business – Page 203 – SafetyAtWorkBlog

Eye safety campaign – a good start but shortsighted on safety

On 19 May 2010, the Optometrists Association Australia (OAA) launched a national eye safety campaign. This campaign is worthwhile but illustrates some of the shortcomings of this type of campaign.

The OAA media release states:

“Sixty per cent of all eye injuries happen at work, .. warn optometrists who are urging every workplace to put eye safety procedures in place as part of a new national campaign.

Optometrists Association Australia (OAA) and HOYA Lens Australia will launch ‘Eye accidents change lives forever’ a comprehensive workplace eye safety campaign this week.” [links added]

The need for eye safety procedures is clear but the recommended action is too narrow. The entire focus of the campaign is to increase awareness of eye hazards and to increase the usage of safety eyewear. There is no focus on the reduction of the hazard itself, just the protection of the worker’s eyes. Continue reading “Eye safety campaign – a good start but shortsighted on safety”

BP, safety culture and integrity management

Tom von Aschwege has provided SafetyAtWorkBlog with a long article that was intended as a comment on recent articles concerning the safety culture of BP. The comment deserved to be an article in order to provide more prominence to von Aschwege’s views. Links, where appropriate, have been added and format has been tweaked.

“I came by Ross Macfarlane’s article totally by accident. I regret to say that I completely agree with him, because I have made some of the same, or very similar observations. I too am an ex-BP employee, and I too have a strong sense of dismay at what is occurring in the Gulf of Mexico.

Prior to retiring from BP in 2009, I worked in Integrity Management roles for 6 years in the BP deepwater Gulf of Mexico (GoM) organization. In those 6 years we put massive amounts of time and effort into improving Integrity Management (IM) processes and practices for GoM operations – even more so after the 2005 Texas City accident, Thunder Horse listing incident, and Alaska pipeline failure. I am thoroughly convinced that BP has done more and accomplished more in this area overall than any other GoM operator. Yet somehow these things still happen in BP operations, and I wonder how that can be. How can BP be so unlucky, and other GoM operators, with far fewer technical resources and knowledge, not have this happen to them? Continue reading “BP, safety culture and integrity management”

Leadership starts with the truth

Guest contributor Jim Ward writes:

Interested observers of past OHS failures would do well to pay close attention to the insights of former BP employee Ross Macfarlane in the SafetyAtWorkBlog – A personal insight into BP and the corporate approach to safety.

His erudite observations of some of the underlying issues surrounding BP’s succession of calamities during the noughties and the company’s subsequent struggle to come to grips with the implications for its brand, culture, ethics and self perception are rare.

They are the sort of insights not usually captured during a formal root cause analysis of an OHS disaster. Irrespective of who is found to be right and who is wrong some things just don’t help when it comes to trying to achieve a safe workplace. But, Macfarlane’s insights do.

Macfarlane’s apt description of the “Cult of Lord Browne” is given further weight by the erstwhile CEO’s own account of his life and times as the head of the oil giant in his memoir Beyond Business.

In my view Browne is a narcissist. In his book he portrays himself as

“a visionary leader who transformed a lacklustre organisation into one of the world’s biggest, most successful and admired companies”.

My take on it is that he was admired by his peers but not as much as he was by himself. Continue reading “Leadership starts with the truth”

Safety leadership and change through informal networks

Australia is behind in many things and in front of the rest of world in others. A recent visit by Jon Katzenbach, senior partner with Booz & Company, to Australia indicates that we are lagging on the issue of organisational change.

According to an article in the Australian Financial Review (AFR) on 11 May 2010, Katzenbach talks about changing people’s behaviours in companies by using informal networks and identifying “pride builders”. The article is not available freely online but the core elements of the article reflect Katzenbach’s thoughts in a 2007 article in Fortune magazine.

Katzenbach discusses the frustration of the CEO Of Bell Canada. Michael Sabia had tried to change the behaviour of his customer relations staff with top-down leadership techniques but they weren’t working. Bell Canada needed to look at leadership in a different way and found that there were people in the organisation who staff admired, who instilled a sense of pride in other employees. As a result behaviours changed, sales and profits increased. Continue reading “Safety leadership and change through informal networks”

A personal insight into BP and the corporate approach to safety

Ross Macfarlane is a regular reader of SafetyAtWorkBlog and an active safety professional in Australia. Below he provides his perspective on BP’s approach to safety as an ex-employee [links added]:

As an ex-BP employee I am again feeling a strong sense of dismay at what is occurring in the Gulf of Mexico. The fact that BP appears to be deliberately distancing itself from Deepwater is a further shift from the radical openness policy that prevailed up until the Texas City disaster in 2005.

Prior to Texas City, BP was in the thrall of its charismatic CEO (then Sir John, now Lord Browne,) but since then, it seems to me, it struggles with its identity and its corporate culture. In 2000, when I became a part of BP with Castrol, I was struck by what I saw as a “Cult of Lord Browne” – Continue reading “A personal insight into BP and the corporate approach to safety”

Non-fatal injuries summary

Below is a summary of non-fatal workplace incidents handled by Victoria’s Metropolitan Ambulance Service over the last few weeks.

Many of these incidents gain no media attention principally due to the fact that the workers did not die but the incidents are of relevance ot safety professionals and provide a better perspective on the frequency of workplace incidents.

Hand injuries

The first case saw advanced life support paramedics from Footscray called to an Altona North address at 8am.

The Paramedic, Cameron Joyce, said when they arrived they were told the 42-year-old woman had been working with machinery when the accident happened. “‘The woman told us that the fingers on her left hand were crushed for only two or three seconds. Continue reading “Non-fatal injuries summary”

Where’s the Sarbanes-Oxley for workplace safety?

In 2002, after several corporate collapses, the United States government signed in the Sarbanes-Oxley Act which was intended to establish business practices on accounting and auditing among other aims. The Western world watched the introduction of this legislation and echoed many of the requirements in their own legislation and corporate oversight agencies.

It is likely in the wake of the global financial crisis that the United States (and Europe to a lesser extent) is entering another wave of corporate regulation or interference, depending on one’s politics.

These laws introduced substantial change to the management of businesses, the disclosure of information and the role of corporate executives. When will this type of change include occupational safety and health?

Firstly, the United States’ safety professionals and regulators need to accept that their system of OHS legislation and enforcement is not “world’s best practice”. There are major deficiencies in high-risk organisations and a misunderstanding of safety obligations at the shopfloor level. These problems exist partly because of the structure and population of the country itself and also because there is so much baggage in its legal system that new perspectives in law are difficult to imagine.

A significant change in OHS law outside the United States is the issue of personal accountability for safety-related decisions. There are few who complain about the jailing of CEOs and executives for the loss of money (their own and that of others) but there is a real barrier to jailing those same people when their management decisions led to a loss of life. Continue reading “Where’s the Sarbanes-Oxley for workplace safety?”

Category: business

Eye safety campaign – a good start but shortsighted on safety

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BP, safety culture and integrity management

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Leadership starts with the truth

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Safety leadership and change through informal networks

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A personal insight into BP and the corporate approach to safety

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Non-fatal injuries summary

Hand injuries

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Where’s the Sarbanes-Oxley for workplace safety?

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Hand injuries

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