diligence – Page 10 – SafetyAtWorkBlog

Safety learnings from construction

Kevin Jones 2015 — The author onsite earlier this year

I have recently finished some years of full-time work as a safety adviser on a range of construction projects in Australia and below is a list of some of what I have learnt (in no particular order).

Ask questions

People may initially think you are an idiot but, if you are genuinely interested, they will explain what they are doing (usually with some pride in their tone) and offer suggestions of how to do it better or safer.

Follow through

If you have said that you will look into an issue or provide additional information, do it. If you do not, your credibility with the worker you were talking with and, likely, their supervisor and workmates, is gone.

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Poorly planned safety risk registers can be painful

Due diligence on black blackboard with businessman

One of the most neglected occupational health and safety (OHS) management tools in Australian workplaces is the safety risk register even though they fit well with the renewed emphasis on OHS Due Diligence.

Every OHS professional dreads

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Analysing safety leadership can be distracting

Any blog about occupational health and safety (OHS) will write repeatedly about leadership. Safe Work Australia advocates leadership as beneficial to OHS:

“When leaders make sure all business risks, including work health and safety, are effectively managed, and continually monitor and review all areas of their business’ performance, they will be open to opportunities for innovation, and alert to emerging hazards.”

But leadership requires someone to apply it and often, in the OHS sphere, people wait for others to show leadership rather than seeing their own potential.

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National OHS performance indicators needed

Since the release of the 2015 Citi report into the occupational health and safety (OHS) performance of the companies in the ASX200 stick exchange rankings, this blog has received many requests for a copy of the report to assist in the benchmarking of performance. Clearly performance indicators for OHS remain contentious and difficult but this does not need to be the case.

Citi’s recent report stated that key performance indicators (KPIs) should meet three needs:

“internal monitoring for continuous improvement to reduce incidents;

benchmarking and sharing lessons within the industry; and

transparent disclosure to stakeholders.”

Continue reading “National OHS performance indicators needed”

Learning safety and leadership from drama

Fukushima play Most professionals, including occupational health and safety (OHS) professionals, support the use of stories or narratives or case studies to explain complex scenarios and situations. Recently, at the ProSafe 2015 conference in Melbourne, acting and theatrical skills were used to illustrate the humanity behind the nuclear disaster of Fukushima.

To the uninitiated this may sound like quantitative risk assessment of underground mining being explained through interpretative dance by bandicoots, but the actors in the Fukushima disaster scenario were captivating and the power of theatre, even in this small-scale and on a conference podium, was powerful, stimulating and engaging. And with a

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Annual Reports need OHS engagement

Successful safety management relies on communication. Sometimes this is informal, as in prestart meetings or toolbox talks; sometimes it is formal, such as with Annual Reports and legacy documents. It is important for occupational health and safety (OHS) professionals to understand how to communicate in these two formats and to address different audiences and readerships.

The latest Australasian Reporting Awards were handed out last week with the Civil Aircraft Safety Authority garnering the Work Health and Safety Reporting Award for 2015. Safe Work Australia’s Chief Executive Officer, Michelle Baxter, said, about the award:

“By including high quality work health and safety information in your annual report, you can establish your organisation as a leader in work health and safety, one in which work health and safety is not an ‘add on’, but integrated into business decisions and processes.”

In terms of Annual Reports, the OHS professional needs to be involved early in the report writing process rather than, as seems to happen most of the time, leaving it to the company secretary or the Communications unit. Annual reports need a consistent

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Beyond auditing for due diligence

One of the most significant motivators for changes in safety leadership in the executive circles in Australia has been the obligation to apply due diligence to occupational health and safety (OHS) matters. The obligation has existed for several years now but is still dominated by legal interpretations rather than managerial ones. To support the legal obligations, OHS professionals should look at how they can add value to due diligence. One way of achieving, and exceeding, compliance of due diligence would be to subject OHS systems and strategies to a peer-review rather than a narrow audit process. Continue reading “Beyond auditing for due diligence”

Category: diligence

Safety learnings from construction

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Poorly planned safety risk registers can be painful

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Analysing safety leadership can be distracting

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National OHS performance indicators needed

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Learning safety and leadership from drama

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Annual Reports need OHS engagement

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Beyond auditing for due diligence

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