he positive impact of introducing an occupational safety and health (OSH) management system, both on the reduction of hazards and risks and on productivity, is nowadays recognised by most governments, employers and workers. Under such a system, employers are responsible for providing a safe and healthy workplace for their employees. The provision of the OSH management system for front-line operators is important in maintaining safety by preventing the occurrence of active errors (which has immediate effects) and hidden errors. While there are international regulations pertaining to aviation security operations, there are no similar regulations focusing on occupational health and safety for personnel engaged in such work. Security personnel at airports face exposure to various occupational safety and health hazards while performing their normal duties or when responding to emergencies. These hazards or stressors include: climate (e.g. heat or cold stress); noise; physical, chemical and psycho-social hazards; unsanitary conditions in the workplace; as well as work-related disease and injury.
A Personal View T
Expressed by Sidney Chau
…there are international regulations pertaining to aviation security operations, there are no similar regulations focusing on occupational health and safety for personnel engaged in such work…
These men and women perform an essential service at the airport to ensure that passengers travel safely, yet their own safety and well-being also need to be looked after. In their daily duties they are required to lift heavy bags and search bags which may conceal sharp or pointed objects. Their working environment may have slippery floors or steep stairways and there is the ever-present danger from poor driving. When accidents do happen, often the cause can be found to be negligence, carelessness or lack of vigilance on the part of the person or parties concerned. Improvements in the OSH system would therefore contribute to the development of civil aviation safety in general. The OSH management system in an organisation includes compliance with the OSH requirements pursuant to national laws and regulations, and are the responsibility and duty of the employer. The employer should show strong leadership and commitment to OSH activities and take appropriate management initiatives for the establishment of the OSH management system. An OSH management system should comprise of the following elements:- (1) Safety policy; (2) Organisational structure; (3) Safety training; (4) In-house safety rules; (5) Inspection programme; (6) Hazard control programme; (7) Accident/incident investigation; (8) Emergency preparedness; (9) Safety committees; (10) Job-hazard analysis; (11) Safety and health awareness; (12) Accident control and hazard elimination and (13) Occupational health assurance programme. Organisations can fail due to a lack of adequate management controls including no clear safety and health objectives and by senior management failing to recognise the importance of safety and health policy formulation. Each organisation should ensure all employees are well aware of the hazards, reasons for safe working practices and the part they play in maintaining a safe and healthy working environment. All employees should be trained to understand the risks involved in their work and to carry out their duties in the workplace without risk to their own safety and health, or to the safety and health of others. Employees should be consulted about their training needs, of which there are three types: organisational, job-related and individual. Refresher training may be given in sections throughout the year, to maintain their skills and competencies.
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Hazards and risks to security personnel’s safety and health should be identified and assessed regularly. This can be achieved through regular risk assessment and proactive risk assessment such as ‘scanning’ of the workplace, work processes and staff behaviour, reviews of responses to emergencies and other work requirements, as well as audits and inspections. Preventive and corrective actions are subsequently taken where risks are identified. Employers should develop a safe working environment for security personnel including the screening check points, access control posts, baggage areas and cargo terminals etc. Moreover, personal protective equipment is an important step in protecting our security personnel: gloves, footwear, helmets, suits, face, ear and eye protection etc. In addition, protective clothing and respirators should be available to staff as protection against fire, hazardous chemicals, and pandemic diseases. Taking as an example our experience in Hong Kong, a very low work accident rate at the airport has been achieved and maintained over the years due to the effective implementation of a comprehensive OSH management system. Our approach has mainly been based on three factors. First and foremost training, followed by constant reminders to staff to enhance their vigilance and, thirdly, by a continuous review of procedures to ensure that work practices are safe. The security company at Hong Kong International Airport ‘AVSECO’ has 3,500 staff, and it has seen an annual work-related injury rate of 8 to 10 incidents per year over the past few years. We have in place a robust set of safety initiatives, which I want to
share with readers. The two most useful and successful initiatives are the ‘Three–Pronged Approach Safety Programme’ and ‘Behavioural Risk Assessment’. The former initiative focuses on ‘Organisation’, ‘Neatness’ and ‘Service Ability’ as they are applied in the workplace. By following this programme we ensure that the working environment and equipment in use do not pose any unnecessary risks or hazards. The adoption of ‘Behavioural Risk Assessment’ allows us to observe staff while they work and identify those practices and behavioural traits that constitute ‘at risk behaviour’ which may lead to accidents. As a means of engendering staff buy-in to the safety process, we encourage them to contribute safety suggestions. Staff who contribute good suggestions receive awards to recognise their participation in fostering a culture of safety in the workplace, thus attaining the goal of a sustainably low accident rate. Although we have been successful in achieving and maintaining a
very low work-related accident rate for security staff, it has only been possible by adopting a multi-layered approach to the problem. While it is necessary to pay special attention to the working environment, it is also important to positively reinforce the security message through frequent training and briefings. The development of security awareness and the nurturing of a sound safety and health culture within the workforce is essential to prevent accidental injuries through negligence or carelessness. In sharing my views I hope that readers may find something that will be of use to them in their own organisations.
Sidney Chau is Executive Director, AVSECO, Hong Kong June 2013 Aviationsecurityinternational
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