MIC (P) 124/09/2013 ISSUE 3/2014 SafetyMatterssiso.org.sg/images/magazines/SISO...

Singapore to host the 21st World Congress on Safety and Health at Work in 2017pg.03

Accidents are Preventable – Really!pg.05

MAKING THE DIFFERENCE IN SAFETYSingapore Institution of Safety Offi cersMIC (P) 124/09/2013 ISSUE 3/2014

SafetyMatters

pg.07The CultureSAFE

Programme- A perspective of

WSH Culture Building in Singapore

pg.09

SISO Mailing Address

Blk 167 Jalan Bukit Merah #02-13, Connection One,

Tower 5, Singapore 150167

Offi ce Tel: 6777 5185 Fax : 6777 6896

Email: [email protected]: www.siso.org.sg

Opening Hours: 9am – 6pm (Monday – Friday)

Lunchtime: 1pm – 2pm

Editorial and Design Direction:Oculus Design Pte Ltd

OFFICE BEARERS 2014 – 2016PresidentSeet Choh San [email protected] PresidentBernard Soh [email protected]. SecretaryAndrew H S Tan [email protected]. Asst. Secretary Seah Liang Bing [email protected]. TreasurerRoger B C Lim [email protected]

CONTENTSCONGRATULATIONS02 Our heartiest congratulations to

Mr Seah Liang Bing, PBM, PSISOon being conferred the Public Service Medal (Pingat Bakti Masyarakat)

02 Mr S Damodaran was awarded The Singapore Standards Merit Award

NEWS03 Singapore to Host the 21st World Congress

on Safety and Health at Work in 201703 SISO’s New Premises at Connection One

FEATURE ARTICLES05 Accidents are Preventable – Really!07 2009 Fast Track Forward 2014 09 The CultureSAFE Programme

- A Perspective of WSH Culture Building in Singapore

UPDATES / REPORTS17 SISO Members’ Networking Night23 Seminar on Understanding the Role

and Responsibilities of WSHOs as WAH Assessors

23 Overall Workplace Injuries and Fatalities Increase in First Half of 2014

COURSES16 Snapshots @ SISO Courses 25 Schedule of SISO Courses

MEMBERS29 Welcome New Members (June - July 2014)

ADVERTISERS04 SIM University06 CEJN Safety08 QSS Safety Products (S) Pte Ltd10 King’s Safetywear Ltd12 Leeden Ltd14 BIS International Pte Ltd 18 Deb Singapore Pte Ltd20 Drager Safety Asia Pte Ltd22 PDS International Pte Ltd24 MSA S.E . Asia Pte Ltd26 Kimberly-Clark Singapore Pte Ltd28 Honeywell Safety Products30 UVEX Safety Singapore

Pte Ltd31 3M Technologies (S)

Pte Ltd

Committee Members:Competency Standards & Practices Eric Law [email protected] Communications & OutreachOng Pak Shoon [email protected] & International AffairsNiranjan Arun Masurekar [email protected] & Activities S Damodaran [email protected] Development Tan Yen Ping [email protected] Manager:Quek Chin Tuan [email protected]

Ex-Offi cio:Chan Yew KwongOccupational Safety and Health DivisionMinistry of Manpower

Hon. Legal Advisor:Lee Kwok Weng

Editorial Committee:Ong Pak Shoon [email protected] Chin Tuan [email protected] Sarkar Kent ChaiDennis TayJason Tee

Our heartiest congratulations to Mr Seah Liang Bing, PBM, PSISO on

being conferred the Public Service Medal (Pingat Bakti Masyarakat) by His Excellency

President Dr Tony Tan Keng Yam, President of the Republic of Singapore!

Mr S Damodaran awarded the Singapore Standards Merit Award

The SISO Executive Committee, its members and the Secretariat congratulate Mr Seah Liang Bing, PBM, PSISO on being conferred the Public Service Medal (Pingat Bakti Masyarakat) by His Excellency President Dr Tony Tan Keng Yam, President of the Republic of Singapore, at the National Day Awards 2014. Mr. Seah is SISO’s Honorary Assistant Secretary and actively contributes in many capacities. He was SISO’s past Honorary Secretary as well as the Honorary Treasurer and has served in the Executive Committee since 1994. Currently, Mr. Seah represents SISO in the Workplace Safety and Health Council’s (WSHC) Marine Industries Committee and SPRING’s Technical Committee on Personal Safety and Health, responsible for developing and reviewing workplace Personal Safety and Health standards. Mr Seah is a veteran SISO member of more than 20 years. National Day Awards are a means of recognising various forms of merit and service to the nation. The PBM is awarded to persons that have rendered commendable public service in Singapore in the fi eld of arts and letters, sports, the sciences, business, the professions and the labour movement. Mr Seah, who is also the 1st Vice Chairman of the Geylang Serai Citizens’ Consultative Committees (CCCs), was awarded this prestigious Medal for his tireless work and dedication to the Geylang Serai constituency, Marine Parade GRC. The Citizens’ Consultative Committees are at the apex of all grassroots organisations in Singapore.

On 5th August 2014, Mr S Damodaran (fi fth from the left), our Executive Committee member was awarded the Singapore Standards Merit Award 2014. Mr Damodaran received the Award at the Quality and Standards Conference 2014 which was organised by SPRING Singapore. The Award is in recognition of his untiring effort in representing SISO as a member of one of the Committees formed by SPRING Singapore - the Working Group for Singapore Standards 588 on Personal Equipment for Protection Against Falls - Rope Access Systems.

Congratulations, Mr Damodaran, for your outstanding contributions!

CONGRATULATIONS

Singapore to host the 21st World Congress on Safety and

Health at Work in 2017The World Congress is a knowledge-exchange platform attended by safety and health experts, business leaders, government decision makers, social partners and everyone with an interest in occupational safety and health. At the closing ceremony of the XX World Congress in Frankfurt, Germany, which was held on 27 August 2014, Singapore took over hosting duties from Germany.

SPS Hawazi Daipi, who led the Ministry of Manpower (MOM) delegation at the XX World Congress, delivered a speech at the ceremony. He highlighted Singapore’s commitment to occupational safety and health. Singapore has a key interest in protecting workers; in turn they can return home safely to their families every day. He also shared that as a nation, we believe in Vision Zero: that all injuries and ill-health arising from work are preventable. During the ceremony, a welcome video to invite the conference delegates to Singapore was also screened.

Over the course of the World Congress, MOM delegates participated actively in talks and presentations. They were also on the judging panels for poster exhibitions and a cinema showcase. A booth on Singapore and her achievements in Occupational Safety and Health was also set up. At the International Media Festival on Prevention 2014, an integral part of the World Congress, three local fi lms were shortlisted, including WSH Council’s TV commercial, “This Could be You”. The fi lm won the coveted International Media Award (Silver)

under the Film category alongside six other winning entries.

The XXI World Congress on Safety and Health at Work will be held at Sands Expo and Convention Centre, Marina Bay Sands, from 3 to 6 September 2017. This marks the fi rst time that the Congress is held in Southeast Asia.

(Source: Ministry of Manpower)

SISO’s New Premises at Connection OneSISO moved offi ce from Bestway Building to Connection One on 5 July. For those who haven’t had the opportunity to visit SISO’s new offi ce at Block 167, Jalan Bukit Merah, #02-13, Connection One, Tower 5, here are some pictures of how the new offi ce looks like:

Main Entrance

Mission Wall, viewed from Lounge Area

Wall and side entrance at lobby of Connection One, Tower 5

Wisdom Classroom: 40-seat capacity

Main Entrance Lobby

Catalyst Classroom: 24-seat capacity

NEWS

SafetyMatters | Singapore Institution of Safety Offi cers

03.

Accidents are Preventable – Really!

A. First things fi rstWhile the topic title may sound like a cliché, it is also entirely true. So what’s new you say? Well, I would like to suggest just three simple truths:

1. Unless the mindset changes, the reality will not.

2. It is not Management and it is not Workers but leaders at all levels.

3. Silver bullets only work with vampires; to prevent accidents, we need a multi-pronged and coordinated approach.

It is essential that these three points be understood and practised for safer workplaces.

B. Let me explain.

1. Unless the mindset changes, the reality will not.

I believe that it starts with our belief system and how we think about safety and accidents happening. Like quality, environmental issues, customer service or just about anything at all, until and unless we ALL truly believe accidents are preventable, we inevitably expect them to happen; and so they will, just like a self-fulfi lling prophecy. The impact of this psychological fi rst step is a key to making change happen.

It is imperative that everyone believes it and walks the talk. Singularly, this can be called safety consciousness and collectively this can be seen as safety culture. Why else would the Australian or Japanese workplaces for example be generally safer than the typical Singaporean workplace? After all, we have the same systems, procedures and equipment they have! Belief in practice makes these things “come alive”. And this too can be an equally powerful self-fulfi lling prophecy, but it is one for the greater good.

It is often said that while perfection may be elusive, excellence can certainly be achieved daily and this is what it is all about. Excellence in safety is believing and

expecting zero accidents each and every day because of our safety practices.

2. It is not Management and it is not Workers but leaders at all levels

The next point is also very important to understand if we are really serious about preventing accidents. The common belief is that when anything goes wrong, the tendency is to put management or worker, or both, under suspicion. In reality, it is leadership at all levels that is collectively responsible for ensuring that workplace safety is effective.

This point has inherently two truths behind it:

a) Leadership at all levels refers to every person who sets targets, makes decisions, decides priorities, holds responsibility for performance and results, approves schedules and budgets, ensures training, supervision and resources are available and gives instructions or guidance on a daily basis. When we use the word Management, we may miss out a whole bunch of people known otherwise as assistant managers, engineers, supervisors, foremen, chargehands, team leaders, etc. Therefore, blaming “Management” as the source of accidents is too general and too wide to be really useful or effective in problem solving. We need to pin-point the person/s responsible — whose role and duty it is to ensure accidents do not happen. We need to look at all operational levels.

b) Workers alone do NOT perform any of the tasks mentioned above. They just basically follow instructions given to them. As such, blaming workers is not being very helpful either. Of course if indeed, an accident occurs because of one person’s actions or inactions, there should be personal accountability in place.

This point highlights and focuses attention on roles, responsibilities and accountability. So the responsibility for safety lies in the hands of easily identifi able leaders and at each level such leaders should have their roles and accountabilities for safety practice and performance clearly spelt out. “Management or Workers” as general responsibility holders are simply not helpful or effective enough.

3. Silver bullets only work with vampires; to prevent accidents, we need a multi-pronged approach

The third point happens typically when an accident occurs and we believe it could have been prevented only if we had, for example, tighter supervision, more training or even better equipment, etc. Singular causes for accidents are usually only direct causes, immediate causes or apparent causes. They are seldom, if ever, the root cause of accidents which is what we need to get at if we are serious about preventing the same accident from happening again. Or if it happens, then the injury should be less severe; the occurrence should also be less frequent.

By Victor [email protected]

Continued on page 11

FEATUREARTICLE


05.

By Darren [email protected]

2009 Fast Track Forward 2014 – The Progression of Commercial Diving Safety in Singapore

Some of you may recall the last article I wrote on commercial diving safety. The article was in issue 04, published in the fourth quarter of 2009! So fi ve years later and where are we on Singapore’s commercial diving safety?

In the 2009 article ‘What is it & What are the Safety Issues’, I started with news of both recreational and commercial diving incidents and fatalities. Fast forward to 2014 and I could start this article the same way. Now if we were to compare the commercial diving industry incident and fatality rate with that of the construction industry, there will obviously be a vast difference in the statistics – working at height is a serious concern with regard to worksite injuries and fatalities. With this comes the high-profi le and industry ‘buy-in’ to Singapore Standards and codes of practice. There is a structured approach to improve safety at the worksites in this and many other such areas that affect the broader and well-known worksites.

On the opposite side of such a high-profi le safety awareness campaign for WAH is the ‘’Out of sight, Out of mind’’ work of the commercial diver. The diving work is often done at remote worksites, with no client or management oversight and control. Divers also often come under peer pressure from clients and management to get the job done.

In the 2009 article, I raised several key points that needed to be considered and addressed for safety practitioners who work with commercial divers (in the shipyards, marine/coastal projects, power plants, etc.)

The key points mentioned previously were:

• Hazards of Diving – these are the dynamic hazards involved when working underwater and working under pressure.

• Work Hazards – where many are similar to that of a construction site worker; the added element of being in the subsea environment changes these common hazards to high-risk hazards.

• Training and Competence – required by all professional industries so why should commercial diving, being the high risk work activity it is, be any different? Following a training and competency standard allows for safer diving practices as well as opportunities for professional career development.

• Lessons Learnt – looking back at the history of commercial diving accidents in Singapore and around the world, and how these lessons must be learnt to prevent diving fatalities.

• Equipment – Using the correct PPE for the type of work being carried out is a legal requirement in all worksites. Diving equipment is the divers’ PPE, so the correct diving equipment should be used for the work task. For example, a self-contained underwater breathing apparatus is great for recreational diving but inappropriate for commercial diving!

• Regulatory Control and Compliance – Singapore Standard SS511:2010 “Code of Practice for Diving at Work” and the “Technical Advisory for Inland / Inshore Commercial Diving Safety and Health” provide clear requirements for planning, implementing and carrying out a commercial diving operation here in Singapore.

• Regulatory Enforcement – with the more recent commercial diving fatalities that have occurred here in Singapore, we can expect that the regulator will be following up on investigation results with appropriate actions.

• The Main Challenge – getting the ‘buy-in’ from industry and individual commercial divers to follow standards and work safely.

There are two other pointers that I am revisiting. They are: Future Challenges for the Commercial Diving Industry; and Training.

Training – Since 2009, along with the revision of the SS511 and the issuance of Technical Advisory from WSHC, a Competence, Training and Assessment Guidance (CTAG) document has been developed. Within the CTAG, training requirements for the commercial diver and diving supervisor are laid out.

Based on these documents and the SS511, KBA Training (KBAT) Centre has completed the Assessment Only Pathway (AOP) for a group of 19 commercial divers and six diving supervisors working for a local diving contractor. KBAT has also completed two full eight-week training courses for 18 divers from a prominent shipyard in Singapore. Along with this, KBAT has run three diving supervisor training courses. Commercial Diving Assocation (CDAS) had previously


FEATUREARTICLE


07.

The CultureSAFE Programme- A Perspective of WSH Culture Building in Singapore

1. IntroductionIn 2009, the Workplace Safety and Health (WSH) Council of Singapore formulated a 10-year strategic road map, titled WSH 2018, for national WSH development. One of the four strategic outcomes in this road map is to foster a progressive and pervasive workplace safety and health culture for sustainable WSH performance.

The WSH 2018 also identifi es all other national programmes and initiatives. Concerted effort is mapped out for various stakeholders to raise WSH awareness, capabilities, and standards. This is to achieve better WSH outcomes in terms of accident prevention and increased productivity.

2. The National Culture StrategyTo achieve the strategic outcome of a progressive and pervasive WSH culture for Singapore, a national strategy for WSH culture building has been drawn up to build capabilities, create the right environment, and sustain the progress made along the journey. This strategy provides a long-term framework for sustainable WSH culture building in Singapore. (See Figure 1)

3. The CultureSAFE Programme and 5-Step CultureSAFE CycleUnder the strategy on building capability for WSH culture to evolve, WSH Council developed and introduced the CultureSAFE programme in September 2012. This is a platform for organisations to embark on a WSH culture-building journey beyond WSH infrastructure. It also provides competency that focuses on cultivating the right WSH mindset and attitudes in every employee, from top management down to the last worker.

WSH culture is part of an organisation’s culture for business excellence that requires continuous efforts in meeting the ever-changing demand for any business. Hence, the CultureSAFE programme aims to help organisations build and sustain a progressive and pervasive WSH culture

via the CultureSAFE cycle, a typical change management cycle for continual improvement. The cycle adopts a one-time Management Engagement Session, and thereafter, a fi ve-step cyclical approach. (See Figure 2)

Companies are encouraged to sustain WSH culture building in workplaces by implementing this cycle continuously. Through this fi ve-step cycle, CultureSAFE measures a company’s WSH culture and benchmarks it against other companies by:

(1) Diagnosing the current state of WSH culture;

(2) Reporting strengths and pointing the areas for improvement;

(3) Planning for culture shifts;

(4) Implementing action plans and initiatives; and

(5) Reviewing and evaluating the progress in culture building

4. CultureSAFE Model and Index System

4.1 A Structured Framework for WSH CultureAs part of the CultureSAFE programme, WSHC developed a CultureSAFE Model to serve as a common structured framework in addressing various aspects of WSH culture faced by every company in Singapore. The CultureSAFE Model comprises six organisational attributes indicating the WSH practices, perceptions and beliefs of its stakeholders. (See Figure 3).

Figure 1: The National Strategy for WSH Culture Building

Figure 2: The 5-Step CultureSAFE Cycle Figure 3: The 6 Attributes of WSH CultureSAFE Model


By Fung Chan HuaSenior Assistant Director, Workplace Safety and Health Council [email protected]

FEATUREARTICLE


09.

Anyone who has done accident investigation before will know that it is often a combination of factors that results in the occurrence of an accident. The most common factors are people, equipment and systems. As such, a singular magic pill or solution will usually be much less effective and a multi-pronged approach more productive.

It is also very crucial psychologically that when a safety problem is being tackled the solution must be comprehensive and effective. Temporary or piecemeal solutions do not work in a sustainable manner and should not be used because people will lose trust.

C. Bringing it all together – three points for safer workplaces

to safety with a proper understanding and practice of systems, equipment and people.

Specifi c actions and behaviours should be identifi ed as KPIs for performance measurement with a balance of both leading and lagging indicators. Leading indicators are desired actions and behaviours that shape results or outcomes (for example, using RAs and SWPs daily as operational documents in practice) which will later form our lagging indicators (for example, LTI statistics). Hence, when we can observe more leading indicators present and in action, we can be sure that our workplaces are becoming safer and fewer accidents will occur. This is the safety Cause and Effect logic.

SAFETY GAP

WORKERSHAZARDS

ACCIDENTS

In the illustration above, we see a clear relationship between workers on one side and hazards/accidents on the other. It is separated by a Safety Gap; obviously the wider the Gap is, the further away hazards and accidents will be from the worker. This Safety Gap can increase or decrease depending on how we manage (or do not manage) safety in any workplace using the above three simple perspectives.

So how do we make use of the three simple points to make the Safety Gap as wide as possible, keeping hazards and accidents far away from each worker?

EFFECTIVE LEADERS

MULTI-PRONG APPROACH

RIGHT MINDSET

This third point shows that the action strategy needs to be comprehensive in approach. To prevent accidents, nurture the right mindset at the workplace so that every person believes accidents are preventable and that they have a personal responsibility towards it. Right from the top- to the lowest-level worker, “Safety First” cannot have two meanings; everyone must walk the talk. Have leaders at all levels display commitment to safety by role modelling, prioritising and leading their teams to work safely each and every day. Communicate and train everyone to take a combined approach

Step 1 - Let everyone from top to bottom believe that accidents are indeed preventable and should be. Have a permanent agenda for management meetings to talk about safety. Let there be a Safety Champion at top management level who is responsible for and looks after the role. In many organisations I have come across, the safety person does not even attend management meetings (unless he has to answer for a problem!).

Step 2 – Cascade this belief into required actions and quantifi able goals so that leaders at all levels have specifi c roles and responsibilities and are held accountable for outcomes. It is critical that belief goes from our minds into our actions and behaviours. Set the goals and KPIs so that performance can be measured and recognised. Too often when inspections are done, only faults are being highlighted and doing the right thing is taken for granted. It is an acknowledged management principle that only behaviour that is recognised is repeated.

Step 3 – Adopt a holistic and multi-pronged approach involving people, systems and equipment. This approach has a start point but no end point as it continuously strives for improvements. This involves safety goals and KPIs for everyone, proactive communication and training schedules, effective operational supervision done daily, development and use of various safety checklists, equipment servicing, maintenance and safety checks, up-to-date and operational RAs and SWPs, housekeeping practices for everyone and all departments, safety leadership displayed at all levels, etc. Go for the leading indicators that will lead to desired outcomes rather than wait for reports from lagging indicators because no one can change the past. Making the desired future happen is the more sensible approach.

“Go for the leading indicators that will lead to desired outcomes rather than wait for reports from lagging indicators because no one can change the past. Making the desired future happen is the more sensible approach.”

Continued from page 05

Accidents are Preventable – Really! (cont’d)FEATUREARTICLE


11.

appointed KBAT as its approved training provider. More recently the Ministry of Manpower (MOM) has approved KBAT as an Approved Training Provider (ATP) for both the commercial diver training and diving supervisor training. This will now allow commercial diver and diving supervisor training to be available here in Singapore. Both training will be held to a national standard approved by MOM and endorsed by CDAS with funding available from Shipbuilding and Marine Engineering Employees Union (SMEEU).

Obviously, this is one of the main steps in the direction for commercial diver safety here in Singapore. Upon successful completion of the training, the diver will have been suitably exposed to many aspects of working underwater and is aware of the risks and hazards involved. He will achieve an understanding of fundamental diving theory and the safety management tools that need to be in place before getting into the water as a working diver.

‘’Self-preservation being the number one safety consideration for any diver’’

The commercial diver training, available in Singapore and conducted to the Ministry of Manpower standards, is based on four levels:

Level 1 - Commercial SCUBA Training – (Where I have stated SCUBA is not suitable for commercial diving work; there are benign conditions where the use of commercial SCUBA may be allowed. Additionally, commercial SCUBA involves the use of safer equipment.) the minimum equipment required for CSCUBA is a full-face mask, hard wire communications and a life line. Each diver has a secondary bailout cylinder as well as primary breathing cylinder. Diving operations can only be carried out provided a robust risk assessment has been conducted; hazards identifi ed are of an acceptable level; and mitigated CSCUBA may be an option. The diver remains on a life line, has direct communication to the diving supervisor on the surface, and the dive is conducted in a benign environment. The prime limitation of this type of equipment is the air supply the diver carries. This level of training is also required before one can progress on to level 2.

Level 2 - Surface Supplied Diving Equipment – allows the diver to dive to a maximum depth of 30m using a diving helmet / full-face mask, with air supply provided from the surface, an emergency cylinder that the diver carries on his back (bailout), hard wire communications and video capability to the diving supervisor on the surface. At the end of the day, there is no commercial diving project conducted in Singapore that should not be using this equipment and method of diving.

Level 3 & 4 Commercial Diving Supervisor – the diving supervisor is the person in charge of the safety of the divers on the work site. His roles and responsibilities, attitude to safety and knowledge of diving operations play a key factor in safe diving operations.

Today, in many dive sites the diving supervisor will be in the water diving with the diver! This is not permitted as stated in the regulations and codes of practice. It is one of the prime reasons why divers get injured.

Future Challenges for the Commercial Diving IndustryIn 2009, the commercial diving industry formed the CDAS. The association membership consists of commercial diving contractors, individuals, diving equipment providers/ manufacturers, commercial diver training providers, and hyperbaric medical practitioners.

The association’s executive committee has been working on worksite issues in ship yards and within the anchorage as well as diving safety issues. Working with WSHC, the committee has also been involved with establishing the Singapore Commercial Diver Training Standards. CDAS has recently arranged a Commercial Diving Safety Seminar where approximately 130 delegates attended to learn more about the future of commercial diving here in Singapore. CDAS will be planning more of such networking and seminar events in future. It will continue to encourage individuals, contractors, clients and individuals working within the commercial diving industry to join the association so it can develop the safety awareness and worksite issues with relevant clients and authorities.

Since 2009, there have been more commercial diving fatalities. Now that standards are in place and an association is working on behalf of its members to promote safe diving operations, it is up to the industry to carry out diving work while complying with standards. This is not a case of ‘buy the equipment and work’. The standards encompass a whole range

of safety management expected of any worksite. They include: suitable planning; minimum manning levels/dive team size; worksite procedures; risk management; risk assessment; Lock Out Tag Out; management of change; competent personnel; competent supervision of the dives (from the surface and not in the water); suitable diving site work platform / vessel; and emergency procedures (that work when required). The list goes on.

Commercial diving sites in Singapore today in general would not even get past the fi rst item as stated above. So, we do have a great deal of work to do so that commercial divers can go to work, work with the right PPE (diving equipment), follow safety procedures and execute risk management — all these so they can go home to their families.

These standards and compliance requirements are REAL! Clients need to play their part and meet their responsibilities of ensuring a safe worksite. They can do so by establishing a level playing fi eld during the tendering for project and only selecting diving companies that adhere to the requirements of the commercial diving standards.

Writer Mr Darren Brunton is also the Chairman of the IOSH Singapore Branch

“Self-preservation being the number one safety consideration for any diver.”


2009 Fast Track Forward 2014 – The Progression of Commercial Diving Safety in Singapore (cont’d)

FEATUREARTICLE


13.


made up of a collection of cultural aspects in terms of attributes and dimensions that could be quantifi ed subsequently through surveys.

To clarify the data derived from the perception questionnaire, post-survey interviews may also be conducted with a selected set of respondents. In addition, to substantiate the subjective data elicited, evidence-based data may also be collected via inspections of the workplace and documentation reviews. These inspections allow verifi cation of the consistency of actual WSH behaviours and practices with the fi ndings of the perception survey.

In CultureSAFE programme, organisations are required to collect two classes of information for assessing the WSH culture prevailing in their organisations. (See Figure 5)

Two Data Sources of WSH Culture Assessment

• Perception Survey Questionnaires developed to collect data

in determining the WSH beliefs, values and practices of stakeholders in an organisation.

• Evidence-based Assessment This is used to clarify and validate the

data collected from the perception survey through the use of verifi cation interviews, documentation reviews and workplace inspections.

4.4 Assessment ToolkitsAn electronic toolkit (known as E-Tool) has been developed, allowing participating companies to perform Step 1 and Step 2 of the fi ve-Step CultureSAFE cycle on “iWSH Portal”, WSHC’s Internet webpage. This E-Tool consists of the instruments for WSH culture assessment such as the questionnaires for surveys of managers, supervisors and workers on WSH culture; and evidence-based assessment toolkits for verifi cation interviews, documentation reviews, and workplace inspections.

Hard copies of the survey questionnaires are also available in eight languages (English,

Chinese, Malay, Tamil, Thai, Bangla, Hindi and Burmese) for employees who do not have email accounts with the company. This will ensure that majority of the employees are included in the survey for determining the culture profi le of the company.

Secure access to the CultureSAFE’s E-Tool will be given to participating companies of the CultureSAFE programme and companies can assign a coordinator to use the E-Tool for Step 1 and Step 2 of the CultureSAFE cycle.

With all the required data input to the E-Tool, a WSH culture profi le and various WSH culture indices would be generated for the participating company. The company may then analyse these results and formulate appropriate action plans to enhance the existing culture strengths and close the culture gaps respectively (Step 3, 4 and 5 of the CultureSAFE cycle). Companies are encouraged to continue the CultureSAFE cycle by performing the Step 1: Diagnostic assessment again using the same E-Tool via iWSH Portal regularly.

5. WSH Culture Building InitiativesAs each and every company has its unique business requirements for focusing on specifi c initiatives and programmes of culture building and development, the CultureSAFE programme does not specify programmes or initiatives that are to be undertaken. From Step 3: Action Plan onwards, every company is strongly recommended to devise programmes and initiatives that can close the WSH culture gaps as derived from the CultureSAFE Model and Index as refl ected in Step 1 and Step 2 of the CultureSAFE cycle. Recommended programmes and initiatives that can help companies to strengthen their WSH cultures are highlighted in the iWSH Portal.

WSH Council, together with WSH Institute, will continuously organise various programmes and initiatives in terms of raising the industry capability, awareness and promotion, and setting higher WSH standards for WSH culture building at various industry sectors in Singapore. Selected programmes and initiatives areas follow:

Figure 4: The Culture Index system of CultureSAFE Model

Figure 5: Two Data Sources of WSH Culture Assessment

These attributes have been specifi ed to address two key aspects of WSH culture, namely: organisational commitment (attributes on governance, work management system, competent & learning organisation and communication & reporting); and stakeholder commitment (attributes on leadership & commitment as well as ownership & teamwork). Each attribute is broken down into detailed descriptor(s) termed as dimension(s). With specifi c survey instrument and assessment toolkits, the dimensions are further developed to measure the scope and extent of the attributes in terms of the various practices, perceptions, and beliefs.

4.2 The Index SystemThe WSH culture index may then be used to identify the level of WSH culture maturity achieved, namely Reactive, Participative, Proactive, Progressive and Exemplary levels (See Figure 4). The maturity level description is supplemented further by a concise phrase to characterise briefl y the predominant traits of the specifi c maturity level of WSH culture achieved by the organisation.

A WSH CultureSAFE Index may thus be defi ned as a measure of the state of WSH culture achieved by an organisation that is expressed as a numeric value and/or level of maturity and/or text descriptor.

4.3 Assessment MethodologyA WSH culture assessment is used to determine the WSH beliefs, values and practices of stakeholders in an organisation. To this end, a perception survey questionnaire is developed for determining the mindset and attitude of stakeholders along a set of organisational attributes and dimensions of WSH culture that have been ascertained to be correlated with superior WSH performance. In other words, the CultureSAFE Model is


The CultureSAFE Programme- A Perspective of WSH Culture Building in Singapore (cont’d)

FEATUREARTICLE


15.

SNAPSHOTS @ SISO COURSES

Risk Management 5 - 6 June 2014 (Trainer: Mr S Damodaran)5 - 6 June 2014 (Trainer: Mr S Damodaran)

Risk Management 17 - 18 July 2014 (Trainer: Ms Soh Guat Hiong)

Techniques to Implement Continual Workplace Improvement for WSH Professionals10 July 2014 (Trainer: Mr Leonard Tay) Safety Management Lessons from Nicoll Highway

Collapse - Design, Systems and Culture

14 August 2014 (Trainer: Dr Goh Yang Miang)

Risk Management 29 - 30 May 2014 (Trainer: Mr Danny Toh)


COURSES


16.

Safety Committee Training Course 30 July - 1 August 2014 (Trainer: Mr S Damodaran)

Safety Committee Training Course 10 - 12 June 2014 (Trainer: Mr Indy Lim)

Safety Committee Training Course 30 June - 2 July 2014 (Trainer: Mr Ngiam Bo Han)

Safety Committee Training Course

21 - 23 May 2014 (Trainer: Mr Dennis Tan)

SISO Members’ Networking Night

Feedback session on the Revision of Code of Practice for WSH Risk Management

Members relaxing and exchanging views at the new lounge during the Networking Night

About 30 SISO members turned up for the SISO Members’ Networking Night on 14 August 2014. This was the fi rst networking event held at the new SISO premises at Connection One.

The networking night’s highlight was a feedback session on the Revision of “The Code of Practice” for WSH Risk Management. The feedback session was led by Mr Seet Choh San, President of SISO, who kicked off the proceedings by giving an overview presentation on Risk Management 2.0. The presentation was followed by a spirited discussion on the proposed revision of “The Code of Practice” on WSH Risk Management. By the end of the two-hour session, numerous valuable suggestions and comments from the participating members were generated.

By Quek Chin TuanExecutive Manager, [email protected]



5.1 WSH Leadership GuideCompiled by the Workplace Safety and Health Institute of Singapore, a WSH leadership guidebook titled Towards Vision Zero: A Guide for Business Leaders towards a Safer and Healthier Workplace has been produced. It aims to be a useful and practical reference for business leaders and senior executives as they lead in striving towards zero work injuries, ill health, disability and death in workplaces.This guidebook incorporates insights gained from a study conducted by WSH Institute in 2012, where 19 C-suite leaders and 60 middle management representatives shared their motivations, challenges and successes in leading their organisations toward WSH excellence, inclusive of prevention culture.

5.2 National WSH (NWSH) CampaignThe annual National WSH (NWSH) campaign is an important year-long effort for engagement and outreach as part of the concerted efforts towards WSH culture building in Singapore. Targeted themes and focuses are identifi ed annually for messaging and creating awareness in all workplaces. The campaign is launched by prominent leaders and is followed by a year-long initiative packed with seminars, forums, training courses, competitions, road shows, interactive WSH exhibitions, etc. Various industry stakeholders are invited to stage their WSH promotions and activities during the national campaign period.

5.3 WSH AwardsWSH Council, supported by Ministry of Manpower, organises annual Workplace Safety and Health (WSH) Awards to recognise organisations and individuals who have contributed to achieving excellence in workplace safety and health. The national awards include various categories to recognise supervisors, WSH offi cers and companies with innovative WSH solutions and excellent WSH performance.

Stringent evaluation criteria, both in terms of leading and lagging indicators, are set up to provide recognition. Aspects of WSH culture building are incorporated in the application for the Awards from 2014.

5.4 bizSAFE ProgrammebizSAFE is a fi ve-step recognition programme to help companies build up their WSH capabilities in order to achieve quantum improvements in safety and health standards at the workplace. Companies are guided through a journey, starting from top management demonstrating their commitment towards WSH to acquiring risk management capabilities and implementing a WSH Management System. In the process, participating companies gain recognition and benefi ts of having a comprehensive WSH system in place.

Since the programme launch in 2007, more than 19,000 companies have received various bizSAFE level statuses and the programme has helped greatly in terms of raising the risk assessment and risk management capability in the industry. The programme brings about the prevention culture that is based on risk assessment so that accident prevention should be undertaken at source, before every task is performed.

5.5 WSH Advocate ProgrammeThe WSH Advocate Programme is for companies of any size to create support for workplace safety and health across all levels of the employees in the company. It aims to encourage companies to create an environment conducive to greater employee participation and involvement in WSH which in turn will greatly help develop a positive safety and health culture at the workplace.

When workers are involved in making their workplace safer and healthier, they feel confi dent about their work environments and can thus, concentrate more effectively on the task at-hand. Workers’ morale will also be high as they are assured that their management care.

Companies which adopt the programme identify suitable employees and empower them to engage their peers to improve WSH across the company. These WSH Advocates can be anyone (i.e., workers, supervisors or managers) who devote extra efforts to keep the workplace a safe and healthy environment to work in. While doing their duties, the WSH Advocates would be a positive infl uence to their colleagues, encouraging them to be WSH-conscious.

6. Challenges AheadWSH culture is very much infl uenced by the business environment a company is operating in and how the management values safety and health concerns for their employees. Besides driving from the top management, there is a need to involve and engage employees across all levels for any culture building initiatives and programmes to be effective.

The WSH culture profi le as well as the indices generated by the CultureSAFE’s E-Tool is only a check point of the entire journey towards building a proactive and dynamic WSH culture. WSH Council is providing the tool for WSH culture diagnostic assessment and common guides for WSH culture building programmes and initiatives. The biggest challenge remains in how companies can embark on active culture building initiatives and/or programmes to change mindsets and attitudes for a progressive and pervasive WSH culture.

The CultureSAFE Programme- A Perspective of WSH Culture Building in Singapore (cont’d)

FEATUREARTICLE


19.

From 1889 to the present dayDräger is an international leader in the fi elds of medical and safety technology. The family-run company was founded in Lübeck, Germany, in 1889. Over the past fi ve generations, Dräger has evolved into a publicly traded, worldwide group. The company’s long-term success is based on the four key strengths of its value-driven culture: customer intimacy, professional employees, continuous innovation and a commitment to outstanding quality.

“Technology for Life” is the guiding philosophy. Whether in the operating room, in intensive care or emergency response services, Dräger products protect, support and save lives.

Dräger offers its customers anesthesia workstations, medical ventilation, patient monitoring as well as neonatal care for premature babies and newborns. With ceiling supply units, IT solutions for the OR, and gas management systems the company is at the customer’s side throughout the entire hospital.

Emergency response services, law and regulatory enforcement and the industry trust in Dräger’s integrated hazard management, in particular for personal protection and plant safety. This includes: respiratory protection equipment, stationary and portable gas detection systems, professional diving equipment and systems, as well as alcohol and drug impairment detection. In collaboration with its customers Dräger develops customized solutions, such as entire fi re training systems, training concepts and workshops.

Dräger has about 13,000 employees worldwide and is currently present in more than 190 countries. The company has sales and service subsidiaries in over 50 countries. Its development and production facilities are based in Germany, Great Britain, Sweden, South Africa, the USA, Brazil, the Czech Republic and China.

The beginning: It’s 1889. Johann Heinrich Dräger founds the company “Dräger und Gerling” in Lübeck with his business partner Carl Adolf Gerling. The business of the company is the sale of equipment and innovations, such as beer tap systems, which use compressed carbon dioxide. Though it has been possible since the second half of the century to fi ll steel cylinders with high-pressure gas, the problem of removing the gas in a controlled and safe manner at low pressure remains. The fl ow of gas – and therefore of beer – is hard to control and uneven, and the valves are often faulty. Dissatisfi ed with the available technology, Johann Heinrich Dräger and his son Bernhard, who has just qualifi ed as a mechanic, begin working on a new innovation. The result: the Lubeca valve. For the fi rst time, it is possible to precisely control the removal of carbon dioxide from a high-pressure tank. Johann Heinrich Dräger has his invention patented immediately.

The fi rst patent changes the growing company’s business. Johann Heinrich Dräger makes the risky decision not to sell has invention, but to produce and sell it himself.

125 years of Dräger: Fast forward to 2014. The Lubeca valve, which was the fi rst reliable reducing valve for carbonic acid, revolutionized the world of pressurized gases. The technology behind the valve was applied in many different fi elds where it made what has previously been impossible, possible. Today, Dräger is a company that develops “Technology for Life”. This technology protects, supports and saves lives in hospitals, mines, rescue services and industry.

Dräger has well over 10,000 dedicated employees in more than 50 countries. It is a company that remains true to its roots and whose headquarters are in the Hanseatic City of Lübeck.

Dräger. Technology for Life®

Dräger is an international leader in the fi elds of medical and safety technology. Our products protect, support and save lives. Founded in 1889, in 2012 Dräger generated revenues of around EUR 2.37 billion. The Dräger Group is currently present in more than 190 countries and has about 12,500 employees worldwide. Please visit www.draeger.com for more information.

Dräger. Technology for Life

The Seminar on Understanding the Role and Responsibilities of WSHOs as WAH Assessors was held at the new SISO premises on 28 August 2014. The seminar was organised in response to the many queries received by SISO, regarding registered WSH Offi cers being permitted to perform the duties of a Safety Assessor.

A total of 125 participants – comprising SISO members, MOM and WSH Council representatives, as well as non-members of SISO – attended the event to listen in rapt attention presentations from Mr Raymond Wong from the WSH Council, Mr Abdul Rahman Bin Mohd Yatim from the Ministry of Manpower, Mr Govindan Mani from Dragages Singapore Pte Ltd, and Mr Suresh Navaratnam from Capital Safety Group Asia Pte Ltd. Mr Bernard Soh, Vice President of SISO, kicked off the proceedings with an Opening Address that gave an overview of the challenges facing WSHOs. It was worth

Seminar on Understanding the Role and Responsibilities of

WSHOs as WAH Assessors

By Quek Chin TuanExecutive Manager, [email protected]

Participants packed the room for the seminar on Understanding the Role and Responsibilities of WSHOs as WAH Assessors

Overall Workplace Injuries and Fatalities Increase in First Half of 2014In the fi rst half of 2014, there were 30 workplace fatalities and 6314 workplace injuries (major and minor) and, an increase of 20% and 14% respectively by 20% compared to the same period in 2013.

For the full Workplace Safety and Health (WSH) Statistics Report for January to June 2014 which was released by the WSH Institute on 10 September 2014, please visit the WSH Institute website at www.wshi.gov.sg.

noting that the two Q&A sessions at the Seminar were especially lively, with many participants queuing up to pose questions and comments to the respective speakers.

The event also marked the fi rst time SISO was able to accommodate more than 120 participants at an event held at its own premises. Several participants gave feedback that they would like SISO to organise more of such seminars at its premises.

UPDATES/REPORTS


23.

Schedule of SISO Courses (October - December 2014)

All courses are conducted at Singapore Institution of Safety Offi cers, 167 Jalan Bukit Merah, #02-13 Connection One, Tower 5, Singapore 150167, from 7 July 2014 onwards, unless otherwise indicated. Please contact: [email protected] for more information.

Certifi cate in Workplace Safety and HealthParticipants of this course will gain the necessary WSH knowledge and skills to assist in implementing WSH risk control measures and management systems at the workplace.

Intake: 9 and 10Start Date: Tuesday, 28 October 2014

Tuesday, 25 November 2014Time: Tuesdays & Thursdays (6.30pm - 10.30pm)

and Occasionally Saturdays (9.00am - 6.00pm)Duration : 4 months Fees: S$322.10* (with WDA grant)

S$3220.70* (without grant)*Fee includes GST

Specialist Diploma in Workplace Safety and HealthThis WDA competency-based diploma programme aims to train course participants who have relevant experience or qualifi cations with in-depth knowledge in WSH. Upon completion of this programme, you may seek employment in a WSH career, e.g. as a WSH professional or specialist.

Intake: 26, 27 and 28Start Date: Wednesday, 15 October 2014

Wednesday, 19 November 2014Wednesday, 17 December 2014

Time: Mondays & Wednesdays (6.30pm - 10.30pm)and Occasionally Saturdays (10.00am - 3.00pm)

Duration : 10 monthsFees: S$2,207.20* (with WDA grant)

S$7,357.30* (without grant)*Fee includes GST

Maths Bridging CourseThis WDA competency-based maths bridging course aims to strengthen the mathematics foundation of individuals. Upon completion of this programme, it will increase individual accessibility to undertake modular or full qualifi cation programmes in the Specialist Diploma in Workplace Safety and Health (SDWSH) under Workplace Safety and Health Professionals (WSHP), Workforce Skills Qualifi cations (WSQ) or Specialist Diploma in Occupational Hygiene (SDOH) under the Occupational Hygiene Professionals (OHP) WSQ framework.

Intake: 1Start Date: Monday, 17 November 2014Time: Mondays & Thursdays (6.30pm - 10.30pm)Duration : 1 monthFees: S$276.10* (with WDA grant)


Physics Bridging CourseThis WDA competency-based physics bridging course aims to strengthen the physics foundation of individuals. Upon completion of this programme, it will increase individual accessibility to undertake modular or full qualifi cation programmes in the Specialist Diploma in Workplace Safety and Health (SDWSH) under Workplace Safety and Health Professionals (WSHP), Workforce Skills Qualifi cations (WSQ) or Specialist Diploma in Occupational Hygiene (SDOH) under the Occupational Hygiene Professionals (OHP) WSQ framework.

Intake: 1Start Date: Friday, 17 October 2014Time: Tuesdays & Friday (6.30pm - 10.30pm)Duration : 1 monthFees: S$276.10* (with WDA grant)


Workplace Safety & Health (Safety) Committee Training Course To provide learners with the skills and knowledge required to perform and discharge their responsibilities as safety committee members, as required by the Workplace Safety and Health Act. Upon completion of this course, learners will contribute effectively to the improvement of safety and health at the workplace.

Dates: 1. Wednesday, 15 October 2014 to Friday, 17 October 20142. Wednesday, 29 October 2014 to Friday, 31 October 20143. Wednesday, 12 November 2014 to Friday, 14 November 20144. Wednesday, 26 November 2014 to Friday, 28 November 20145. Wednesday, 10 December 2014 to Friday, 12 December 2014

Time: 9am - 5pm (Registration starts at 8.45am)Duration : 3 daysFees: S$449.40*

*Fee includes GST, refreshments, lunch and is pre-SDF funding

Advanced Certifi cate in Workplace Safety and HealthParticipants of this course will gain the necessary knowledge and skills for fulfi lling the role of a coordinator and supervisor in accordance with the WDA- WSH level B competency-based training programme.

Intake: 23 and 24Start Date: Thursday, 30 October 2014

Thursday, 20 November 2014Time: Tuesdays & Thursdays (6.30pm - 10.30pm)

and Occasionally Saturdays (9.00am - 6.00pm)Duration : 6 months Fees: S$391.00* (with WDA grant)


COURSES


25.



Develop a Risk Management Implementation Plan - BizSafe level 2To provide learners with the skills and knowledge required to perform as a Risk Management Champion for their organization. Learners will learn to develop and manage the risk management process and to reduce risks at source through implementation of control measures.

Dates: 1. Thursday, 16 October, 2014 to Friday, 17 October 20142. Wednesday, 26 November, 2014 to Thursday, 27 November 20143. Tuesday, 16 December, 2014 to Wednesday, 17 December 2014

Time: 9am - 5pm (Registration starts at 8.45am)Duration: 2 daysFees: Full course fees for SISO Member: S$450.00*

**Nett price after SDF Funding: S$210.00**Nett price after WTS Funding: S$9.00Full course fees for non-SISO Member: S$490.00* **Nett price after SDF Funding: S$250.00**Nett price after WTS Funding: S$49.00*Fees include GST, lunch and refreshments and is pre-SDF / WTS funding**SDF/ WTS Funding (For Corporate Registrations):Participants must attend at least 75% of the course and complete the assessment.Corporate customers need to log in SkillsConnect website before registration for those who are applying for the funding for participant(s).WTS funding only applies to company-sponsored trainee who is 35 years old and above with a monthly income of $1,900 and below.

Risk Assessment for a Safe Workplace(Code of Practice on WSH Risk Management)To provide learners with the skills and knowledge required to implement effective risk assessment (RA) in their workplaces. Learners will learn to adopt a systematic methodology in developing appropriate control initiatives with reference to the Code of Practice on Workplace Safety and Health Risk Management. Upon completion of this course, learners will understand the legal requirements, be able to identify hazards, evaluate risks and implement appropriate risk control measures.

Dates: 1. Thursday, 30 October, 2014 to Friday, 31 October 20142. Tuesday, 25 November 2014 to Wednesday, 26 November 20143. Thursday, 18 December, 2014 to Friday, 19 December 2014

Time: 9am - 5pm (Registration starts at 8.45am)Duration: 2 daysFees: S$450.00* (SISO Member)

S$490.00* (Others)*Fee includes GST, refreshments, lunch and is pre-SDF funding

Techniques to Implement Continual Workplace Improvement for WSH ProfessionalsTo provide learners with the skills and knowledge required to implement continual workplace improvements in their own work team or department. Learners will learn to evaluate and implement different improvement techniques to carry out such processes. They will also learn to monitor and follow-through with the implementation in order to minimize the need for sudden changes and ensure smooth and continuous growth.

Date: Wednesday, 5 November 2014Time: 9am - 5pm (Registration starts at 8.45am)Duration: 1 dayCPD points: 7 SDUs Fees: S$195.00* (SISO Member)

S$235.00* (Others) *Fee includes GST, refreshments, lunch and is pre-SDF funding

WSQ - Design and Implement Behavioural Safety ProgrammeTo provide learners with the skills and knowledge required to develop, implement and maintain a behaviour safety programme in accordance with the organisation’s requirements. Learners will learn to focus on applying behavioural principles and approaches to reduce WSH incidents. They will also learn different techniques to reinforce group conformance and commitment to safety while promoting more safe behaviours positively in the organisation. All learners will be awarded with Statement of Attainment (SOA) upon meeting 75% of the required course attendance and assessed to be competent.

Date: Course: Thursday, 13 November 2014 to Friday, 14 November 2014Oral Assessment: Monday, 1 December 2014

Time: 9am - 6pm (Registration starts at 8.45am)Duration: 2 daysCPD points: 14 SDUs Fees: S$524.00* (Full course fees)

S$191.50* (Nett course fees after WDA funding for S’porean & PR)*Fee includes GST and refreshments

WSQ - Plan, Prepare and Deliver PresentationThe fear of speaking in front of an audience in the meeting room is often cited as one of the worst phobias for all. This highly interactive training programme focuses on building professional skills and knowledge required to plan, prepare and deliver presentations in front of the top management. Learners will learn different techniques to build up their confi dence level which includes preparation, design of presentation structure, delivery, building of professional image, use of visual aids and handling questions and answers. Learners will also learn strategies to engage audience during the presentation which allows them to motivate teams and win support from their management. All learners will be awarded with Statement of Attainment (SOA) upon meeting 75% of the required course attendance and assessed to be competent.

Date: Tuesday, 28 October 2014 to Wednesday, 29 October 2014

Time: 9am - 5pm (Registration starts at 8.45am)Duration: 2 daysCPD points: 14 SDUs Fees: S$524.00* (Full course fees)

S$191.50* (Nett course fees after WDA funding for S’porean & PR)*Fee includes GST and refreshments

Advanced Certifi cate in Workplace Safety and HealthParticipants of this course will gain the necessary knowledge and skills for fulfi lling the role of a coordinator and supervisor in accordance with the WDA-WSH level B competency-based training programme.

Intake: 23 and 24Start Date: Thursday, 30 October 2014

Thursday, 20 November 2014Time: Tuesdays & Thursdays

(6.30pm - 10.30pm)and Occasionally Saturdays (9.00am - 6.00pm)

Duration : 6 months Fees: S$391.00* (with WDA grant)


Schedule of SISO Courses (cont’d)COURSES


27.


SafetyMatters | Singapore Institution of Safety Offi cersSafetyMattersSafetyMattersSafety | Singapore Institution of Safety Offi cers

JUNE - JULY 2014JUNE - JULY 2014

PROFESSIONALChan Chi Hoe EugeneWSH Offi cerNatsteel Recycling Pte LtdDavid SimonQHSE ManagerGreene’s Energy Group Asia Pacifi cEmmanuel Michael Arockia Louis Levei WSH Offi cer & ECOGS Engineering and ConstructionLim Chang ChaiWSH Offi cerSingapore PolytechnicLim Jun PingAdjunct LecturerRepublic PolytechnicLow JeffredWSH Offi cerUnison Construction Pte LtdMutyapu RameshWSH Offi cerTop Pave Pte Ltd

ASSOCIATEEllys Lim Safety Coordinator Metal Machines Engineering Services Pte LtdLee Wee KiatConsultantBibline Consulting LLPNg Chang SoonProject ManagerDRC Engineering Pte LtdOrlando Ben AlosiousAssistant Safety Offi cerKeppel FELS LtdSoon Weng FongDirector, SafetyBMS Environmental ServicesSwaminathan VeeraiyanInstrumentation EngineerTritech Engineering & Testing

CORPORATEAFPD Pte LtdNeville-Clarke SingaporePanduit Singapore Pte Ltd

UPGRADED TO PROFESSIONAL Foo Jong WeiHSE Assistant Manager Frontken (S) Pte LtdMohamed Saiful Bin Mohamed Barazi Assistant QEHS ManagerWong Fong Training HubTan Boon Hong MarkAssistant DirectorHome Team AcademyTan Hong SengDirectorTechgems Engrg & Constn Pte LtdTham Yu Hung DanielQHSE ManagerUBTS Pte Ltd

Phang Chin Meng JosephFreelance Trainer Rodrigues David IgnatiusSafety, Health and Environment Manager Stahl Asia Pacifi c Pte LtdSivaprakash s/o ThangarajooWSH Offi cerAir Liquide Pte LtdSuresh s/o ThevanindrianSEA Plant EngineerExxonMobil Asia Pacifi cTay Chin Hock DavidHSE & Facility AssociateContinental Alloys & ServicesYantoSafety Offi cerStolthaven Singapore

Leading and Infl uencing Strategies for WSH ProfessionalsThis program provides learners with the skills and knowledge required to communicate at all levels within the organization to build consensus; negotiate compromises that work for everyone, and resolve group confl icts before they derail your projects. Learners will learn how to use fi ve types of evidence to gain commitment from senior management to support safety planning. In addition, through a set of proprietary exercises, learners will be shown how to create working alliances and make people work as planned.

Date: Wednesday, 8 October 2014Time: 9am - 5pm (Registration starts

at 8.45am)Duration: 1 dayCPD points:

7 SDUs

Fees: S$235.00* (SISO Member)S$275.00* (Others)*Fees include GST

OHSAS 18001 & SS 506 Part 1 Internal Auditor CourseTo provide learners with the skills and knowledge required to plan and conduct effective internal audits on OHS management systems. Learners will learn to report audit fi ndings clearly and undertake effective follow-up audits on corrective actions taken so as to ensure continual improvement. This course also provides an introduction to the requirements of OHS management systems (OHSAS 18001 & SS 506 – Part 1).

Date: Tuesday, 25 November 2014 to Wednesday, 26 November 2014

Time: 9am - 5pm (Registration starts at 8.45am)

Duration: 2 daysCPD points: 14 SDUs Fees: S$450.00* (SISO Member)

S$490.00* (Others) *Fee includes GST, refreshments, and lunchComplimentary: SS 506 – 1: 2009 guidelines will be handed out


Fostering Innovation at the Workplace for WSH ProfessionalsTo provide learners with the skills and knowledge required to gain in-depth knowledge in a niche area of safety. Learners will be able to understand what is required to be an innovative organisation. They will learn to contribute to the development of a learning organisation effectively by doing the right the development of a learning organisation effectively by doing the right things. Learners will also learn useful tactics on analysing workplace performance and processes to identify opportunities for innovation.

Date: Thursday, 30 October 2014Time: 9am - 5pm (Registration

starts at 8.45am)Duration: 1 dayCPD points: 7 SDUsFees: S$195.00* (SISO Member)

S$235.00* (Others) *Fee includes GST, refreshments, and lunch

Schedule of SISO Courses (cont’d)

MEMBERS


29.

UPDATES/REPORTS


30.

UPDATES/REPORTSUPDATES/REPORTSUPDATES/

SafetyMattersSafetyMattersSafety | Singapore Institution of Safety Offi cers

30.

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