When planning an article on occupational risk prevention in the times we are now living through, the first temptation is to write something very technical, heavily based on procedures. After giving it some thought, however, I think the best idea is a reflection on the things we have done so far.
In late January the first news began to break of something strange happening in China. At the time that seemed a long way away; here, it seemed, we were safe and sound. Nonetheless, the news was so shocking that it did prompt us to try to find out what exactly was happening there, and, from that basis, what preventive measures we might need to take in order to get ahead of events, because we are a firm trading right round the world.
This is always the main thrust of our approach, and now more than ever: to try to preempt what might happen to us, prevent and minimize any risks and take all possible impact-minimizing measures.
Since then it’s been nonstop action, a rollercoaster we are still riding and still don’t know when we’ll be able to get off. Everything is happening at breakneck speed, laced with a high dose of uncertainty; we need to be ready for anything, triggered to take quick decisions to ensure any measure can be implemented as swiftly as possible, using all our current wherewithal and any more we might be able to garner.
Such a situation represents a paradigm shift. We have to be ready to adapt our procedures to a continually changing environment. For that reason any scrap of information is crucial, as insignificant as it may seem a priori; we also need to know how to analyze this information to enable us to act with celerity and maximum efficiency. Just as important, however, is passing on this information to keep everyone calm.
Occupational risk prevention spans more than one department. It spills over into our systems team, which has managed in record time to adapt all our systems so that the great majority of our staff are now teleworking with no major incident. It also takes in our procurement team, which has been hunting down the much-coveted PPEs by land, air and sea; our logistics team, too, together with our general services team, which are helping us to receive and handle all incoming items, including the wherewithal for all staff to telework as efficiently as possible. Neither should we forget our colleagues whose activity rules out teleworking and have to attend the office as usual, always adhering strictly to the special prevention measures set up on each site; then there is our human resources team, which, jointly with the occupational risks prevention team, is running and coordinating this strange situation and dealing with each incident as it crops up; last but not least all the people who have weighed in as need be without worrying their heads about whether it fitted in with their remit or job description. In short it is an all-round effort, involving the whole team GMV.
For that reason, more than ever now, occupational risk prevention is the work not only of a few but rather of a whole team, GMV, who are all pulling together in the same direction, striving to make sure this pandemic does as little harm as possible. From the occupational risk prevention team, please accept our heartfelt thanks for your collaboration.
Author: Juana Palomino
Las opiniones vertidas por el autor son enteramente suyas y no siempre representan la opinión de GMV
The author’s views are entirely his own and may not reflect the views of GMV