A spat has recently emerged on one of the safety discussion forums in Linkedin. The catalyst was a statement that
The source of this data, not disclosed at the time of the original post, was a company that sells
“…a great tasting, scientifically proven mix of cutting-edge branch chain amino acids and low Gi carbohydrates for sustained energy release, combined with a formulated blend of electrolytes for optimum hydration in harsh Australian conditions”.
The discussion quickly refocused from the original safety concern to one of unreliability of statements; sadly the discussion also became personal and abusive. but the discussion raised two discussion points:
- The reliability of statements on the internet, and
- the issue of hydration and work performance.
One of the most effective ways of learning is by listening to or reading stories. This has been an accepted truth since well before the printed word, even though modern training educators sometimes justify the importance of storytelling through pseudo-neurology-speak. It is the purpose of research to verify and question truths and to, hopefully, through this process to expand our knowledge and understanding but research into the telling of safety stories seems rare.
One recent article* of research (not freely available) into storytelling and the construction industry has been written by Jodith Leung and Patrick Fong of the Hong Kong Polytechnic University and although it is not overtly about occupational health and safety (OHS), the high risk nature of construction makes safety inseparable from the stories.
The recent launch of several new chapters of the OHS Body of Knowledge (OHSBoK), associated with the Safety Institute of Australia, did not allow for questions from the audience but I was able to catch up with the coordinator of the project, Pam Pryor, and put my questions directly. (My thanks go to Pam for her honesty and time.)
One of the intentions of the OSHBoK has been to maintain currency and relevance. Was there a plan to review and revise the existing chapters? Pryor advised that there is a seven-year review schedule for all chapters. Some chapters may need reviewing earlier, particularly if there are references to specific legislation and that legislation has changed.
Is there a plan to establish an index or to improve searchability?
One of the central tenets of modern safety management is the need to establish a safety culture. However recent Australian research has cast serious doubt on whether this current belief is valid or useful.
In October 2014, the Safety Institute of Australia launched several new chapters to the Body of Knowledge (BoK) project. One of those chapters, based on a literature review and authored by David Borys, addresses organisational culture* and says that safety culture:
“… [has] limited utility for occupational health and safety (OHS) professional practice.”
“… literature has unresolved debates and definitional dilemmas.”
“…..remains a confusing and ambiguous concept in both literature and in industry, where there is little evidence of a relationship between safety culture and safety performance.”
These findings should cause all OHS professionals and company executives to re-evaluate the safety culture advice and products that they have received over the last decade. More…
In developing harm reduction and prevention strategies, the occupational health and safety (OHS) profession likes to look at worst case scenarios on the understanding that dealing with an extreme event introduces mechanisms that deal with lesser events. Partly this is a legacy of Bird’s Pyramid. During this current month of attention on workplace mental health, the issue of work-related suicide is unavoidable as a worst case scenario for depression and mental ill-health. There are several new pieces of data on work-related suicides that OHS professionals need to consider as part of their own professional development and to increase their organisational and operational relevance.
Mates In Construction
In October 2014, the Mates In Construction (MIC) program released a report on “The economic cost of suicide and suicide behaviour in the NSW construction industry and the impact of MATES in Construction suicide“. Below is a summary of some of its findings, in Australian Dollars:
“The average age of each suicide fatality among construction industry workers was 36.8 years and 37.7 years in QLD [Queensland] and NSW [New South Wales], respectively.”
“The average cost of a self-harm attempt resulting in a short-term absence from work is estimated at $925 in 2010 dollars.”
“Each self-harm attempt resulting in full incapacity is estimated at $2.78 million; and, each suicide attempt resulting in a fatality is estimated at $2.14 million”
“The key cost driver for full incapacity and a fatality is lost income, equivalent to 27.3 years productive years”
“Across all categories, the burden of cost associated with self-harm and suicide is borne largely by the government: 97% or $4.80 million of the total combined cost of $4.92 million.” (all in page 3)
One of the most ignored, but important, elements of occupational health and safety (OHS) management is the business case. Work on this issue is being completed in Australia by Safe Work Australia but the European Agency for Safety and Health at Work (EU-OSHA) has beaten it to the punch by releasing “The business case for safety and health at work: Cost-benefit analyses of interventions in small and medium-sized enterprises“. This document includes new case studies that provide detailed analysis of cost and return on investment from interventions as varied as a vacuum lifter for pavers to warm-up exercises and task assessments of domestic builders by qualified physiotherapists.
The report found that:
- “Wide-ranging interventions appear to be more profitable than interventions targeting a particular
issue related to the sector of the enterprise.
- Interventions that mainly concern training and organisational change appear to be more profitable than interventions based on technical changes (such as introducing new equipment).
- Interventions that include direct worker (participatory) involvement appear to be more profitable, regardless of whether or not increased productivity benefits are taken into account in the
- In most cases, the enterprises managed to estimate benefits related to increased productivity. It
should be emphasised that increased productivity does not always come as a result of improved
safety and health, but it is taken into account in the context of a business case.” (page 10)
Later this month, the Victorian WorkCover Authority (VWA) will be releasing a document entitled “Integrated approaches to worker health, safety and well-being” (pictured right, but not yet available online). It is intended to generate discussion on how to improve workplace safety performance by breaking down the walls of various disciplines, production processes, consultative silos and institutional or organisational biases. This document builds on the overseas experience of the National Institute of Occupational Safety and Health (NIOSH – Total Worker Health program), the World Health Organisation (WHO – Healthy Workplace Framework) and others to provide an Australian context.
Those who are experienced in risk management principles may see little new in this approach and the publication’s success is likely to depend on how VWA explains the initiative and how its stakeholders, Victorian businesses of all sizes, accept the concept and believe it can work in their own workplaces.
The release of a publication advocating Integration implies that an unintegrated approach to safety management has been an impediment to change. This may be a surprise to risk managers and those who have been consulting broadly on OHS in their workplaces and those companies who have integrated systems managers with responsibility for Quality, OHS and Environment. More…
The 2014 Annual Report of the Victorian WorkCover Authority (VWA) states a new initiative on workplace mental health:
“…a new direction for the VWA’s WorkHealth program has led to the Victorian Mental Wellbeing Collaboration. The VWA has invested in a tripartite collaboration with peak health promotion agencies VicHealth and SuperFriend to develop a range of evidence based tools and resources that will be tested and refined through industry leaders and made broadly available to Victorian workplaces.” (page 25, links added)
Two significant points in this statement are the development of a range of “evidence-based tools and resources” and the pledge to consult. However what is meant by a tripartite consultation in this context is unclear as traditionally OHS consultation has included employer associations, trade unions and government regulators. If health promotion agencies are included in this latest “tripartite collaboration”. Will the employer groups or trade unions be dropped? Consultation on any new OHS/wellbeing initiative should not be constrained in a tripartite combination.
One of the traps in this initiative is the potential confusion by terminologies. “Mental health” is a well-understood term that is readily applied to the workplace by organisations such as the Western Australian Mental Health Commission who quotes the World Health Organisation
“…. good mental health is not simply the absence of a mental disorder. It is a state of wellbeing whereby an individual can realise their own potential, manage everyday stresses, work productively and contribute to their community.” (page 6)
There have been many claims of a workplace bullying epidemic in Australia but there has always been a lack of evidence. Research has been targeted into specific industry sectors or regions but broad ranging studies have been few. This lack of evidence was a major frustration for the Parliamentary Inquiry into Workplace Bullying that concluded in late 2012. However useful evidence is beginning to appear.
A recent edition of the Journal of Health Safety and Environment included a report (subscribers only) entitled “The prevalence and nature of bullying: A national study of Australian workers”. The authors, Dr Sarven McLinton, Maureen Dollard, Michelle Tuckey and Tessa Bailey, wrote that the study
“… shows that nearly 7% of Australian workers reported bullying and harassment in the past six months.” (page 283)
Corporate maturity, especially in the area of workplace health and safety, is an increasingly important consideration in determining the preparedness of an organisation to change and embrace OHS as a crucial element of its business operations. There are several advocates of determining corporate maturity usually based around Hudson’s five levels of maturity, the most recent seems to be the Australian Constructors’ Association (ACA) in conjunction with RMIT University (see parts 8-7 of the document pictured below), but these tools are often aimed at the upper levels of an organisation.
Recently the Center for Construction Research and Training (CPWR) produced a series of handouts that apply a variation of the maturity matrix to separate components of safety culture.
These levels include: