There have been 25 workplace deaths in 2022 so far, higher than the 23 workplace deaths recorded in the first-half of 2021. This month, our regulators had called for a STO again which is not the first. STO is not a new concept. LTA introduced it to their contractors in 2013. STOs were also called for in 2015 and 2020 for workplaces.
Safety Time Out (STO) is a planned event whereby organizations take time off from their daily work routine to take stock of and review workplace safety and health (WSH) systems and work practices to ensure that control measures are in place and are effective.
In a typical STO, top management and management teams take the lead to review work practices, processes, risk assessments and should follow a typical 5M-Model to review their current status (also read my previous article on management of change):
1) Man-assess who is competent for the job, who is not. Who is new
and need close supervision and guidance and who is not mentally well to perform
the task?
2) Machine-assess what physical machineries and equipment are needed
for the job/task to be done. Assess their fitness for use, checking their service,
maintenance records, etc.
3) Method-assess current work practices, processes are in compliance
to work procedures. Review learning points from past incidents and accidents
and what are to be improved.
4) Material-assess what control measures are in place when handling,
moving and storing hazardous, toxic materials and dangerous substances. Review
the effectiveness of control measures and personal protective equipment (PPE).
5) Mother nature-this not only includes weather elements but also the surrounding work environment where many work activities (compatible and incompatible) are happening simultaneously in small and restricted work areas.
The question to ask is: why isn’t STO working?
Firstly, STO is voluntary, not mandatory. It involves the temporary suspension of all or part of an organization’s operations to review procedures and address WSH concerns in the workplace. How many organizations are really doing this especially in current time where many are trying to catch up on lost time caused by the pandemic? How many organizations could afford the time to do STO?
Secondly, STO is just a recommendation, not a legal requirement under the framework of the WSH Act. Organizations are encouraged to do it but regulators cannot enforce it. There is also no requirement to maintain evidence or records of STOs. Only safety-focused organizations would do these ‘time-outs” at their workplaces with top management and management participations. Others would just leave it to their WSH teams to do it who are also assigned other responsibilities and duties due to the current manpower crunch. Can they do it effectively with their minds on other aspects of their jobs?
The next question to ask is: how to make STO more effective?
The easiest way is to make STO mandatory or
as part of the WSH legal framework.
Just look at our 30-years efforts and campaigning that had failed to encourage people to return their trays and crockeries after use at public food centres. Legislation solved it immediately overnight! (also read my article: Problem solving: the Poka Yoke Way).
Next, organizations should incorporate STOs inside their daily pre-shift briefings or toolbox meetings. The concept is the same and should be done daily before commencement of work activities. Everyone involved takes a moment to review what needs to be done in the shift, what are the high-risk activities and hazards likely to encounter and what are the control measures in place. Use the 5M-model for these reviews and encourage everyone to ask questions to resolve ambiguities and to clear uncertainties or doubts. When a large workforce is involved, STOs and briefings can be done in separate groups and work areas specific. Top management and management team must “walk the talk” and assist the WSH team in such activities and to show commitments towards safety-focused culture.
Peter Drucker said: “management is doing things right; leadership is doing the right things.” Top management and leaders must change their mindsets and start doing the right things. If they keep doing the same things, they are likely to get the same results!