Reporting Workplace Accidents in Singapore: The Ultimate 2025 WSH Compliance Guide

Section 1: The Legal Bedrock: Understanding Your WSH Act Obligations

 

1.1 Introduction: Why WSH Compliance is a Pillar of Business Success in Singapore

 

In the competitive landscape of Singapore, operational excellence and corporate responsibility are not merely aspirational goals; they are fundamental prerequisites for sustainable success. Central to this ethos is the robust framework governing Workplace Safety and Health (WSH).

For any enterprise operating within the nation, adherence to the WSH Act is not a discretionary expense or a bureaucratic impediment. Instead, it must be viewed as a core pillar of strategic business management. A comprehensive understanding and diligent implementation of WSH obligations are intrinsically linked to organisational resilience, financial stability, and brand reputation.1

Effective WSH management transcends the basic objective of preventing harm. It directly protects an organisation’s most valuable asset: its human capital. Workplace accidents and illnesses lead to tangible costs such as lost productivity, increased insurance premiums, and medical expenses, but they also inflict intangible damage on employee morale and trust.1 Furthermore, the legal and financial repercussions of non-compliance in Singapore are severe.

The Ministry of Manpower (MOM) is empowered to levy substantial fines, impose imprisonment for responsible individuals, and issue stop-work orders that can halt operations entirely, leading to significant revenue loss and contractual penalties.2 Beyond these direct consequences, a poor safety record can inflict lasting reputational damage, eroding the trust of customers, investors, and the public, thereby jeopardizing long-term business viability.3

This guide provides an exhaustive analysis of the WSH incident reporting framework in Singapore, designed to equip business leaders, managers, and safety professionals with the knowledge to navigate their legal duties, master reporting procedures, and ultimately, transform compliance from a legal obligation into a strategic advantage.

 

1.2 The Philosophy of the WSH Act: From Prescriptive Rules to Proactive Risk Management

 

The legislative landscape for workplace safety in Singapore underwent a paradigm shift with the enactment of the Workplace Safety and Health Act 2006. This legislation replaced the antiquated Factories Act, moving the nation away from a prescriptive, rule-based system towards a modern, performance-based framework centered on proactive risk management.2

The previous regime was often characterized by a “tick-box” approach to compliance, where adherence to a static list of rules was the primary measure of safety. The WSH Act, in contrast, is built upon a more dynamic and intelligent philosophy: it places the primary responsibility for safety on the stakeholders who create and control workplace risks.5

At the heart of this philosophy is the legal standard of “so far as is reasonably practicable”.1 This is a crucial concept that permeates the entire Act. It is not an absolute standard but a dynamic one, requiring a continuous process of risk assessment and control. A company’s duty is to take all reasonably practicable measures to ensure safety, which involves weighing the severity of a potential hazard against the cost, time, and effort required to mitigate it. This principle moves the focus from mere compliance with regulations to the active ownership of safety outcomes.5

This shift has profound implications for how businesses must operate and, critically, how they must respond to incidents. Under the WSH Act, a company’s legal standing in the aftermath of an accident is not determined simply by whether a specific rule was broken.

Instead, it is assessed based on the robustness and diligence of its overall Safety and Health Management System (SHMS). The ability to produce documented evidence of a systematic approach to identifying, evaluating, and controlling risks—such as comprehensive risk assessments—is paramount.2 In this context, incident reporting and investigation are not merely post-event administrative tasks.

They are the capstone of the risk management cycle. A thorough and timely incident report serves as documented proof that the organisation learns from its failures, both large and small, to continuously improve its safety systems. Conversely, a deficient or non-existent report can be interpreted by authorities as evidence of a failed safety system, significantly elevating the company’s legal exposure and culpability.3

 

1.3 The Chain of Responsibility: Defining the Legal Duties of Stakeholders

 

A foundational principle of the WSH Act is the establishment of a comprehensive “chain of responsibility,” ensuring that multiple parties within a workplace ecosystem have a legal duty to uphold safety.

The legislation explicitly states that duties can be imposed on multiple persons simultaneously, whether in the same or different capacities, and the duty of one party is not diminished by the duties of another.8

This creates an interlocking web of accountability designed to prevent safety gaps. The key stakeholders and their duties are as follows 9:

• Employers: They bear the primary and most extensive duty of care. Under the Act, every employer must, so far as is reasonably practicable, ensure the safety and health of their employees at work. This broad obligation includes providing and maintaining a safe work environment, implementing safe work procedures, conducting thorough risk assessments, providing adequate instruction and training, and ensuring the safe use of machinery and substances.1
• Principals: This category includes persons or companies that engage contractors to perform work. The Act imposes duties on principals to ensure that their contractors are competent and have implemented adequate safety and health measures. This duty extends to ascertaining that the contractor has conducted necessary risk assessments for the work they are engaged to do.5 This prevents companies from simply outsourcing their risks to potentially less scrupulous contractors.
• Occupiers: An occupier is the person or entity in control of a workplace. Their duty pertains to the physical state of the premises. They must ensure that the workplace, including all means of access and egress, and any machinery or substance kept there, is safe and without risk to the health of every person within those premises. This duty protects not only their own employees but also contractors, visitors, and members of the public.3
• Employees: While employers hold the primary responsibility, employees are also assigned specific duties. They must cooperate with their employer to comply with WSH requirements, adhere to safe work procedures, and correctly use any provided personal protective equipment (PPE) or safety devices. Critically, employees must not engage in any act that endangers themselves or others and have a right to report unsafe conditions to supervisors or authorities without fear of reprisal.1
• Platform Operators: Recognizing the rise of the gig economy, the WSH Act has been amended to include duties for platform operators. These entities have specific responsibilities towards the safety and health of the platform workers who provide services through their platforms, including incident reporting obligations that will come into effect.10

The deliberate creation of these overlapping duties means that effective communication and verification are as critical as the individual actions of each party. For example, in the event of an incident involving a contractor’s employee, the employer, the principal who engaged the contractor, and the occupier of the premises could all face investigation and potential liability.

This legal structure underscores the necessity for businesses to implement robust contractor management systems, which include vetting contractors for WSH performance, reviewing their risk assessments, and incorporating clear WSH obligations into contractual agreements. The failure of one party in the chain can trigger a cascade of liability for all others involved, making collaborative safety management an absolute necessity.14

 

1.4 The High Cost of Failure: A Sobering Look at Penalties and Enforcement

 

The WSH Act is backed by a formidable enforcement regime designed to ensure that the duties it imposes are taken with the utmost seriousness. Non-compliance is not a matter of minor fines; it can lead to catastrophic financial, operational, and personal consequences for both corporations and the individuals who run them. The Ministry of Manpower (MOM) has a range of punitive measures at its disposal, reflecting a tiered approach to enforcement that matches the severity of the breach.2

The potential consequences include:

• Monetary Fines: These are the most common form of penalty and can be substantial. For corporate bodies, fines can reach up to $500,000 for a first conviction, rising to $1 million for repeat offenders. Individuals, including company directors and managers, can face personal fines of up to $200,000 (or $400,000 for repeat offenders).15
• Imprisonment: In cases of severe negligence or where an individual’s actions lead to serious harm or death, the courts can impose a term of imprisonment of up to two years.3
• Stop-Work Orders (SWO): For imminent dangers, MOM inspectors have the power to issue an SWO, which halts all or part of the work operations until the safety issue is rectified. This can have a devastating impact on project timelines, productivity, and revenue.2 Non-compliance with an SWO carries its own severe penalties, including fines of up to $500,000 and daily fines for continued offence.15
• Reputational Damage: Beyond the legal penalties, a serious WSH incident can tarnish a company’s reputation, leading to a loss of trust among clients, partners, and the public, potentially affecting future business opportunities.3

The recent amendments to the WSH (Incident Reporting) Regulations, effective from 1 June 2024, have further refined this penalty structure. These changes introduce a more sophisticated tiering of fines based on an offence’s causal link to serious harm. This is a strategic move by MOM to penalize systemic failures—those that are a major cause of an accident—more harshly than procedural or administrative lapses. For instance, a failure to conduct a risk assessment, now deemed a potential “major cause” of serious harm, can attract a maximum fine of $50,000.

In contrast, a less critical administrative failure, such as not appointing a WSH committee secretary, falls into a lower penalty bracket.18 This legislative evolution sends a clear signal to businesses: compliance resources must be prioritized towards high-impact, foundational safety processes like risk assessment, training, and the provision of adequate PPE, as these now carry the greatest legal and financial weight.

The following table summarises the general penalties under the WSH Act and its subsidiary legislation, incorporating the latest updates.

Table: Penalties for WSH Non-Compliance in Singapore

Offence Category	Responsible Party	Maximum Fine (First Conviction)	Maximum Imprisonment	Notes
General WSH Act Breach	Corporate Body	$500,000	N.A.	Repeat offender: up to $1 million.15
General WSH Act Breach	Individual	$200,000	2 years	Repeat offender: up to $400,000. Can be either fine, imprisonment, or both.15
Failure to Report Incident	Employer/Occupier	$5,000	N.A.	Repeat offender: up to $10,000 and/or 6 months imprisonment.13
Making a False Report	Any Person	$5,000	6 months	Can be either fine, imprisonment, or both.13
Breach of Subsidiary Legislation (Major Cause of Serious Harm)	Varies	$50,000	Varies	Effective 1 June 2024. Applies to failures like not conducting risk assessments or providing critical PPE.18
Breach of Subsidiary Legislation (Contributory to Serious Harm)	Varies	$20,000	Varies	Effective 1 June 2024. Applies to failures like not reviewing SHMS or appointing a WSH Officer.18
Non-Compliance with Stop-Work Order	Varies	$500,000 + $20,000/day	12 months	Can be either fine, imprisonment, or both.15

Case Study Deep Dive: The Hiap Seng Lorry Enterprises Incident

The real-world application of these penalties and the chain of responsibility is starkly illustrated by the fatal lifting incident involving Hiap Seng Lorry Enterprises.14

On 26 April 2016, a worker was fatally crushed while unloading a 1.57-tonne bundle of wire mesh from a lorry crane. The MOM investigation revealed a cascade of systemic failures by the sole proprietor, Ong Chin Chong:

• The lifting chain used was defective and not certified.
• The workers involved, including the deceased, were not trained in safe lifting operations.
• There was no appointed lifting supervisor, rigger, or signalman.
• Crucially, no specific risk assessment for the lifting operation had been conducted.

The consequences demonstrated the full force of the WSH Act:

1. Individual Liability: Ong Chin Chong, as the employer and individual in control, was personally fined a record $140,000 for his failure to ensure a safe workplace.
2. Principal Liability: Unipac Transport Service, the company that had contracted Hiap Seng for the delivery, was fined $60,000 for its failure as a principal to ensure its contractor had conducted an adequate risk assessment.
3. Occupier Liability: Sunway Concrete Products, the occupier of the worksite where the incident occurred, was fined $160,000 for failing to ensure that lifting operations by external parties on its premises followed safe procedures and that the equipment used was certified.

This case serves as a critical lesson: WSH liability is not confined to the direct employer of the injured worker. It extends up the supply chain to principals and across to occupiers, holding all parties who have control and influence over the work activity accountable for safety outcomes.

 

Section 2: The Reporting Trigger: What Constitutes a Reportable Incident?

 

2.1 The Three Tiers of Reportable Incidents: An Overview

 

Navigating the complexities of WSH compliance begins with a clear understanding of what legally constitutes a “reportable incident.” The Ministry of Manpower (MOM) does not require every minor cut or bruise to be reported. Instead, the WSH (Incident Reporting) Regulations establish specific thresholds and categories to ensure that significant events are captured for regulatory oversight, statistical analysis, and preventative action. These mandatory reporting events fall into three distinct tiers: Workplace Accidents causing specific levels of injury, a defined list of Dangerous Occurrences, and a schedule of specified Occupational Diseases.19 Understanding the precise definitions and criteria for each tier is the first and most critical step for any employer, occupier, or WSH professional in fulfilling their legal reporting obligations. This section will provide a detailed breakdown of each category, clarifying what must be reported, when, and by whom.

 

2.2 Deep Dive: Workplace Accidents

 

A “workplace accident” is legally defined as an unplanned event that arises out of and in the course of work, which results in bodily injury to a person.21 However, not every such accident is reportable to MOM. The legal duty to report is triggered only when the resulting injury meets a specific severity threshold. An employer must submit an incident report to MOM if their employee is injured in a work accident that leads to any of the following outcomes 7:

1. Death: Any workplace accident that results in the death of an employee is the most serious category and requires immediate notification and subsequent reporting.
2. Medical Leave or Light Duties: If the injured employee is certified by a registered medical practitioner or dentist to be unfit for work for more than three consecutive days, a report is mandatory. This also applies if the employee is placed on light duties for more than three consecutive days on account of the injury. The reporting clock starts from the employer’s first notice of the accident, which could be when the employee informs them or when they receive the medical certificate (MC).23 For example, if a worker fractures their leg and is initially given two days of MC but this is subsequently extended to two weeks, the incident becomes reportable.19
3. Hospitalisation: If the employee is admitted to a hospital for at least 24 hours for observation or treatment due to the injury, the incident must be reported.7

The scope of “work-related” is broad and extends beyond the physical confines of the office or factory. MOM provides specific guidance on complex scenarios to clarify reporting duties 19:

• Traffic Accidents: An accident is reportable if an employee is travelling during work hours for a work-related purpose (e.g., driving to a client meeting) or while travelling in company-provided transport to and from the workplace.
• Overseas Assignments: If a Singapore resident, employed by a Singapore-based employer, suffers a work injury while on an overseas assignment, the employer is required to report the incident to MOM.
• Maritime Incidents: A work injury sustained by a seaman on board a Singapore-registered vessel is reportable, regardless of the vessel’s geographical location at the time.
• Medical Emergencies: An employee suffering a medical event like a heart attack or stroke at the workplace is explicitly defined as a reportable scenario.

While the legal reporting trigger is based on the duration of medical leave or hospitalisation, MOM also uses an internal classification of “major” and “minor” injuries for statistical purposes and to gauge the severity of national workplace safety performance.22

Major injuries are severe, non-fatal injuries such as amputations, blindness, paralysis, or fractures of the head, neck, or torso.19 Understanding this classification can help companies anticipate the level of scrutiny an incident may receive from MOM.

 

2.3 Deep Dive: Dangerous Occurrences (DOs)

 

The category of Dangerous Occurrences (DOs) represents a purely preventative aspect of the WSH Act. These are specific, high-potential incidents that must be reported even if they cause no injury or property damage. The core principle is that a DO is a “near miss” of catastrophic proportions, and its occurrence signals a severe lapse in safety systems that must be investigated and rectified immediately.19

The legal obligation to report a DO falls squarely on the workplace occupier.26 This duty is absolute; it applies regardless of whether anyone was injured or whether the event involved the occupier’s own employees or those of a contractor.

The occupier must notify the Commissioner as soon as is reasonably practicable and follow up with a full incident report within 10 days of the occurrence.19 A classic example is the toppling of a mobile crane on a construction site. The site occupier must report this as a DO, even if the operator was unharmed. If a worker was injured in the incident, that worker’s employer would have a separate duty to report it as a workplace accident.19

The definitive list of what constitutes a Dangerous Occurrence is provided in the First Schedule of the Workplace Safety and Health Act.10 It is crucial for occupiers, particularly in high-risk industries like construction, manufacturing, and logistics, to be intimately familiar with this list.

Table: The Complete List of Dangerous Occurrences Under the WSH Act (First Schedule)

No.	Description of Dangerous Occurrence
1.	Bursting of a revolving vessel, wheel, grindstone or grinding wheel moved by mechanical power.
2.	Collapse or failure of a crane, derrick, winch, hoist, piling frame or other appliance used in raising or lowering persons or goods, or any load bearing part thereof (except breakage of chain or rope slings), or the overturning of a crane.
3.	Explosion or fire causing damage to the structure of any room or place in which persons are at work, or to any machinery or plant contained therein, and resulting in the complete suspension of ordinary work in the room or place or stoppage of machinery or plant for 5 hours or more, where the explosion or fire is due to the ignition of dust, gas or vapour.
4.	Electrical short circuit or failure of electrical machinery, plant or apparatus, attended by explosion or fire or causing structural damage thereto, and involving its stoppage or disuse for 5 hours or more.
5.	Explosion or fire affecting any room in which persons are at work and causing complete suspension of ordinary work therein for 24 hours or more.
6.	Explosion or failure of structure of a steam boiler or of a receiver or container used for the storage at a pressure greater than atmospheric pressure of any gas or gases (including air) or any liquid or solid resulting from the compression of gas.
7.	Failure or collapse of formwork or its supports.
8.	Collapse, in part or in whole, of a scaffold exceeding 15 metres in height or of a suspended scaffold or a hanging scaffold from which any person may fall more than 2 metres.
9.	Accidental seepage or entry of seawater into a dry dock or floating dock causing flooding of the dry dock or floating dock.
Source: Workplace Safety and Health Act, First Schedule 27

 

2.4 Deep Dive: Occupational Diseases (ODs)

 

Unlike accidents, which are acute events, Occupational Diseases (ODs) are chronic health conditions contracted as a result of prolonged or repeated exposure to physical, chemical, or biological hazards in the workplace.22 The reporting mechanism for ODs is designed with a unique system of checks and balances to ensure they are not overlooked.

The WSH framework establishes a dual reporting obligation for ODs listed in the Second Schedule of the Act. This means that for the same case, two separate reports are often required 19:

1. The Doctor’s Duty: Any registered medical practitioner or dentist who diagnoses an employee with a reportable OD has a legal duty to submit a report to the Commissioner within 10 days of making the diagnosis.24
2. The Employer’s Duty: An employer who receives a written diagnosis from a doctor stating that their employee has contracted a reportable OD must also submit an incident report to MOM within 10 days of receiving that written notice.19

This dual system ensures that MOM is notified even if one party fails to act, providing a safety net for the affected worker and enabling authorities to identify potential workplace clusters or industry-wide health risks.

The definitive list of reportable ODs is found in the Second Schedule of the Workplace Safety and Health Act.10 This list covers 35 specific conditions ranging from the most commonly reported, such as Noise-Induced Deafness (NID) and occupational skin diseases, to more specific poisonings and cancers.29

Table: The Complete List of Occupational Diseases Under the WSH Act (Second Schedule)

No.	Occupational Disease	No.	Occupational Disease
1.	Aniline poisoning	19.	Mercurial poisoning
2.	Anthrax	20.	Mesothelioma
3.	Arsenical poisoning	21.	Noise-induced deafness
4.	Asbestosis	22.	Occupational asthma
5.	Barotrauma	23.	Occupational skin cancers
6.	Beryllium poisoning	24.	Occupational skin diseases
7.	Byssinosis	25.	Organophosphate poisoning
8.	Cadmium poisoning	26.	Phosphorus poisoning
9.	Carbamate poisoning	27.	Poisoning by benzene or a homologue of benzene
10.	Compressed air illness or its sequelae	28.	Poisoning by carbon monoxide gas
11.	Cyanide poisoning	29.	Poisoning by carbon disulphide
12.	Diseases caused by ionizing radiation	30.	Poisoning by oxides of nitrogen
13.	Diseases caused by excessive heat	31.	Poisoning from halogen derivatives of hydrocarbon compounds
14.	Hydrogen Sulphide poisoning	32.	Musculoskeletal disorders of the upper limb
15.	Lead poisoning	33.	Silicosis
16.	Leptospirosis	34.	Toxic anaemia
17.	Liver angiosarcoma	35.	Toxic hepatitis
18.	Manganese poisoning
Source: Workplace Safety and Health Act, Second Schedule 11

 

2.5 Beyond the Law: The Critical Importance of Reporting Near Misses

 

While the WSH Act mandates the reporting of accidents, DOs, and ODs to MOM, there is another category of incident that is crucial for proactive safety management: the “near miss.” A near miss, also known as a “close call,” is an unplanned event that did not result in injury, illness, or damage, but had the potential to do so.31 For example, a heavy object falling from a shelf and landing inches away from a worker is a near miss.

There is no legal requirement to report near misses to MOM. However, establishing a robust internal near-miss reporting system is widely recognized as a best practice and a leading indicator of a mature and positive safety culture.31 Near misses are valuable “free lessons.” They provide the opportunity to identify and rectify hazards and system weaknesses before they cause an actual, reportable accident.

Organisations that encourage and analyze near-miss reports are able to move from a reactive posture (responding to injuries) to a proactive one (preventing injuries). Such a system empowers all employees to become active participants in their own safety, fostering a sense of shared responsibility. The principles and best practices for creating an effective near-miss reporting system will be explored in greater detail in Section 5, as it is a cornerstone of building a resilient safety culture.32

 

Section 3: The Reporting Protocol: A Step-by-Step Guide to Notifying MOM

 

3.1 The Dual-Action Process: Immediate Notification vs. Detailed iReporting

 

Once a reportable incident has occurred, responsible stakeholders must engage with the Ministry of Manpower (MOM) through a structured, two-stage process. It is a common misconception that a single action suffices.

For the most severe incidents, the WSH (Incident Reporting) Regulations mandate a dual action: an immediate notification to the Commissioner for Workplace Safety and Health, followed by a detailed incident report submitted online within a specific timeframe.26

This two-pronged approach ensures that MOM is alerted instantly to critical events, allowing for a rapid response from inspectors if needed, while also guaranteeing that a comprehensive, data-rich report is compiled for thorough investigation and analysis. Understanding which incidents require both actions and the distinct procedures for each is essential for full compliance.

 

3.2 Step 1: Immediate Notification to the Commissioner

 

The requirement for immediate notification is reserved for incidents of the highest severity, where rapid regulatory awareness is critical. This initial alert must be made “as soon as is reasonably practicable” following the event, which implies a sense of urgency without undue delay.23

When is Immediate Notification Required?

This first step is mandatory for the following specific scenarios 26:

• An accident resulting in the death of an employee, self-employed person, or a member of the public at a workplace.
• An accident where a self-employed person or member of the public is injured as a result of work done at a workplace and is sent to a hospital for treatment.
• The occurrence of any event listed in the First Schedule of the WSH Act (Dangerous Occurrences), regardless of whether an injury occurred.

Who Notifies?

The responsibility for this immediate notification is clearly assigned based on the nature of the incident and the victim 19:

• Employer: Must notify if one of their employees dies as a result of work.
• Workplace Occupier: Must notify in all other qualifying scenarios, namely the death or hospitalisation of a self-employed person or member of the public, and for all Dangerous Occurrences.

How to Notify:

The notification should be made to the Commissioner of WSH. While historically this could be done via phone or fax, the current primary method is through MOM’s online feedback portal. The person notifying must provide the following essential information to facilitate an immediate assessment by MOM 26:

• Date and time of the accident.
• Place of the accident.
• Name and identification number (e.g., NRIC/FIN) of the injured or deceased person, if applicable.
• Name of the employer and the workplace occupier.
• A brief, clear description of what happened.
• Name and contact details of the person making the notification.

It is also a matter of good practice and compassion for the employer or occupier to keep the injured worker’s next-of-kin informed, especially in cases of serious injury where the worker is unable to make the call themselves.26

 

3.3 Step 2: Submitting a Detailed Incident Report (iReport)

 

Following the immediate notification (if required), or as the primary action for all other reportable incidents, a formal, detailed report must be submitted to MOM. This is done electronically through the WSH Incident Reporting eService, commonly known as iReport. This digital submission is the cornerstone of Singapore’s national WSH data collection and analysis system.38

A Comprehensive Walkthrough of the MOM WSH Incident Reporting eService:

Preparing for Submission: A Checklist of Required Information and Documents

Before initiating the iReport, it is crucial to gather all necessary information to ensure a smooth and accurate submission. Having these details on hand will prevent delays and the need for multiple amendments. The key information required includes 39:

• Informant and Organisation Details: Your personal details (Name, NRIC/FIN, contact number), and your organisation’s details (Name, UEN, address, number of employees).
• Incident Details:

• The exact date and time of the accident.
• The precise location where the accident occurred (e.g., at your premises, at a client’s site, in a public place).
• A comprehensive description of the events leading to the accident, what the injured person was doing, and the names of any machinery or substances involved.

• Injured Person’s Details:

• Personal particulars (Name, NRIC/FIN/Passport, nationality, date of birth, gender).
• Employment details (Occupation, start date of employment).
• Injury details (Nature of injury, body part affected).
• Medical details (Information on medical leave or hospitalisation).

• Supporting Documents: While not always mandatory for the initial submission, having these ready is advisable as they may be requested. These include digital copies of medical certificates (MCs), medical reports, salary vouchers (for work injury compensation purposes), and relevant insurance policy schedules.39

Navigating the myMOM Portal and Corppass Authentication

Access to the iReport system for businesses is managed through Singapore’s national digital identity system for corporate entities.

1. Corppass is Mandatory: Companies must use a Corppass account to log in and report incidents. If your company does not have one, you must apply for it. Entities without a UEN (e.g., some hawkers or joint ventures) must first obtain a UEN to be eligible for Corppass.39
2. Assigning eServices: The individual submitting the report must have the correct eServices assigned to their Corppass account. The company’s Corppass Admin or Sub-Admin must log in to the Corppass portal and assign two specific eServices to the user: “myMOM Portal” and “WSH eServices”.39
3. Logging In: Once the eServices are assigned, the user can log in to the myMOM Portal using their Singpass app or password.41

Filling Out the iReport Form: Field-by-Field Guidance and Common Pitfalls

1. Initiate Report: Inside the myMOM Portal, navigate to the ‘Workplace Safety & Health’ menu. Under the ‘Company’s reports’ tab, click the link to “submit a new incident report”.39
2. Informant Type: Correctly select your role (e.g., ‘Employer’, ‘Occupier’). If the accident happened on your premises and involved your employee, you may be reporting as both ‘Employer’ and ‘Occupier’.41
3. Accident Description: This is a critical field. Provide a full and factual narrative of the incident. Do not use vague phrases like “NA” or “Referring to attachments.” The description should be self-contained and detailed enough for an assessor to understand the sequence of events.41
4. Classifying the Incident: The form will have drop-down menus to classify the ‘Type of accident’ (e.g., Fall from Heights, Struck by Moving Object, Fires/Explosion) and the ‘Objects or Environments’ that led to it. Select the most appropriate options.41
5. Updating Information: If an injured worker is subsequently given more medical leave, the employer is obligated to log back into the system and update the online report with the new information.26
6. Saving Drafts: The online form allows you to save a draft and retrieve it within 14 days to complete later. It is advisable to save your work frequently during a lengthy submission.26

 

3.4 At-a-Glance Reference

 

To simplify these complex requirements, the following table synthesizes the reporting duties, timelines, and responsible parties into a quick-reference format for easy use during an incident response.

Table: WSH Reporting Timelines and Responsibilities

Incident Type	Severity / Trigger	Action 1: Immediate Notification	Action 2: Detailed iReport	Responsible Party
Workplace Accident	Death of an employee	Notify Commissioner ASAP	Submit within 10 days of accident	Employer 19
	Death of self-employed / public	Notify Commissioner ASAP	Submit within 10 days of accident	Workplace Occupier 19
	Injury to employee (>3 days MC/light duty, or ≥24h hospitalisation)	Not required	Submit within 10 days of employer’s first notice of accident	Employer 19
	Injury to self-employed / public (sent to hospital)	Notify Commissioner ASAP	Not required from occupier (but must notify)	Workplace Occupier 19
Dangerous Occurrence	Any event from the WSH Act First Schedule	Notify Commissioner ASAP	Submit within 10 days of occurrence	Workplace Occupier 19
Occupational Disease	Diagnosis of employee with OD from WSH Act Second Schedule	Not required	Submit within 10 days of receiving written diagnosis	Employer 19
	Diagnosis of employee with OD from WSH Act Second Schedule	Not required	Submit within 10 days of diagnosis	Doctor 19
Source: Synthesized from 19

 

3.5 Late Reporting: Rectifying a Missed Deadline and Understanding the Consequences

 

The reporting deadlines stipulated in the regulations are strict legal requirements. However, if a deadline is missed, the obligation to report does not disappear. It is mandatory to submit the iReport even if it is late. The online system is designed to accommodate this, and the user will be required to select a reason for the late submission from a drop-down list or provide an explanation.26

Failing to report a reportable incident is a criminal offence. The penalties underscore the seriousness with which MOM views this duty. For a first-time offence, the penalty is a fine of up to $5,000. For a second or subsequent offence, the penalties increase significantly to a fine of up to $10,000, or imprisonment for up to 6 months, or both.13 This demonstrates that consistent failure to comply with reporting duties will be met with escalating legal consequences.

 

Section 4: After the Report: Investigation, Analysis, and Continuous Improvement

 

4.1 The Purpose of Post-Incident Investigation: A “No-Blame” Approach to Prevention

 

Submitting an incident report to the Ministry of Manpower (MOM) is not the end of the process; it is the beginning of a crucial learning cycle. While MOM will conduct its own independent investigation for serious incidents, every organisation has a fundamental duty under the WSH Act to conduct its own thorough internal investigation.6

The primary purpose of this investigation is not to assign blame to an individual. Rather, it is a systematic effort to uncover the underlying root causes of the incident to prevent a recurrence.2

This philosophy aligns with the principles of a “Just Culture,” an environment where employees feel empowered to report errors and near misses without fear of punishment, thereby allowing the organisation to learn from its mistakes.45 An investigation that concludes with “worker carelessness” as the sole cause is often a failed investigation.

It overlooks the systemic factors that may have contributed to the worker’s actions, such as inadequate training, unrealistic production pressures, faulty equipment, or poorly designed work procedures.43 A robust internal investigation is a hallmark of a functioning Safety and Health Management System (SHMS) and demonstrates to regulators that the company is committed to continuous improvement.

 

4.2 Conducting a Methodical Investigation: Securing the Scene, Gathering Evidence, and Witness Interviews

 

A successful investigation is a methodical one. A pre-established procedure, often led by the WSH Officer or a WSH Committee, ensures that critical evidence is not lost and that the data collected is reliable. The process typically involves several key stages 42:

1. Immediate Response and Scene Management: The first priority is to provide first aid to the injured and, if necessary, call for emergency services. The next immediate step is to secure the incident area to prevent further harm and to preserve the scene for investigation. Access should be controlled, and nothing should be moved or altered unless necessary to rescue a person or make the area safe.
2. Evidence Collection: The investigation team should systematically collect all relevant evidence. This includes:

• Physical Evidence: Taking photographs and videos of the scene from multiple angles, collecting any broken parts or equipment involved, and taking measurements.
• Documentary Evidence: Gathering all relevant paperwork, such as the risk assessment for the task, safe work procedures (SWPs), equipment maintenance logs, employee training records, and any relevant safety data sheets (SDSs).

1. Witness Interviews: Interviews should be conducted as soon as possible while memories are fresh. It is crucial to interview witnesses individually in a private setting to prevent their accounts from being influenced by others. The goal is to gather factual information about what they saw and heard, not to solicit opinions or assign blame. Open-ended questions (e.g., “Describe what you were doing before the incident”) are more effective than leading questions.

 

4.3 Getting to the ‘Why’: A Practical Guide to Root Cause Analysis (RCA)

 

Root Cause Analysis (RCA) is a collection of problem-solving techniques used to identify the fundamental cause of a problem, rather than just its immediate symptoms.43 By addressing the root cause, an organisation can implement corrective actions that prevent the problem from ever happening again. Several tools are commonly used in WSH investigations.44

Applying the 5 Whys Technique

The “5 Whys” is a simple yet remarkably effective interrogative technique used to explore the cause-and-effect relationships underlying a particular problem. By repeatedly asking the question “Why?”, the investigation team can peel back layers of symptoms to arrive at the root cause.35

• Example Scenario: A worker slips and fractures their wrist.

• 1. Why did the worker slip? Because the floor was wet with oil. (Immediate Cause)
• 2. Why was the floor wet with oil? Because a hydraulic line on the nearby machine was leaking. (Underlying Cause)
• 3. Why was the hydraulic line leaking? Because its fitting had become loose from vibration. (Underlying Cause)
• 4. Why wasn’t the loose fitting detected? Because it was not part of the regular pre-use inspection checklist. (Systemic Cause)
• 5. Why wasn’t it on the checklist? Because the checklist was generic and had not been updated after the machine was modified last year. (Root Cause)

In this example, simply cleaning the oil (addressing the immediate cause) would not prevent a future incident. The effective corrective action is to update the maintenance and inspection procedures for that specific machine, addressing the root cause.

Using a Fishbone (Ishikawa) Diagram

For more complex incidents with multiple contributing factors, a Fishbone Diagram provides a structured way to brainstorm and visualize potential causes.35 The “problem” or incident is written at the “head” of the fish, and potential causes are brainstormed along the “bones,” which are typically grouped into common categories. Standard categories in a WSH context often include:

• People: Human factors (e.g., lack of training, fatigue, inadequate supervision).
• Process/Procedures: The way work is done (e.g., flawed safe work procedure, no risk assessment).
• Equipment/Machinery: Tools and machines used (e.g., equipment failure, lack of maintenance, poor design).
• Environment: The physical surroundings (e.g., poor lighting, wet floors, excessive noise).
• Materials: Substances used in the process (e.g., incorrect material, defective raw material).
• Management: Organisational and system factors (e.g., poor safety culture, production pressure over safety).

This visual tool helps the team to think broadly about all possible contributing factors and ensures that no potential cause is overlooked during the analysis.

 

4.4 The Legal Duty of Record-Keeping: What to Keep, Where, and For How Long

 

The WSH framework imposes a strict legal duty on companies to maintain records related to safety and health, including those generated from incident reporting and investigation. This is not merely good practice; it is a legal requirement enforced by MOM.49

Under Regulation 8 of the WSH (Incident Reporting) Regulations, every employer and every occupier of a workplace is required to keep a record of every notification or report they have made to MOM.13

• Retention Period: These incident-related records must be kept for a period of at least 3 years from the date the notification or report was made.13 Similarly, records of risk assessments must also be maintained for a minimum of 3 years.7
• Accessibility: These records must be readily available and must be furnished to the Commissioner or an MOM inspector upon request.25
• MOM’s System vs. Company’s Duty: While MOM’s WSH Incident Reporting eService dashboard conveniently displays a company’s submitted reports for up to 7 years 50, this does not absolve the company of its own legal duty. The company must maintain its own records for the legally mandated 3-year period.
• Penalties for Non-compliance: Failure to keep or produce these required records is an offence under the regulations and can result in fines.13

These record-keeping requirements are essential for demonstrating compliance during MOM inspections and for providing a historical database that can be used to track safety performance and identify long-term incident trends within the organisation.

 

Section 5: Building a Resilient Safety Ecosystem: Beyond Reactive Reporting

 

5.1 The WSH Council: Your Partner in Safety

 

While the Ministry of Manpower (MOM) serves as the primary regulator and enforcer of the WSH Act, the Workplace Safety and Health Council (WSHC) acts as a crucial partner and enabler for the industry. The WSHC is a statutory body established to build a strong safety culture in Singapore through education, engagement, and the promotion of best practices.51 For businesses, the WSHC is not a regulatory body to be feared, but a rich source of guidance, resources, and programmes designed to help them improve their WSH capabilities.53

The data generated from the thousands of iReports submitted by companies across Singapore is not siloed within MOM. This national incident data is analyzed to identify trends, emerging risks, and common points of failure within specific industries. This analysis directly informs the strategic initiatives and publications of the WSHC.

When the WSHC issues an advisory urging the manufacturing sector to be vigilant about machinery safety or calls for the transportation sector to focus on vehicular risks, these are not arbitrary campaigns.53 They are data-driven responses to real-world incident statistics.

This transforms the collective reporting process from a simple compliance exercise into a powerful source of national-level business intelligence. Astute companies can leverage these WSHC advisories and publications as a strategic early-warning system, allowing them to proactively address emerging risks within their own operations before an incident occurs or an inspector highlights the issue.

Key resources and programmes offered by the WSHC that businesses should actively leverage include 53:

• Codes of Practice and Guidelines: The WSHC develops and publishes industry-specific Approved Codes of Practice (ACOPs) and guidelines that provide detailed, practical advice on how to manage specific hazards, from working at height to noise control.
• Publications and Collaterals: The council produces a wealth of free resources, including the WSH Bulletin (latest news), WSH Insights (case studies of good practices), and WSH Advisories (summaries of fatal incidents and prevention tips). These are invaluable for internal training and safety campaigns.
• bizSAFE Programme: This is a nationally recognised, five-level capability-building programme designed specifically to help small and medium-sized enterprises (SMEs) build up their WSH management systems. Achieving bizSAFE certification can enhance a company’s business credentials, particularly when bidding for projects with larger corporations or government agencies.51
• Total WSH Programme: This is an assistance programme that helps companies take a more holistic approach to worker well-being by addressing not just workplace safety but also occupational health and mental well-being.53

 

5.2 Architecting a Positive Safety Culture

 

A truly safe workplace cannot be achieved through rules and regulations alone. The ultimate goal is to cultivate a positive safety culture, which can be defined as the shared values, beliefs, and behaviours that determine how safety is managed in an organisation, from the boardroom to the shop floor.54 It is the “way we do things around here” when it comes to safety.

The Role of Leadership Commitment:

The foundation of any strong safety culture is unwavering commitment from senior leadership. Management must visibly and consistently demonstrate that safety is a core, non-negotiable value of the organisation, not merely a priority that can be traded off against production targets or deadlines. When leaders “walk the talk”—by participating in safety walk-throughs, allocating adequate resources for safety initiatives, and holding all levels of management accountable for safety performance—they send a powerful message that resonates throughout the company.56

Fostering Employee Engagement and Open Communication:

A positive safety culture is not a top-down directive; it is a collaborative effort. It requires active employee participation. This means creating trusted and transparent channels for workers to report hazards, raise concerns, and suggest improvements without any fear of blame or retaliation.54 Mechanisms to achieve this include:

• Regular safety committee meetings with employee representation.55
• Daily or weekly “toolbox talks” to discuss specific job-related hazards.58
• A formal system for employees to provide safety feedback and see that it is acted upon.

Implementing an Effective Near-Miss Reporting System:

As discussed earlier, while not legally mandated for external reporting, an internal near-miss reporting system is one of the most powerful tools for building a proactive safety culture. It shifts the focus from lagging indicators (number of injuries) to leading indicators (number of hazards identified and controlled). Best practices for creating a successful system include 31:

• Simplicity and Accessibility: The reporting process must be quick, simple, and accessible to all employees, whether through a paper form, a mobile app, or a simple email. A complicated process will discourage reporting.33
• A “No-Blame” Policy: It must be explicitly communicated that the purpose of reporting is to learn and improve the system, not to punish the reporter or individuals involved. Anonymity can be an option to encourage initial adoption.33
• Establish a Feedback Loop: This is the most critical element. When a near miss is reported, the organisation must investigate it, implement corrective actions, and—most importantly—communicate the findings and actions back to the workforce. This demonstrates that reports are valued and leads to tangible improvements, which encourages further reporting.35
• Use Positive Reinforcement: Instead of setting reporting quotas, which can lead to low-quality reports, use incentives that reward participation and recognise employees whose reports have led to significant safety improvements.31

 

5.3 The Future of Safety: Integrating Technology into WSH Management

 

Technology is rapidly transforming the landscape of WSH management, moving it from a paper-based, reactive discipline to a data-driven, predictive one. Singapore, with its Smart Nation initiative, is at the forefront of this evolution, encouraging businesses to adopt technology to create safer and more productive workplaces.60

Harnessing AI, IoT, and Wearables for Proactive Hazard Detection:

Emerging technologies are providing unprecedented capabilities to identify and mitigate risks before they cause harm:

• AI-Powered Video Analytics: By integrating Artificial Intelligence with existing CCTV cameras, systems can now automatically detect unsafe acts (e.g., a worker not wearing a safety harness at height) or unsafe conditions (e.g., a liquid spill on the floor) and send real-time alerts to supervisors for immediate intervention.57
• Internet of Things (IoT) Sensors: Low-cost sensors can be deployed to monitor environmental conditions in real-time. This includes monitoring air quality in confined spaces, using geofencing to alert workers who enter restricted zones, or tracking the location of workers in large or hazardous sites like shipyards or tunnels.62
• Wearable Technology: Smart devices worn by workers, such as helmets, vests, or wristbands, can now monitor vital signs to detect early indicators of heat stress or fatigue. They can also use accelerometers to detect unsafe postures, such as improper bending or over-reaching, or even detect a sudden fall, automatically triggering an alert.60

Utilizing Digital Tools like SnapSAFE for On-the-Ground Reporting:

MOM itself has embraced technology to enhance WSH oversight. The SnapSAFE mobile application is a digital tool that empowers anyone—employees and members of the public alike—to easily report WSH lapses they witness. Users can take a photo of an unsafe situation, add a brief description, and submit it directly to MOM, whose identity is kept confidential.64

This crowdsourcing of safety surveillance dramatically increases transparency and accountability, creating an environment where companies know that unsafe practices can be reported by anyone, at any time.

By embracing these technologies, companies in Singapore can move beyond basic compliance and build a truly intelligent, predictive, and resilient safety ecosystem that protects their workers and enhances their operational performance.

 

Section 6: Conclusion: Transforming WSH Reporting from a Burden to a Business Advantage

 

6.1 Key Takeaways and Compliance Checklist

 

Navigating the intricate landscape of Workplace Safety and Health (WSH) in Singapore requires diligence, knowledge, and a commitment to continuous improvement. The legal framework, centered on the WSH Act, is designed not merely to penalize but to foster a culture of proactive risk management and shared responsibility. Mastering the incident reporting process is a non-negotiable aspect of this duty. It is the mechanism through which organisations demonstrate accountability, learn from failures, and contribute to a safer national work environment.

This guide has provided a comprehensive roadmap to understanding and executing these responsibilities. The following checklist summarises the most critical action points for ensuring full compliance:

WSH Incident Reporting Compliance Checklist:

• Understand Legal Duties:

• [ ] Acknowledge the duties of all stakeholders (Employer, Occupier, Principal, Employee) and the principle of shared responsibility.
• [ ] Be aware of the severe penalties for non-compliance, including fines, imprisonment, and stop-work orders.

• Identify Reportable Incidents:

• [ ] Know the three triggers for reporting a Workplace Accident: death, hospitalisation for ≥24 hours, or >3 consecutive days of MC/light duties.
• [ ] Be familiar with the full list of Dangerous Occurrences (WSH Act, First Schedule) which must be reported by the occupier regardless of injury.
• [ ] Recognize the 35 reportable Occupational Diseases (WSH Act, Second Schedule) and the dual reporting duty of doctors and employers.

• Master the Reporting Protocol:

• [ ] Know when Immediate Notification to the Commissioner is required (fatalities, public injuries, DOs) and who is responsible (Employer/Occupier).
• [ ] Ensure the designated personnel have a properly configured Corppass account with “myMOM Portal” and “WSH eServices” assigned.
• [ ] Prepare all necessary information (incident details, injured person’s data, supporting documents) before starting an iReport.
• [ ] Adhere strictly to the 10-day reporting deadline for all reportable incidents. Report late if necessary, providing a reason.

• Conduct Post-Incident Actions:

• [ ] Initiate a thorough internal investigation with a “no-blame” approach to identify root causes.
• [ ] Utilize Root Cause Analysis (RCA) techniques like the 5 Whys or Fishbone diagrams.
• [ ] Implement and document effective corrective and preventive actions.

• Maintain Records:

• [ ] Keep a record of all submitted notifications and reports for a minimum of 3 years.
• [ ] Ensure risk assessment records are also kept for at least 3 years.

• Build a Proactive Culture:

• [ ] Leverage resources from the WSH Council (e.g., bizSAFE, guidelines, advisories).
• [ ] Implement a simple, non-punitive internal near-miss reporting system with a clear feedback loop.
• [ ] Explore the use of WSH technology (AI, IoT, wearables) to proactively identify hazards.

 

6.2 The Path Forward: Embedding Proactive Safety into Your Corporate DNA

 

Ultimately, the requirements for reporting workplace incidents in Singapore should not be viewed as a standalone, burdensome task. They are an integral part of a dynamic, cyclical process of risk management that, when embraced fully, offers significant business advantages. Each incident report is a data point, and each investigation is a learning opportunity.

An organisation that masters this cycle—Identify, Report, Investigate, Correct, and Improve—is not just a compliant one. It is an organisation that is more resilient, more efficient, and a more attractive place to work.

By moving beyond the mindset of reactive compliance and embedding the principles of proactive safety into the corporate DNA, businesses in Singapore can protect their people, safeguard their operations, and enhance their reputation. In doing so, they transform a legal obligation into a powerful driver of long-term, sustainable success.

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