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SAIOH’S PRESIDENT REPORT FOR SAIOH’S AGM - 2016

This report presents the current state of affairs for Occupational Hygiene in Southern Africa, including challenges, achievements, and the way forward. It also highlights the need for increased awareness and regulation in the field.

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SAIOH’S PRESIDENT REPORT FOR SAIOH’S AGM - 2016

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  1. SAIOH’S PRESIDENT REPORT FOR SAIOH’S AGM - 2016 Presented by N.W. Pieterse – 27 October 2016 “Ensuring healthy working environments in Africa through excellence in Occupational Hygiene”

  2. SCOPE OF PRESENTATION • Synopsis - Occupational Hygiene in Southern Africa. • Current state of affairs for Occupational Hygiene in the Southern African context. • Progress Report – SAIOH Strategy 2015 to 2020. • Progress Report - Liaisons and Representation. • Achievements. • Challenges. • The Way Forward. • Questions.

  3. SYNOPSIS - OCCUPATIONAL HYGIENE IN SOUTHERN AFRICA • South Africa – Work force of 21,377,000, employed in all sectors including the informal and agricultural sectors . • SADC Countries – Combined population of 281,000,000 people with an average employment rate of 12.4% - Estimated work force 112,543,600 (2009 Statistics). • Based on a ratio 1:5000 (also used in a recent study in India): • 4275 occupational hygienist (practitioners) required to fulfill Occupational Health (Preventation of Occupational disease in all sectors) needs in South Africa. • 22508 occupational hygienist (practitioners) will be required to fulfill the Occupational Health (Prevention of Occupational Disease) needs in Southern Africa and SADC specifically.

  4. CURRENT STATE OF AFFAIRS FOR OCCUPATIONAL HYGIENE IN THE SOUTHERN AFRICAN CONTEXT • Currently members registered in good standing are +- 890. Potential with new registrations in the pipeline this might increase to over 1000. • In South Africa there are 181 occupational hygienists (Registered Occupational Hygienists). That is one hygienist for every 118,000 employees. Is this sufficient ?? Quality of Service ?? • Slow growth in the Occupational Hygiene Profession as compared to other Professional Groupings. Are de-regulation and self-regulation mostly responsible for this current state of affairs ? • The current SAIOH Structure (including membership), especially considering the rest of the SADC, mostly is insufficient to establish a proper foothold/presence for the profession in the Southern African context. • Not much done from SAIOH (SAIOH not structured) side to promote the profession beyond the borders of South Africa e.g. SADC countries and the rest of Africa, the past decade – Stagnation.

  5. CURRENT STATE OF AFFAIRS FOR OCCUPATIONAL HYGIENE IN THE SOUTHERN AFRICAN CONTEXT • In South Africa alone, a short fall of well over 3000 occupational hygiene practitioners (Occupational Hygienist??) needed to attend to the prevention of Occupational Diseases in South Africa and to ensure compliance to legal requirments. Are we effective in preventing Occupational Disease in the Southern African context? • Most Occupational Hygiene Practitioners (all certification levels) are employed by commercial consultation companies and corporates. Is this enough to serve the Occupational Health needs in South Africa? • In terms of the Southern African Development Community (SADC) a huge short fall of Occupational Hygienist to complies with Occupational Health needs for the SADC. • Occupational Hygiene not well established in the Public Sectors (Except for the SANDF), and where Occupational Hygiene Practitioners are employed in the public sectors (the biggest employer in South Africa), they are not properly managed.

  6. CURRENT STATE OF AFFAIRS FOR OCCUPATIONAL HYGIENE IN THE SOUTHERN AFRICAN CONTEXT • SAIOH not structured (No coordination) and in a position to reach out to stakeholders on Regional Level (SADC, National and International) in accordance with SAIOH’s Strategy e.g.: • DoL and DME Regional office’s. • Regional Chambers’ of Commerce. • Corporate entities employing Occupational Hygiene Professionals. • Local/SADC universities and training institutions. • SADC government institutions governing Occupational Health. • Regional SASOM and SASOHN (counterparts in SADC). • Some of the above mentioned stakeholders welcomed the idea of regional structure that will involve them on Regional Level.

  7. CURRENT STATE OF AFFAIRS FOR OCCUPATIONAL HYGIENE IN THE SOUTHERN AFRICAN CONTEXT • SAIOH’s thinking for the past decade mostly focused on the development of 9 provincial branches, and branches for Namibia and Botswana, with a centralized council structure, which will become very expensive approach and burdening resources and SAIOH grow and expand in future. • South Africa, Namibia and Botswana is not the only Southern African Countries – There are 15 SADC countries.

  8. CURRENT STATE OF AFFAIRS FOR OCCUPATIONAL HYGIENE IN THE SOUTHERN AFRICAN CONTEXT • Future growth areas for SAIOH - SADC Countries (Southern Africa): • Angola • Botswana • Democratic Republic of Congo • Lesotho • Madagascar • Malawi • Mauritius • Mozambique • Namibia • Seychelles • South Africa • Swaziland • United Republic of Tanzania • Zambia • Zimbabwe

  9. PROGRESS REPORT – SAIOH STRATEGY SAIOH’s Vision “Ensuring healthy working environments in Africa through excellence in Occupational Hygiene” SAIOH’s Mission (2016) “To Build SAIOH’s Capacity on all levels” SAIOH’s Values Respect Team Work Caring Quality

  10. PROGRESS REPORT – SAIOH STRATEGY • SAIOH’s Strategic Objectives 2015 – 2019: • 2015 - Establish and provide sustainable support Systems. • 2016 –Build SAIOH’s Capacity on all levels. • 2017 – Entrench Excellence and Professionalism in the Occupational Hygiene Profession. • 2018 – Promote the Occupational Hygiene Profession. • 2019 – Grow SAIOH membership within the Southern African Context.

  11. PROGRESS REPORT – SAIOH STRATEGY • As part of this year Strategic Objectives, a Macro structure was tabled for implementation to foster future growth not only in South Africa but in the context of Southern Africa (Now on Hold). • As part of the Operational Considerations, SAIOH will have to invest in Technological Infrastructure to support the proposed Macro Structure, that will link the SADC community e.g. Web, Telecon and Video Conferencing (Webinars). • For reporting purposes the current implementation initatives is now on hold and so is SAIOH's strategy until next year. • CURRENT “WORKING” BRANCHES WILL NOT BE DISSOLVED, WE MIGHT EVEN CREATE MORE BRANCHES/DISCUSSION GROUPS VERY SOON, FOR THE JOHANNESBURG AREA, NAMIBIA AND BOTSWANA • SAIOH want more branches and a bigger influence on the African continent (15 SADC countries) instead, but it will require a different approach (Decentralized – Regional Concept) from SAIOH and the development of infrastructure in support of this initiative.

  12. PROGRESS REPORT – SAIOH STRATEGY • SAIOH’s constitution was also reviewed in 2015/2016, this is still an outstanding item in terms of SAIOH’s 2015 Strategic Objective. • Details on the new proposed Macro Structure and SAIOH’s Constitution will be presented on a special AGM early next year, after discussions on SAIOH’s Strategy Session to be held in November 2016.

  13. PROGRESS REPORT - LIAISONS AND REPRESENTATION • The SAIOH Liaisons Forum has been revitalized and restructured - first meeting held in June 2016: • AIA Forum. • NIOH • Department of Mineral and Energy representatives. • Mine Ventilation Society of South Africa. • SASOM and SASOHN will also be invited in future. • SAIOH’s President represented SAIOH on the following forums: • DoL/SAIOH Liaisons Forum. • DoL, SAIOH, SASOM and SASOHN liaisons Forum. • OHSA Magazine Editorial Forum.

  14. PROGRESS REPORT - LIAISONS AND REPRESENTATION • All scheduled Council Meetings were held as planned. • Last Council Meeting and SAIOH Strategy Session will be held in November 2016, where the new Macro Structure and Constitution will be tabled. • SAIOH’s President presented 2 presentations on Invitation of the Department of Labour: • DoL’s Ergonomics Workshop held February 2016. • DoL’s Occupational Health Services Provider Workshop held in September 2016.

  15. PROGRESS REPORT - LIAISONS AND REPRESENTATION • Summary (Main Headings) of DoL’s Occupational Health Services Provider Workshop held in September 2016: • Self-regulation and Deregulation in terms of Occupational Hygiene and Health Services were not effective in curbing Occupational Disease in South Africa and also lead to sub standard service delivery. • There was a agreement amongst all the professional societies that an Integrated Approach, involving Occupational Hygiene, Occupational Medicine and Occupational Health Nursing needs to be followed in preventing Occupational Disease, even on grass-root levels. • Legislation dealing with Occupational Health issues in most of the cases are dated and needs to be reviewed and updated (Which is in progress). • Closer cooperation required between DoL, SAIOH, SASOM and SASOHN in dealing with Occupational Health Issues in South Africa.

  16. ACHIEVEMENTS • Revitalization of the SAIOH Liaisons Forum, are one of our achievements for 2016 – Thanks and appreciation to Claudina. • Submission of SAIOH's Feedback in terms of indented Guidelines for AIA’s to be incorporated into the Administrative Regulations in September 2016 – Thanks and appreciation to all that participated. • The DoL/SAIOH’s MOU was reviewed, whilst a proper action plan was also drafted for the first time in outlining areas of cooperation between SAIOH and DoL for 2016/2017. • SAIOH/DoL cooperation in arranging the Annual Conference in October 2016, part the above-mentioned action plan. • SAIOH’s active participation and presentations on DoL workshops one of the highlights of the year. • SAIOH’s contribution to the OHSA Magazine, although it sometimes put us under tremendous pressure in submitting it on the deadline.

  17. ACHIEVEMENTS • Streamlining of the budgeting and SAIOH’s Financial System since 2014. • Development of SAIOH’s prototype Macro Structure and the review of the constitution despite delays in this regard. However the outcomes of these initatives is still pending and needs some refinement. • On the 03rdof January 2016, SAIOH and British Occupational Hygiene Society (BOHS) have entered into and signed a Memorandum of Understanding,

  18. CHALLENGES • Increase in membership fees considering the current financial climate in South Africa. • Non attendance of council meetings causing a huge delay on taking major decisions forward with regard to strategic and operational considerations. • The growth and advancement of the profession in the Southern African context - Will require a new approach and adopting a Macro Structure that stands between centralization and decentralization. • No reporting done from any branch this year to SAIOH council. Big part of the Last SAIOH council spend on discussing branches and new structures. • Workload sharing and the over above nature of work required from SAIOH councilors are presenting come challenges in finalizing some important issues in due time (require personal time from those who put in an effort).

  19. CHALLENGES • Part of our strategic challenges will remain on to make SAIOH more accessible for our members and stakeholders. • Seeking better ways for SAIOH to interact with our members and present them with opportunities for growth. • Development of Infrastructure to deals with the implementation of SAIOH’s strategy and moving SAIOH into virtual space – Webinars, Web based conferencing etc. in order for SAIOH to promote the Occupational Hygiene Profession in the rest of Africa. • Making Occupational Hygiene Services more accessible for the informal business and agricultural sectors in South Africa and SADC. • Occupational Hygiene not even known or addressed in the legislation of some SADC countries (Swaziland and Lesotho).

  20. CHALLENGES • New upcoming professionals and students on several occasions indicated that they do not feel comfortable in voicing their issues on Branch meetings, for the fear of being scourge by older members (SAIOH Discussion Groups to be considered as part of a Macro Structure for SAIOH). • The collapse of two branches and the non-attendance council meeting by elected Branch Chairs is of concerns and is seen in very serious light (SAIOH’s structure mostly a centralized structure – Branch Chairs expected away for 9 days a year just attending council and branch meetings – CHALLENGE). • On several liaisons meetings held with stakeholders the general viewpoint with the centralized annual conference held in a specific province /city renders it impossible for their members to attend due to cost in this regard especially with Government Departments. Have to look at decentralization of some of our activities (Regional Concept).

  21. CHALLENGES • Need more flexibility (Flexible Macro Structure) to deal with and FOSTER future growth. How will we manage 20 branches and several (50) discussion groups scattered through out Southern Africa (SADC). How long will council meeting be 2 to 3 days??? • Concept SAIOH Macro Structure (Regional Conferences, Branches and Discussions Groups) tabled but now delayed for implementation in 2016.

  22. CONCERNS AND THREATS • The culture of insulting, degrading and defaming colleagues, SAIOH and its office bearers and administrators, amongst members, AIA’s and councilors (Back channel blabbering). • Derailing of initatives within SAIOH, due to the non participation and attendance of meetings. • SAIOH’s approach and level of thinking still as it was a decade ago (9 branches in 9 Provinces). • Negative connotations with the Occupational Hygiene Profession (Poor quality services and unprofessionalism). • The slow growth experienced in the profession – 20+ years in the business and now only reaching a 1000 members. • SAIOH strategy might now be on hold for a 1 year period. • SAIOH have entered in MOU’s with other professional societies and institutions, but operationalization thereof to the benefit of SAIOH, remains a concern. • SAIOH’s Strategy and moving forward not high on some of the councilors serving on SAIOH council, agenda.

  23. WAY FORWARD - BEYOND 2016 • To move forward after the Strategy Session with the implementation of the newly intended Macro Structure for SAIOH and other strategic initatives. • To extend the interest and influence of SAIOH beyond the border of South Africa (SADC), in order to ensure we stay true to our name – The “Southern” African Institute for Occupational Hygiene. • To keep on track with our strategy as planned. • To continue our involvement with national stakeholders to the benefit of workers health within the SADC community and South Africa. • To continuously engage with our members and stakeholders on regional (Provincial/SADC), national and international level.

  24. WAY FORWARD - BEYOND 2016 • To develop SAIOH’s technological infrastructure (will require some capital investment) in order to connect SAIOH with the rest of Africa and most importantly our members (Web based communication and conference capabilities). • To present our members and stakeholders with new ways how interact with SAIOH, on grass-roots level (Discussion Groups). • To make conferences and workshops accessible to all our members and stakeholders (Decentralization). • To improve the professional image of the Occupational Hygiene Profession in South Africa. • To create an environment where everyone are allowed to voice their concerns without being scourged.

  25. QUESTIONS • ?

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