executives – Page 54 – SafetyAtWorkBlog

Master Builders’ curious response on construction safety

In November 2012, the Australian Capital Territory (ACT) government released “Getting Home Safely“, a damning report written by Lynette Briggs and Mark McCabe, into the safety culture and performance of that territory’s building and construction industry. But the Master Builders Association of the ACT has rejected several recommendations and questioned many others, yet refuses to release the evidence that it is assumed would support their position.

In February 2013, ACT’s Minister for Workplace Safety and Industrial Relations, Simon Corbell, accepted all 27 recommendations of the report, much to the surprise of some of us. Corbell said in his media release that

“It is no longer acceptable for people in the construction industry to say there are safety issues in construction sites and then do nothing about them. This report compels unions, employers and government to stand up and actively promote a culture where everyone looks out for their mates, and everyone can go home safely every day…”

“As the report highlights, this is not simply an issue for Government. Safety is an issue for every person on a construction site with principal contractors, sub-contractors, workers, unions and the Regulator all working together.

“The Government expects employers and unions to demonstrate leadership on this issue.”

Safety Leadership or Conspiracy Theory

Today the Master Builders Association of the ACT released its response to “Getting Home Safely” (the Gower review). That response indicates that not all Minister Corbell’s expectations are going to be met with the MBA. In some ways this confirms many of the concerns in the report. Continue reading “Master Builders’ curious response on construction safety”

Increasing Production Performance Through Safety

Ten years ago, Randy DeVaul wrote several articles for the Safety At Work magazine, a precursor to this blog. His US perspectives were enlightening and he has agreed to contribute occasionally to the SafetyAtWorkBlog. Below is an article he originally wrote in 2004.

As safety professionals, we have all worked at “selling” safety to upper management through budget and fiscal expenditures, worker compensation costs, and other financial approaches. Meanwhile, our “sell” to production managers has been based on compliance issues with OSHA/MSHA standards. We have set ourselves up for an uphill battle between production and safety.

Though we missed the boat earlier to integrate safety and production together, the timing now could not be better. Helping our managers see the integrated picture between safety and production should be our focus with less emphasis on compliance. Think about it – getting people to do something “because OSHA (or MSHA) says so” is not very motivating. Helping to see how safe performance also impacts production numbers, employee morale, absenteeism, and productivity schedules in addition to personal quality of life has a much greater effect. Continue reading “Increasing Production Performance Through Safety”

Three competency elements of the safety professional

The October 2012 edition of The Synergist, the magazine of the American Industrial Hygiene Association, included a frank interview with Niru Davé of Avon. Dave says that many safety and health professionals have a low level of competence.

He explains his statement through his belief that there are three competency elements in a safety professional:

Knowledge – staying up-to-date with the information in your field
People Skills – respect and approachability, and
Contribution – communication and involvement, participating in and generating a strategic approach.

These elements could apply to any profession and to any professional association, or industry group. Indeed these elements can be both personal and organisational. Continue reading “Three competency elements of the safety professional”

Australia’s psychosocial barometer provides strong evidence for policy and corporate change

OnlineMBA.com recently uploaded a video about “The True Cost of a Bad Boss“. It is a good summary of the spread of negative organisational and employee effects that can result from poor management poor understanding and poor communication. It is well worth remembering this spread when determining the best way to manage workplace safety and increase productivity.

Although the video is from the US, there is research evidence to support many of the points raised. In December 2012, Safe Work Australia released The Australian Workplace Barometer Report On Psychosocial Safety Climate and Worker Health in Australia, a report that has been largely missed by the Australian media. The report says that:

“A standout finding here is that depression costs Australian employers approximately AUD$8 billion per annum as a result of sickness absence and presenteeism and AUD$693 million per annum of this is due to job strain and bullying.” (page 6)

This is a significant impact on Australian business costs and, if one takes the OnlineMBA information concerning bad bosses, Australian bosses may need to undertake a considerable amount of self-analysis when lobbying for red-tape reductions and calling for productivity increases. Continue reading “Australia’s psychosocial barometer provides strong evidence for policy and corporate change”

It can take a long time to learn how to manage workplace safety

On 21 December 2012 in the South Australian Industrial Court, Amcor Packaging (Australia) was fined $A96,000 over a breach of the occupational health and safety (OHS) laws. That type of sentence appears frequently in SafetyAtWorkBlog but the difference this time is that it is the third similar OHS prosecution and fine applied to Amcor in South Australia. Amcor Packaging has had similar OHS problems in Queensland and Victoria.

According to a SafeWorkSA media release (not yet available online), the latest prosecution involved an incident in November 2010 where:

“Two workers were walking on conveyor rollers to guide an unstable stack of cardboard when one inadvertently stepped into a gap between the rollers. The female worker was then struck by the arm of an automated pallet sweeper, sustaining multiple fractures to her lower leg and ankle.”

In his judgment on the case, Industrial Magistrate Stephen Lieschke said there was no risk assessment at the plant and a lack of engineering controls. The two previous Amcor offences in South Australia also related to inadequate engineering controls.

Recurrence

Magistrate Lieschke also said that

“The two prior offences are highly relevant to this sentencing process, as the court is left with a low level of confidence that Amcor will not commit any future offences…..,”

In June 2008 law firm Holding Redlich mentioned an increase in an OHS penalty against Amcor by the Court of Appeals: Continue reading “It can take a long time to learn how to manage workplace safety”

Considering organisational violence may provide a more effective path to controlling psychosocial issues at work

Vaughan Bowie is an Australian academic who has chosen workplace violence as his major area of interest. Bowie came to general prominence earlier this century with several books and his contribution to the WorkcoverNSW guidance on workplace violence.

Cover from Proceedings_3rd_Workplace_Violence_2012 His research has taken him to look at “organisational violence” and in October 2012, he addressed the 3rd International Conference on Violence in Healthcare (the proceedings are available HERE) on the topic in a presentation called “Understanding organizational violence: The missing link in resolving workplace violence?”

Bowie writes, in the conference proceedings (Page 155), that

“Initially much of the workplace violence (WPV) prevention and management responses focused on criminal violence from outside organizations. At the same time there was also a growing concern about service user violence on staff especially in the human services area. A later stage of this development was a growing recognition of relational violence at work. This includes staff-on-staff violence and aggression, bullying, horizontal violence, sexual harassment and domestic violence.

Models based on these areas of WPV have been developed by the International Labor Organisation (ILO), the World Health Organisation (WHO), the Injury Prevention Research Center (IPRC) and the California Occupational Safety and Health Administration (Cal/OSHA) and other regulatory bodies. This presentation will show that the current models and responses based on these types of WPV are inadequate and ineffective because they largely ignore the fact that organizational culture and management style have a direct contributory effect on the types of violence experienced by employees, third parties, and service users. The findings demonstrate that what at first appears to be criminal, service user or relational violence at work may in fact be the outcome of a type of ‘upstream’ organizational violence trickling down in a toxic way triggering further violence.” (emphasis and links added) Continue reading “Considering organisational violence may provide a more effective path to controlling psychosocial issues at work”

Flogging a dead horse when it is still alive, though looking poorly

In The Australian newspaper on 24 November 2012, columnist Judith Sloan discussed how the harmonisation of Australia’s occupational health and safety laws are

“a present glaring example of a despot stripped bare…”

Earlier this year, in April, Sloan said harmonisation was dead so one could say she is flogging a dead horse. Some parts of her November article (only available online via subscription) do not seem to be supported by evidence and her terminology occasionally indicates a lack of understanding of occupational health and safety matters.

Sloan rehashes some of the April 2012 article including the image of crying public servants but gives prominence to the inconvenience to some companies under the Comcare scheme. Several years ago some national companies opted out of State-based OHS and workers’ compensation schemes in order to join the only national safety scheme that was available at the time. Part of the reason for this move was that it provided national coverage for national businesses. Some complained because Comcare was seen as having a much smaller enforcement team and that the OHS laws were, somehow, less than in many of the States. This option was provided under a Conservative Government to assist business. The same government instigated the OHS harmonisation process.

Continue reading “Flogging a dead horse when it is still alive, though looking poorly”

Category: executives

Master Builders’ curious response on construction safety

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Increasing Production Performance Through Safety

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Three competency elements of the safety professional

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Australia’s psychosocial barometer provides strong evidence for policy and corporate change

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It can take a long time to learn how to manage workplace safety

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Considering organisational violence may provide a more effective path to controlling psychosocial issues at work

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Flogging a dead horse when it is still alive, though looking poorly

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