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.”

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Blog in OHS small business research

Recently a reader brought to our attention a research report from Edith Cowan University that used SafetyAtWorkBlog as an important source of occupational health and safety (OHS) dialogue. “A ‘Once in a Generation Opportunity’? Narratives about the Potential Impact of OHS Harmonisation on Smaller Firms in Australia” by Rowena Barrett, Susanne Bahn, and Susan Mayson,…

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10 (better) questions organisations should be asking about workplace bullying

On 14 July 2015, Russell Kennedy lawyers published an article “10 better questions organisations should be asking about workplace bullying”. The article is a great example of the type of advice about workplace bullying that lawyers provide to companies.  It is good advice but is limited by the legal process.

Here are my alternate, or complementary, 10 questions for an organisation to ask about workplace bullying, in no particular order:

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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”

What can we learn from a failure in leadership?

Cover of 2013_Orica_Code-of-Conduct-1Many OHS professionals state that leadership is a crucial element to establishing a safety culture and then support this with examples of positive leadership.  But some people fail at leadership and failure is often more instructional than success.  Recently the CEO of Orica, Ian Smith, had to resign after his abusive manner resulted in the resignations of  two employees.  This is bad enough but when the Board hired Smith around three years earlier, the Board saw his manner as attractive.  If leadership is crucial to a safety culture, what does this say about Orica’s decisions?

The Chanticleer column of the Australian Financial Review (AFR) wrote on March 24 2015 (paywalled):

“The board’s determination to have Smith shake Orica to its foundations was so great it allowed him to destroy staff engagement and walk all over the company’s culture of mutual respect.  What is so bewildering about this deliberately aggressive and occasionally bullying change management strategy is that it was endorsed by a range of respected non-executive directors…..”

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WorkSafe Victoria heads roll

Victorian Premier Daniel Andrews has spoken publicly about the removal of the CEO and Chair of WorkSafe Victoria describing them as liars and incompetent.  As Jon Faine pointed out in the radio interview, the Premier has established a high level of accountability.  Hopefully this results in an increased diligence on OHS matters by government departments and authorities.

The Industrial Relations Minister in the Andrews Government, Robin Scott, was a

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New book challenges current OHS trends

Quinlan coverProfessor Michael Quinlan has a new book that focuses on lessons from recent mining disasters but, as with the best of occupational health and safety (OHS) books, it challenges orthodoxies.  Some OHS consultants and experts have built careers on these orthodoxies, trends and fads, and will feel uncomfortable with the evidence put forward by Quinlan in “Ten Pathways to Death and Disaster – Learning from Fatal Incidents in Mines and Other High Hazard Workplaces“. The honesty and humanity in this book makes it an essential part of any OHS professional’s library.

Quinlan establishes an important tenet from the very start:

“… knowledge is not created in a social vacuum.” (page xi)

This simple dictum is vital to an understanding of the true causal factors on OHS decision-making.  People die from OHS failures.  Politicians create laws and situations that can encourage failures, increase risk and can provide a veneer of respect for heartlessness and exploitation.  Business owners may feel pressured to place production before safety.  Some OHS writers and advocates stop, often unconsciously, at the point where their theory or market research would fail scrutiny.  Some apply critical thought only “as far as is reasonably practicable” to continue a business activity that is short-term or to sell their consultancy package to gullible or naive corporate executives.

Quinlan writes of the “political economy of safety”:

“The political economy perspective argues that safety, including workplace disasters, can only be understood in the context of the distribution of wealth and power within societies, and dominant social policy paradigms that privilege markets and profit, production or economic growth over safety.” (page 24, emphasis added)

To many readers this may sound like socialism in its mention of wealth distribution and power but such a perspective is valid even though it may be unfashionable.  Such a broad perspective allows for a critical assessment of other OHS research approaches such as, for instance, the culture advocates. 

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