GUIDELINES ON
PSYCHOSOCIAL RISK
ASSESSMENT AND
MANAGEMENT
AT WORKPLACE
(PRISMA)
2024
Guidelines on Psychosocial
Risk Assessment and
Management at Workplace
2024
Copyright
All Rights Reserved. Department of Occupational Safety and Health 2024
All rights reserved. No part of this publication may be reproduced, or transmitted in any
form of by any means electronic or mechanical including photocopying, recording, or any
information storage and retrieval system without any permission in writing form the
Director General of Occupational Safety and Health.
ISBN
PRINTED BY THE DEPARTMENT OF OCCUPATIONAL SAFETY AND HEALTH
01: Preface
These guidelines may be cited as the Guidelines
on
Psychosocial
Risk
Assessment
and
Management at the Workplace. The purpose of
these guidelines is to guide employers in
screening and assessment of psychosocial risks
in the workplace and recommend actions to be
taken by employers in the control of
psychosocial risks in the workplace.
Governments
and
employers
have
a
responsibility to uphold that right by providing
work that simultaneously prevents workers from
experiencing excessive stress and mental health
risks, protects and promotes workers’ mental
health and well-being and supports people to
fully and effectively participate in the workforce,
free from stigma, discrimination or abuse.
Ir. Mohd Hatta Bin Zakaria
Director General,
Department of
Occupational Safety and Health
Safe, healthy, and inclusive workplaces not only enhance mental and
physical health but likely also reduce absenteeism, improve work
performance and productivity, boost staff morale and motivation, and
minimize conflict between colleagues.
These guidelines provide recommendations on interventions that can be
implemented to better prevent, protect and promote, and support the
mental health of workers. It highlights the importance of organizational
interventions, manager and worker training, and interventions for
individuals.
These guidelines mark a milestone in leveraging workplaces as a platform for
action, providing a framework for the evidence-based action required to
ensure effective prevention, promotion, and support for mental health at
work. We encourage industries and all stakeholders to use and implement
these guidelines as an effective tool for securing safe, healthy, and inclusive
workplaces that promote and protect mental health.
With these Guidelines, which are practical and comprehensive, it is
anticipated that these guidelines will be carried out effectively for early
detection or prevention of occupational disease related to psychososial risk
factors which thereby increasing the organizational productivity and
towards healthy working population.
1
02: Acknowledgments
These guidelines have been prepared through the joint effort of the
Department of Occupational Safety and Health (DOSH), representatives from
government agencies, higher learning institutions, and professionals. The
Department would particularly like to thank the following organizations and
distinguished individuals for their most valuable contributions during the
drafting of the guidelines.
The Technical Committee for the Guidelines on Psychosocial Risk
Assessment and Management at the Workplace consists of representatives
from the following organisations:
Tecnical Commitee
No.
Name
Organizations
1.
Dr. Ahmad Fitri Bin Abdullah Hair
Department of Occupational Safety and Health
2.
Dr. Rajinderjit Singh Hullon
Department of Occupational Safety and Health
3.
Dr. Ahmad Faiz Azhari Noor
Department of Occupational Safety and Health
4.
Dr. Mohd Fizal Izwan Abd Kadir
Department of Occupational Safety and Health
5.
Dr. Santhanamohan Nagesperam
Department of Occupational Safety and Health
6.
Dr. Muhd Zafran Bin Shamsudin
Department of Occupational Safety and Health
7.
Dr. Nurashikin Binti Ibrahim
Pusat Kecemerlangan Kesihatan Mental Kebangsaan
8.
Dr. Nur Sakinah Binti Ahmad
Pusat Kecemerlangan Kesihatan Mental Kebangsaan
9.
Prof. Madya Dr. Hanizah Binti Mohd
Yusoff
Universiti Kebangsaan Malaysia
10.
Prof. Madya Dr. Irniza Binti Rasdi
Universiti Putra Malaysia
11.
Dr. Mohd Faiz Bin Md Tahir
Universiti Islam Antarabangsa
12.
Dr. Nik Khairol Reza Bin Md Yazin
Kementerian Kesihatan Malaysia
13.
Profesor Dr. Victor Hoe Abdullah
Academy of Occupational & Environmental Medicine,
Malaysia (AOEMM)
14.
Dr. Anza Binti Elias
Academy of Occupational & Environmental Medicine,
Malaysia (AOEMM)
15.
Dr. Zulkifli M. Yunus
PETRONAS
16.
Dr. Ahmad Syarifuddin Bin Ramlan
PERKESO
17.
Dr. Mohamad Ghazali Bin Masuri
Universiti Teknologi MARA
18.
Prof. Madya Ts. Dr. Mohd Shukri Bin
Mohd. Aris
Universiti Teknologi MARA
19.
Dr. Ismaniza Binti Ismail
Universiti Teknologi MARA
20.
Dr. Khairil Anuar Bin Md. Isa
Universiti Teknologi MARA
2
03: Table Of Contents
01
02
03
04
05
Preface
__________________1
Acknowledgment
__________________2
Table of Contents
__________________3
List of Abbreviations __________________4
Terminology &
Definitions
__________________5
06
Introduction to
Psychosocial Risk at __________________6
the Workplace
07
Mental Health at
Workplace
08
Psychososial Risk at __________________9
the Workplace
__________________8
08.1: Healthy Workplace
08.2: Psychososial Risk at the Workplace
08.3: Work Content vs Work Context
08.4: Psychososial Risk Factors
08.5: Psychosocial Hazards - Economic Impact &
Productivity
08.6: Work Stress
09
10
Gap Analysis
_________________15
Standard Legislation
_________________16
10.1: Employment Psychosocial Legislation &
Standards
10.1: Employment Psychosocial Legislation &
Standards
10.1.1: ISO45003:2021 Occupational Health
and Safety Management
10.1.2: Occupational Safety and Health Act
(Amendment 2022)
11
Introduction to PRisMA
_______________19
11.1: Goal
11.2: Objectives
11.3: PRisMA Procedures
11.4: PRisMA Approach
11.4.1: Proactive Approach
11.4.1: Reactive Approach
3
03: Table Of Contents
11
Introduction to PRisMA
_______________19
11.5: Step I: Risk Assessment
11.6: Step II: Risk Management
11.7: Screening Tools
11.8: Employer's Roles and Responsibilities
11.9: PRisMA Trained Person
11.10: Employees Roles and Responsibilities
11.11: Scope
11.12: Application
11.13: Reporting
11.14: Re-assessment
11.15: Limitation
12
_______________25
Risk Assessment
12.1: Risk Assessment Process
13
_______________27
Risk Management
13.1: Risk Management Process
14
Scenarios of Workplace
Psychosocial Issues
_______________33
14.1: Case 1 – Workplace Score (Proactive
Approach)
14.2: Case 2 – High Risk Score (Reactive
Approach)
14.3: Case 3 – Existing Risk Management Program
15
Appendix - List of Forms
& Information
_______________45
Appendix 1: PRisMA Form 1 – Likelihood of
Environment & Occupational Exposure Scale Towards
Psychosocial Risk at the Workplace (LEO26)
Appendix 2: PRisMA Form 2 – Employer Practice
Checklist 23 (EPC23)
Appendix 3: PRisMA Form 3 – Workplace
Psychosocial Risk Reporting
Appendix 4: MSIC 2008 Industry Reference List
Appendix 5: First Schedule - Act A1648
Appendix 6: List of Contributors
4
04: List of Abbreviations
DOSH
Department of Occupational Safety and Health
ILO
International Labour Organization
LEO26
Likelihood of Environment & Occupational
Exposure Scale towards Psychosocial Risk at the
Workplace
MOH
Ministry of Health Malaysia
PRisMA
Psychosocial Risk Assessment and Management in
the Workplace
PTP
PRisMA Trained Person
WHO
World Health Organization
OSH
Occupational Safety and Health
EPC
Employer Practice Checklist
JC
Job Control
WD
Work Demand
JS
Job Support
5
05: List of Figures & Tables
Figure 1: The Healthy Workplace Model by
WHO: Processes, Influences and Core
Principles.
_________________11
Figure 2: The Impact of Unhealthy and
Unsafe
Workplaces
on
Employer
Achievement.
_________________14
Figure 3: American Institute of Stress
Traumatic Accident Model (Kamp, 1994)
_________________15
Figure 4: Flowchart of Psychosocial Risk
Assessment and Management at the
Workplace (PRisMA)
_________________20
Table 1: LEO26 Individual Risk Score Table
_________________25
Table 2: LEO26 Cumulative Risk Score
Table
_________________26
Table 3: Risk Management Based on LEO26
Components and EPC23 Table
_________________28
Table 4:
(EPC23)
_________________30
Employer
Practice
Checklist
Table 5: Collective Measures Managing
Psychosocial Risk at Work Table
6
_________________32
06: Terminology & Definitions
Fairness
Refers to treating individuals equitably, justly, and
without discrimination.
Job Control
The amount of discretion and control an individual
has over their job’s specific tasks and processe.
Job Matching
The process of aligning an individual's skills,
qualifications, and attributes with the requirements
and demands of a specific job.
Job Support
The assistance, guidance, or resources provided to
individuals to help them succeed in their employment
or career.
Occupational
Health Doctor
A medical practitioner registered under the Medical
Act 1971 with a valid annual practicing certificate, who
is also registered with the Director General and
possess a valid occupational health doctor's
certificate
Social Support
The assistance, care, and encouragement provided by
others in times of need.
Training and
Education
Training and education are essential components of
personal and professional development. They involve
acquiring knowledge, skills, and competencies
through structured learning experiences to enhance
individual capabilities and performance.
Transparency
Refers to openness, visibility, and the free flow of
information.
Workload
The amount of work that individuals are expected to
complete within a specific period
Work Context
The environment, conditions, or circumstances in
which work is performed.
Work Demand
The physical, cognitive, and emotional requirements
of a job or task that individuals are expected to fulfill.
Working
Environment
A positive and healthy working environment is crucial
for the well-being, productivity, and satisfaction of
employees. It encompasses various factors that
contributing supportive, inclusive, and engaging
workplace.
Employer
Immediate employer or the principal employer or
both
7
06: Terminology & Definitions
Employee
A person who is employed for wages under a contract of
service on or in connection with the work of an industry
to which OSHA 1994 applies and — (a) who is directly
employed by the principal employer on any work of, or
incidental or preliminary to or connected with the work
of, the industry, whether such work is done by the
employee at the place of work or elsewhere; (b) who is
employed by or through an immediate employer at the
place of work of the industry or under the supervision of
the principal employer or his agent on work which is
ordinarily part of the work of the industry or which is
preliminary to the work carried on in or incidental to the
purpose of the industry; or (c) whose services are
temporarily lent or let on hire to the principal employer
by the person with whom the person whose services are
so lent or let on hire has entered into a contract of
service
Occupational
Therapist
An occupational therapist is a healthcare professional
who specializes in helping individuals develop, recover,
or maintain the skills needed for daily living and working.
Occupational therapists work with people of all ages
who may have physical, mental, developmental, or
emotional challenges that affect their ability to engage
in meaningful activities or occupations.
Psychosocial
Rehabilitation
Psychosocial rehabilitation is a holistic approach to
supporting individuals with mental health conditions in
their recovery process. It focuses on helping people
develop the necessary skills, strategies, and support
networks to live fulfilling and meaningful lives despite
the challenges posed by their mental health conditions.
The primary goal of psychosocial rehabilitation is to
promote recovery, empowerment, and community
integration.
Work Demand
Work demand refers to the requirements, expectations,
or tasks placed on individuals within a work
environment. These demands can come from various
sources, including job responsibilities, organizational
goals, deadlines, and performance expectations. Work
demand encompasses both quantitative and qualitative
aspects of work, including the volume of tasks,
complexity, pace, and intensity.
8
07: Mental Health at Workplace
07.1: Introduction
Mental health in the workplace refers to the psychological well-being of
employees within their work environment. It encompasses various factors,
including stress levels, emotional resilience, work-life balance, job
satisfaction, and the support systems available to address mental health
challenges. The World Health Organization (WHO) expresses it as mental
health that is:
“a state of well-being in which every individual realizes his or
her own potential, can cope with the normal stresses of life, can
work productively and fruitfully, and is able to make a
contribution to her or his community.”
Depression and anxiety disorders are common mental disorders that affect
our ability to work and work productively. Worldwide, more than 300 million
people suffer from depression, which is a leading cause of disability. More
than 260 million live with an anxiety disorder, and many of them have both
problems (WHO, 2017).
These workplace mental health issues are indeed very important. In relation to
that, effective planning and action needs to be thought about by the
authorities. Promoting mental health in the workplace is essential for creating
a supportive and productive work environment and for preventing issues such
as burnout, anxiety, depression, and other mental health disorders. By
prioritizing mental health in the workplace and implementing strategies to
support employee well-being, organizations can create a healthier, more
resilient workforce and improve overall workers morale and productivity.
9
08: Psychosocial Risk at the
Workplace
Psychosocial risk is a combination of the likelihood of occurrence of exposure
to work-related hazard(s) of a psychosocial nature and the severity of injury
and ill health that can be caused by these hazards (ISO45003: 2021).
Despite the high prevalence of this issue in Malaysia, psychosocial health
literacy remains low (Munawar et al., 2021) and minimally discussed, leading to
the stigma around psychosocial health and treatment gaps.
Exposure to factors of work activities and the workplace environment, along
with the knowledge, access to resources, and long hours spent at work, may
lead to disturbances to psychosocial health (Samar & Perveen, 2021; Loo &
Furnham, 2012; Brown, Harris, & Russell, 2010; Hassan et al., 2018).
A mentally healthy person will respond positively in many situations and act
with sanity and maturity of mind. However, when a worker has psychosocial
health issues; it does not only cause acute and chronic damage to the body
systems and organs, but also incurs a huge cost to the employer in terms of
workers’ health, absenteeism and lower performance (ILO, 2023), especially if
not contained early. Therefore, it is critical for employers to take action
towards this issue.
08.1: Healthy Workplace
A healthy workplace does not only focus on the physical, chemical, biological,
and ergonomic work environment, but spans across lifestyle, psychosocial
factors, work organization, and workplace culture, which can have a profound
effect on the health of workers.
The WHO Regional Office for the Western Pacific defines a healthy workplace
as follows:
“A healthy workplace is one where everyone works together to achieve an
agreed vision for the health and well-being of employees and the
surrounding community. It provides all members of the workforce with
physical, psychological, social and organizational conditions that protect
and promote health and safety. It allows managers and employees to
increase control over their own health and to improve it, and become more
energetic, positive and satisfied.”
(Regional Guidelines for the Development of Healthy Workplaces. World Health Organization, Regional Office for the Western Pacific, 1999).
08.2: Psychosocial Risks at the Workplace
In a 2022 report by the World Health Organisation (WHO), it is estimated that
15% of working-aged adults had a mental disorder in 2019. Malaysians are at
risk of high stress levels, anxiety, depression and another commonly
overlooked syndrome; burnout, taking a major toll on their physical and
mental well-being (Shaare et al., 2022).
10
08: Psychosocial Risk at the
Workplace
All these are identified through the imbalance of the worker's biological
factors and has an impact on psychological factors (thoughts, emotions, and
behavior), and social factors (socio-environment and safety culture at work).
According to the International Labor Organization (ILO), dangerous physical
and emotional reactions are caused by a mismatch between demands and the
individual's resources and ability to cope with those demands. Work-related
stress is determined by work organization, work design and employee relations
that occur when job demands are inappropriate or exceed the individual's
capabilities, leading to stress.
It is no exaggeration to say that the wealth of an organization depends on the
health of its employees. Employees are a very valuable asset to every
organization. Healthy employees will contribute to the productivity and wealth
of the employer. Therefore, employers must always take care and ensure that
the health conditions of their employees are in the best condition.
In line with this WHO model, PRisMA provides a framework that can be
adapted to various Malaysian workplaces and work cultures. This is parallel
with the philosophy of OSHA 1994 in which responsibility for safety and health
in the workplace lies with those who create the risks (employers) and those
who work with the risks (employees).
Figure 1 below shows the basic principles in terms of morals and ethics
emphasize that it is important for employers and a workplace to avoid any
damage/pain to employees, at the same time emphasizing the psychosocial
environment of the workplace as one of the important components in this
model.
Figure 1: The Healthy
Workplace Model by WHO:
Processes, Influences and
Core Principles.
11
08: Psychosocial Risk at the
Workplace
08.3: Work Content vs Work Context
Cox identified ten types of stressful work characteristics (psychosocial
hazards), which are divided into two groups: "work content" and "work
context". Cox (1993); Cox, Griffiths, Rial-Gonzalez (2000) – Appendix 3.
Basically, employees are in a state of stress or feel depressed when they
cannot cope with the pressure at work. In the long term, this condition is also
associated with an impact on anxiety and depression. According to the
International Labor Organization (ILO), this matter is divided into two (2) main
causes:
a. Work Content
Work content refers to psychosocial hazards related to work conditions and
work organization. Quantitative workload (amount of work to be done) and
qualitative workload (difficulty of work) are associated with stress. The
workload should be considered in relation to the work area, such as the speed
at which the work should be completed, as well as the nature and handling
requirements of the system itself or the machine. Work content includes
several harmful aspects, such as low job value, low skill utilization, lack of task
variety and such.
Work content uncertainty can be expressed in different ways, including lack of
performance feedback, uncertainty about desired behavior (role ambiguity),
and uncertainty about the future (job security). Poor physical working
conditions and environments, including workplace layout and exposure to
hazardous agents, can influence workers' stress experiences and their
psychological and physical health WHO (2010).
b. Work Contrast
Work context refers to psychosocial hazards in the organization of work and
labour relations, such as organizational culture and functioning and
interpersonal relationships at work. Aspects of organizational culture and
function are very important including organizations that influence task
performance, career development.
For example, several organizational factors have been identified as
contributing to the occurrence of bullying, monotonous work, low levels of
control, role conflict ambiguity, excessive workload, poor conflict
management, and organizational change WHO (2010); Examples of collective
action in the workplace to manage stress as recommended by the ILO (2012b).
08.4: Psychososial Risk Factors
Workplace factors that can cause stress are called psychosocial hazards.
Psychosocial factor (hazard) is defined as "the interaction between the work
environment, job content, organizational conditions and workers' abilities,
needs, culture, additional personal work considerations that may, through
perception and experience, affect health, work performance and job
satisfaction" (ILO, 1984).
12
08: Psychosocial Risk at the
Workplace
This definition emphasizes the dynamic interaction between the work
environment and human factors. The negative interaction between work
conditions and human factors can cause emotional disturbances, behavioural
problems, biochemical and neuro-hormonal changes, which pose an additional
risk of mental or physical illness. On the other hand, when work conditions and
human factors are balanced, work creates feelings of mastery and selfconfidence; increases motivation, work ability and satisfaction; and improves
health. This term has evolved over the years, from stress to several other
terms, among which are psychosocial stress factors, psychosocial hazards or
psychosocial risks. The terms "psychosocial hazard" and "psychosocial risk"
are sometimes also used interchangeably in the scientific literature.
In using these guidelines, employers are encouraged to refer to the analysis of hint
information that contributes to the cause of occupational psychosocial issues as
below:
a. Absence data due to illness (absenteeism);
b. Sickness absence data;
c. Staff turnover rates;
d. Exit interviews;
e. Number of referrals to occupational health; and
f. Information from existing staff discussions.
08.5: Psychosocial Hazards - Economic Impact & Productivity
According to a report issued by the WHO, psychosocial risk can be linked to
injury either directly or indirectly. Employers should be aware when employees
do not have sufficient influence over hazardous conditions in the workplace,
they lack control in reducing threats to life and limb. Therefore, lack of control
can directly contribute to injury.
According to the WHO, workers who experience psychosocial hazards may
experience the following symptoms:
• sleep problems
• drink excessively
• feel stressed
• feeling anxious, restless, and nervous
• feeling angry and reckless (often due to a sense of unfairness or injustice)
When these symptoms occur, more serious effects may arise such as:
• momentarily disturbed feeling
• make dangerous errors in judgment
• limbs tend to stretch and sprain
• fail in activities that require eye-hand-foot coordination.
13
08: Psychosocial Risk at the
Workplace
Economic wise, neglecting psychosocial health of workers also affects the
productivity, efficiency and output of organizations. This can manifest in
various forms, including absenteeism (habitual absence from work) and
presenteeism (going to work despite being sick), and also higher accident and
injury rates. The following diagrams show how a business can fail or be
disrupted in terms of achievement if the workplace fails to be a healthy and
safe place for its employees.
Figure 2: The Impact of Unhealthy and Unsafe Workplaces on Employer Achievement
Globally, about 12 billion work days are lost annually to depression and
anxiety, as reported by WHO. This works out to a US$1 trillion (RM4.7 trillion)
loss in productivity each year. As an integral part of the Sustainable
Development Goals (SDG 2030) agenda, there is an alarming concern on the
negative economic impact from the widespread mental illness that affects
the productivity and socio-economic conditions of Malaysia (Hassan et al.,
2018).
Therefore, actions to identify the risks in the workplace need to be done.
Improvement actions need to be taken by employers to ensure the safety, health
and well-being of the workplace is always maintained.
08.6: Work Stress
According to the WHO, various situations at work can be labeled as
"psychosocial hazards". It is because these things are related to the
psychological and social conditions of the workplace rather than the physical
conditions of the workplace. This can harm the psychosocial and physical
health of the worker. This is also sometimes referred to as job stress.
14
08: Psychosocial Risk at the
Workplace
According to ILO, dangerous physical and emotional reactions are caused by
an imbalance between demands and the individual's resources and ability to
cope with those demands. Work-related stress is determined by work
organization, work design and employee relations that occur when job
demands are inappropriate or exceed the individual's capabilities. This
situation leads to stress. Stress or pressure is "a non-specific response of the
body to the request for change" that can occur in a positive or negative form.
This condition also determines a person's health directly where health is
generally recognized as a combination of biological, psychological factors
(thoughts, emotions, and behavior behavior), and social (socio-economic,
socio-environmental, and cultural).
In 1994, the American Institute of Stress developed a simple model called the
American Institute of Stress Traumatic Accident Model. This simple model
explains how stress has a serious effect on a person, with a clear picture to
employers that if employee stress is not handled wisely, it will have a serious
effect involving the loss of ringgit money and may lead to a more serious
security threat - human life.
Figure 3: American Institute of Stress Traumatic Accident Model (Kamp, 1994)
It is no exaggeration to say that the wealth of an organization depends on the
health of its employees. Employees are a very valuable asset to every
organization. Healthy employees will contribute to the productivity and
wealth of the employer. Therefore, employers must always take care and
ensure that the health conditions of their employees are in the best
condition.
15
09: Gap Analysis
National institutions in several countries have developed monitoring models,
risk assessments, management tools, and other awareness-raising initiatives
to help understand and prevent work-related stress. Nevertheless, Malaysia
lacks a local model or reference as a guideline to assess and manage
psychosocial risks at the workplace.
In general, our national investment in mental health services remains low
where <1% of the health budget allocated for it. The number of service
providers is also low (1 psychiatrist, 1 clinical psychologist: 100,000
Malaysians). Other than low resources on mental health, the issue with stigma
is also important. The stigma is due to low mental health literacy among
Malaysian. For example, only 1:5 Malaysians who have mental health
condition receive treatment and many others unable to identify the sign and
symptom of poor mental health.
Accordingly, in order to ensure that these guidelines meet current
requirements, a gap analysis at the national and international levels has been
carried out. In line with the core values it reflected in the ILO standards on
occupational safety and health, they are expressed in three main principles:
1. Work must take place in a safe and healthy work environment.
2. Working conditions must be consistent with the well-being of
workers and human dignity
3. Work should offer real possibilities for personal achievement,
self-fulfilment and service to society.
Referring to the issue of mental health of employees in the workplace, reports
and issues of national workplace mental health are also quite limited.
Psychosocial factors and workplace risks cannot be clearly stated in previous
studies and reports. Due to this fact, DOSH has taken the initiative to develop
PRisMA. This action is seen to be in line with the values ​applied under the ILO
as above.
16
10: Standard Legislation
The following is basic information about the legislation related to these
guidelines. Any changes in terms of national legislation will directly affect
these guidelines. Existing practices by employers and revisions are required
to ensure these guidelines remain relevant over time.
10.1: Employment Psychosocial Legislation & Standards
The core values protected in the ILO standards on occupational safety and
health state these main principles, namely ILO Convention on Occupational
Safety and Health, 1981 (No.155) and accompanying Recommendations
(No.164) provide for the application, implementation and review of OSH and
measures for its application in the workplace with the aim of protecting
health and physical well-being and employee mentality.
10.1.1: ISO45003:2021 Occupational Health and Safety Management
This is the latest guideline for managing psychosocial risks in an OSH
management system based on ISO 45001. It enables organizations to prevent
injuries and worker health related to their employees, in addition to helping
employers promote well-being at work. This responsibility includes actions to
protect the physical and psychological health of employees.
Psychosocial hazards relate to how work is organised, social factors in the
workplace and aspects of the work environment, equipment and hazardous tasks.
It can occur in all organizations and sectors, and from all types of tasks,
equipment and work arrangements. Psychosocial risks affect psychological
health and safety, and health, safety and well-being in the workplace more
broadly, and are often associated with economic costs to organizations and
society.
10.1.2: Occupational Safety and Health Act (Amendment 2022)
This act is amended and improved from the parent act; Occupational Safety
and Health Act (1994). The changes to the A1648 act indeed have great
implications for the safety and health aspects of workers in Malaysia. The
effects and implications of these changes are explained in three parts as
follows:
1. Coverage: Amendment of section 1 where this Act shall apply
to all places of work throughout Malaysia including in the
public services and statutory authorities except to the work
specified in the First Schedule.
17
10: Standard Legislation
2. Responsibility: New sections 18a and 18b, where it shall be the
duty of every principal to take, as far as is practicable, such
measures as may be necessary to ensure safety and health. Every
employer, self-employed person or principal shall carry out a risk
assessment in relation to the safety and health risks exposed to
any person who may be affected by their employment at the
workplace and determining appropriate measures for risk control.
3. Implication: Amendment of section 19, in which any principal
who contravenes the provisions of section 18 shall be guilty of an
offence and liable to a fine not exceeding five hundred thousand.
New section 28a shows the seriousness and protection by DOSH
to any person who run occupational health services. No employer
shall take any Action against any person carrying out occupational
health services and this may include PRisMA program at the
workplace.
18
11: Introduction to PRisMA
The Psychosocial Risk Assessment and Management at the Workplace or
PRisMA is a guideline for screening the psychosocial risks in the workplace
and control measures to overcome those risks. PRisMA is not a diagnostic tool
which unable to be used as a proof to support the causes of mental illness
among workers at the workplace. PRisMA has developed an assessment
instrument called Likelihood of Environment & Occupational Exposure Scale
towards Psychosocial Risk at the Workplace (LEO26). LEO26 has been
validated and the scores are compared with the gold standard assessment,
the Job Content Questionnaire (JCQ). LEO26 evaluates three important
components of psychosocial risk at the workplace namely; Job Control (JC),
Work Demand (WD), and Job Support (JS).
PRisMA is divided into two steps as follows:
a. Step I – Risk Assessment
b. Step II – Risk Management
11.1: Goal
PRisMA was developed to meet the legislative goals in line with items 18a and
18b of the Occupational Safety and Health Act (Amendment 2022) - Act
A1648.
11.2: Objectives
PRisMA was developed to achieve the following objectives:
1. Provide a complete guidance to employers for screening of psychosocial
risks in the workplace.
2. Provide guidance and recommended actions to be taken by employers in
the control of psychosocial risks in the workplace.
3. Provide a standardized format for recordkeeping and monitoring of
psychosocial health of workers in the workplace.
11.3: PRisMA Procedures
The flow chart below shows how PRisMA Trained Person (PTP) should play a
role in each phase. He must always maintain the confidentiality of the
information received.
19
11: Introduction to PRisMA
Figure 4: Flowchart of Psychosocial Risk Assessment and Management at the Workplace (PRisMA)
11.4: PRisMA Approach
PRisMA highlighted two critical approaches employers could choose to deal
with psychosocial risk at the workplace. Properly selecting this approach may
lead to more value and productivity for the employer in the future. All reports
are subject to be audited by DOSH on a yearly basis.
11.4.1: Proactive Approach
A proactive approach in risk management refers to taking pre-emptive
measures to identify, assess, and mitigate potential risks before they occur
rather than reacting to them after they have already happened. It involves
actively seeking out potential threats, analyzing their likelihood and impact,
and implementing appropriate mitigation strategies to minimize or eliminate
their negative consequences.
By adopting a proactive approach to risk management, organizations can
better anticipate and prepare for potential risks, reduce the likelihood and
impact of adverse events, and enhance their overall resilience. This approach
helps organizations stay ahead of the curve and enables them to seize
opportunities while effectively managing potential threats. Proactive approach
shows employer best practice towards prevention quality improvements.
20
11: Introduction to PRisMA
11.4.1: Reactive Approach
A reactive approach in risk management refers to responding to risks after
they have occurred or when they become apparent. Instead of actively
seeking out and addressing potential risks proactively, a reactive approach
focuses on managing risks as they arise and attempting to mitigate their
negative consequences. While a reactive approach may be necessary in some
situations, it is generally considered less effective and efficient than a
proactive approach.
The reactive approach may be driven by compliance requirements, regulatory
mandates or as requested by the Director General (DG) of DOSH. Few indicators
can be used to determine the requirement for the evaluation, such as; high
absenteeism rate, high turnover rate and complaints from others. Any complaints
reported or notification of psychosocial related cases, required for new
assessment.
11.5: Step I: Risk Assessment
Psychosocial risk assessment involves evaluating and identifying potential
workplace risks to employees' psychological and social well-being. It assesses
various factors impacting employees' mental health, job satisfaction, and
psychological well-being. By conducting a psychosocial risk assessment,
organizations can identify areas of concern and take appropriate measures to
prevent or mitigate these risks, thereby promoting a healthier work environment.
Either the employer chooses the proactive or reactive approach; the PRisMA
risk assessment starts with mass data collection among workers using LEO26
as the tool. The LEO26 score will guide PTP in selecting the appropriate
actions under the risk management activities. If the LEO26 score falls under
the high category, further analysis will be conducted by PTP. Risk analysis will
identify the priority of management action according to ranking (high and low
priority). The risk analysis will provide information related to LEO priority
according to the total workplace score. These total scores are derived from
employee responses.
11.6: Step II: Risk Management
Psychosocial risk management involves implementing strategies and
measures to prevent, mitigate, or manage the psychosocial risks that can
impact employees' psychological and social well-being. It aims to create a
supportive work environment that promotes mental health, job satisfaction,
and overall well-being. Details of risk management will be further discussed in
the next section.
21
11: Introduction to PRisMA
11.7: Screening Tools
Several tools have been developed to achieve the objectives of PRisMA. The
following is a summary of the tools used in these guidelines:
i. Likelihood of Environment & Occupational Exposure Scale towards
Psychosocial Risk at the Workplace (LEO26)
LEO26 is a screening tool guided by the International Labor Organization (ILO)
and in line with the development of ISO 45003: 2021 Occupational Health and
Safety Management – Psychological Health and Safety at Work – Guidelines for
Managing Psychosocial Risks. LEO26 is used to assess the likelihood that the
workplace environment and work activities of an employee contribute to their
psychosocial health status. LEO26 will help employees and employers take
appropriate action. LEO26 has gone through a process of validation. It uses the
cut-off value principle where the setting of the risk rate (high or low) is
determined through the value obtained. This value is likely to change from one
workplace to another.
ii. Employer Practice Checklist 23 (EPC23)
The checklist consists of 23 points that will be used as a guide to employers to
take necessary actions towards their LEO26 score. The total score of LEO26
categories will be individually matched with the 23 points of this checklist.
Employers will refer to this checklist as part of their psychosocial risk
management at the workplace. However, employers are only required to fill in
the checklist once their organizational score falls under the category of high
risk. This information will be used by PTP to match LEO26 and EPC23 for risk
prioritization.
11.8: Employer's Roles and Responsibilities
Employers are responsible for the function of the OSH management system in
determining roles and responsibilities for managing psychosocial risks in the
workplace. Effective psychosocial risk management requires active
participation from the employer. The employer shall conduct the risk
assessment according to the stipulated act. Employers are also responsible to
appoint PTP to conduct the PRisMA.
11.9: PRisMA Trained Person
PRisMA Trained Person (PTP) must be individuals who have gone through
training and passed tests and coursework assessments. Individuals with a
medical background have an advantage, however they are also subject to
attending courses and passing relevant tests. The PTP appointed by the
employer are responsible for carrying out the processes as stated in these
guidelines. PTP’s must maintain the confidentiality of all information and
perform duties with integrity.
22
11: Introduction to PRisMA
11.10: Employees Roles and Responsibilities
All employees must cooperate with the employer in all activities organized
under PRisMA. Employees are also responsible to report any psychosocial
issues in the workplace to the employer.
11.11: Scope
These guidelines are to be adopted by employers and employees as a guide to
the assessment and management of psychosocial risks in the workplace. The
scope of these guidelines includes:
a. Workplace Psychosocial Risk Assessment
b. Psychosocial Risk Management
In order to achieve the purpose of risk assessment, these guidelines will use
LEO26 score as a guide to the risk. The EPC23 will be used as a guide for the
next step. While to help employers manage identified risks, a schedule of
priority actions is provided in these guidelines along with recommended action
times for actions to be taken.
11.12: Application
All employees are required to fill out this screening tool with the aim of
assessing psychosocial risks in their respective workplaces. Employers and
PTP’s are responsible for ensuring that this personal data is kept secure and
confidential. All assessments will begin with collection of individual employee
data. This data is then consolidated either by unit, division, section, area and
other relevant clusters or groups. This risk assessment needs to be reported
separately from one section to another. Employers can assess the workplace
as a whole. Reporting and action must be done accordingly. For employers
who only have one division, one assessment and report is sufficient.
Employers and PTP need to discuss and carry out assessment actions based
on reasonable needs. The employer is responsible for ensuring that the
assessment and reporting is done at least every two years.
11.13: Reporting
PRisMA findings must be reported according to the format provided. PTP has
to report their findings based on the format provided and presented as an
aggregate information without revealing personal information. PTP needs to
refer to the LEO26 final score and matching with the EPC23. All this
information is confidential and should be kept in a safe place. The records
must be kept according to the existing practice of the employer or for seven
(7) years or whichever is longer.
23
11: Introduction to PRisMA
11.14: Re-assessment
LEO26 must be conducted every 12 months for high risk organizational score
and 2 years for low risk organizational score. However, assessment may take
place at any time if the conditions of reactive approach are fulfilled.
11.15: Limitation
PRisMA is not a diagnostic tool. The screening data obtained will provide
guidance to employers and employees regarding psychosocial risks found in
the workplace. Factors other than employment need to be assessed
separately. All risk management included in this guideline are used as
suggestions only, and it is not mandatory to be applied.
24
12: Risk Assessment
Risk assessment is an essential step in PRisMA. No risk management shall be
conducted before clearly understanding employees' psychosocial risk status.
In order to conclude the final organizational risk score, two category of
analysis were mandatory as follows:
a. Category 1 – Individual Risk Score
b. Category 2 – Cumulative Organizational Risk Score
a. Category 1 – Individual Risk Score
Risk assessment will start with the distribution of LEO26 to all employees. In
order to ensure data confidentiality, only the following basic employee data
will be collected:
a. Name of current department/unit
b. Years of working experience in current department/unit
i. 1 – 5 years
ii. 6 – 10 years
iii. 11 – 15 years
v. 16 – 20 years
v. More than 20 years.
c. Workers category (according to the job structures in the organization), e.g.:
management, executive, operation.
Once this form is completed and returned to PTP, these data will be analyzed.
PTP needs to do the calculation based on the formula below. Individual risk
will be identified based on the score obtained. As for the group score, the
average group score obtained will be used to compare the cut-off value given.
The risk values will be determined based on this comparison.
LEO26 Components
Risk Indicator (Individual)
Job Control (JC)
Q1+Q2+Q3+Q7+Q8+Q9+Q10+Q11+Q12+Q14+Q16
Low
≥14.5
High
Work Demand (WD)
Q4+Q5+Q6+Q25+Q26
Low
≥6.5
High
Job Support (JS)
Q13+Q15+Q17+Q18+Q19+Q20+Q21+Q22+Q23+Q24
High
≤12.5
Low
Table 1: LEO26 Individual Risk Score Table
PTP is required to select the correct result according to the LEO26 risk score
table as above.
25
12: Risk Assessment
b. Category 2 – Cumulative Organizational Risk Score
Category 2 of risk analysis will require the PTP to calculate the total
percentage of individual components of LEO26: a) Job Control, b) Work
demand, and c) Job Support. To identify the organizational risk score, the PTPs
must pay attention to the percentages of the high-risk score for each LEO26’s
components. Any components that exceed the high-risk percentage will be
required to conduct risk management at the workplace.
LEO26 Components
LEO26 Cumulative Score
(Cut-Off %)
Risk Indicator
(Cumulative)*
Job Control (JC)
50% and above
High
Work Demand (WD)
25% and above
High
Job Support (JS)
25% and above
High
Table 2: LEO26 Cumulative Risk Score Table
12.1: Risk Assessment Process
The PTP is recommended to refer to the step-by-step guide from a to c:
a. Step 1 - The PTP distributes the LEO26 form.
b. Step 2 - The PTP collects the LEO26 form.
c. Step 3 i. Step 3.1: The PTP conducts a risk analysis. PTP may develop their own excel
calculator to identify the final risk score.
ii. Step 3.2: Individual Score - PTP needs to refer to the LEO26 Individual Risk
Score Table (Refer Table 1: LEO26 Individual Risk Score Table).
iii. Step 3.3: Group Score - Group analysis can only be finalized based on the
collection of individual score. PTP needs to refer to the LEO26 Cumulative Risk
Score Table (Refer Table 2: LEO26 Cumulative Risk Score Table).
26
13: Risk Management
Risk management will be conducted based on the high score of total
organizational risk score from LEO26. Analysis of LEO26 and matching with
EPC23 will provide appropriate suggestions for risk control. These guidelines
provide relevant recommendations. The PTP’s also need to refer to the
employer's policies and procedures in the management of psychosocial risk.
The duration of risk control actions is divided into short term (1-6 months) and
long term (12 months).
Employers are advised to constantly monitor the psychosocial risk of their
employees. All employee-related information must be carefully guarded and
kept confidential. Immediate assessment can be done for certain cases and
special needs. Step II of the figure will suggest how employers should manage
the psychological risk findings according to priority. PTP should refer to the
table below for selection and action toward risk management. These
guidelines specifically guide employers to prioritize psychosocial risk
management actions based on the priority.
13.1: Risk Management Process
The PTP is recommended to refer to the step-by-step guide from d to g.
d. Step 4 i. Step 4.1: Based on the results of Step 3, the PTP needs to identify the need
for the employer to fill in the EPC23 form.
ii. Step 4.2: If any of the components of LEO26 (JC, WD, JS) has a high-risk
score, the PTP must ask the employer to fill in the EPC23 form. Proceed with
step 5.
iii. Step 4.3: If none of the LEO26 components (JC, WD, JS) has a high-risk
score, the PTP shall proceed up to step 7 according to the PRisMA work
process.
e. Step 5 - For any of the LEO26 components (JC, WD, JS) scores with a highrisk value, PTP must match LEO26 components and EPC23 scores for risk
prioritization. The priority matching process is based on the following steps:
i. Step 5.1: Highlight all LEO26 cumulative risk scores from Step 3.
ii. Step 5.2: Review the LEO26 components score. This guideline uses a colorcoding system to assist the PTP in this exercise. Kindly refer to the same color
for each steps mentioned. Refer to Table 5 for Risk Management Based on
LEO26 Components and EPC23.
27
13: Risk Management
iii. Step 5.3: Review the EPC23 score. Match the needs accordingly using Table
3 and Table 4.
iv. Step 5.4: Refer to the color that represents the theme and action. Identify
the correct interventions for each psychosocial risk identified.
LEO26 Components
Item
Risk Management
(1 – 23)
Job Control (JC)
Work Environment
1
Job Control (JC)
Tools and Workspaces
5, 9, 12
Job Control (JC)
Career Progress
14, 17, 20
Job Support (JS)
Role in the Organization
6, 8, 19
Job Support (JS)
Relationship Between Friends
7, 13, 21
Job Support (JS)
Organizational Culture
2, 10, 16, 22, 23
Work Demand (WD)
Balance Work and Daily Life
3, 15
Work Demand (WD)
Working Hours
4, 11, 18
Table 3: Risk Management Based on LEO26 Components and EPC23 Table
If the answer is
No, kindly
refer to the
related action
Risk
Management
(1 – 23)
Employer Practice Checklist 23 (EPC23)
1
Ensure the psychosocial risk of my
employees is managed accordingly.
Social Support
2
Ensure transparency and fairness in
complaints handling procedures.
Transparency
and Fairness
3
Ensure tasks are clearly defined.
Job Matching
4
Ensure work hours are predictable and
reasonable.
28
Yes/No
(√ / X)
Workload
13: Risk Management
If the answer is
No, kindly
refer to the
related action
Risk
Management
(1 – 23)
Employer Practice Checklist 23 (EPC23)
5
Provide appropriate lighting,
equipment, air quality, and noise levels
in the workplace.
Working
Environment
6
Assign tasks according to experience
and competence.
Job Matching
7
Strengthen motivation by emphasizing
the positive and useful aspects of work.
Social Support
8
Establish clear roles, and avoid role
conflicts and ambiguity.
Job Matching
9
Provide job security as far as possible.
Working
Environment
10
Provide an infrastructure where
supervisors are responsible for other
employees and have an appropriate
level of communication.
Control
11
Ensure the level of human resources &
staff is sufficient.
Control
12
Taking ergonomic aspects into account
to limit stress on workers.
Working
Environment
13
Ensure there is a good relationship
between supervisors and employees.
Social Support
14
Ensure proper use of skills.
Job Matching
15
Encourage employees to discuss any
conflicting demands between work and
home.
Transparency
and Fairness
16
Provide information on psychosocial
risk and work-related stress and how to
prevent them.
Training and
Education
17
Match the job with the employee's
physical and psychological skills and
abilities.
Job Matching
29
Yes/No
(√ / X)
13: Risk Management
Risk
Management
(1 – 23)
Employer Practice Checklist 23 (EPC23)
Yes/No
(√ / X)
If the answer is
No, kindly
refer to the
related action
18
Periodically assess the time
requirements of a job and set a
reasonable deadline/pace.
19
Allow employees to express how their
work is carried out
Transparency
and Fairness
20
Provide adequate training to ensure
skills and jobs are appropriate for
employees.
Training and
Education
21
Create positive relationships between
employees.
Social Support
22
Keep the workplace free from physical
and psychological violence.
Working
Environment
23
Provide psychosocial support for
employees with mental health
conditions.
Social Support
Workload
Table 4: Employer Practice Checklist (EPC23)
Theme
Action
Control
1. To ensure adequate resource levels.
2. To review current job process; rotate and rearrange if possible
to improve productivity.
3. To discuss with workers the opportunity to control the
occupational activities and sub-activities, according to
workers’ performance.
4. To provide opportunities for workers to manage their work,
such as selection of location (home or office) and work pace.
5. To allow employees a say in how their jobs are conducted.
6. To discuss with workers how to involve in decision-making
(where applicable).
Workload
1. To continually assess time requirements and set reasonable
deadlines.
2. To ensure that working hours are predictable and reasonable
30
13: Risk Management
Theme
Action
Social
Support
1. To create positive relationships between employees.
2. To maintain a workplace free from physical and psychological
violence.
3. To ensure there is a good relationship between supervisors and
employees
4. To provide an infrastructure where supervisors are responsible
for other employees and have an appropriate level of
communication.
5. To encourage employees to discuss any conflicting demands
between work and home.
6. To strengthen motivation by emphasizing positive and useful
aspects of career.
7. To conduct mental health screening programs, for example,
DASS21
8. To provide support on workers’ welfare to ease daily work
components such as; flexible working hours, child care center,
marriage and family counseling, money management, and
others.
9. To encourage participation in social activities such as family
day, sports day, festive season celebration etc.
Job
Matching
1. To ensure jobs that match the employee's physical and
psychological skills and abilities.
2. To assign tasks according to experience and competence.
3. To ensure proper use of skills.
4. To ensure workers’ roles and responsibilities are clearly defined
Training and
Education
1. To provide adequate training to ensure that skills and jobs are
suitable for employees.
2. To provide information on psychosocial risks and work-related
stress and how to prevent them.
3. To organize mental health awareness programs such as
emotional support, stress and anger management, and
overcoming burnout at the workplace.
4. To introduce and provide proper job management at the
workplace.
5. To provide specific training such as psychosocial program by
occupational therapist, latihan minda sihat di tempat kerja
(Ministry of Health) and DASS21 screening program.
6. To provide training that relates to workers’ real duty.
31
13: Risk Management
Theme
Action
Transparency
and Fairness
1. To ensure tasks are clearly defined.
2. To provide clear roles, avoid role conflicts and ambiguity.
3. To provide job security as far as possible.
4. To provide adequate wages for work performed.
5. To ensure transparency and fairness in complaint-handling
procedures.
Working
Environment
1. To provide appropriate lighting, equipment, air quality, and
noise levels.
2. To avoid exposure to harmful agents.
3. To take into account ergonomic aspects to limit worker stress.
4. To address incivility in the workplace – internal and external.
5. To train workers to adapt to multiple working environments;
physical, psychological, emotional, and social.
Table 5: Collective Measures Managing Psychosocial Risk at Work Table
v. Step 5.5: Under certain circumstances, mismatches between the employee's
cumulative score of LEO26 components and EPC23 may happen. PTP must
prioritize psychosocial risk management based on employees' cumulative score
of LEO26 components first, followed by EPC23. This situation needs to be
explained to the employer.
f. Step 6 - The PTP presents the assessment results and psychosocial risk
management measures that need to be taken to the employer.
g. Step 7 - The appointed PTP conducts a re-evaluation based on the PRisMA
work process.
i. Step 7.1: If any of the components of LEO26 (JC, WD, JS) has a high-risk score,
the PTP or appointed consultant must re-evaluate after 12 months.
ii. Step 7.2: If none of the components of LEO26 (JC, WD, JS) has a high-risk
score, the PTP shall re-evaluate after two years or when needed according to
reactive criteria.
All records must be kept for audit and process improvement purposes.
32
14: Scenarios of Workplace
Psychosocial Issues
These guidelines will provide some form of decision. The results can be used as
a reference for any further action. Below are examples of cases and actions
that must be taken by the employer.
14.1: Case 1 – Workplace Score (Proactive Approach)
KGB Company is a multinational printing company headquartered in Kuala
Lumpur. The company also has a branch in Sandakan, Sabah. The company has
a total of 1,000 employees. Each branch has the same number of employees
under three units: the booking unit (100 employees), the digital unit (200
employees), and the distribution unit, with 200 employees. Based on
responsibility, employers have taken proactive steps to participate in the
PRisMA program. The employer has screened all employees at both of their
premises. The PTP is recommended to refer to the step-by-step guide from a
to g.
a) Step 1 - The PTP distributes the LEO26 form.
b) Step 2 - PTP collects the LEO26 form.
c) Step 3 - PTP conducts a risk analysis. PTP may develop their own excel
calculator to identify the final risk score.
Step 3.1 - Individual Score. PTP needs to refer to the LEO26 risk table as follow
(Individual Score).
Items
Risk Indicator (Individual)
Job Control (JC)
Q1+Q2+Q3+Q7+Q8+Q9+Q10+Q11+
Q12+Q14+Q16
Low
≥14.5
High
Work Demand (WD)
Q4+Q5+Q6+Q25+Q26
Low
≥6.5
High
Job Support (JS)
Q13+Q15+Q17+Q18+Q19+Q20+Q21
+Q22+Q23+Q24
High
≤12.5
Low
Step 3.2 - Group Score. Group analysis can only be finalized based on the
collection of individual score. PTP needs to refer to the LEO26 risk table as
follow (group score).
33
14: Scenarios of Workplace
Psychosocial Issues
LEO26 Components
LEO26 High-Risk Cut-Off (%)
Risk Indicator
(Cumulative)
Job Control (JC)
50% and above
High
Work Demand (WD)
25% and above
High
Job Support (JS)
25% and above
High
The following are the results of the assessment.
Kuala Lumpur Headquarters
Unit/Number of
Employees
Booking Unit
100 employees
Digital Unit
200 employees
Distribution Unit
200 employees
LEO26
Components
Score (%), (Unit
Employees)
Risk Status
JC
70% (70 employees)
High
WD
20% (20 employees)
Low
JS
10% (10 employees)
Low
JC
40% (80 employees)
Low
WD
25% (50 employees)
High
JS
10% (20 employees)
Low
JC
30% (60 employees)
Low
WD
20% (40 employees)
Low
JS
25% (50 employees)
High
Sandakan, Sabah
Unit/Number of
Employees
Booking Unit
100 employees
LEO26
Components
Score (%), (Unit
Employees)
Risk Status
JC
40% (40 employees)
Low
WD
20% (20 employees)
Low
JS
10% (10 employees)
Low
34
14: Scenarios of Workplace
Psychosocial Issues
Unit/Number of
Employees
Digital Unit
200 employees
Distribution Unit
200 employees
LEO26
Components
Score (%), (Unit
Employees)
Risk Status
JC
40% (80 employees)
Low
WD
20% (40 employees)
Low
JS
10% (20 employees)
Low
JC
20% (40 employees)
Low
WD
20% (40 employees)
Low
JS
20% (40 employees)
Low
d) Step 4 - Based on the results of Step 3, the PTP needs to identify the need for
the employer to fill in the EPC23 form.
Step 4.1 - If any of the components of LEO26 (JC, WD, JS) has a high-risk score,
the PTP must ask the employer to fill in the EPC23 form. Proceed with Step 5.
Step 4.2 - If none of the components of LEO26 (JC, WD, JS) has a high-risk score,
the PTP shall proceed to Step 7 according to the PRisMA work process.
Since the Kuala Lumpur Head Office score has a high-risk score on the booking
unit (JC), digital unit (WD), and distribution unit (JS), the PTP needs to ask the
employer in Kuala Lumpur (according to the unit involved) to fill in the EPC23
form. All units in the Sandakan branch do not require an EPC23 assessment, and
a reassessment can be carried out after two years or based on requirements
such as the criteria under the reactive approach category.
e) Step 5 - For any of the LEO26 components (JC, WD, JS) scores with a highrisk value, PTP must match LEO26 and EPC23 scores for risk prioritization. The
priority matching process is based on the example below:
Step 5.1 - Highlight all LEO26 Cumulative Risk Scores from Step 3.
35
14: Scenarios of Workplace
Psychosocial Issues
Kuala Lumpur Headquarters
Unit/Number of
Employees
LEO26
Components
Score (%), (Unit
Employees)
LEO26 HighRisk Cut-Off
(%)
Risk
Status
Booking Unit
100 employees
JC
70% (70
employees)
50% and
above
High
Digital Unit
200 employees
WD
25% (50
employees)
25% and
above
High
Distribution Unit
200 employees
JS
25% (50
employees)
25% and
above
High
Step 5.2 - Review the LEO26 Components Score. This guideline uses a colorcoding system to assist the PTP in this exercise. Kindly refer to the same color
for each step mentioned. Since we have three units to analyze, Steps 5.2.1 to
5.2.3 show the example of the EPC23 score from each separate unit. Following
is the table of psychosocial risk management at the workplace based on
EPC23.
LEO26 Components
Item
Risk Management
(1 – 23)
Job Control (JC)
Work Environment
1
Job Control (JC)
Tools and Workspaces
5, 9, 12
Job Control (JC)
Career Progress
14, 17, 20
Job Support (JS)
Role in the Organization
6, 8, 19
Job Support (JS)
Relationship Between Friends
7, 13, 21
Job Support (JS)
Organizational Culture
2, 10, 16, 22, 23
Work Demand (WD)
Balance Work and Daily Life
3, 15
Work Demand (WD)
Working Hours
4, 11, 18
Step 5.2.1: EPC23 Booking Unit - Identify EPC23 scores according to the
individual unit (high-risk only). Pay attention to psychosocial risk management
for JC items only.
36
14: Scenarios of Workplace
Psychosocial Issues
LEO26 Components
Item
Risk Management
(1 – 23)
Job Control (JC)
Work Environment
1
Job Control (JC)
Tools and Workspaces
5, 9, 12
Job Control (JC)
Career Progress
14, 17, 20
Step 5.2.2: EPC23 Digital Unit - Identify EPC23 scores according to the individual
unit (high-risk only). Pay attention to psychosocial risk management for WD
items only.
LEO26 Components
Item
Risk Management
(1 – 23)
Work Demand (WD)
Balance Work and Daily Life
3, 15
Work Demand (WD)
Working Hours
4, 11, 18
Step 5.2.3: EPC23 Distribution Unit - Identify EPC23 scores according to the
individual unit (high-risk only). Pay attention to psychosocial risk management
for JS items only.
LEO26 Components
Item
Risk Management
(1 – 23)
Job Support (JS)
Role in the Organization
6, 8, 19
Job Support (JS)
Relationship Between Friends
7, 13, 21
Job Support (JS)
Organizational Culture
2, 10, 16, 22, 23
Step 5.3 - Review the EPC23 Score. Match the needs accordingly using Table 3,
4 and 5. Since we have three units to propose for interventions, Steps 5.3.1 to
5.3.3 show the example of appropriate interventions for each No answer from
the EPC23.
37
14: Scenarios of Workplace
Psychosocial Issues
5.3.1 Job Control - Matching between JC and EPC23 (No score only).
Risk
Management
(1 – 23)
Employer Practice Checklist 23 (EPC23)
Yes/No
(√ / X)
If the answer is
No, kindly
refer to the
related action
1
Ensure the psychosocial risk of my
employees is managed accordingly.
X
Social Support
9
Provide job security as far as possible.
X
Working
Environment
20
Provide adequate training to ensure
skills and jobs are appropriate for
employees.
X
Training and
Education
5.3.2 Work Demand - Matching between WD and EPC23 (No score only).
Risk
Management
(1 – 23)
Employer Practice Checklist 23 (EPC23)
Yes/No
(√ / X)
If the answer is
No, kindly
refer to the
related action
3
Ensure tasks are clearly defined.
X
Job Matching
4
Ensure work hours are predictable and
reasonable.
X
Workload
11
Ensure the level of human resources &
staff is sufficient.
X
Control
5.3.3 Job Support - Matching between JS and ECP23 (No score only).
Risk
Management
(1 – 23)
Employer Practice Checklist 23 (EPC23)
Yes/No
(√ / X)
If the answer is
No, kindly
refer to the
related action
6
Assign tasks according to experience
and competence.
Job Matching
10
Provide an infrastructure where
supervisors are responsible for other
employees and have an appropriate
level of communication.
Control
13
Ensure there is a good relationship
between supervisors and employees.
Social Support
38
14: Scenarios of Workplace
Psychosocial Issues
Step 5.4 - Refer to the color that represents the theme and action. Since we
have three different units with different interventions, Steps 5.3.1 to 5.3.3 show
examples of the selected interventions from each unit. Review the EPC23 score.
Match the needs accordingly using Table 3 and 4.
Collective Measures Managing Psychosocial Risk at Work.
Theme
Action
Control
1. To ensure adequate resource levels.
2. To review current job process; rotate and rearrange if possible
to improve productivity.
3. To discuss with workers the opportunity to control the
occupational activities and sub-activities, according to
workers’ performance.
4. To provide opportunities for workers to manage their work,
such as selection of location (home or office) and work pace.
5. To allow employees a say in how their jobs are conducted.
6. To discuss with workers how to involve in decision-making
(where applicable).
Workload
1. To continually assess time requirements and set reasonable
deadlines.
2. To ensure that working hours are predictable and reasonable
Social
Support
1. To create positive relationships between employees.
2. To maintain a workplace free from physical and psychological
violence.
3. To ensure there is a good relationship between supervisors and
employees
4. To provide an infrastructure where supervisors are responsible
for other employees and have an appropriate level of
communication.
5. To encourage employees to discuss any conflicting demands
between work and home.
6. To strengthen motivation by emphasizing positive and useful
aspects of career.
7. To conduct mental health screening programs, for example,
DASS21
8. To provide support on workers’ welfare to ease daily work
components such as; flexible working hours, child care center,
marriage and family counseling, money management, and
others.
9. To encourage participation in social activities such as family
day, sports day, festive season celebration etc.
39
14: Scenarios of Workplace
Psychosocial Issues
Theme
Action
Job
Matching
1. To ensure jobs that match the employee's physical and
psychological skills and abilities.
2. To assign tasks according to experience and competence.
3. To ensure proper use of skills.
4. To ensure workers’ roles and responsibilities are clearly defined
Training and
Education
1. To provide adequate training to ensure that skills and jobs are
suitable for employees.
2. To provide information on psychosocial risks and work-related
stress and how to prevent them.
3. To organize mental health awareness programs such as
emotional support, stress and anger management, and
overcoming burnout at the workplace.
4. To introduce and provide proper job management at the
workplace.
5. To provide specific training such as psychosocial program by
occupational therapist, latihan minda sihat di tempat kerja
(Ministry of Health) and DASS21 screening program.
6. To provide training that relates to workers’ real duty.
Transparency
and Fairness
1. To ensure tasks are clearly defined.
2. To provide clear roles, avoid role conflicts and ambiguity.
3. To provide job security as far as possible.
4. To provide adequate wages for work performed.
5. To ensure transparency and fairness in complaint-handling
procedures.
Working
Environment
1. To provide appropriate lighting, equipment, air quality, and
noise levels.
2. To avoid exposure to harmful agents.
3. To take into account ergonomic aspects to limit worker stress.
4. To address incivility in the workplace – internal and external.
5. To train workers to adapt to multiple working environments;
physical, psychological, emotional, and social.
Step 5.4.1 Booking Unit: JC interventions - Matching and prioritizing
psychosocial risk management according to LEO26 and EPC23.
40
14: Scenarios of Workplace
Psychosocial Issues
Theme
Action
Social
Support
1. To create positive relationships between employees.
2. To maintain a workplace free from physical and psychological
violence.
3. To ensure there is a good relationship between supervisors and
employees
4. To provide an infrastructure where supervisors are responsible
for other employees and have an appropriate level of
communication.
5. To encourage employees to discuss any conflicting demands
between work and home.
6. To strengthen motivation by emphasizing positive and useful
aspects of career.
7. To conduct mental health screening programs, for example,
DASS21
8. To provide support on workers’ welfare to ease daily work
components such as; flexible working hours, child care center,
marriage and family counseling, money management, and
others.
9. To encourage participation in social activities such as family
day, sports day, festive season celebration etc.
Training and
Education
1. To provide adequate training to ensure that skills and jobs are
suitable for employees.
2. To provide information on psychosocial risks and work-related
stress and how to prevent them.
3. To organize mental health awareness programs such as
emotional support, stress and anger management, and
overcoming burnout at the workplace.
4. To introduce and provide proper job management at the
workplace.
5. To provide specific training such as psychosocial program by
occupational therapist, latihan minda sihat di tempat kerja
(Ministry of Health) and DASS21 screening program.
6. To provide training that relates to workers’ real duty.
Working
Environment
1. To provide appropriate lighting, equipment, air quality, and
noise levels.
2. To avoid exposure to harmful agents.
3. To take into account ergonomic aspects to limit worker stress.
4. To address incivility in the workplace – internal and external.
5. To train workers to adapt to multiple working environments;
physical, psychological, emotional, and social.
41
14: Scenarios of Workplace
Psychosocial Issues
Step 5.4.2 Digital Unit: WD Interventions - Matching and prioritizing
psychosocial risk management according to LEO26 and EPC23.
Theme
Action
Control
1. To ensure adequate resource levels.
2. To review current job process; rotate and rearrange if possible to
improve productivity.
3. To discuss with workers the opportunity to control the
occupational activities and sub-activities, according to workers’
performance.
4. To provide opportunities for workers to manage their work, such
as selection of location (home or office) and work pace.
5. To allow employees a say in how their jobs are conducted.
6. To discuss with workers how to involve in decision-making
(where applicable).
Workload
1. To continually assess time requirements and set reasonable
deadlines.
2. To ensure that working hours are predictable and reasonable
Job
Matching
1. To ensure jobs that match the employee's physical and
psychological skills and abilities.
2. To assign tasks according to experience and competence.
3. To ensure proper use of skills.
4. To ensure workers’ roles and responsibilities are clearly defined
Step 5.4.3 Distribution unit: JS Interventions - Matching and prioritizing
psychosocial risk management according to LEO26 and EPC23.
Theme
Action
Control
1. To ensure adequate resource levels.
2. To review current job process; rotate and rearrange if possible to
improve productivity.
3. To discuss with workers the opportunity to control the
occupational activities and sub-activities, according to workers’
performance.
4. To provide opportunities for workers to manage their work, such
as selection of location (home or office) and work pace.
5. To allow employees a say in how their jobs are conducted.
6. To discuss with workers how to involve in decision-making
(where applicable).
42
14: Scenarios of Workplace
Psychosocial Issues
Theme
Action
Social
Support
1. To create positive relationships between employees.
2. To maintain a workplace free from physical and psychological
violence.
3. To ensure there is a good relationship between supervisors and
employees
4. To provide an infrastructure where supervisors are responsible
for other employees and have an appropriate level of
communication.
5. To encourage employees to discuss any conflicting demands
between work and home.
6. To strengthen motivation by emphasizing positive and useful
aspects of career.
7. To conduct mental health screening programs, for example,
DASS21
8. To provide support on workers’ welfare to ease daily work
components such as; flexible working hours, child care center,
marriage and family counseling, money management, and
others.
9. To encourage participation in social activities such as family
day, sports day, festive season celebration etc.
Job
Matching
1. To ensure jobs that match the employee's physical and
psychological skills and abilities.
2. To assign tasks according to experience and competence.
3. To ensure proper use of skills.
4. To ensure workers’ roles and responsibilities are clearly defined
Step 5.5 - Under certain circumstances, mismatches between the employee's
cumulative score of LEO26 components and EPC23 may happen. PTP must
prioritize psychosocial risk management based on employees' cumulative score
of LEO26 components first, followed by EPC23. This situation needs to be
explained to the employer.
f) Step 6 - The PTP presents the assessment results and psychosocial risk
management measures that need to be taken to the employer.
g) Step 7 - The appointed PTP conducts a re-evaluation based on the PRisMA
work process.
Step 7.1 - If any of the components of LEO26 (JC, WD, JS) has a high-risk score,
the PTP or appointed consultant must re-evaluate after 12 months.
43
14: Scenarios of Workplace
Psychosocial Issues
Step 7.2 - If none of the components of LEO26 (JC, WD, JS) has a high-risk score,
the PTP or appointed consultant shall re-evaluate after two years or when
needed according to reactive criteria.
Sandakan, Sabah - Re-evaluate after two years or when needed according to
reactive criteria.
All records must be kept for audit and process improvement purposes.
14.2: Case 2 – High Risk Score (Reactive Approach)
Sri Chempaka Bulan is a small government agency that consists of 500
workers. Those workers work under five different departments as follows:
Failing
Finance
Audit – the source of the complaints
Housekeeping
Student affairs
A few weeks ago, the management received a complaint from the audit
department saying that a few workers have shown poor work productivity,
including high absenteeism. This is not the first time management has noticed
such a complaint, yet action has yet to be taken. Unfortunately, this time, the
news has become viral and drawn public attention, including at the ministerial
level. The employer has no choice but to proceed with the PRisMA program.
The employer may proceed with a reactive approach. The employer has an
option either to proceed with the audit department or all five departments.
The PTP is recommended to refer to the step-by-step guide from a to g.
All records must be kept for audit and process improvement purposes.
14.3: Case 3 – Existing Risk Management Program
My employer already has an existing psychosocial health management
program at work. What should I do?
Proposal: Employers with established programs that are on par with PRisMA,
can continue the existing practice OR may choose to adopt these guidelines.
44
15: Appendix - List of Forms &
Information
The following is a list of forms used in this manual:
1. Appendix 1: PRisMA Form 1 – Likelihood of Environment & Occupational
Exposure Scale Towards Psychosocial Risk at the Workplace (LEO26)
2. Appendix 2: PRisMA Form 2 – Employer Practice Checklist 23 (EPC23)
3. Appendix 3: PRisMA Form 3 – Workplace Psychosocial Risk Reporting
4. Appendix 4: MSIC 2008 Industry Reference List
5. Appendix 5: First Schedule - Act A1648
6. Appendix 6: List of Contributors
45
15: APPENDIX 1: PRisMA Form 1 –
Likelihood
of
Environment
&
Occupational
Exposure
Scale
Towards Psychosocial Risk at the
Workplace (LEO26)
Name of Current Department/Unit: ________________________________________________
Years of working experience in current department/unit:
Numbers of Year
Please Tick (/)
1 – 5 years
6 – 10 years
11 – 15 years
16 – 20 years
more than 20 years.
Workers Category (according to the job structures in the organization e.g.
Management, Executive, Operation: _______________________________________________
Please read each statement and circle 1, 2, 3, 4, or 5, indicating how much the
statement applied to your work over the past six (6) months. There are no right
or wrong answers. Do not spend too much time on any statement.
The rating scale is as follows:
1
Never
2
Seldom
3
Sometimes
4
Often
5
Always
1.My work is boring.
1
2
3
4
5
2. My work lacks variety.
1
2
3
4
5
3. My work is meaningless.
1
2
3
4
5
4. I am required to work long hours.
1
2
3
4
5
5. My working hours are not flexible.
1
2
3
4
5
6. My working hours are unpredictable.
1
2
3
4
5
46
15: APPENDIX 1: PRisMA Form 1 –
Likelihood
of
Environment
&
Occupational
Exposure
Scale
Towards Psychosocial Risk at the
Workplace (LEO26)
7. My work area is poorly maintained.
1
2
3
4
5
8. My work equipment is poorly maintained.
1
2
3
4
5
9. My work equipment is inadequate.
1
2
3
4
5
10. My work area is not safe.
1
2
3
4
5
11. I am not comfortable working in my work area.
1
2
3
4
5
12. My career development opportunity is unfair.
1
2
3
4
5
13. I am given the opportunity to achieve my full
potential.
1
2
3
4
5
14. I do not have the chance to develop my skills.
1
2
3
4
5
15. My role in the organization is clear.
1
2
3
4
5
16. I receive conflicting instructions to perform my
work.
1
2
3
4
5
17. I have a good relationship with my co-workers.
1
2
3
4
5
18. I have a good relationship with my superior.
1
2
3
4
5
19. I receive good support from my co–workers.
1
2
3
4
5
20. I receive good support from my superior.
1
2
3
4
5
21. I have the opportunity to receive feedback from
my superior.
1
2
3
4
5
22. I am able to voice out concerns to my superior.
1
2
3
4
5
23. My superior is open to suggestions from
workers.
1
2
3
4
5
24. My top management cares about workers’ wellbeing.
1
2
3
4
5
25. I have to sacrifice my personal time due to my
work commitments.
1
2
3
4
5
26. I miss social activities due to my work
commitments.
1
2
3
4
5
47
15: APPENDIX 1: PRisMA Form 1 –
Likelihood
of
Environment
&
Occupational
Exposure
Scale
Towards Psychosocial Risk at the
Workplace (LEO26)
Action indicator, circle where is appropriate:
LEO26 Components
Risk Indicator (Individual)
Job Control (JC)
Q1+Q2+Q3+Q7+Q8+Q9+Q10+Q11+
Q12+Q14+Q16
Low
≥14.5
High
Work Demand (WD)
Q4+Q5+Q6+Q25+Q26
Low
≥6.5
High
Job Support (JS)
Q13+Q15+Q17+Q18+Q19+Q20+Q21
+Q22+Q23+Q24
High
≤12.5
Low
Thank you for your cooperation.
48
15: APPENDIX 2: PRisMA Form 2 –
Employer Practice Checklist 23
(EPC23)
As an employer, I…....
If the answer is
No, kindly
refer to the
related action
Risk
Management
(1 – 23)
Employer Practice Checklist 23 (EPC23)
1
Ensure the psychosocial risk of my
employees is managed accordingly.
Social Support
2
Ensure transparency and fairness in
complaints handling procedures.
Transparency
and Fairness
3
Ensure tasks are clearly defined.
Job Matching
4
Ensure work hours are predictable and
reasonable.
Workload
5
Provide appropriate lighting,
equipment, air quality, and noise levels
in the workplace.
Working
Environment
6
Assign tasks according to experience
and competence.
Job Matching
7
Strengthen motivation by emphasizing
the positive and useful aspects of work.
Social Support
8
Establish clear roles, and avoid role
conflicts and ambiguity.
Job Matching
9
Provide job security as far as possible.
Working
Environment
10
Provide an infrastructure where
supervisors are responsible for other
employees and have an appropriate
level of communication.
Control
11
Ensure the level of human resources &
staff is sufficient.
Control
12
Taking ergonomic aspects into account
to limit stress on workers.
Working
Environment
13
Ensure there is a good relationship
between supervisors and employees.
Social Support
49
Yes/No
(√ / X)
15: APPENDIX 2: PRisMA Form 2 –
Employer Practice Checklist 23
(EPC23)
As an employer, I…....
Risk
Management
(1 – 23)
Employer Practice Checklist 23 (EPC23)
Yes/No
(√ / X)
If the answer is
No, kindly
refer to the
related action
14
Ensure proper use of skills.
Job Matching
15
Encourage employees to discuss any
conflicting demands between work and
home.
Transparency
and Fairness
16
Provide information on psychosocial
risk and work-related stress and how to
prevent them.
Training and
Education
17
Match the job with the employee's
physical and psychological skills and
abilities.
Job Matching
18
Periodically assess the time
requirements of a job and set a
reasonable deadline/pace.
19
Allow employees to express how their
work is carried out
Transparency
and Fairness
20
Provide adequate training to ensure
skills and jobs are appropriate for
employees.
Training and
Education
21
Create positive relationships between
employees.
Social Support
22
Keep the workplace free from physical
and psychological violence.
Working
Environment
23
Provide psychosocial support for
employees with mental health
conditions.
Social Support
50
Workload
15: APPENDIX 3: PRisMA Form 3 –
Workplace Psychosocial Risk
Reporting
WORKPLACE PSYCHOSOCIAL RISK REPORT
Cumulative
Score
Obtained
(%)
LEO26 Components
LEO26 High-Risk
Cut-Off (%)
(Cumulative)
Job Control (JC)
50% and
above
Low
High
Work Demand (WD)
25% and
above
Low
High
Job Support (JS)
25% and
above
Low
High
Risk Indicator
(Cumulative)*
* Circle where is appropriate.
PSYCHOSOCIAL RISK MANAGEMENT TABLE ACCORDING TO LEO26
PRIORITY
(Only used for workplace psychosocial risk reports under the high score category. Circle employer plan of action
according to LEO26 item priority)
LEO26 Components
Item
Risk
Management
(1 – 23)
Job Control (JC)
Work Environment
1
Job Control (JC)
Tools and Workspaces
5, 9, 12
Job Control (JC)
Career Progress
14, 17, 20
Job Support (JS)
Role in the Organization
6, 8, 19
Job Support (JS)
Relationship Between Friends
7, 13, 21
Job Support (JS)
Organizational Culture
2, 10, 16, 22, 23
Work Demand (WD)
Balance Work and Daily Life
3, 15
Work Demand (WD)
Working Hours
4, 11, 18
51
15: APPENDIX 3: PRisMA Form 3 –
Workplace Psychosocial Risk
Reporting
Comment:
_______________________________________________________________________________________
________________________________________________________________________________________
______________________________________________________________________________________
Name of PTP
: __________________________________________________________________
Signature
: __________________________________________________________________
Date
: __________________________________________________________________
Official Stamp
: __________________________________________________________________
52
15: APPENDIX 4: MSIC 2008
Industry Reference List
53
15: APPENDIX 5: First Schedule
- Act A1648
“First Schedule
[Subsection 1(3)]
Non-Application:
1.Domestic employment in relation to a person who employs another, or is
employed, as a domestic servant within the meaning of the Employment
Act 1955 [Act 265];
2. Armed Forces;
3. Work on board ships governed by the Merchant Shipping Ordinance 1952
[Ord. No. 70 of 1952], the Sabah Merchant Shipping Ordinance 1960 [Ord.
No. 11 of 1960] or the Sarawak Merchant Shipping Ordinance 1960 [Ord.
No. 2 of 1960]”.
54
15: APPENDIX 6:
List of Contributors
Thank you to the Department of Occupational Safety and Health (DOSH) for
trusting the team of consultants & researchers from Universiti Teknologi MARA
(UiTM) to complete this task. A wreath of appreciation to the management of
UiTM and the faculty for the permission and approval given to carry out this
project. The consulting team would also like to express their gratitude to the
invited panel involved, and to those who were directly or indirectly involved in
the preparation of this report.
Drafting Commitee
No.
Name
Position
Organizations
1.
Dewililah Sapriah Yosof
Technical Specialist III
Occupational Health Nurse
National Institute of
Occupational Safety and Health
(NIOSH)
2.
Ahmad Zaidin Othman
Case Manager
Social Security Organization
(SOCSO)
3.
Dr. Muhamad Ariff
Muhamad Noordin
Occupational Health Doctor
National Institute of
Occupational Safety and Health
(NIOSH)
4.
Zulkefli Ismail
Occupational Safety and
Health Officer
Badanbas Sdn Bhd
5.
Ts. Dr. Nur Azma Amin
Senior Lecturer
Universiti Kuala Lumpur
6.
Haji Sulaiman Selamat
Deputy Chief Psychological
Officer
UiTM Puncak Alam
7.
Ts. Dr. Mohd Zubairy
Shamsudin
Assistant Professor
Human Factors & Ergonomics
/ Occupational Safety and
Health
Kulliyyah Allied Health Sciences,
International Islamic University,
Kuantan
8.
Dr. Shawaludin Husin
Occupational Health Doctor
MSOSH & Klinik Noridah
9.
Prof. Dr. Krishna Gopal
Rampal
Professor,
Occupational Health
Universiti Cyberjaya
10.
Dr. Hanif Farhan Mohd
Rasdi
Senior Lecturer Vocational
Rehabilitation & Driving
Rehabilitation
Universiti Kebangsaan Malaysia,
Kuala Lumpur
11.
Mohd Shaharudin Saud
Head of Quality, Safety and
Occupational Health Division
UiTM Puncak Alam
12.
Ts. Dr. Siti Kartina Abdul
Karim
Senior Lecturer/Head of
School
UiTM Sarawak
13.
Farul Adli Roslin
Occupational Safety and
Health Officer
Pembangunan Ladang Hassan
Sdn. Bhd.
14.
Tengku Dr. Intan Baizura
Tengku Jamaluddin
Senior Clinical Lecturer
UiTM Sungai Buloh
15.
Lenty Ketit Anak Janting
Assistant Medical Officer
Rajah Charles Brooke Memorial
Hospital
55
15: APPENDIX 6:
List of Contributors
No.
Name
Position
Organizations
16.
Ts. Siti Hajijah Ismail
Assistant Science Officer
UiTM Sarawak
17.
Dr. Lim Chun Shen
Medical Officer
Sarawak Heart Centre
18.
Dr. Joyoki Chen @ Joyce
Chen
Medical Officer
Samarahan Division Health Office
19.
Dr. Rohani Mat Bah
Public Health Physician
Sarawak State Health
Department
20.
Ishak Y Polli
Regional Government
P. O. Box 62273, 91128 Lahad
Datu Sabah
21.
K. S. Gobinath Kunalan
Occupational Health Medical
Officer
Ministry of Health, Malaysia
22.
Yuhanna Lipahnus
Sustainability Clerk
Lot 15&16, Kimbell Industrial
Estate
23.
Kashim Othman
Employee Safety and Health
Manager
Kg. Bongkol, Pitas
24.
Dr. Diana Katiman
Medical Lecturer
UiTM Sungai Buloh
25.
Aina Shamsuriah
Asbullah
Manager
BHIC Submarine Engineering
Services Sdn. Bhd.
26.
Tan Khern Wee
Assistant Civil Engineer
Special Project Team 2,
JKR Malaysia
27.
Cyril Jinusie
IH Executive
PETRONAS, Sabah
28.
Mohd Hafiez Mat Husni
Assistant Manager,
Occupational Safety and
Health
Nexus Resort & Spa Karambunai
29.
Jeremy Sherween Zabala
Technician
P.O Box 17291, 88873,
Kota Kinabalu
30.
Hermansa Mansur
Occupational Safety and
Health Officer
Private Company
31.
Ts. Rudy Petrus@
Mustapha
Occupational Safety and
Health Officer
Sedafiat Sdn. Bhd.
32.
Azlit Singh Gill A/L
Ravinder Singh
Manager
Telekom Malaysia Bhd.
33.
Mohd. Isa Husin
Occupational Safety, Health
& Environment Manager
Sabah Energy Corporation Sdn.
Bhd.
34.
Dr. Tiong Min Lee
Deputy Hospital Director
Hospital Sentosa.
35.
Huzainah Amshari Yuman
Safety and Health Officer
BHIC Submarine Engineering
Services Sdn. Bhd.
56
15: APPENDIX 6:
List of Contributors
No.
Name
Position
Organizations
36.
Marratul Pakan
Sustainability Manager
Masih Jaya Sdn. Bhd.
37.
Prof. Dr. Anselm Su Ting
Occupational Health Doctor
Universiti Malaysia Sarawak
38.
Dr. Zulkifli M. Yunus
Health, Safety and
Environment Group
GHSE PETRONAS
39.
Dr. Amei Farina Abd
Rashid
Medical Consultant (Aviation)
Klinik Afly Cyberjaya
40.
Rosmawati Fiee
Occupational Health Nurse
Occupational Health Division
57
Department of Occupational Safety and Health (DOSH),
Level 5 (Main Counter), Block D4, Complex D,
Federal Government Administrative Centre,
62530 PUTRAJAYA
Tel
: 03-8886 5343 / 03-8886 5342
Fax : 03-8889 2443
Email : projkkp@mohr.gov.my