Book — 1 online resource (1 PDF file (xvii, 122 pages)) : illustrations
1 Front Matter-- 2 1 Introduction-- 3 2 Universal Health Coverage and Occupational Health and Safety Issues for the Informal Workforce-- 4 3 Mapping Solutions to Universal Health Coverage Inclusive of the Informal Workforce-- 5 4 Responding to Work-Related Health Needs of Informal Sector Workers-- 6 5 Select Country Experiences-- 7 6 Closing Remarks-- 8 References-- 9 Appendix A: Workshop Agenda-- 10 Appendix B: Speaker Biographical Sketches.
(source: Nielsen Book Data)
Universal health coverage (UHC) has been recognized by the World Health Organization as a key element in reducing social inequality and a critical component of sustainable development and poverty reduction. In most of the world UHC is sought through a combination of public and private-sector health care systems. In most low- and middle-income countries health systems are evolving to increasingly rely on the private sector because the public sector lacks the infrastructure and staff to meet all health care needs. With growing individual assets available for private-sector expenditure, patients often seek better access to technology, staff, and medicines. However, in low-income countries nearly 50 percent of health care financing is out-of-pocket. With the expected increase in the overall fraction of care provided through the private sector, these expenditures can be financially catastrophic for individuals in the informal workforce. In the global workforce of approximately 3 billion people, only 10 to 15 percent are estimated to have some type of access to occupational health services. The informal workforce is growing worldwide, and the degree to which its occupational health needs are satisfied depends on the capabilities of the general health care system. In July 2014, the Institute of Medicine held a workshop on approaches to universal health coverage and occupational health and safety for informal sector workers in developing countries. This report summarizes the presentations and discussions from this workshop. Approaches to Universal Health Coverage and Occupational Health and Safety for the Informal Workforce in Developing Countries identifies best practices and lessons learned for the informal workforce in developing countries in the financing of health care with respect to health care delivery models that are especially suitable to meeting a population's needs for a variety of occupational health issues, including the prevention of or mitigation of hazardous risks and the costs of providing medical and rehabilitation services and other benefits to various types of workers within this population. These experiences and lessons learned may be useful for stakeholders in moving the discussions, policies, and mechanisms forward to increase equitable access to quality health services without financial hardship for the informal workforce. (source: Nielsen Book Data)
3: Performance and availability of personal protective equipment
4: Information and training
5: Site management for personal protection
6: Recommendations for moving forward
7: Concluding remarks
Appendix A: Organizing partners
Appendix B: Conference participatns
Appendix C: conference agenda
Appendix D: Summaries of plenary presentations.
Based on a 2001 conference held in New York City that looked at ways of improving health and safety for emergency workers who respond to terrorist attacks. It is intended for managers and decisionmakers to help them understand the working and safety environment associated with such attacks.
1st ed. - Kidlington, Oxford, UK : Pergamon, 1998.
Book — 1 online resource (275 pages) : illustrations
Foreword. Introduction. Perspectives on safety management and change (Hale et al.).
Part 1. Understanding and Modelling the Safe Management System. Models of organisations versus safety management approaches: a discussion based on studies of the internal control of SHE reform in Norway (Hovden). Developments in HSE management in oil and gas exploration and productions (Visser). Safety management assessment and task analysis - a missing link? (Kirwan). The role of safety climate in a safety management system (Cabrera, Isla). Corporate cultures towards strategic health and safety management and the challenge of organisational change (Wehrmeyer).
Part 2. Change, Learning and Safety Improvement. Participative management models and the role of groups and supervision (Seppala). Elements for designing a self-correcting organisation: examples from nuclear plants (Bourrier). Layer system for learning from human contributions to events: a first outline (Becker). An evaluation of the use of the international safety rating system as intervention to improve the organisation of safety (Chaplin, Hale).
Part 3. Responding to Outside Change. Process safety management and the implications of organisational change (Baram). Management of health and safety aspects of major organisational change (Wright). Privatisation and division into competing units as a challenge for safety management (Maidment). Safety related interventions in inter-organisational fields (Wilpert, Fahlbruch). Organisational decision making and risk management under pressure from fast technological change (Svedung, Rasmussen). Conclusions. Conclusions (Baram, Hale). Keywords.
(source: Nielsen Book Data)
Not only is technology going through its revolutions faster, but the institutions and organisations which exploit that technology are also in the process of almost constant reshaping. This accelerating change is a double-edged sword for safety. On the one hand, it offers the opportunity for improvement, but on the other it threatens the tried and trusted measures which have produced high safety levels in the past. Trial and error as a learning method is not acceptable in high risk technologies. We must not only get things right first time, but adapt the management of safety to the dynamic of constant change. This book explores that dilemma by studying how organisations manage safety and what is crucial for a good safety management system, how to harness change directly to safety improvement and how to adapt safety management systems to change imposed from the outside. (source: Nielsen Book Data)