Safe and Healthy - WorkSafe...

Safe and HealthyA guide to managing an ageing

workforce

Safe and Healthy: Aguidetomanaginganageingworkforce 3

About this publication

Safe and Healthy: A guide to managing an ageing workforce outlines how Persons Conducting a Business or Undertaking (PCBUs), managers and supervisors can adapt workplaces, tools and procedures to deal with age-related changes.

Thispublicationwillhelpyouto:

•overcomecommonmisperceptionsaboutolderworkers’capabilities

•learnthatthelost-timeclaimratesofolderworkersisnotmuchhigherthantheaverageofallworkersinTasmania

•considersimplechangesinyourworkenvironmenttokeepageingworkerssafe,healthyandproductive

•understandhowasafeandhealthyworkenvironmentbenefitsworkersofallages.

BesideshelpingPCBUs,managersandsupervisorstodevelopandusepoliciesandprogramstoimproveworkhealthandsafety,thispublicationwillalsoassistallworkerstobetterunderstandandadapttophysicalandpsychologicalchangesastheyage.

Please noteThispublicationisnotintendedtobeafirstaidorsafetymanualortoofferdetailedhazardassessmentormaterials-handlingguidelines.

Thisinformationisforguidanceonlyandisnottobetakenasanexpressionofthelaw.ItshouldbereadinconjunctionwiththeWork Health and Safety Act 2012,theWork Health and Safety Regulations 2012,nationalcodesofpracticeandanyotherrelevantlegislation.YoucanfindthisontheWorkSafeTasmaniawebsiteatwww.worksafe.tas.gov.au

AcknowledgementsThispublicationhasbeenadaptedwithpermissionfromSafe and Healthy: A Guide to Managing an Ageing Workforce,producedbytheGovernmentofAlberta,Canada.Availableatalis.alberta.ca/publications

ThispublicationisavailableonlineontheWorkCoverTasmaniawebsiteatwww.workcover.tas.gov.au

ForcopyrightinformationcontactWorkSafeTasmania

Telephone: 1300 366 322 (within Tasmania) (03) 6166 4600 (outside Tasmania)Fax: (03) 6233 8338E-mail: wstinfo@justice.tas.gov.au

Contents

About this publication..............................................................................3

Introduction..............................................................................................5

Riding the population wave......................................................................6

Facing age-old misperceptions................................................................8

Dealing effectively with age................................................................... 10

Work health and safety.......................................................................... 18

Creating a safe and healthy working environment................................. 20

Introduction

Weallsharethefactthatwe’regettingolder.Buthowweagediffersfromonepersontothenext.

Whiletwopeoplemaysharethesamebirthdate,onemayfunctionbetterphysicallyormentally.Wedescribethesetwopeopleashavingthesamechronological agebutdifferentfunctional ages.

Justasitisdifficulttodefine‘age’,itisnoteasytodefine‘olderworkers’.TheWorldHealthOrganisationuses45asthedividinglinebetween‘younger’and‘older’workers,andthispublicationdescribes‘olderworkers’asthose45andover.

Olderworkers,whethertheyare45,60or70,canbevictimsofoutdatedattitudes,stereotyping,unfairpoliciesandprejudices.Thiscannegativelyaffectolderworkersby:

•prematurelyforcingthemoutoftheworkplace

•denyingthempromotions

•excludingthemfromlearningandtrainingopportunities.

Beliefs,whetherrightorwrong,aboutthehealth,safetyandeffectivenessofolderworkersmayinfluencewhethertheyarehiredorletgo.Acommonmisperceptionisthatolderworkersare‘overthehill’andcannotworksafelyandeffectively.

Notonlycanthesemistakenbeliefsharmolderworkers,theyalsonegativelyaffectbusinesses,particularlysinceolderworkersareavaluablehumanresourceintoday’slabourmarket.

Ourbodiesdoalterasweage.However,oncethesechangesarebetterunderstoodandsmalladjustmentsaremadetooffsettheireffects,workplacescanbecomesafer,healthierandmoreproductiveforallworkers,notjustolderones.

Any change you make for one person helps the whole population. Changes made for the older population can be the driver, but they will benefit everyone in the workplace.

— ergonomics consultant advising a large urban municipality

Riding the population wave

Tasmania’s ageing populationOnaverage,Tasmania’sandAustralia’spopulationsareageing.Tasmaniahas:

•theoldestpopulationofallthestatesandterritorieswithamedianageofalmost40years(2010figures)

•experiencedthelargestincreaseinmedianageoverthepast20years,increasingbyalmost8yearsfromaround32yearsin1990toalmost40yearsin2010

•approximately28percentofitspopulationbetweentheagesof45and64(2012figures).

Other contributing factorsTheemigrationofyoungeradultsfromTasmaniatotheAustralianmainlandhascontributedtothisacceleratedageing.

Thetendencyforfamiliestohavefewerchildrenthaninthepastalsosupportsthetrendofanageingpopulation,asyoungpeoplecompriseasmallerpercentageofourpopulation.

Manybirthsoccurredduringtheperiod1946to1964(postSecondWorldWar),creatingababyboom.Thesebabyboomersarenowmiddle-aged.

Peoplearegenerallynowlivinglongerandthenumberofpeopleintheolderagecategoriesisincreasing.

Workforce participation ratesStatisticsontheparticipationrateinthelabourforcemeasurethepartofthegeneralpopulationagedover15thatisworkingorlookingforwork.

Thepercentageofthelabourforceagedover45hasincreasedconsiderablyinTasmania—fromapproximately34percentin2002comparedwith43percentin2012.

Theparticipationrateforthoseaged45andoverhasalsoincreasedfromaround31percentin1992toaround47percentin2012.Duringthesameperiod,theparticipationrateofthoseaged15andoverhasremainedrelativelyconstantataround60percent.Thisresultsinagreaternumberofolderworkersinthelabourforce.

Now hiring—a sign of the timesAnageingpopulationandanincreasednumberofolderworkersleavingtheworkforcecouldmeantherearefewerworkersavailabletodotheworkrequiredinthenearfuture.

ThisageingtrendcreatesbothchallengesandopportunitiesforTasmanianbusinesses.Overtime,ashortageofworkerscouldreduceoureconomicoutput,lowerourstandardoflivingandlessenourcompetitiveness.

Staffingshortagesarelikelytointensify.Thisisespeciallytrueinthetransportandeducationsectors,butalsoingovernment,healthcareandagriculture.Ontheotherhand,recruitingandretainingolderworkerscanhelpbusinesstoaddresslabourshortagesnowandinthefuture,andgainthebenefitsofolderworkers’decadesofexperience.

ThismeansthatPCBUs,managersandsupervisorsneedstrategiesthatretainolderworkersandencouragethemtoworkbeyondthetraditionalretirementage.Itmayalsomeanbringingbackthosewhohavelefttheworkforce.

Thesestrategiesmayrequirefinancialincentivesaswellasfindingwaysofaccommodatingworkersthrough:

•adaptableworkplacepoliciesthatmeetdemandsforoptionssuchasflexitime,parttime,jobsharing,temporarywork,‘bridge’work(betweencareersandretirement),contractwork,jobpooling,phased-inretirement(gradualreductioninhours)

•motivationalincentives

•educationandtrainingstrategies.

Workersofanyagearemorelikelytobeattractedtoemploymentandremainworkingiftheyfeeltheirworkenvironmentissafeandhealthy.

What work means to older workersForindividualworkers,decisionsaboutstayinginorreturningtotheworkforcedependonmanyconsiderations,including:

•individualeconomicneeds(forexample,inadequatepensionincome)

•jobsatisfactionandthesenseofproductivityandcreativityofferedbywork

•theneedforsocialcontactandstimulation

•maintenanceofself-esteemandself-confidence.

Issues in attracting older workers and keeping them employed

Business concerns and motivation

Older worker motivators Possible responses

•Keepthosenowworkingemployed

•Bringingbackolderworkerswhohavelefttheworkforce

•Convincethoseworkingtostay(beyondtraditionalretirementage)

• Individualeconomicneeds• Jobsatisfactionand

productivity•Needforsocialcontactand

stimulation

•Flexibilityintheworkplace•Motivationandnonmonetary

incentives•Educationandhealthand

safetytrainingstrategiesforolderworkers

•Proceduresthatensureolderworkers’healthandsafety

Facing age-old misperceptions

Dealing with myths and realitiesSomeofthesocial,economic,safetyandmedicalmythsaboutolderworkersarebasedonaperceptionthatolderworkersarefrail,unreliableandincapableofworkingeffectivelyandsafely.Itistimetosetasidethesestereotypesandnegativeattitudes.Thefollowingtablepresentsandrespondstosomeofthesemyths.

Myths and realities about older workers

Myth Reality

Olderworkersaremorelikelytohavework-relatedinjuries.

Nottrue.Infactworkersover45arenomorelikelytosufferjob-relatedinjuriesthanworkersunder45.

Olderpeopleareallalike. Differenceswithinagegroupsareoftengreaterthanthosebetweenagegroups.

Olderadultsareunableorunwillingtolearnnewthingsorskills.

Agedoesnotdeterminecuriosityorthewillingnesstolearn.

Olderworkersmaysometimestakeslightlylongertolearncertaintasksandmayrespondbettertocustomisedtrainingmethodsmoresuitedtotheirneeds.

Olderadultsavoidnewapproachesornewtechnologies.

Manypeople,regardlessofage,enjoynewtechnology.

Olderworkersarelikelytorespondwelltoinnovationifit:

• relatestowhattheyalreadyknow•allowsforself-pacedlearning•providesopportunitiesforpractiseand

support.SeethesectionDelivering the message —designing training for older workers inthechapteronCreating a safe and healthy working environment.

Olderworkershavefailingmemories. Long-termmemorycontinuestoincreasewithage.

Itisnotworthwhileinvestingintrainingolderworkersbecausetheyarelikelytoleaveorare‘justcoastingtoretirement’.

Olderworkerstendtobeloyalandlesslikelytochangejobsfrequently.Thisisparticularlythecaseifolderworkersknowtheireffortsareappreciatedandtheyarenotfacedwithamandatoryretirementage.

Inaknowledgeeconomy(economybasedoncreating,evaluating,andtradingknowledge),thepaybackperiodoninvestmentintrainingisbecomingshorterforallworkers.Thatmeansthatspendingontrainingolderworkersisverylikelytoberecoveredbeforetheseworkersretire.

Olderworkersarelessproductive. Productivityisindividualandvariesmorewithinanagegroupthanbetweenagegroups.Nosignificantimpactonproductivityduetoageingislikelyuntilworkersarewellintotheir70s.

Olderworkersmaybelessproductivedoingheavyphysicalwork.However,mostjobsdonotrequiremaximumphysicalexertion.Olderworkersgenerallymakeupforanydeclineinphysicalormentalabilitythroughexperienceandforethought.Ifstrengthandagilityareafactor,olderworkerscanusuallyfindwaystocompensateby‘workingsmarter’.

Olderworkersareoftenwelltrainedandhaveatrackrecordofresponsibilityanddedication.

Olderworkersrelatepoorlytocustomers. Olderworkerscanoftenbemoreeffectivethanyoungerworkerswhenexperienceorpeopleskillsareneeded,aswhendealingwithcustomersorbuildingaclientbase.

Olderworkersareinflexible. Olderworkersmaybemorecautious,atraitthatcanimproveaccuracyandsafety.

Olderadultshaveimpairedmentalorintellectualcapacity.

Intellectualabilitiesstayintactintothe70sandbeyond.Short-termmemorymaystartdecliningwellbeforeage45,butmeasurable,in-depthknowledgecontinuestoincreaseasweage.

Agetendstoenhancetheabilitytoperformactivitiesdependingonjudgment,decisionmakingandgeneralknowledge.

Olderworkersaremorelikelytosufferfromillnessandaremoreoftenabsentorlateforworkthanyoungerworkers.

Olderworkershavelowerabsenteeismandtendtobemorepunctualthanyoungerworkers.

Usually,olderworkerswithhealthconditionsrequiringextensivesickleavehavelefttheworkforceoftheirownaccord.Anysignificantincreaseinhospitalstaysorsickleavearenotlikelytoshowupuntilpeopleareover80.

Olderworkershavelesseducation. Whilethismayhavebeentrueatonetime,itislessafactornowthatmanywell-educatedbabyboomersfilltheranksofolderworkers.

It is a common but incorrect belief that older workers suffer more injuries than younger workers.

Dealing effectively with age

Ageingisnotadisease;itisabiologicalprocessofchangethatstartsatbirth.Theageingprocessmeansthatpeoplemaynothavethesamestrengthorphysicalabilitiesat50or60thattheyhadat25or30.Butinthecaseofmostjobs,withminoradaptationsoradjustments,workerscanperformtheworkverywellintotheir70sandsometimesbeyond.Insometypesofwork,performancemaycontinuetoimproveintothe60sand70s.

Agedoesnotdeterminefitness.Withregularphysicalexercise,physicalcapacitycanremainrelativelyunchangedbetweenages45to65.Italsomeansthat45-year-oldworkerswhodonotexercisecanbelessfitthanco-workersaged65orolderwhodolookaftertheirhealth.

Thefollowingtablelistssomephysicalandmentalchangesthatoccurgraduallyaspeopleage.Whenandatwhatratethesechangesoccurvariesfrompersontoperson.Thetableincludesinformationabouthowthesechangescanaffectworkplaceperformanceandhealthandsafetyifchangesandadjustmentsarenotmade.ThetablealsoincludesactionsthatPCBUs,managers,supervisorsandworkers,cantaketoimprovethehealthandsafetyofallworkers,notjustthose45orolder.MoredetailedsuggestionsareprovidedinthechapterCreating a safe and healthy working environment.

Ageing is not a disease; it is a biological process of change that starts at birth.

Responding to physical changesMusculoskeletal system (muscles, bones, joints, ligaments and tendons)

How organs and systems change

with age

How age-related changes impact

What PCBUs need to do

What workers need to do

Muscles

Musclestrengthgraduallydeclines,reachinganannualaveragethreepercentdeclineafterage70.Onaverage,those51to55haveabout80percentofthestrengththeyhadintheirearly30s.

Musclesloseelasticity.

Musclestakelongertorespond.

Lessmusclestrengthandendurancemayaffecttheabilitytodophysicalworkoverextendedperiods,particularlyforheavyorintenseactivities.

Thoughmaximumstrengthdeclineswithage,thelevelofstrengthavailablenecessaryformostworkdoesnotchangegreatly.

Gripstrengthdecreases.

Rangeofmotiondecreases.Someworkmaybecomedifficultduetopain.

Providemechanicaldevicesandpowertoolsforliftingandmoving.

Minimiseliftingby:

•storingatlowerlevels

•packinginsmallerquantitiesorcontainers.

Providesupportive,adjustableseatingandworkstations.

Minimiseworkrequiringfixed(static)musclepositions.

Providegripfriendlytools,grippingglovesandeasy-to-turnandtwistvalvesandcontainerlids.

Providepowertools.

Providelonghandledtoolstoreducebending.

Provideguidelinesandtrainingfor:

• lifting•sitting,standing•bending•stretching.

Usetheequipmentprovidedforliftingandmovingloads.

Maintainproperposture.

Reduceoreliminateupperbodytwisting.

Wearproperfootwear.

Changepositionfrequently.

Stretchbefore,duringandafterwork.

Movejointsthroughtheircompleterangeofmotion.

Minimisesquatting,bending,kneelingandstooping.

Musculoskeletal system (muscles, bones, joints, ligaments and tendons) continued

with age

Boneslosecalcium,makingthemmoreporous.Thiscanleadtoosteoporosis.

Cartilagedeterioratesandcanleadtobonedamageatthejoint.

Moreporous,lessdensebonesaremorelikelytobreakasaresultofworkplaceslipsorfalls.

Workinjuriesmayresultfromshort-termoverexertionorrepeated,long-termstressonmuscles,jointsandbones.

Minimiseslips,tripsandfallsbyreducingclimbingandnotworkingatheight.

Arrangeforproperequipmentandtoolsstorage.

Supplysafeladdersandsteps.

Ensureproperlighting.

Constructandmarksteps,floorsandsurfacesproperly.

Installfallprotectionbarriers.

Rotateworkassignmentstoavoidoveruseinjury.

Limitabove-shoulderandabove-headwork.

Eliminateorisolatevibration.

Offerexerciseorstretchbreaks.

Useladdersproperlyandbecautiousonsteps.

Addweight-bearingactivities(walking,running)toaregularexerciseroutine.

Eatahealthydiet,includingfoodscontainingcalcium.

Cardiovascular and respiratory systems

with age

Theheart,lungsandthecirculatorysystem’sabilitytocarryoxygen-filledblooddecreases.

Betweenage30and65,functionalbreathingcapacityisreducedby40percent.

Bloodvesselsloseflexibility.Arteriesthicken,whichcanleadtohardeningofthearteries,increasingtheriskofhighbloodpressureandstrokes.

Withmoreconstrictedbloodvessels,bloodflowtoouterpartsofthebodydecreases.Italsolessensthebody’sabilitytocarryheattotheskin.

Thehearttakeslongertoreturntorestinglevelfollowinganincreaseintheheartrate.

Capacityforextendedphysicallabourisreduced.Changesdonotusuallyaffectnormalwork.

Lessenedbloodflowtoouterpartsofthebodyreducesheatlossfromskinsurfaceinhotconditions.

Insufficientwarmclothingcanleadtofrostbiteandhypothermia.

Providemechanicaldevicestominimiselifting.

Avoidworkinextremeheatorcold,ifpossible.

Adjustworkinhighorlowtemperatures.

Provideairconditioning,heatingandadequateventilation.

Assignandscheduleworktoavoidfatigue.

Avoidoverfatigue.

Dressproperlyforhotandcoldconditions.

Useappropriatepersonalprotectiveequipment(includingmasksandrespirators).

Maintainahealthylifestyleby:

•controllingweight•notsmoking•avoidingsubstance

abuse•eatingproperly•exercising.

Hearing

Theabilitytohearanddistinguishonekindofsoundfromanother,especiallyhigh-pitchedsounds,decreaseswithage.

Moredifficultylocatingthesourceofsounds.

Hearinglossmayreducetheabilitytohearalarmsandotherwork-relatedsignals,aswellasverbalinstructions.

Reducegeneralworkplacenoise.

Useback-upwarningsystems,lightsandvibrationsystems(vibratingpagers)alongwithsounds.

Reducelong-termandrepeatedexposuretonoise.

Shieldandinsulatenoisyequipment.

Providehearingprotection.

Speakclearly.

Usepersonalprotectiveequipmenttopreservehearing.

Havehearingtested.

Usehearingaidsifprescribed.

Vision

with age

Theflexibilityofthelensoftheeyechanges,oftenresultinginlong-sightedness,whichisnoticeablearoundage40.

Theeye’sabilitytoseelightgraduallydiminishes.Theamountoflightreachingthebackoftheeyecandeclinebyupto75percentbetweenages20and50.

Themacula,alight-sensitivepointatthebackoftheeye,workslesseffectively.

Sharpnessofvisionforstationaryobjectsdoesnotdeclinesignificantlybeforeage60.Theabilitytoseemovingtargets,sidewaysandin-and-outmotionscanbegintodeclineatamuchyoungerage.

Manyofthechangescanbedealtwithbyusingcorrectivelenses.

Visualchangesmayaffecttheabilitytoreadprintedmaterial,dialsandscreenswithinarm’slength.

Abilitytododetailedtasksmaybeaffected.

Abilitytoadapttochanginglightingconditionsmaybereduced.

Eyemovement,includingtheabilitytofollowvisualtargets,maybeaffected.

Increasedsensitivitytoglare.

Diminishedabilitytonoticeadifferencebetweenblueandblack.

Wherepractical,improveworkplacelighting,makingitindividuallyadjustableandsuitedtothetask.

Reduceglarebyusingseverallightsourcesratherthanonelargesource.

Provideindirectlighting.

Avoidsharpcontrastsinlightlevels.

Reducesunlightglarewithshadesandawnings.

Ensurewrittenmaterialanddisplayshavesufficientcontrastandarereadable.Somecolourcombinationsaredifficulttoreadwhenusedtogether.Blacklettersonawhitebackgroundisgood,whilewhitelettersonablackbackgroundcanbedifficulttoread.

Providepersonalprotectiveequipmentforeyes.

Provideorencourageregulareyeexaminations.

Havevisiontestedregularlyandgetreadingglassesifrequired.

Usepersonalprotectiveequipmentforeyes.

Theskinstretcheslesseasily.

Secretionofoilandsweatdeclines.

Decreasedtolerancetoheatandcold.

Controlorlimitworkinextremeheatorcold.

Useskinprotection,lotionsandprotectiveclothing.

Mental and motor processes

with age

Mental processes

Whilementalprocessesareattheirheightwhenpeopleareintheir30sand40s,theseabilitiesdeclineonlyveryslightlyinthe50sand60s.Adeclinemaynotbenoticeableuntilpeopleare70orolder.

Theamountofchangevariesgreatlyfromonepersontothenext.

Itmaytakeslightlylongertoprocessinformation.

Inmostsituations,changesdonotaffectworkperformance.

Reducemulti-tasking.

Increasetimebetweenstepsofatask.

Increaseavailabledecision-makingtime.

Reinforcetasksandskills(includingemergencyresponse)throughrepetition,drillsandrefreshercourses.

Exercisetoincreaseflowofblood,whichencouragesgrowth,andpreventsorreducesdeathofbraincells.

Followahealthydiet.

Minimisestressatandoutsidework.

Getenoughsleep.

Beawareofthepossiblesideeffectsofmedications.

Challengethebrainthroughhobbies,readingandothermentallystimulatingactivities.

Sensory and motor processes

Thesensorysystemcarriesmessagestothebrainandthemotorcontrolsystemcarriesmessagesfromthebraintopartsofthebodyperforminganactivity.

Adecreaseinthesizeandflexibilityofmusclesandareductionincentralandouternervefibresoccurwithage.

Lengthenedreactionandresponsetimemayslowdecision-makinginsomecases.

Exceptwhereextremelyquickresponsesarerequired,thesechangesdonotaffecttheabilitytoperformmostwork.

Reducemulti-tasking.

Provideopportunitiestopractiseandreinforcetasks.

Practiseandreinforcetasks.

Ensuring that work is done in a healthy and safe way may require some adjustments to equipment and working conditions.

We’re not all the same—other health and safety considerationsAsdiscussed,whenandhowfastphysicalandmentalchangesrelatedtoageingoccurvariesgreatlyfromonepersontothenext.However,astheygrowolder,everyoneisaffectedbythesechangesinsomeway.

Forexample,overtime,repetitivetaskscanleadtoavarietyofdifficulties,includingvisionproblemsandheadachesorback,muscleorjointpain.Again,theseconditionsarenotconfinedtoolderworkers.

Whilesomehearinglossoccursnaturallywithage,hearinglossmayalsobecausedbycontinuedexposuretonoiseoraone-timetraumaticevent.

Thinking smarter—mind over matterInmostcases,perception,memoryandlearningskillsremainconstantwellpastthetraditionalretirementageof65.Thereisevenevidencethatsomementalabilities,suchasuseoflanguageandplanning,improvewithage.Beingabletoworkwellingroupsandwithotherpeopleareabilitiesthattendtogetbetterwithage.Withexperiencecancomeanimprovedunderstandingoftasksandworkefficiency.Thisoftenmeansolderworkerslearnto‘worksmarter’.

The body clockAdequatesleepandrestfromworkisimportantforallworkers,butregularsleeppatternsbecomeevenmoreimportantwithage.

Peopleover40havegreaterdifficultyadaptingtoshiftwork.Thiscanmeanworkperformance,andtheworkhealthandsafetyofolderworkerscouldsufferasaresultofanychangestotheregularcircadian(dailybodyclock)patterns.

Thisdoesnotmeanolderworkerscannotorshouldnotdoshiftwork.However,theimpactofsleeppatternsshouldbeconsideredwhenassigningandschedulingshiftwork.(seethesectionA matter of timing—older workers and shift work)

Handling stressWorkersofanyagecanexperienceemotionalorpsychologicalstressintheworkplace.

Whiletherearemanypotentialsourcesofworkplacestress,somecausesofstressmightbemorespecifictoolderworkers.Forexample:

•feelingthreatenedbyyoungerworkersorsupervisors

•copingwithnegativeattitudesaboutageing

•beingconcernedaboutretirementplans.

Individualsreacttoandcopewithstressfulsituationsindifferentways.Nomatterwhatthesource,stresscanreduceworkers’effectivenessandabilitytoconcentrateonwork.Workhealthandsafetycanbeaffectedbysymptomsofstresssuchas:

•ariseinbloodpressureorpulse

•headaches

•rapidbreathing

•muscletension(includingtightenedabdominalmuscles)

•upsetstomach

Summing up work performance and ageDependingonthenatureofthework,jobperformancemayimprove,remainconstantordeclinewithage.Butinalmostallcases,training,changesandadaptationwithintheworkenvironmentcanimprovesafetyandperformanceandoffseteffectsofphysicalandmentalchangesrelatedtoageing.

If you manage the business better from a safety perspective, everyone benefits. It doesn’t matter how old they are.

— WHS professional

Work health and safety

Understanding the laws

PCBUs (Persons conducting a business or undertaking)

APCBUconductsabusinessorundertakingaloneorwithothers.Thebusinessorundertakingcanbeoperatedforprofitornot-for-profit.AlthoughemployersarePCBUs,thetermPCBUismuchbroaderthanthisandmayinclude:

•acorporation

•anassociation

•partnersinapartnership

•asoletrader

•avolunteerorganisationwhichemploysanypersontocarryoutwork

•householderswherethereisanemploymentrelationshipbetweenthehouseholderandtheworker.

APCBUhastheprimarydutyofcareforworkhealthandsafety.Thatis,theirprimarydutyofcareistoensurethehealthandsafetyofworkers,customers,visitorsandothersbyremovingorreducingrisksattheworkplace.

WorkersInturn,workersareresponsiblefor:

•caringfortheirownandothers’healthandsafety

•takingreasonablecarenottoadverselyaffectthehealthandsafetyofothers

•complyingwithanyreasonableinstructiongivenbythePCBU,sofarastheyarereasonablyable.

Asking the right questionsHerearesomequestionstoconsiderwhencheckingforworkplacehazardsthataffectworkersofanyage:

•Aretheproceduressafe?

•Areworkersusingequipmentandmaterialscorrectly?

•Howsuitableistheequipmentusedforthetask?Isiteasilyaccessible?

•Howmightpeoplebehurtdirectlybyequipment,machineryandtools?

•Howmightpeoplebehurtindirectlythroughnoise,fumesorradiation?

•Howmightpeoplebehurtbyusingchemicalsorothermaterialssuchaspaints,solvents,fuels,toner,oils,plastics,acids,pesticides,gases,biologicalsamplesorwastematerial?

Identifying hazardsTheWork Health and Safety Regulations 2012 requirePCBUstoidentifyandassessworkplacehazards.Ahazardisanysituation,conditionorthingthatmaybedangeroustoaworker’ssafetyandhealth.

Noteveryworkplacehazardislistedintheregulations.PCBUsarestillresponsibleforidentifyinganddealingwithhazardsintheirworkplace.Allworkplacesmustbeassessedandappropriateactiontakenifahazardisidentified.Hazardsnotonlyexistinobviouslocationssuchasconstructionsitesandmanufacturingfacilities,butcanalsobepresentinofficesandretailshops.

Hazardsarenotlimitedtowhatcanbeseen,touchedorheard.Aworker’spsychologicalstatecanaffectworkhealthandsafety.Forinstance,workplacehazardscouldbepresentifsomeoneisworkingwhiletired,undertoomuchstressorwhiledealingwithworkplaceconflict.Insuchsituations,workersmaybeahazardtothemselvesandothers.

Safe and unsafe at any ageWorkplacehazardsaffectthehealthandsafetyofworkersofallages.Althoughagedoesn’tmakeadifferencetoaworker’shealthandsafetyrequirements,certainhazards,ifnotdealtwith,maypresentaddeddangerstoolderworkers.Forexample,poororinadequatelightingmayposeaparticularsafetyissueforolderworkers.However,improvinglightingwillalsohelpensurethehealthandsafetyofallworkers.

Sudden-onsetinjuriesarelikelytooccurtoworkersofanyagewhenthey:

•donotrecogniseahazard

•donothavetheireyesormindonthetask

•areinthelineoffirewhensomethinggoeswrong

•areparticipatinginanactivitythatmaycausethemtolosetheirbalance,griportraction

•arerushing,frustratedorcareless

•areunabletoreactquicklyenoughtoavoidinjury,possiblybecausetheyareinpoorphysicalcondition.

Creating a safe and healthy working environment

Ensuringthehealthandsafetyofolderworkersmaysometimesrequireminorchangestotheworkenvironmentandinworkroutines.Thesemeasureswillalsomaketheworkplacesaferandhealthierforallworkers.Oftenthenecessarychangesandadjustmentsinvolvefairlyminorexpensesforyourbusiness.

Steps taken to help older workers will also make the workplace safer and healthier for all workers.

Keeping fit for life and workThepossibilityofsudden-onsetinjuriesandlastinghealthproblemsincreasesifworkersareoverweightorunfit.Forexample,lackofflexibilityorstrengthcancauseinjuriestothelowerback.Physicalexercisealsostimulatesbloodflowtothebrainandpreservesandregeneratesbraincells.Thisenhancesmentalhealth.Physicalworkaloneisunlikelytomaintainaworker’shealthandfitness.It’simportantforthoseinvolvedinphysicalworktoalsoexerciseregularly.

Whileexercisegenerallyoccursonaworker’sowntimeandinitiative,PCBUscanencouragesuchactivityby:

•offeringin-houseexercisefacilities

•providingincentivestotakepartinfitnessprogramsandclasses

•supportingquit-smokingprograms.

Asworkisusuallywherewespendmuchofourtimeasadults,aworkplacecanprovidetheidealopportunityforaddressinghealthandwellbeingissuesandhelpingpeoplechangeanyunhealthybehaviours.Workplacescanplayanimportantroleinensuringphysically,mentallyandsociallyhealthyworkerswhothencontributetobetterbusiness.

HelpingworkerstoimprovetheirhealthandwellbeingcandeliverbenefitsforboththeworkerandthePCBU:greaterjobsatisfactionandengagement,improvedteamrelationships,betterproductivity,reducedabsenteeismandstaffturnoverandassociatedcosts,loweredworkerscompensationcostsandultimately,higherprofits.

Assessing and discussing health and safetyWhenPCBUs,managersandsupervisorsadoptsupportiveattitudestowardolderworkers,theirabilitiesandtheirhealthandsafety,ithasapositiveimpactoneveryone’sattitudetowardageing.

SupervisorsshouldcommunicatedirectlyandhonestlywithworkersabouthealthandsafetyconcernsandshouldbeawareofwhatoptionsthePCBUcanoffer.Forinstance,iftheworkerissickorhashealthconcerns,thesupervisorshouldknowwhetherthePCBUcanoffertimeoffwork,part-timework,workplaceaidsorassistanceorchangesinassignments.

Anydiscussionsbetweenasupervisorandaworkershouldusestraightforwardbutopenquestionsthatencouragetheworkertoaddmoreinformationwhenanswering.

Keeping it confidentialSupervisorsshouldmakeitclearthatanyinformationtheworkersharesabouttheirhealthandsafetywillbekeptconfidentialandwillonlybeusedtosupporttheworker’sneedsortomodifytheirworksituation.

Asking the right questions

Ifhealthandsafetyconcernsarise,asupervisormightaskquestionssuchasthefollowing:

Areyouclearwhatyourresponsibilitiesare?

Doyouhavethetrainingandequipmentyouneedtodothejob?

Arethereanyhealthorpersonalissuesthatarepreventingyoufromdoingyourjobtotherequiredlevelsorstandards?

Areyoureceivingthesupportyouneed?

Meeting commitmentsIfspecialsupportisneeded,thesupervisorshouldindicatewhatcouldbeprovidedandavoidmakingcommitmentsthatcannotbemet.Keeptheprocessreasonable,reliableandrelevant:

•Ifcommitmentscannotbemet,explainwhy.

•Ifthereisadelay,telltheworkerthereasonforthedelay.Makeacommitmenttogetbacktotheworkerwithanswersbyaspecifiedtime.

•Ifworkplacemodificationsoradjustmentstoworkroutinesandschedulesareneeded,reachagreementwiththeaffectedworkeron:

•whatcanbecommunicated

•howitshouldbecommunicated—bysupervisors,theaffectedworkerorsomeoneelse

•whoistoreceivethecommunication.

Responding to questions from other workersExplainthatworkplaceaccommodationandmodificationsarenotaspecialfavourtotheaffectedworkerbutawayofkeepingavaluedworkerintheworkplace.

Designing the workplace to fit the workTherearemanywaystodesignandrearrangeworkplaces,workproceduresandequipmenttoimprove:

•efficiency,includingperformanceandproductivity

•healthandsafety

•comfortandeaseindoingthejob.

Whentheseconditionsaremet,itoftenindicatesthattheequipmentorworkproceduresarewelldesignedergonomically.Goodergonomicsinvolvesfittingthejobtotheworker.Italsomeansmatchingtheproductorequipmenttotheworker’sjobrequirements.

Sitting properly for health and comfortRisksassociatedwithofficetypeactivitiesaregenerallyminimisedbywelldesignedandadjustableworkequipment.Sittingisnowregardedasasignificanthealthhazard.Sedentaryjobssuchasofficeworkthatinvolvelonghoursofsitting(usuallyinfrontofacomputer)increaseaworker’sriskofcontractingachronicdisease(suchasdiabetes,cancerorheartdisease)anddyingprematurely.

Prolongedsittingcanalsoleadtoweakenedabdominalmuscles,causeproblemswithdigestionandbreathing,andmayleadtodamageofspinaldiscs.Althoughsuchconditionsmayshowupinolderworkers,peopleofanyagecansufferproblemsafteryearsofpoorposture.

PCBUscanhelpreducemusclestrainby:

•supplyingworkerswithadjustableworkequipmentsuitedforthejob

•providinginformationandtrainingonthesuitablesettingupoftheworkenvironment

•permittingopportunitiestoswitchpositions,walkaboutandstretch.

Workerscanhelptoreducethisriskby:

•standinguptomake/answeraphonecall

•changingorrotatingtasks(andthereforepostures)

•gettingupeveryhourandwalkingbrisklytoanotherpartoftheworkplace

•avoidingtheliftandusingthestairs

•standinginmeetings

•walkingaroundinmeetings

•walkingtospeaktoacolleagueinpersonratherthanemailingorphoningthem

•walkingintheirlunchbreak

•usingastandingdeskorimprovisingwithahightableorcounter.

•practisingproperposturewhensitting

We have made alterations to workstations and fabrication benches. By simply modifying the table or bench legs so that they telescope, the worker can adjust the working height of the bench to suit their needs. This results in reduced back strain and pain

— safety director of a construction company.

Keeping things within reachPCBUsshouldalsomakeadjustmentstoreduceorremovetasksthatrequireworkerstoraisetheirhandsabovetheheadortheirelbowsaboveshoulderlevelforlongperiods.PCBUsshouldconsideradjustmentssuchas:

•raisingworkersuponaplatformorladder

•bringingtheworkclosertotheworker

•providingarmsupports.

Providing a liftIfmanualliftingisrequired,PCBUscanredesigntheprocesstoreducestressonthebodyby:

•reducingtheweightoftheloadbeinglifted(forexamplebyrepackaging)

•decreasingtheneedtotwistthetrunkbyrelocatingwhereloadsaretakenfromandwheretheyaremoved

•placingloadsasclosetothebodyaspossible

•removingorloweringbarrierswhenmovingboxesandbins.

Getting a grip—handing workers the right toolsWhensupplyingtoolsandinstallingcontrols,PCBUsshould:

•providelighterweighttoolswhenpossible

•installlevers,whichareeasiertocontrolandgraspthanknobs(especiallysmoothknobsondoors,tapsandvalves)

•usecontrolsorleversthatturninward(thehandismostpowerfulturninginwardtowardthepalmratherthanoutward)

•considerreplacinghand-poweredtoolswithmechanically-poweredtools

•supplyrubberisedorothertypesofglovestoimprovegripandleverage.

Shedding the right light—the eyes have itPCBUSshouldencourageworkerstoreportnoticeablechangesineyesight.Makeitclearthatchangesinvisionwillnotleadtoreprimandsorjobloss.

Theabilitytoadjustandrespondquicklytochangesinlightingdecreaseswithage.PCBUscandealwiththisbyavoidingorlimitingcontrastsinlighting,forexample,ensuringthattheleveloflightingintheworkenvironmentissimilartothelightlevelonthecomputerscreen.PCBUscanalsopayparticularattentiontomaintainingconsistentlightingonsteps,walkways,entryways,high-trafficareasandparkinglots.

Reactiontoglareincreaseswithage.Toreduceglare:

•useseveralsmallerlightsourcesratherthanafewlargelightsources

•providelowornon-glarecomputerscreens

•installblindsorawningstoreduceglarefromsunlight.

Individualtasklightingcanallowworkerstoadjustlightingtomeettheirownjobrequirements.Ratherthanmorelighting,oftenallthatisneededisabetterlocationforthelight.Asaresult,lightingimprovementsneednotmeanincreasedenergycostsorrequirethepurchaseofnewfixtures.

Printed material and graphicsWhenpreparingwrittenmaterialforworkers,PCBUsshouldusethestyleofletters(fonts)andlettersizes(atleast12point)thatareeasilyread.Readingsomethingwritteninallcapitallettersismoredifficultthanreadingafamiliarmixofcapitalandlowercaseletters.

PCBUscanreinforcethemessageofwrittenmaterialwithgraphicsandillustrations.

Placeimportantsignsateyelevelwheretheyareeasiertoreadforalllevelsofvision.

Sound management—hearing and older workersWorkersmaybeaffectedbygradual,age-relatedhearingloss,particularlytheabilitytohearhigh-pitchedsounds.Hearinglossalsomaybecausedbylong-termexposuretoharmfulsoundsorbyasuddentraumaticevent,suchasanexplosion.

Toeliminateunwantednoise,PCBUsshould:

•installsound-absorbingmaterial

•shieldmachinenoise

•minimiseair-conditioningnoise

•provideearprotection,whereappropriate.

PCBUsshouldencourageworkerstoreporthearingproblems.Ensurethataudiometrictesting(testingaworker’shearingtomeasurewhetheritisnormalorthereissomedegreeofhearingloss)isdonewhererequiredbylaw.

A matter of timing—older workers and shift workFatiguecanbeasafetyhazardforallworkers.

Olderworkerssometimeshavetroubleadaptingtoshiftwork.

PCBUscanrespondtotheseneedsby:

•offeringworkersflexitimeandshorterhours

•minimisingnightshiftwork

•usingshiftrotationsthataretheleastdisruptivetosleep(forwardshiftrotations,consistingofmorningshifts,followedbyeveningandnightshiftsandthendaysoff,arepreferable)

•limitingshiftlengths,particularlynightshifts,toeighthours.

Supervisor self-check listByaskingthemselvesquestionssuchasthefollowing,supervisorscanensuretheyarebeingfairandobjectivetoeveryone intheworkplace:

•Areperformancemanagementproceduresconsistentforallworkers?(notharderorsofteronanygrouporindividual)

•Areexpectationsclearlycommunicatedtoworkers?

•Iseveryonebeinggivenopportunitiesforretraining,developmentandguidance?

•Areworkers’needsunderstood?

•Isapositiveattitudebeingdemonstratedtowardandaboutallworkers?

•Areallworkers’positivecontributionsandstrengthsbeingrecognised?

•Ispositivefeedbackbeingencouraged?

•Istheworkplacefriendlytowardolderworkers?

Delivering the message—designing training for older workersWhileolderworkersmaysometimestakeslightlylongertolearn,oncetheyhavemasteredaroutineortask,itsticks.Becauseofthis,olderworkerstendtomakefewermistakes.

Olderworkersmaybeunfamiliarwithorhavebeenawayfromformalclassroomeducationandtestingformanyyears.Tohelpolderworkerslearnmoreeffectively:

•explainwhytheyarelearning

•providesupportiveandfriendlylearningenvironments

•usesmallgroups,casestudiesandroleplay

•usestep-by-steporself-pacedlearning

•buildonthefamiliarbymakingaconnectionwithpastlearningandexperience

•avoidgivingtoomuchinformationatonetime

•considerinstructionbypeerworkersofsameage

•speakclearlyandexcludeunnecessarynoise

•accommodateoldereyes(seesectionShedding the right light—the eyes have it).

Raising awareness about older workersHerearesomeotherwaysthatPCBUs,managersandsupervisorscanraiseawarenessaboutthevalueofolderworkers:

•Makesureseniormanagementintheorganisationsupportsolderworkers.

•Arrangewellbeingdaystoinformworkersaboutthevalueofexercise,diet,lifestylechoicesandwork-lifebalance.

•Havesupervisorsattendcoursesonageingandtheworkforce.

•Shareknowledgeaboutthestagesofageingwithallworkers.

•Makeotherworkersawareofthevalueofhiringandretainingolderworkers.

•Haveolderworkersmentoryoungerworkers.

•Talktootherbusinesseswithsuccessfulrecordsinworkhealthandsafetyandexperiencehiringandretainingolderworkers.

•Haveanexpertonageingtalktoworkers.

•Encourageworkerfeedbackonageingissuesbysurveyingworkersandlisteningtoconcernsorsuggestions.

FormoreinformationcontactWorkSafeTasmaniaPhone:1300366322(withinTasmania) (03)61664600 (outsideTasmania)Fax: (03)62338338Email:wstinfo@justice.tas.gov.au

ISBN: 978 1 876712 05 1

GB312May 2014

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