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UNA GUÍA PRÁCTICA PARA EL MANEJO DE COVID-19
Información general
La capacitación para el regreso al trabajo puede abordar lo siguiente, según
corresponda, considerando las principales indicaciones dadas por la
Organización Mundial de la Salud (OMS) y las autoridades locales:
•
Esa seguridad de los empleados es primordial.
• Información general sobre el virus COVID-19.
•
Explicación sobre cómo se propaga COVID-19.
• Síntomas de COVID-19.
• Qué hacer si se siente mal, ya sea en el trabajo o en casa.
• Información general sobre equipos de protección
personal (EPI).
• Información general sobre la notificación de casos de COVID-19
sospechosos o confirmados, y cómo la organización manejará esa
información, incluido el nivel de detalle que potencialmente se
divulgará a otros trabajadores.
• Importancia del lavado de manos frecuente y minucioso.
•
Refuerzo / estímulo para quedarse en casa si está enfermo.
•
Orientación sobre viajes relacionados con el trabajo e interacciones con
clientes, clientes y proveedores.
•
Posibles restricciones en los turnos de la fuerza laboral debido a
órdenes de toque de queda u otras regulaciones gubernamentales.
•
Información sobre rastreo de contactos, si corresponde.
• Consideraciones sobre el transporte de empleados hacia
y desde el trabajo.
•
Cualquier cambio en el paquete de beneficios para empleados, como un
aumento en el número de días de licencia por enfermedad pagada.
• Distanciamiento físico y reducción del contacto "cómo".
• Etiqueta respiratoria, que incluye cubrirse al toser y
estornudar.
•
Desalentar el uso de teléfonos, escritorios, oficinas u otras herramientas y
equipos de trabajo de otros trabajadores, cuando sea posible.
36
REGRESO AL TRABAJO SEGURO
Información específica
Las organizaciones deben trabajar con sus asesores legales y
- Norma sobre equipos de protección personal (29 CFR 1910.132), que
expertos en regulación para evaluar qué regulaciones se aplican a la
requiere que los empleadores verifiquen que el equipo de
empresa y determinar si se debe comunicar información específica a
protección personal “se proporcione, use y mantenga en
los empleados. Toda la información debe referirse a:
condiciones higiénicas y confiables siempre que sea necesario
para prevenir lesiones o enfermedades”.
Directrices y publicaciones de la Organización Mundial de la Salud
(OMS): https://www.who.int/emergencies/
enfermedades / nuevo-coronavirus-2019 / orientación-técnica
- Estándar de protección respiratoria (29 CFR
1910.134), que proporciona protección a los trabajadores
cuando se exponen a agentes infecciosos transmisibles por
contacto, gotitas y en el aire. La norma de protección
Directrices y publicaciones del Centro Europeo de Prevención y Control de
Enfermedades de Alimentos (ECDC): https: // www.
ecdc.europa.eu/en/covid-19-pandemic
respiratoria se aplica al uso de respiradores estándar y
quirúrgicos N95, N98, N99 y N100, pero no al polvo ordinario
o máscaras quirúrgicas.
Agencia Europea de Seguridad y Salud adWork (EU-OSHA): https://osha.europa.eu/en/themes/
- Si la organización está entregando una mascarilla facial
covid-19-recursos-lugar de trabajo
que no sea un respirador para su personal, entonces
también debe considerar cómo minimizar la posibilidad de
contaminar la mascarilla al colocarla, quitarla y guardarla.
Autoridades locales de cada Estado miembro de la Unión
Europea.
- Si la organización no tiene otra opción que reutilizar un
Las siguientes son las mejores prácticas tomadas de las normas y
respirador debido a la disponibilidad limitada, las
directivas de la Administración de Seguridad y Salud Ocupacional
instrucciones deben incluir cómo desinfectarlo y la
(OSHA) aplicables a la protección de los trabajadores:
-
Estándar de patógenos transmitidos por la sangre (29 CFR
1910.1030), que brinda protección a los trabajadores contra la
exposición a sangre y fluidos corporales que puedan contener
agentes infecciosos.
37
posibilidad de reducción de la eficacia atribuible al
desgaste adicional.
- Pautas para servicios sanitarios como desinfección de puntos de contacto
alrededor de la instalación, incluidos pomos y manijas de puertas,
manijas de gabinetes, accesorios de baño y botones de ascensores.
UNA GUÍA PRÁCTICA PARA EL MANEJO DE COVID-19
Las organizaciones deben
considerar adicional a la OMS
indicaciones si ciertas
Custodia COVID-19
los requisitos eran
no forma parte de las tareas
asignadas previamente.
-
La organización puede querer aumentar sus prácticas de
-
Estándar de protección ocular y facial (29 CFR
limpieza, incluida una limpieza y desinfección más
1910.133), que señala que pueden ser posibles salpicaduras
frecuentes de superficies, equipos y otros elementos del
en la cara y los ojos durante las tareas de desinfección.
entorno de trabajo. Al elegir productos químicos de
limpieza, los empleadores deben consultar la información
en las etiquetas de desinfectantes registrados por la EPA
con declaraciones contra patógenos virales emergentes
(consulte la Sección 5, Higiene del lugar de trabajo).
- Las organizaciones deben considerar abordar la seguridad del
puesto y las evaluaciones del EPP para cualquier tarea nueva o
arreglos de trabajo creados por el potencial de presencia de
COVID-19 y cómo minimizar los riesgos asociados con nuevos
peligros en el lugar de trabajo.
- Las organizaciones deben considerar indicaciones adicionales
de la OMS si ciertos requisitos de custodia de COVID-19 no
formaban parte de
tareas asignadas. Los posibles temas de capacitación adicionales
para los servicios de conserjería incluyen:
-
Norma de comunicación de peligros (29 CFR 1910.1200), que
requiere capacitación de los empleados sobre los peligros de los
materiales de limpieza como los desinfectantes, cómo pueden
- La orientación posterior al COVID-19 debe reafirmar la preocupación
de la organización por la seguridad y el bienestar de los empleados
y revisar cualquier peligro clave de seguridad inherente a las
operaciones como un medio para restablecer el énfasis de la
organización en la seguridad ocupacional. Trabajar con el potencial
adicional del riesgo de virus en el lugar de trabajo será una
distracción que puede mitigarse mediante comunicaciones e
información frecuentes. Nota: Consulte la Sección 12:
Comunicaciones de respuesta y participación.
protegerse y dónde encontrar copias de las Fichas de datos de
seguridad de productos químicos correspondientes.
-
Norma de protección de manos (29 CFR 1910.138),
que requiere protección de las manos cuando se utilizan materiales
de limpieza y la selección de guantes de composición adecuada
para los productos químicos en los desinfectantes.
- Se recomienda a las organizaciones que trabajen con su asesor legal para
monitorear los desarrollos en la OMS y otras regulaciones que puedan
afectar las operaciones comerciales a fin de estar posicionadas para
ajustar las comunicaciones internas en consecuencia.
38
REGRESO AL TRABAJO SEGURO
14
Revisiones de incidentes
Comprender por qué ocurrió un incidente de seguridad para
evitar que vuelva a suceder es fundamental para la mejora
continua.
Esta sección proporciona algunos consejos simples para guiar la revisión de un incidente, de modo que se pueda
entender cualquier falla o falla en la respuesta COVID-19 o sus resultados y se puedan tomar las medidas
correctivas apropiadas. Además, la información obtenida de dichas revisiones se puede utilizar como base para
una instrucción de Aprendizaje de incidentes que se puede compartir ampliamente en toda la organización.
Tu plan de acción
Después de un resultado no deseado, como cuando ocurre
una transmisión percibida de persona a persona de
COVID-19 en un lugar de trabajo o cuando un control
puede parecer insuficiente para evitar que ocurra un
peligro, se debe realizar una revisión del incidente en
consulta y coordinación con su el asesor legal de la
organización.
En su forma más simple, la revisión puede incluir los siguientes
componentes en la página siguiente.
39
UNA GUÍA PRÁCTICA PARA EL MANEJO DE COVID-19
REGISTRE EL INCIDENTE
The purpose of this step is to capture the facts. This can be done by determining: where the incident occurred,
when it occurred, whowas present, what they were doing, andwhat was happening in the environment. This
information can be captured by interviewing the parties concerned, reviewing images/video, or examining
documentary records. The best practice is that this activity be documented. A simple form, orWord document, may
suffice.
DETERMINE A ROOT CAUSE OR CAUSES
While it is beyond the scope of the Guide to describe a sophisticated root cause analysis, the use of the 5Whys
should provide significant insight into the root cause of the incident and lead to the implementation of a new or
improved control. To use the 5Whys, ask why did the incident happen? Based on the response, again, ask why
did the response happen? Proceed until you cannot move onto a subsequent response. Once you get to this
stage, you are likely to have found the root cause.
RESOLVE THE ROOT CAUSE
Basedon your 5Whys analysis, agree on an improvement plan to create or extend an existing control. Thismay
take the formof new equipment, such as amore accurate thermometer, better training in the use of the equipment,
or improved documentation. Perhaps it will be a combination of all three. In any case, once agreed, consider
whether the organisation needs to implement the change. The use of theManagement of Change process fromyour
safety management system is appropriate. This way youwill be confident that the solutionwill be properly
implementedwith all interested parties aware, trained, and competent.
SHARE THE LEARNING
After every incident review, you should consider sharing the key insights from the review (situation, cause,
solution) with your colleagues. This is known as Learning From Incidents and is typically a core competency of a
mature safety organisation.
ASSURE
The final step is to reinforce any change. Leaders at all levels should be confident of the controls. One way of
remaining confident is to check the control through observation. Another option is to speak with the
employees who work closely in the area where the control exists to check on their understanding of the
control and to probe their level of confidence. Should something appear remiss, the leader should act
promptly to prevent another incident fromoccurring.
Note: The intent of performing an incident review is not to allocate blame after an incident, but to see the incident as a learning opportunity for the organisation
as well as prevent the incident fromhappening again.
40
RETURNING TO WORK SAFELY
15
Response
Effectiveness
COVID-19
Assessment
The impact of changes to operations must be
assessed for effectiveness.
To this end, a review of COVID-19 interventions can identify gaps and
improvement opportunities that may necessitate changes to the response.
Implementing
this guidance will
encourage the
adoption and
maintenance of the
desired behaviors.
Process and Deliverables
The COVID-19 Response Effectiveness Assessment comprises two
supporting activities, a COVID-19 audit and a COVID-19 management
review. The COVID-19 audit assesses whether response activities such
as the pre-shift screening are being completed as defined. The COVID19
management review builds on any audit findings to determine whether the
COVID-19 activities need to be modified or updated.
Steps to complete the COVID-19 Response Effectiveness Assessment
include the following on the next page.
41
A PRACTICAL GUIDE FOR MANAGING COVID-19
• The Technical Lead should develop a COVID-19 audit
• After completing the audit, the auditor should review and
checklist. This list can include all control activities divided by
summarise the results and identify opportunities for
component activities. Where Job Safety Analyses (JSA) have
improvement.
been developed, the component activities may be obtained
from these analyses and incorporated in the audit.
• At the next meeting of the Pandemic Support Team, the
Technical Lead can report the findings from the audit and
Alternatively, the Technical Lead may review instructional
discuss the opportunities for improvement. At this time, the
documents to develop this checklist.
Pandemic Support Team can determine the next steps. This
may include a management review, the seeking of additional
• Using the audit checklist, the Technical Lead (or as delegated)
information, and/or a subsequent change to COVID-19
control activities.
can observe the implementation of COVID-19 control activities
such as the usage of PPE, physical distancing, and chemical
storage and use and determine whether the tasks are being
conducted as defined. We recommend that the auditor thank
• As a final assessment-related activity, the Technical Lead in
and compliment the staff for completing their COVID-19 control
activities in compliance with the instructions, as positive
reinforcement is a powerful motivator. Where non-compliance is
association with the Pandemic Support Team can provide
feedback to the staff on the findings of the assessment and
identify next steps.
observed, the auditor can use this as an opportunity to provide
feedback and to make this a “what could be better” moment.
Implementing this guidance will encourage the adoption
andmaintenance of the desired behaviors.
Other Considerations
Given the rapidly developing nature of this community health emergency
and corresponding changes to government guidance and directives
regarding best practices, nimbleness will be required. Acknowledging
changing circumstances, it is suggested that the Pandemic Support Team
agree to conduct either a formal or informal audit as soon as appropriate
to check implementation, correct problems, and continue to improve the
response.
42
RETURNING TO WORK SAFELY
16
An Effective
Safety Culture
Given the widespread impact of COVID-19 on virtually all aspects
of life, there is a significant likelihood that safety incidents in the
workplace will increase in frequency and severity due to distraction.
Organisations should focus on developing and maintaining an effective safety culture.
Your Action Plan
Developing an organisational culture in which safety permeates all activities is a
multi-year undertaking. However, even in the current challenging COVID-19 environment,
organisations can take active measures to enhance safety culture, while simultaneously
building a supportive environment for colleagues. One key benefit of this approach may
be the reduction of the potential for safety distractions.
Activities organisations should consider include the following on the next page.
43
A PRACTICAL GUIDE FOR MANAGING COVID-19
LEVERAGING THIS GUIDE
EMPHASISING
IMPROVING ACCESS TO
Consider the suggestions
BEHAVIORAL SAFETY
EMPLOYEE ASSISTANCE
contained in this Guide
INITIATIVES
PROGRAMS
– particularly around
Encourage supervisors to
Organisations may consider
communications and
increase the frequency of behavioral
enhancing their leave policies so that
engagement, training and
safety interventions
colleagues do not come to work while ill.
development, and learning
such as SafetyWalks and Safety
Supervisors should check that
from incidents – and decide
Conversations and the sharing of
colleagues do not feel pressured to
whether your organisation
Learning From Incidents and Toolbox
attend work when unwell, as this is a
wishes to explore them further. This
Talks. In addition, supervisors should
potential cause of transmission.
may present an opportunity to
praise the desired safe behaviors four
Changes to policy, if any,
demonstrate to colleagues that the
times more frequently than correcting
organisation is proactively reducing the
errors. This does not devalue the
should be integrated with existing
potential for COVID-19
important role of the supervisor in
employee assistance
transmission in the workplace.
stopping unsafe work, which remains a
and wellness programs so that
key leadership responsibility.
colleagues have a wide range of support
programs to draw on should COVID-19
related issues (either in work or outside
However, focusing on desired behaviors
of work) impact their ability to focus and
is more effective and builds trust. Other
attend to the work at hand. Whether in
behavioral safety tools, such as the ABC
an office or on a construction site,
approach (antecedent, behavior,
inattention and distractionmay lead to
workplace safety incidents.
consequence), can be leveraged by
supervisors to encourage desired
behaviors such as the correct wearing of
PPE.
Other Considerations
To assuage employee concern and anxiety about returning to and remaining at work, organisations can leverage visual
controls to remind employees that a multitude of activities are in place to keep people safe. This may include “cleaning
scoreboards” that are updated as soon as cleaning activities are completed and shared with employees or wearing a
colored wristband after completing pre-work screening each day.
44
A PRACTICAL GUIDE FOR MANAGING COVID-19
RETURNING TO WORK SAFELY
17
SCOPE
LEAD
Has the scope of the management system been
Does the safety policy need to be modified to
extended?
accommodate the changed environment?
Are there additional stakeholders and what are their
Who is accountable for the COVID-19 response? Are roles
specific expectations?
Are there additional regulatory considerations and howwill
they be addressed?
and responsibilities clearly defined?
Is there a role for employees to participate in the
development/implementation of the management
system, particularly in the roll out of the COVID-19
response?
The Safety
Management
System
Given the expected continuation of COVID-19 transmission
PLAN
SUPPORT
Is the risk matrix up to date?
How does the COVID-19 response impact resources
MARSH
Are newly identified COVID-19 hazards effectively
SAFETY
controlled? Do these controls have any unintended or
MANAGEMENT
unexpected impact on other hazard control measures?
FRAMEWORK
and/or herd immunity, changes to operating practices may
activities?
Will the COVID-19 response interfere with safety training and
competency maintenance and development?
SYSTEM
and the need for response until the development of a vaccine
earmarked for other pre-planned safety improvement
Does the annual safety plan needmodification?
How effectively have COVID-19 policies and procedures
need to be included within the pre-existing safety
been incorporated into the existing document management
process? Are COVID-19 instructions, policies, and
management system.
procedures easy for staff to access?
This additional risk management step is intended to assess whether COVID19 related controls
impinge on existing control procedures and advertently or inadvertently introduce additional risk
into an organisation’s operations.
Your Action Plan
Led by the safety director (or other accountable executive), changes to operations
required by the response to COVID-19may be integrated into the current management
system. To explain how to implement this recommendation, the ISO 45001-alignedMarsh
Safety Management System (M-SMS) framework is used as an example of how to align
OPERATE
MEASURE
IMPROVE
Are operating procedures up to date and inclusive of
How is the COVID-19 Response Effectiveness
If a COVID-19 related incident occurred in the workplace, was
changes required as part of the COVID-19 response?
Assessment integrated within safety management
an incident investigation process applied? And, if so, were any
systemmonitoring and
lessons learned that can be shared with the organisation?
If contractors are used, are they effectively integrated into
measurement activities?
operations? Is there an updated contractor safety
Are COVID-19 response activities included in safety
How are lessons learned integrated into the safety
management program in place?
performance benchmarks and reported on the safety
management system continuous improvement
performance dashboard?
process?
Was the management of change process followed when
implementing operational changes associated with the
COVID-19 response?
the COVID-19 response with a safety management system.
45
46
RETURNING TO WORK SAFELY
COVID-19 Screening Log
Location
DATE
EMPLOYEE ID
NAME
TIME
PRE-SCREENING
(PAST/FAIL)
COMMENT
NAME OF
MANAGER
Note: Treat the Screening Log as an example. Prior to use, confirmwith your legal advisors what
information can be recorded based on your jurisdiction’s requirements andmodify the form as
advised.
47
A PRACTICAL GUIDE FOR MANAGING COVID-19
Additional Information
This Guide is just an
overview of some
considerations that
organisations face
when returning
employees to the
workplace.
While we hope you find it helpful, for support in developing and implementing your
return to work plan, please reach out to your Marsh client executive, currently
assigned consultant, or one of the following Workforce Strategies professionals.
48
For more information on COVID-19 and returning to the workplace, please contact a colleague fromour Operational Risk Consulting teambelow or visit our website.
MAURIZIOQUINTAVALLE
JENS ERIK NIELSEN
Head of Client Advisory Services South
Head of Client Advisory Services North
&West Europe
&Central Europe
+ 39 06 54516372
+ 45 4595 9537
Maurizio.Quintavalle@marsh.com
jenserik.nielsen@marsh.com
This is a marketing communication.
Services provided in the United Kingdom by Marsh, a trading name of Marsh Ltd and JLT Specialty Limited. Marsh Ltd is authorised and regulated by the Financial Conduct Authority for General Insurance Distribution and Credit Broking (Firm
Reference No. 307511). JLT Specialty Ltd is a Lloyd’s Broker, authorised and regulated by the Financial Conduct Authority for General Insurance Distribution and Credit Broking (Firm Reference No. 310428).
It is not legal advice and is intended only to highlight general issues relating to its subject matter. Whilst every effort has been made to ensure the accuracy of the content of this document, no MMC entity accepts any responsibility for any error, or
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Copyright © 2020 All rights reserved. June 2020 282098
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