Jim Ward is hardly known outside the Australian trade union movement but many people over the age of thirty, or in the occupational health and safety (OHS) profession, may remember the person Esso blamed for the Esso Longford explosion in 1998. Just after the nineteenth anniversary of the incident that killed two workers and injured eight other, SafetyAtWorkBlog interviewed Ward about the incident but, more significantly, also about how that incident changed his world view.
For some time now Jim Ward has been the National OHS Director for the Australian Workers’ Union. Here is a long interview with Ward that provides a useful perspective on OHS while Australia conducts its National Safe Work Month.
[Note: any links in the text have been applied by SafetyAtWorkBlog]
SAWB: Jim, what happened at Longford, and what did it mean for you.
JW: So, on 25 September 1998, I got up out of bed and went to work, just as I’d done for the previous 18 years of my working life, at the Esso gas plant facility at Longford in Victoria.
There was nothing unforeseen or untoward about that particular day. But due to, as one judge elegantly described it, “a confluence of events”, it turned out to be the most significant day of my life.
A media release from Australia’s Minister for Employment, Michaela Cash, starts the theme of management of workers compensation on the cusp of National Safe Work Month. The purpose of the media release is ostensibly to celebrate that Comcare has become a fully funded scheme for the first time since 2010 but this is undermined by party politics:
“These results are another clear example of the Turnbull Government cleaning up after Labor’s slack financial management, while still delivering the most efficient and effective service for injured and ill employees.
Under Labor, Comcare had become a budget black hole into which taxpayer’s money simply disappeared.”
Continue reading “The clash between money and lives”
It seems that we are constantly being urged to innovate, to be creative and to think differently. This is equally true in the discipline of occupational health and safety (OHS), but part of thinking differently in the future should also involve reassessing the past.
It is often said that many the OHS performance indicators, predominantly Lost Time Injury (LTI) calculations, have shown a “plateau-ing” of safety performance. From this common position, companies have moved to new OHS training strategies that involve behaviours, values, cultural norms, safety culture and other employee and organisational recalibrations. But what if the case in support of these strategies was not as strong as first thought? What if the “plateau-ing” did not exist or the increase in performance was not as strong as the LTI-based data seemed to indicate?
The Future of Leadership roadshow was only partly about its topic. Much of it felt like a professional development day with interesting speakers and storytellers. By providing stories of failure, reconciliation, and unlearning the organisers could argue that they were also creating future leaders.
A previous article briefly discussed Dan Gregory’s presentation. One additional element was the catalyst for his Directorship of White Ribbon – a poster which reframed the issue of violence against women as an issue that men can affect. Gregory was advocating being open to alternative perspectives of your reality, your lived experiences, career, communication and profession. He challenged the audience, as Daniel Hummerdal does his safety audience, to look differently, to look creatively and to analyse our personal and organisational motivations.
Like all good conference speakers, Dan Gregory does not tell you what to think but how to think, and treats the audience like adults who are in charge of their own decisions.
Today’s issue of the Australian Financial Review (AFR) contained an article that shows that the trend for companies and boards embracing their occupational health and safety (OHS) obligations is not uniform. The article “Wesfarmers cuts incentive rewards for promoting women and safety” reports that the Managing Director’s share of annual incentives paid for non-financial targets, which includes OHS, has been reduced from 40% to 30%. Continue reading “Financial targets preferred over OHS”