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Occupational Health Challenges in India
Dr. Shyam Pingle
Chair, SC on OH & Development, ICOH.President, Indian Association of Occupational Health
Vice President (M&OHS), Reliance Industries Ltd., India.
5,000 year old civilization
World‟s largest democracy since 62 years
18 official languages, 325 languages, 1,652 dialects
Federal structure - 29 states, 5 union territories
Area - 3.28 million sq. km, Coastline - 7,516 km
1.2 billion + people in 4th largest economy
Fastest growing IT industry
Agriculture, major employment (54% of work force).
Phenomenal growth in women work force in all sectors.
Incredible India!
World Bank Regions: EME - Established Market Economies; FSE - Former Socialist Economies; OAI - Other Asia and Islands; SSA - Sub-Saharan Africa; LAC - Latin-America and Caribbean; MEC - Middle Eastern Crescent
(source:http://www.ilo.org/public/english/protection/safework/wdcongrs17/intrep.pdf )
Global Estimate of Work Related Deaths (from various diseases)
OHS - Unique Features in India
Distribution of Total Workforce in India
16%
16%
11%
3%
54%
Agriculture
Construction
Manufacturing
Mines & Quaries
Others
Indian Industry
India is amongst the 10 most industrialized countries
in the world.
Almost all the types of industries.
Chemical Industries in India achieved its 4th rank in
terms of its investments and turnovers.
1% of them used extremely toxic substances with
potential to cause damage to biosphere.
Mining in India
Rich mineral resources, > 1.5 % of India‟s GNP
Employment to one million, 5% Annual growth
Coal, Lignite, Iron, Manganese, Bauxite,
Limestone, Copper, Lead, Zinc, Gold etc.
Oil – 17 billion tons
Challenges in India
Lack of implementation of OSH Law – only 10%
covered
OH teaching in Universities is rudimentary,
part of Community Medicine, no OH Chair
Shortage of OH professionals
Inadequate resources for OHS
Challenges in India
Lack of Accident and OH Disease Data
Lack of awareness among stake holder
Short term gains & Punitive approach
Government priorities
Easy availability of manpower
OHS Challenges in India
OHS split between health & labor ministries
Integration of OH with Primary Health
Special sectors: Construction, Mining, Agriculture
service sector / outsourcing / IT industry
Cheap labor / unemployment
Lack of access to OH – SMEs, Informal sector, Women, Children
Mindset
Government – curative,
Management – welfare oriented,curative health
Unions – allowances driven
Issues in OHS Delivery
Exposure to dust, noise, toxic chemicals and biological substances.
Working in the informal sectors
Concern about use of Asbestos
Indoor air pollution – bio mass fuels
Double burden of OH i.e. hazards combined with subcontracted informal labor, family commitments and traditional social role of women
Stakeholders in Occupational Health
Enforcement Agencies
Employers & employees (unions)
Physicians in industry, ESIS etc.
International agencies – WHO, ILO
Institutes CLI, NIOH, PHFI ……
NGOs - IAOH
Major OHS risks
Accidents
Pneumoconiosis (Silicosis)
Musculoskeletal injuries
Chronic obstructive lung diseases
Pesticide poisoning
Byssinosis, asbestosis
Noise induced hearing loss
Challenges in IT / BPO Sector
Repetitive nature of work (in some cases),
Tight, unrealistic (?) deadlines,
Long & Odd hours of work (shifts)
Young workforce living away from family
Customer interaction
Relationship issues
High attrition
Computers / VDU
RSI / CTD – Tenosynovitis, Tendinitis, Tennis Elbow,
Carpal Tunnel Syndrome..
Musculoskeletal Problems in Back, Neck, Shoulder &
Upper Limbs
Visual Fatigue & Eye Problems, Bifocals & Computers
Effects of Shift Work
Achieving OrganizationalHealth Excellence!
Healthy Employees
Healthy Work Environment
Healthy Organization
Management & Leadership
Future Drivers of OH Policy & Practice
Adoption of National Policy on „Safety, Health & Environment‟ by Government of India
Free Trade Agreements / Globalization leading to uniform OHS standards
Need to attract and retain skilled employees
Globalization of workforce and working life
“Right to know” demand from workers
Role of ILO, WHO ….
Government Initiatives
Promotion of Public –Private Partnership.
Reversal of Trend from 73% : 27% to 27% : 73%
Opening up Insurance Sectors to Private Players.
National SHE at Workplace Fund through CESS.
Opening up of Scientific & Technical institutions
CMP for Workers in 7 Un-Organized sectors
Globalization of information / awareness
Consumer awareness on safeguarding the
health and safety of workers
Requirement of ISO / OHSAS standards
Sustainable development
Global benchmarking for OHS in India
Europe took 100 years to achieve present OHS. How do we do it by 2020?
Stage I
Starting level
Stage II
Basic Service
Stage III
International
Standard Service
Stage IV
Comprehensive
Service
Field nurse Safety
agent
Physician and nurse
with short special
training
Multidisciplinary
team with special
training
Multidisciplinary
specialists' team
• Advice in OH
• Accidents and ODs
• Acute ill-health
• PHC
• PHC Infrastructure
• Basic OHS content
• Toolboxes
• OHS Infrastructure
• ILO No. 161, 155
• Multidisciplinary content
• Prevention plus
curative services
• In-company or external
special OHS units
• Comprehensive content:
prevention, curative and
promotion & develop-
ment servicesObjective for all!
SMEs,SSEs SMEs,SSEs
Starting point for Big
industries and well
organised SMEs
Big industries and
Big OHS Centres
Ref: BOHS, Jorma Rantanen et al.
Awareness of Stakeholders, creating felt need
Integration of OHS with Primary Health Care
Comprehensive legislation
Research in OH, Generation of data in priority areas through research studies
Skill development & Action oriented research
Capacity building – University Chair / Doctors / Engineers / school OHS Policy
What needs to be done?
Attitude
correction
Legislation
Enforcement
Awareness
Achieving OSHIn
pu
ts
50% 75% 88% 100%
Achievement
October 21, 2010
Resilience @Reliance
Dr. Shyam Pingle
VP, Medical & Occupational Health
Health & Wellness Initiatives
2
Range
Corporate Profile
Stress & Burnout
Resilience @ Reliance
Corporate Profile
India‟s largest private sector enterprise
- Revenue of $ 44.6 billion
- Net worth of $ 30.5 billion
- EBITDA of over $ 7.4 billion
Industry leading position across businesses
Integrated energy chain in Upstream,
Refining and Petrochemicals
EBIT
Gaining momentum to achieve the next phase of significant growth
Fortune Global 500 Ranking
2010 2009
Net Sales 175 264
Net Profit 100 117
Revenues
Oil & Gas
5.5%
Others
0.2%
Refining
70.5%
Petchem
23.8%Oil & Gas
27.0%
Others
0.2%
Refining
30.0%
Petchem
42.8%
Reliance Industries (RIL) Today
Robust Growth Record
Data as on March 31 each year; * Market Cap as on 27th July 2010
TSR in excess of 30% p.a. in last 5 years and 32% in last 10 years
CAGR % CAGR %
33 Years 5 Years
Turnover
Net Profit
Cash Profit
Total Assets
Net Worth
Exports
Market Cap*
76 16,725 44,632 21% 22%
3 1,731 3,616 24% 16%
5 2,763 6,221 24% 18%
38 18,422 55,903 25% 25%
11 9,236 30,550 27% 27%
7 5,837 24,538 28% 33%
11 17,391 73,839 31% 34%
(In US$ Million) FY 1977 FY 2004-05 FY 2009-10
A Decade of Phenomenal Growth
Superior performance through consistent growth, cost-competitive position and an integrated business model
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90
0.0
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99
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FY
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FY
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FY
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Net Profit (LHS) Total Assets (RHS) Market Cap (RHS)
In US$ billion
Backward Integration
Textiles
Polyester Fiber Intermediates manufacturing
Petrochemicals, Polymers and Chemicals
Petroleum Refining and Marketing
Exploration & Production of Oil & Gas
New Businesses – Retail, SEZ, etc.
Our Vision, Mission and Values
Vision
Through sustainable measures, create value for the nation, enhance quality of life across
the entire socio-economic spectrum and help spearhead India as a global leader in the
domains where we operate
Mission
Create value for all stakeholders, Grow through innovation
Lead in good governance practices
Use sustainability to drive product development and enhance operational efficiencies
Ensure energy security of the nation, Foster rural prosperity
Values
Our growth and success are based on the ten core values of Care, Citizenship, Fairness,
Honesty, Integrity, Purposefulness, Respect, Responsibility, Safety and Trust
Sustainability and Reliance
Pioneers equity cult in India
Transforms Textile industry – easy-to-own fabric for the common man
Dominance in Petrochemicals and their derivate products raises the standard of
living across the economic spectrum
World‟s largest Greenfield Refinery turns the tide of Indian economy
The second refinery, the world‟s largest refinery at single location, transforms
Jamnagar as the „Refining Hub of the world‟
Hydrocarbon production is redefining India‟s march towards energy security.
Natural gas, a low-carbon, low polluting green fuel will create value and be
beneficial to a large section of India‟s society.
Retail initiative will ensure greater rural prosperity and also given world-class
products at affordable prices to the common man
small acts…big impact.
10
Stress & Burnout
Resilience Management
Resilience is the property of a material to absorb energy
when it is deformed elastically and then, upon unloading to
have this energy recovered.
Basic Problem
Can you imagine driving the same model of car say 10 yrs from now ?
Having got over the Fiat-Ambassador “wide choice” days, you expect better & newer models at least every year or two
Model of Homo Sepian (human beings of today) dates back to 25000 years
The Physiology
A caveman emerging from his hideout & coming face to face with a tiger (25000 yrs ago)
A typical Mumbaite bracing himself to get into Virar fast at 5.44 PM on 21st October 2010
A young executive asked to come & see HR for an urgent, serious & personal matter on 1st of April 2010
Is there be a common link ?
Flight or Fight
Yes, the body (same good old model) responds in exactly the same way
Mouth going dry
Palms sweating, Skin cold
Fists clenched
Heart beating fast
Muscles tense
All responses prepare for F or F
Is All Stress Bad ?
No Way !
We need stress as much as the morning cup of tea
Eustress & Distress
Generally when we mention stress, we mean distress
Distress if prolonged or frequent (or both )can be harmful
Three Faces of Stress
DISTRESS STRESS EUSTRESS
Pressure Crisis Challenge
Frustration Change Opportunity
Annoyance Criticism Improvement
Confusion Imbalance Success
Tension Conflict Excitement
Worry Discomfort Achievement
Stress & Performance
From - The School ManagerC Turney, N Hatton , K Laws, K Sinclair and D Smith, Allen and Unwin 1992
Myth & Truth
Myth - When employees suffer job burnouts, they are solely
responsible for their fatigue, anger and “don‟t give a damn
attitude”
Truth - Burnout is a sign of dysfunction within an
organization….
It describes the organization more than the employee
Resilience @ Reliance
20
Resilience
Onion Peel Model
Core – People
Middle - Processes
Cover - Management
People – Strengthen Physical, Mental & Spiritual Health
Processes & Management – 5 S Strategy
21
Secrets @ Reliance
1. Surprise:
2. Scale
3. Speed
4. Sensitivity
5. Stretch
5S Model
Secrets @ Reliance
1. Surprise:
Consistent growth amidst all adversities has proved that
Reliance leaders are astute readers of events and their effect
on us. Element of surprise is less.
Reliance CAGR in last 30 years is 21% against Country (India)
CAGR of 7%
2. Speed:
At Reliance early signals swing teams into quick rearguard action,
ring-fence and damage control. Top leadership is quickly seen at
the site of action and in command.
- Flood – Patalganga
- Cyclone - Jamnagar
- Earthquake - Jamnagar
- Flood – Hazira
Secrets @ Reliance
3. Scale:
It takes much more than a hiccup and a bump to shake our
scale of operations.
Reliance Jamnagar has Refinery of 60 MPD capacity, the next
largest in India is 12 MPD
Secrets @ Reliance
4. Sensitivity:
Leadership is in touch with emerging issues on real-time basis.
They are visible, communicate and approachable.
Secrets at Reliance
5. Stretch:
Everyone at Reliance is willing to stretch and challenge himself
(herself)!
„Growth is Life‟ – managing large world-scale projects has
taught Reliance to Stretch and also spring back.
Secrets @ Reliance
Some Flag-ship Initiatives
Opportunities in New Business to existing staff
(internal advertisements)
Continuing Education opportunities for growth
- MPRE with IIMs
- Reliance Engineers with IIT collaboration
- Diploma for SSCs
- SSC for school drop outs
Some Flag-ship Initiatives
Focus on Prevention
Strong HSE Policy & Robust Systems
DuPont Safety Engagement
Disaster & Emergency preparedness
Six Sigma
Mentorship
CASHe
Health & Wellness Initiatives
Change Agents for Resilience
Care
Compassion
Approachable
Impartial
Counseling Skills
Stress Management Techniques
Health Initiatives
Health centres at all sites & offices
Hospitals at townships
Annual medical checkup for all
Age based, not hierarchy based
Health Initiatives
Life style initiatives, Stress management
Work life balance initiatives
Gymnasiums, sports and club facilities
Food Courts with healthy food
Role of Reliance Health Team
Treatment & Reassurance
Health Sensitization
Effective Counseling
Health Coaching
Monitoring Progress
Workplace Interaction
Our Prescription
D iet
A ctivity
R elaxation
E mpathy
S pirituality
Add to this Humour, the great stress buster !
Innovative Wellness Strategies
Health diet
Incentives for fitness (Fire & Security)
Healthy employee awards
- Primary
- Secondary
Extension of Wellness Initiatives to family
Innovative Wellness Strategies
Take Home Messages
If business is all about money and health is wealth; can business
ignore employee health?
Old Paradigm: Health is a personal matter, better left to the
individual.
New Paradigm: Work can affect health & vice-a-versa, so it is
also a management responsibility.
Myth: ROI on investment in Health is intangible
Fact: A quick pay-back is possible.
If 5S from Japan can improve productivity incrementally, 5S of
Resilience can boost it exponentially.
