Reliance on PPE impedes safety progress

There is an increasing call for the mandatory wearing of high-visibility clothing for motorcycle riders around the world.  The reason is to make motorcyclist more visible to car drivers and other road users.  This sounds logical and sensible and is, in some way, based on the prominence of high-visibility clothing in  the industrial sectors of manufacturing, construction and others.  But is this a matter of policy based on evidence or a broad application of logic or a “common sense”?

As the requirement for high visibility clothing has been in workplaces longer than on motorcyclists it is worth looking for evidence of the effectiveness of high visibility clothing in workplaces.  A brief survey of some of the research literature has been unsuccessful in locating much research into this issue. (We always welcome input from readers on this). Wikipedia traces high-visibility clothing back to Scottish railways in the early 1960s, where

“Train drivers operating in these areas were asked their opinion as to the effectiveness of the jackets.”

It would seem the choice of high visibility clothing has stemmed from assessing a workplace, determining the dominant colour of that workplace or environment and then examining the colour wheel (above) to choose a colour of the greatest contrast, thereby providing a high visibility.   Continue reading “Reliance on PPE impedes safety progress”

Safety leadership and culture require accountability

At the recent Safe Work Australia Awards, the Minister for Workplace Relations had a dig at “safety culture“, according to an article from the National Safety Council of Australia.   Bill Shorten said :

“It is not the systems or the fancy talk about culture that will save people’s lives.”

This has been interpreted by some as Shorten disparaging the advocates of safety culture.  I agree that safety culture can be used as a euphemism for “Act of God” and therefore take no preventative action but safety culture is not designed by Gods, it is designed and implemented by Chief Executive Officers and Boards of Directors, often under the rubric of “leadership”. Continue reading “Safety leadership and culture require accountability”

Fatigue management is getting clearer but is competing for attention

As a discipline for study, fatigue still seems to be in its early days and this presents a challenge for safety professionals and researchers.  Everyone knows what fatigue is because at some time we all suffer it, but try to define it and it is different things to different people.

Transport Safety Victoria (TSV), a division of the Department of Transport, brought together three speakers on the issue of fatigue management in early August 2011.  The public seminar provided a good indication of the complexity of the occupational issue of fatigue management.

The first revelation in the seminar came from Dr Paula Mitchell who stressed that fatigue cannot be self-assessed.  Researchers are struggling to create a widely accepted indicator for fatigue.  There is no blood alcohol reading device for fatigue and the Independent Transport Safety Regulator in July 2010 expressed caution on the application of the bio-mathematical fatigue model. Continue reading “Fatigue management is getting clearer but is competing for attention”

UK case exposes the hypocrisy of leadership commitment

Most safety professionals can tell stories about how workplace injuries are hidden so that bonuses or rewards are still distributed even though they are not warranted.  Most of these examples are at the shop-floor level where rewards, although much anticipated, are minor – first aid kits, movie tickets, sometimes money – and where peer pressure can be quite overpowering.  But occasionally a situation is revealed where senior executives also rort the system in order to obtain a reward or a bonus.  In September 2010, the UK union Unite has revealed just such a case in Network Rail, a case where the chairman has acknowledged that greed played a role. Continue reading “UK case exposes the hypocrisy of leadership commitment”

The potential of Safety Impact Assessments

For some time, several countries have had legislation that require Environment Impact Assessments.  Why don’t we have Safety Impact Assessments?

Often safety issues are applied retrospectively in project development.  Often the application is impeded by actions or pathways that are already in place, although embryonic.

There is evidence that safety performance can be greatly improved by having safety considerations at the very early design stages of projects.  Perhaps, rather than simply stating “safety is important”, the commitment to safety be more overtly stated in a formal manner at the project design stage. Continue reading “The potential of Safety Impact Assessments”

When information supply is NOT consultation

In Australia there is a purposely created commonality between the developing OHS law and industrial relations law on certain issues.  Consultation is one of those matters and, although a decision by the Federal Court of Australia on 11 June 2010 relates to the Fair Work Act, safety professionals and business owners should take note.

On 22 June 2010, Justice John Logan fined Queensland Rail $A660,000 for not consulting its workforce on the company’s privatization plan which would have affected employees’ jobs. (An ABC podcast of the matter is available online)  One media report paraphrased Justice Logan:

“[he]told the court that workers were never given the opportunity to discuss if they would be moved into the new private business, how the privatisation would occur, or if they wanted privatisation in the first place.”

The most pertinent comments from 11 June 2010 judgement by Justice Logan are also quoted in various media reports:

“This change so radical, a breach so comprehensive, the occasion for consultation so obvious that anything less than maximum penalties would not do justice to the case and the need to ensure public confidence in the adherence to industrial relations bargains.”

The Australian quotes Justice Logan as saying

“Benign dictatorship is not to be equated with consultation…” Continue reading “When information supply is NOT consultation”

The contract for building safe trains is a “dud” according to CEO

The Australian business newspapers and websites are all reporting on the  “dud” contract that Downer EDI has been saddled with over the construction of 78 eight-car trains for New South Wales’ RailCorp.  Market analysts say that company has lost $A1.7 billion in value this year.

CEO Geoff Knox, a man in genuine risk of becoming unemployed, is quoted as saying:

“We do seem to be able to build trains successfully and make good money on other states in this country, but in this state we seem to not do well and others seem to not do well…”

Others can discuss the financial problems of Downer EDI but Knox seems to only look at the contract rather than the reasons behind the “time consuming” design requirements of the contract – The Waterfall rail disaster of January 2003, the commission of inquiry’s reports and the government’s promises.

Continue reading “The contract for building safe trains is a “dud” according to CEO”

Concatenate Web Development
© Designed and developed by Concatenate Aust Pty Ltd