KITIMAT DRAFT Report

Figure 9
Linking Primary and Secondary Prevention
Attribute #7 - Key Research:
Fewer incidents resulting in lost work days and fewer workers’ compensation claims in organizations that
were more diligent and thorough in their safety efforts, devoted management time and resources to support
prevention, took a proactive approach to return to work (beginning early and involving all concerned parties in
the process), and created a work climate that values people. (Habeck, Hunt & VanTol - 1998, Habeck, Scully,
VanTol & Hunt – 1998)
In addition, workplaces with lower LTFR (lost time frequency rate) benefitted by having JHSCs with more
executive functions and greater worker involvement. In conclusion, managerial and worker participation in
OHS initiatives characterizes safer workplaces. Also, general concern of management towards OHS, illustrated
by both attitudes and concrete actions, is also associated with lower injury rates. (Geldart et al – 2010)
Our main findings show strong evidence to support the economic merits of ergonomic and other MSK injury
prevention interventions in the manufacturing and warehousing sector and strong evidence to support systemlevel
disability management interventions that cut across multiple sectors. (Tompa et al – 2009)
Our findings suggest that job-level factors, workplace factors and policy about minimum job tenure for
mandatory work accommodation are stronger determinants of offer and acceptance of work accommodation
than individual health factors, 1 month post-injury. (Franche et al – 2009)
Additionally, worker and management collaboration through JHSCs continues to play an important role in
generating and maintaining safe and healthy workplaces. Internal responsibility for occupational health and
safety comes not only from management but also from the interaction between management and labour,
from mandated safety committees and from empowered workers. As expected, greater agency of the JHSC
was related to lower injury rates. While nearly all JHSCs were responsible for conducting inspections and
investigating serious accidents, JHSCs at firms with lower injury rates were more likely to have executive
functions and to be responsible for the training of workers. They were also more likely to work in collaboration
with management. (Geldart et al – 2010)
DRAFT
In conclusion, we have shown in this project that disability can be prevented and successfully managed to
the benefit of the company and its employees when it is a conscious and coordinated part of the company’s
overall goals. The twin strategies of trying to prevent injuries in the first place and working to minimize
their disabling effects through disability management techniques in the second place, are both shown to be
productive in reducing workplace disability. (Hunt et al – 1993)
Situational assessment
District of Kitimat
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