Quarterly Home Safety And Health Review: Fill & Download for Free

The coronavirus (COVID-19) pandemic continues to severely affect public health and causeunprecedented disruptions to economies and labour markets. In line with the advice from the WorldHealth Organization (WHO), many steps have been taken worldwide to contain the spread of the virus.Governments have implemented measures ranging from physical distancing, restrictions on thefreedom of movement and the closure of non-essential companies and undertakings, to the lockdownof entire cities in different parts of the world. As the pandemic evolves, so have the measuresgovernments have taken to address it.Reducing face-to-face contact is an important action to mitigate the impact of COVID-19. According tothe International Labour Organization (ILO), around 68 per cent of the world’s total workforce, including81 per cent of employers, are currently living in countries with recommended or required workplaceclosures.1In this new environment, employers have to be able to adapt and make contingency plansto respond to new measures as they arise. Many companies are exploring working from home (WFH)as a temporary or alternative working arrangement.1. What is working from home?WFH is a working arrangement in which a worker fulfils the essential responsibilities of his/her job whileremaining at home, using information and communications technology (ICT). For the purpose of thisguide and in the context of the COVID-19 pandemic, the term “working from home” is used to referuniquely to home-based teleworking as a temporary, alternative working arrangement. It requires ashared responsibility and commitment by both employers and workers to ensure business continuityand employment.2. How is working from home different from teleworking, telecommuting, or remoteworking?Progress in ICT has enabled and facilitated alternative working arrangements, including WFH,teleworking, telecommuting and remote working. These terms are often used interchangeably to referto new and evolving models of working outside the employers’ premises or workplace. There may beslight differences among these terminologies. For example, some may imply a temporary arrangementwhile others may imply a long-term arrangement. WFH is considered to be home-based telework2thedifference being that teleworking may include various locations away from the primary worksite or theemployer’s premises (such as mobile working).3 Telecommuting refers to substitutingtelecommunications for commuter travel. There are some differences between the terms “teleworking”and “telecommuting”, mainly because telework is broader and may not always be a substitute forcommuting, but they are relatively minor. For the purposes of this guide, the terms “teleworking” and“telecommuting” are used interchangeably.EBMO to insert definitions from national legislation or practices on “remote work”,“telework”, “telecommuting” or “work from home” if available.3. Are all jobs suitable for working from home arrangements?When worksites and premises are closed across the entire company as a precautionary measure oras a result of a government directive, companies may be able to implement WFH arrangements toachieve continuity of service, maintain productivity, and preserve jobs while safeguarding the safetyand health of workers. The ILO estimates that close to 18 per cent of workers have occupations thatare suitable for WFH and live in countries with the infrastructure to enable WFH.4The responsibility for WFH arrangements is shared, and it requires the commitment of both employersand workers to make it successful. Both employers and workers should be practical, flexible andsensible to each other's situation when implementing WFH arrangements.Before rolling out WFH arrangements, employers should first assess if it is possible and practical forthe job functions and the jobholder, as follows: Identify the job functions and tasks that can be done off-site. This may involve innovation andcreativity to do things differently from the norm. Assess mechanisms for connectivity such as regular videoconferencing calls and other means. Assess the infrastructure, facilities and tools available for WFH, such as Internet connectivity andthe availability of reliable power supply. Assess the legal requirements, obligations and potential liability, taking into consideration theworker’s situation and the job functions, equipment and tools needed5. Assess the worker’s situation in terms of safety and health in his/her domestic environment andactual ability to carry out the tasks required at home. Consider the potential impact of the worker’s living arrangements. For example, workers may havechild or dependent care responsibilities, relationship strain or domestic violence, long-term healthconditions or disabilities. Assess any mental health concerns or possible future concerns that could arise through a workfrom home arrangement.It is important to note that while advances in ICT have enabled WFH, not all job functions and taskscan be done outside the employers’ premises or the specified workplace. There are companies,occupations and tasks where WFH is not practical or feasible, or it cannot be deployed in a short timeframe.Employers need to explore and implement an alternative plan for job functions and tasks that cannotbe performed remotely, or for workers who have limitations at home or health and safety issues thatprevent WFH. Subject to the provisions in national laws and regulations, government directives orcompany policy, employers may consider advising workers to take accrued or advance paid annual leave, extended leave at half pay or unpaid, or any other applicable leave that could be used in thesituation in consultation with the workers’ concerned.4. How are companies adapting to implementing WFH arrangements?Some companies may have previous experience in implementing WFH arrangements or they mayalready have emergency WFH plans in place. However, many companies are likely to be implementingWFH arrangements for the first time, and they need to quickly and urgently adopt WFH arrangementacross the entire company. For example, a survey conducted in March 2020 of 250 large firms inArgentina found that 93 per cent had adopted teleworking as a policy in response to the COVID-19pandemic. Similarly, the Indian business process outsourcing giant, Tata Consultancy Services,reported that around 85 per cent of its 400,000 employees in India and elsewhere in the world wereworking from home as a result of lockdowns.6Although many companies recognize the benefits of WFH, some have had difficulty making thetransition. In Japan, for example, a survey conducted prior to the 7 April announcement of a state ofemergency, found that while 96 per cent of respondents agreed with the importance of WFH or workingremotely, 31 per cent of companies were unable to adopt this form of working. The main reason wasthat paperwork was not digitized and the required internal rules and procedures for teleworking werenot ready. Concerns over confidentiality of information or possible security breaches can also limit theuse of WFH. Many small and medium-sized enterprises (SMEs) also struggle with WFH, and a numberof recent surveys demonstrate this. The Argentine SME Observatory for example found that SMEs usetelework much less than by large companies.7According to Mercer’s 2020 Global Talent Trends Study, only 22 per cent of companies were ready formass remote working prior to the outbreak of COVID-19. The study also found that only 44 per cent ofcompanies systematically assess jobs for their adaptability rather than allowing flexibility to bedetermined by the worker’s circumstances. Such assessments can help companies design flexibilityinto a job in a systematic manner, balancing the needs of the company and its workers.EBMO to provide data on any national survey if available that shows number of nationalfirms with WFH arrangements. If not, include a quote on WFH by the EBMO President/CEOor major company on the trend of WFH arrangements.Example: “In [NAME OF COUNTRY] working from home is a relatively new experience for manycompanies. In our discussions with our member companies, we have found that many are adaptingto these new realities and are seeing many advantages. However challenges remain for many andwe are fully cognizant of those”.5. Are workers obliged to observe the company's directive to work from home?Normally, WFH arrangements are implemented on a voluntary basis between employers and workers,often accompanied by a signed agreement setting out terms and conditions. In the current situation,however, WFH has been mandated in many parts of the world as a temporary public health measure In accordance with Article 19(a) of the Occupational Safety and Health Convention, 1981 (No. 155),workers are legally obligated to cooperate with the employer to secure a safe and healthy workingenvironment in support of relevant statutory provisions, collective agreements or company policies.Workers are also responsible for taking care of their own health and safety and the safety of others,using devices and protective equipment and complying with the policies set forth by the employer.Additionally, in accordance with Paragraph 16 of the Occupational Safety and Health Recommendation,1981 (No. 164), they should report any hazards or issues as soon as possible following the employer’sreporting procedures. It is important to be clear that the workers’ obligations and responsibilities applyeven in the informal surroundings of WFH arrangements.Therefore, when WFH is required to minimize the spread of a pandemic, workers must cooperate andcomply fully with preventive measures or directives, take reasonable care of their own safety and thesafety of others and observe company policies.86. What are employers’ responsibilities when implementing working from homearrangements in response to COVID-19?It is important to note that temporary WFH arrangements do not require any permanent adjustment tothe terms and conditions of employment. The arrangements can change in response to updateddirectives and the evolving needs of the company. Employers should consider modifying or developinga company policy or guidelines to provide clear guidance on implementing WFH arrangements (seeannex for a template). They should communicate the policy effectively to all workers, and any changesto the policy should be communicated as early as possible.Many countries around the world have begun legislating aspects of WFH/remote workingarrangements, working conditions, the rights and responsibilities of employers and workers. Forexample, in the Netherlands, the Working Conditions Decree concerns paid work performed in theworker’s living quarters or another place chosen by the worker outside of the employer’s premises. Itincludes the employer’s duty of care to check on the worker and ensure legal obligations under theDecree are met. In Poland, the provision of the Labour Code that addresses “telework” emphasisesthat the location of work is away from the premises of the employer and is based on services renderedby electronic means, while in Austria, “telework” is regulated through working-time legislation, ratherthan as a separate issue.9In March 2020, Chile enacted a law regulating teleworking, granting legalcertainties to both employers and workers in teleworking arrangements and specifying their rights andresponsibilities. For example, employers’ obligation includes bearing the costs of operation, functioning,maintenance and repair of equipment.10EBMO to insert any general comments on national WFH legislation or a statement from theEBMO President/CEO on “good practice”.Example: “Operationally, managing workers from home is a new experience. In such a situation, itis critical that communication occurs regularly and for communication to be targeted and personal.Managers should be prepared to listen to workers to flush out any customer concerns so workerscan respond correctly. Face-to-face conferencing and virtual team meetings should occurfrequently. Setting up a routine for departments and employees will provide clear expectations andcollaboration. Plan a weekly agenda and distribute it to team members to allow for input before themeetings.”If there is no specific legislation on WFH, employers are advised to consult provisions in existingnational laws and regulations related to labour and employment, occupational safety and health, or therelevant directives and guidelines issued by the respective national and local authorities.Safety and health of workersEmployers have a duty of care for all their workers and need to, insofar as it is reasonably practicable,provide a working environment that is safe and without risks to physical and mental health. Thisincludes assessing, controlling and mitigating risks in locations other than the normal workplace, suchas the worker’s home during WFH. Employers should also remind workers of their duties andobligations under their contracts of employment and applicable policies, in particular, their obligationsand duties in relation to health and safety.Even though it may be difficult for employers to carry out traditional health and safety risk assessmentsat a worker’s home in the current context, it remains the employers’ responsibility to check that: the work asked to be performed is one that can be safely performed from home; adjustments are made to the tasks, if needed, to ensure that they are safely doable when WFH;Articles 3, 16, 18, 19 and 21 of Convention No. 155The term health, in relation to work, indicates not merely the absence of disease or infirmity; it alsoincludes the physical and mental elements affecting health which are directly related to safety andhygiene at work a. Employers have the overall responsibility of ensuring that all practicablepreventive and protective measures are taken to minimize occupational risks, b and that includesproviding, where necessary and so far as is reasonably practicable, adequate protective clothingand protective equipment, at no cost to the worker.c Employers are also responsible for providingadequate information and appropriate training on OSH [occupational safety and health];dconsulting workers on OSH aspects associated with their work;e and providing measures to dealwith emergencies.fa Article 3(e)bArt. 16 of Convention No. 155 provides that “Employers shall be required to ensure that, so far as is reasonably practicable,the workplaces […] under their control are safe and without risk to health.”c Articles 16(3) and 21.d Article 19(c) and (d).e Article 19(e).f Article 18.e Article 18.workers have the right equipment and tools to work safely at home, including the requiredprotective or safety equipment, where applicable; arrangements are made to ensure the company’s equipment, if taken home to facilitate WFH, isaccounted for and returned in the condition it was provided; workers have relevant information, instruction, supervision and training, including measures to dealwith emergencies; reasonable accommodations are made for workers with disabilities in relation to the work they arerequired to perform from home; arrangements are made for workers’ physical and mental welfare;To facilitate WFH during COVID-19, Spain established an exceptional temporary legal measureallowing WFH risk assessments to be carried out by the worker based on a provided checklist11.EBMO to insert relevant national OSH legislation that would cover WFH arrangements.Employers should establish a system for reporting and investigating injuries, illness or other accidentsthat occur because of work activities. Additionally, employers should be aware of any increased healthand safety risk that may arise from WFH during the COVID-19 pandemic. This could include heightenedpsychosocial hazards connected to WFH, including a potential rise in occupational stress. It couldfurther encompass increased odds for an incident of domestic violence to occur due to economichardship and changed family demands at the household level and forced confinement to the home.There are reports in some countries of increased domestic violence and abuse during COVID-19lockdowns.12 Employers should keep in regular contact with their workers and keep them apprised ofany resources they may have. For example, some employers maintain employee assistanceprogrammes that provide for confidential counselling and referral services.13Tools, equipment, supplies, and technologyEmployers should provide workers the specific tools, equipment, supplies, and technology needed forperforming the required tasks when implementing WFH arrangements unless the terms and conditionsof employment, collective agreement, or company policy state otherwise.14 Additionally, employersshould see to the repair of such tools and equipment if necessary. The type of equipment and set-uprequired depends on the business and work involved. This may include a laptop, computer monitors,software, phone, access to the Internet, headset, access to host applications, and other applicableequipment as deemed necessary. In other situations, it may include the delivery of equipment and theinstallation of technical devices required for the job.Employers could consider setting up a separate help desk or support email address where workerscan forward issues related to workplace tools, equipment and technology to seek help and support11ECIJA, COVID-19 Spain: FAQs for business.12 The News International reported that in China's Hubei Province, police reports on domestic violence tripled during the coronavirusoutbreak. In Brazil, state-run drop-in centres recorded a 40 per cent surge in cases attributed to COVID-19 isolation.13 Employers can also provide information about national or local programmes established to support victims of domestic violence.14 ILO, Final report: Global Dialogue Forum on the Challenges and Opportunities of Teleworking for Workers and Employers in the ICTSand Financial Services Sectors, GDFTWEFS/2016/9, p. 28. "Employers should unless there is an agreement to the contrary with the worker, shoulder the hardware and software costs.”when needed. Employers should also make clear that the use of equipment and tools provided by thecompany for WFH is limited to the worker only and for work performance only.Home working setup and related expensesWFH expenses traditionally are not reimbursable under most national laws and practices. However, inthe current pandemic situation, WFH may be necessary and result in workers incurring relatedexpenses. In the absence of legislative requirements or government directives requiring employers toreimburse workers for WFH expenses, employers should consider reimbursing workers for theirreasonable and necessary home office expenses incurred in performing required tasks. This mayinclude a portion of the expenses associated with: mobile phone or landline costs Internet costs personal computer or tablet teleconferencing software or hardwareHowever, employers may exclude home office expenses which are mainly for the convenience of theworker, which may include a faster Internet connection, additional computer monitors, ergonomicchairs, or printers.15 Employers should ensure the company policy specifies which expenses it willcover for WFH situations. The policy could specify that workers must seek the company’s prior approvalfor the reimbursement for expenses incurred in WFH situations.Worker’s compensationGenerally, in some countries, when WFH is implemented, any injury incurred during work hours andarising from or while performing work functions in the designated work area of the house may becovered by worker’s compensation insurance. In other countries however, employment injuryinsurance may not foresee the coverage of WFH arrangements. This would depend on national lawsand judicial precedents.Overall the number of workers’ compensation claims could fall during the pandemic, as fewer peopleare working. But that effect is unlikely be felt uniformly across all industries, and the workers’ claimsmay not be limited to COVID-19 exposures. Employers may face additional challenges in limiting work-related injuries during WFH due to a lack of oversight of work environments and the increased potentialfor improper use of equipment and in-home distractions. These challenges may be compounded bythe current pandemic, which has contributed to rising anxiety and mental stress and forced manyworkers to share makeshift home workspaces with spouses, children, and pets.EBMO to insert applicable national workers’ compensation legislation.12 An employers’ guide on working from home in response to the outbreak of COVID-19LiabilitySubject to national laws and regulations, the worker’s home workspace may be considered anextension of the employer’s workspace in a WFH arrangement. Thus in some countries, employerscould be liable for accidents that arise out of and occur within the course of employment when theinjury takes place in the worker’s home workspace during work hours. The timing, location andcircumstances of the injury are usually important considerations to evaluate. If the injury occurredduring regular working hours, in a location where the employer anticipated the workers to perform workand was in the midst of performing a required duty, employers may be held liable. If employers may beheld liable for accidents in the worker’s home workspace under national laws and regulations,employers are advised to review the company’s existing employers’ liability insurance to ensure itcovers WFH.The employer should ensure the company policy on WFH assumes no liability for injuries arising in theworker’s home workspace outside the agreed work hours or any loss, destruction, or injury that mayoccur to the home of the worker. This includes family members, visitors, or others that may becomeinjured within or around the worker’s home.7. What are workers’ responsibilities when working from home?EBMO to insert relevant provision on workers’ responsibilities from national OSHlegislations.Convention No. 155Article 19There shall be arrangements at the level of the undertaking under which—(a) workers, in the course of performing their work, co-operate in the fulfilment by their employer of theobligations placed upon him;(b) representatives of workers in the undertaking co-operate with the employer in the field ofoccupational safety and health;...Recommendation No. 16416. The arrangements provided for in Article 19 of the Convention should aim at ensuring thatworkers—(a) take reasonable care for their own safety and that of other persons who may be affected by theiracts or omissions at work;(b) comply with instructions given for their own safety and health and those of others and with safetyand health procedures;(c) use safety devices and protective equipment correctly and do not render them inoperative;(d) report forthwith to their immediate supervisor any situation which they have reason to believe couldpresent a hazard and which they cannot themselves correct;(e) report any accident or injury to health which arises in the course of or in connection with work.Workers have the duty to protect themselves and others and to cooperate with their employers in theimplementation of preventive and control measures, in accordance with Article 19(a) of Convention No.155. This includes following any information, instruction, or training provided by employers andadopting safe work behaviours, complying with instructions, ensuring good hygiene practices, andusing safety devices and protective equipment.Workers are obliged to notify the employer if they become aware that they are suffering from anydisease or physical or mental impairment which affects their ability to do their job, and report anyaccident to management immediately. Workers should also keep in regular contact with their employerand inform of any health and safety risks at home or any need to change the home workingarrangement.In addition to safety and health, the general obligations and responsibilities of workers, including thosestipulated in the respective national labour and employment laws, the terms and conditions ofemployment, or the collective agreement shall be applicable in a WFH arrangement. Theseresponsibilities may include: complying with the company policy or guidelines on WFH, if any; complying with all existing policies and regulations, including safety and health policy, ICT and dataprotection policy, intellectual property, use of company tools and equipment policy; taking care of one’s own safety, physical and mental health and well-being; restricting working time to those agreed with the employer and in line with national working timelegislation; fulfilling all normal duties or alternative duties assigned; practicing work-life balance, and staying active and connected; being available and accessible during work hours, and maintaining regular and timelycommunication with managers; refraining from holding meeting with customers or other workers at home without the company'sapproval; making necessary child or dependent care arrangements; taking reasonable care of the company’s tools and equipment, including technology, dataprotection, confidentiality and security.8. How do you measure workers’ productivity when working from home?Companies with remote workers are generally concerned about productivity from two angles. Someemployers wonder “are they working at all?” while others are more concerned with “are they workingefficiently?” Yet measuring the productivity of a remote workforce should not be any more difficult ordifferent than measuring a physically present workforce.Well managed remote teams can be far more productive than physically managed workers ascompanies are required to measure productivity by objective metrics than the physical presence of“time in the building.”Before a company establishes how to track and measures a workers’ performance, it should identifywhat needs to be measured. Choosing the most impactful and qualitative metrics is key.Measuring productivity based on results requires quantifiable metrics, which can be challenging todefine. Some sectors and jobs are easier to define than others. For example for a sales worker, it isvery clear what can be measured and evaluated. In job functions like a call centre representative, a simple metric of calls per hour can be used. However, when workers have varying responsibilities,creating metrics for each worker will be required, with some degree of frequent revision.Additionally, meeting a measurement does not necessarily equate to productivity. If goals are set toolow, a worker accomplishing the desired result may not be working at full capacity. Just because aworker is connected to the office by a virtual private network (VPN) does not mean work is beingperformed.Performance is best determined by outcomes, and whether a worker is meeting measurablebenchmarks or goals. Like any goal, worker performance cannot be achieved if no one knows what itis. The key to working well with remote workers is to be very clear and specific with all expectations.Consideration should be given to how long it will take to know if someone is productive or not.Measurable results make sense, but the more frequent the measurement, the more susceptible is thefeeling of micromanagement. However, measuring too infrequently means that the employer may notbe aware of problems that need to be resolved.Importantly, there are privacy issues that employers need to be aware of regarding workers andworkplace monitoring.16EBMO to insert relevant national data privacy legislation.Five elements to consider in measuring remote workers’ productivity include: Set and communicate clear goals and deadlines in the same way with workers in a physicalworkspace. Form plans to increase accountability. Analyse important tasks and track progress on a time bound basis. Evaluate quality and quantity instead of time worked – shift the metrics to "tasks accomplished andtheir quality" versus “hours spent". Track achievements.9. What are the main challenges in implementing working from home arrangementsand what considerations should be made to address and manage them?There are multiple benefits associated with WFH, including: the reduction in commuting times; greaterautonomy and flexibility in the organization of work; a better work-life balance; increased motivation .and reduced turnover; and enhanced productivity and efficiency.17 In addition, reduced travelassociated with WFH leads to a reduction in carbon emissions.16 In the European Union, the General Data Protection Regulation provides strong data protection and privacy for citizens.However, in such an unexpected and urgent situation as the COVID-19 pandemic, both employers andworkers may be unprepared physically, mentally or infrastructure-wise to meet all challenges posed byWFH. According to a recent survey conducted by the Society for Human Resource Management(SHRM), 71 per cent of employers are struggling to adjust to remote work; 65 per cent of employerssay maintaining employee morale has been a challenge; and more than one third of employers arefacing difficulties with company culture, employee productivity and leave regulation.18It is therefore highly recommended that employers develop a workplace policy to provide clearguidelines and address the challenges. In addition, employers should regularly assess theeffectiveness of the company policies and guidelines. Workers should regularly communicatechallenges experienced with the company policies and guidelines to their employers.EBMO to insert quote from member company on how it is managing this communicationaspect of WFH.Example: “We have found that employees who are not self-directed need advice and guidance. Thebest practice is to stick to your personal routine. Get up on time, get dressed, and set up an areathat resembles a work site. Working from home means you are still working. Sure, it is flexible andhas many time orientated benefits. But we feel that “you are still at work” is a core message thatneeds to be delivered”.CommunicationAdvances in ICT have enabled and facilitated WFH arrangements, yet ICT cannot overcome everylimitation amid the rapid changes in the current situation. While employers and workers are both makingefforts to keep up with the latest developments, changes announced by the Government or policychanges by the company could cause confusion among workers, especially if the changes could impactbusiness operations or the expectations on workers, such as new restrictions on the movements ofpeople. There are a range of software tools that make communication, collaboration and transparencyeasier. Many are free or low cost.19Communicate regularlyCommunication should be quicker and much more frequent when WFH arrangements are in place.This improves collaboration and builds the necessary trust to successfully roll out new ways of working.Employers should do the following: Designate communication channels to enable the business to communicate with staff during WFHas necessary and ensure consistency of messages. Keep an up-to-date registry of contact details of all workers (phone number, email address, orphysical address). Communicate with all workers regularly to keep them informed of updated developments relatedto COVID-19 and its impact on company operations, including any change in company policies. Encourage an exchange of views and ideas on business continuity strategies.18 .see remote work.19 Slack for team collaboration and instant messaging; Zoom for video conference calls with team members and customers; Google Suitefor email, document collaboration, file storage, shared calendar; Mural for team brainstorming workflow collaboration; Trello for project planning etc.

What are the career prospects for a doctor who joins via the Combined Medical Services (CMS) examination?If you are the type of guy who loves work-life balance and feels happy to be on a holiday periodically, and not very ambitious about achieving professional heights, then grab the job through the CMS exam if you can manage to crack it.About three decades ago, the services to which the candidates selected through the CMS exam were recruited, offered nothing exciting to write home about except fixed but assured salary. With time, thanks to the central pay commissions, the career prospects have improved a lot such that one moves up the career ladder with assured time-bound promotions coupled with a fairly decent salary, and perks incidental to the department recruited. By about 20 years in service, one can expect to reach the status equal to the Joint Secretary to the Govt. with incidental perks.But be cautioned, the jobs are a mostly routine day to day type managing of patients at the primary and secondary level. These are not exactly the kind of jobs for doctors with very high professional ambition. Also, the income is fixed and no bonuses or incentives of private practice. And be prepared for transfers periodically, which bring both happiness of seeing different places and gloom and misery of circumstances at times.A sincere and committed doctor without entrepreneurial skills for starting a private practice can expect to have a fairly happy career with peace of mind by devoting oneself fully to the job to earn the respect of colleagues and patients alike provided one doesn’t allow to be sucked into local office politics, quite common in certain setups.CMS selected doctors are posted to the following services-The Railways Medical Service offer a fairly good career, and the ambitious ones can pursue higher education on paid study leave (after 5 years of joining the service) to get themselves placed into the specialist slots in the Railway hospitals for better professional satisfaction. Some of the big names in cardiology and cardiothoracic surgery in the country were baked in these hospitals. Natural leaders can grow well professionally in Railway hospitals.The Indian Ordnance Factories Health Service (IOFHS) offer more or less similar career but the hospitals are small, and not much of vibrant professionalism except in a few located in Chennai and Nagpur.The estates are clean and hygienic and life is peaceful. The kids can have a good education in the KVs.It is not an exaggeration if I say many kids from these KVs got placed well as high paid professionals, career engineers and doctors, and a lot of them got placements in the USA. By as early as the early 90s, there was a directory indexing whose kid (of employees of ordnance factories) was where in the USA.Children in the estates learn the art of survival naturally by virtue of exposure to sports, extracurricular activities and interactions with people from different parts of the country. All the employees including doctors have the CSD Canteen facility, which is a bonus. TVs, ACs domestic appliances and even cars can be bought through the CSD. A car comes at almost a lakh cheaper.Edit- Apr 2021A process for corporatising the Indian Ordnance Factories has been set into motion recently. The Ordnance service may be in limbo and its future is quite uncertain. Young doctors may take note of this before choosing IOFHS.Central Health Service offers some good professional career prospects especially in Delhi based hospitals without much hassle but no private practice. Some enterprising doctors I know, have managed to get themselves allotted quarters in the influential Lutyens Delhi in the same locale as high fly power centres like secretaries and ministers. So, it’s all about individual entrepreneurial skills.But those recruited to the CGHS dispensaries have to endure the boredom of dealing with plenty of retirees with bundles of thick health files in hand. The bonus here- not many transfers unless one wants.All the services are governed by the same central civil services (CCS) rules and are gazetted Group A (class 1) posts. Overall the services are not bad, and a devoted doctor can hope to have a balanced life with a fairly good living standard compared to the average state service doctors. Otherwise also, as of now, there is no glamorous service in India that offers matching compensation, fast-paced professional growth with excellent work-life balance and enviable perks.And the last but not the least is the benefit of pension. This may seem insignificant at the beginning of one’s career but it’s the one that gives peace of mind as retirement approaches which are inevitable for everyone. The dignity and security of employment disappear on retirement but pension assures the safety of future life. Not to underestimate.Edit:There is a long-pending proposal to merge the IOFHS with the Central Health Service (CHS). It is not clear about the future of IOFHS. Below, see the status of the cadre review.

Here are some really simple ways to save:1. Review all of you recurring bills and determine if they are appropriate for your needs and usage, call the providers and know what you are paying for and ask for ways to cut your bills:Insurance: auto, homeowners, life, health- call your agent or company and have them explain the coverages anddetermine if the coverage is appropriate.- shop around - ask if there are discounts for bundling your coveragesUtilities: telephone, cell phone including your data plan, electricity, water, cable (rethink premium channels), gas,- wrap your water heater with insulation and add a timer to turn it offovernight, during the day, when on vacation- clean your refrigerator coils and turn it to a higher setting- do you really need a data plan for each family member's phone- do you really need a LAN line?- change out incandescent bulbs for energy efficient ones and turn off lightswhen not in use2. Auto: nothing keeps a car running well as regular maintenance- fill gas late at night or early am when temps are cooler- check you tire pressure with each fill-up- oil change as recommended- do an annual check of brake linings, belts, hoses when you do your safetycheck3. Home: Regular maintenance can help to avert larger and more costly repairs- Check appliances, seals on refrigerator doors, plugs, dryer vents and filters- Check the seal at the base and flapper in the toilet- lubricate hinges, tighten screws- wash windows quarterly- clean gutters annually- walk around your property and look for cracks, or other problems- seal and polish granite and marble- replace worn plumbing4. Your savings:- See Garrick Saito's comment above about your 401(k)- look at all debt and look for ways to lower the rates- aggressively pay off all non-mortgage debt- pay off all charge cards as they are incurred- look to get a higher rate on your safe money (there is no free lunch here -there are differences between 'money markets' from banks, brokerages,and discount trading companies- review your 401(k) investments semi-annually and set it up forauto-rebalancing at least quarterly5. Get organized:- know what your net worth is by category- organize your closets, drawers, office and see what what kind of stuffyou have and forgot that you own- use what you have before shopping for anything else- simplify your life and stuff - it's less wasteful- I pay as many bills and buy as much as I can on a card with generouspoints. If you also shop thru a shopping portal like FatWallet, you willaccumulate both ways- shop for staples, food, gifts with a budget and an list- stock-up on staples- shop for basics and clothing off season6. Taxes: hire a good accountant who is willing to work with you on making you more tax efficient.- I donate to non-profits every other year if I don't have sufficient deductionsthat exceed the 2% of my AGI. This way, you don't lose the 2% everyyear- save as much pre-tax, tax-free, tax-preferred as possible7. Budget: Start every week with a fixed amount of cash - at the end of the week, save what is remaining and start each week with the same amount. It's forced savings and you should be more mindful of your spending if you are paying cash for everything. You can also move a fixed amount to a debit card and charge everything.8. Simplify: Live a simple life and be more conscious of where your money goes. Cut back on things that many not be that important and enjoy it when you do spend on something you value.