related physical & psychosocial risks
• Health promotion promoting healthy behaviours among workers, both job and lifestyle related
• Enterprise involvement in community to address broader social & environmental determinants of workers
Occupational health risks
160 million new cases of work-related illness every year Occupational risks play a big role in chronic
diseases:
In line with further implementation of the
Global
• 8 % depression
• 8% injuries
• 10% cancer
• 15% asthma
• 26% CVD & chronic obstructive pulmonary disease
Plan of Action for workers' health, collaboration between WHO, member states, collaborating centres, and civil society groups to develop further:
► Practical guidance, Sertor- specific guidance y tools, Training modules
Enterprise community involvement social & environmental determinants
Safe/healthy access to work public transport, carpools, walking, cycling
►Voluntary pollution/waste control & cleanup
►Primary health care measures unavailable through health care services
Increased business awareness
2The 'legal' thing to do: in our globalized world, businesses that ignore or undermine workers' health are open to litigation and media scrutiny
1.The 'right' thing to do: businesses are part of
society and ethical/social frameworks
3.The 'smart' thing to do: businesses that protect workers' health are among the most successful over time
“a state of complete physical, mental and social well well-being and not merely the absence of disease or infirmity infirmity”
A model of continuous improvement
Install machine guards/exhaus ventilation, Train workers on safe operating Procedures: Personal protective equipment such as respirators or hard hats
Workers' health
Reallocate work to reduce workload
Zero tolerance for harassment, bullying, discrimination
Respect work-family balance
Recognize and reward good performance
Meaningful worker input into decisions that affect them
Leadership engagement
► Involve workers & their representatives
► Do an effective gap analysis
► Learn from others
► Integrate activities
► Evaluate and improve
