Category: Leadership

Wrong safety messages from Australia’s resources minister

“IMPROVED SAFETY FOR URANIUM WORKERS” is the headline of a media release from Australia’s Minister for Resources and Energy, Martin Ferguson.  The 9 June 2011 statement concerns the positive initiative of new health monitoring for those workers in the uranium mining and milling industries, but it also betrays a perspective that is dominant in the thinking of national policymakers.

If we accept that a principal aim of occupational health and safety legislation is the prevention of harm*, then the initiative announced does not improve safety for uranium workers.  It collates evidence of harm in preparation for compensation.

Minister Ferguson says

“The health and safety of workers is always our first priority. [If ever there was a statement that is a red flag for suspicion, this is it] The new national register strengthens protections for employees over their working life by ensuring that data for monitoring radiation doses will follow them if they move across jobs and across jurisdictions. Wherever they go in Australia, workers will be able to access records that track complete dose histories to ensure their good health into the future. The national dose register is integral to ensuring we have a world class regulatory regime in place for uranium mining in Australia.”

This quote shows the classic leap from a pledge of no (or minimal) harm to the reality – a register of harm. Continue reading “Wrong safety messages from Australia’s resources minister”

CEOs go undercover over workplace safety

The new initiative of Worksafe Victoria, placing CEOs undercover in their own workplaces, is a major change of direction and should produce a considerable amount of attention.

The online campaign, called The Skeleton Project, ostensibly applies the “Undercover Boss” concept to musculoskeletal injuries (MSIs) and workplace safety more generally. Elsewhere SafetyAtWorkBlog has mentioned that the “undercover Boss” concept is a realisation that CEOs and other senior executives have allowed themselves to become out of touch with the real world working environment of their companies or that the corporate management structure pushes executives into isolation however there are many positives in getting “out and about” as the CEOs in the new campaign do.

Continue reading “CEOs go undercover over workplace safety”

Australian safety awards are important but require rebooting

The 6th annual Safe Work Australia awards concluded a couple of hours ago.  The event was an opportunity to meet Australians prominent in the safety profession, celebrate innovation and to acknowledge individual efforts.  The winners’ achievements were largely significant but there are problems with the OHS award processes across Australia and the Safe Work Australia Awards reflected some of these.

The event, held at Parliament House, included a good collection of corporate, legal and  government decision-makers in the audience of 350 guests.  The Industrial Relations Minister, Chris Evans, delegated Senator Jacinta Collins (media statement available HERE) to attend the function and she expressed a rudimentary understanding of workplace health and safety.  She,  like many others, stated that “all workplace incidents are preventable”, a statement whose value is becoming dubious.  If safety professionals desire evidence-based decision making, someone needs to research the “preventable” statement as it risks creating unreasonable expectations of safety in the community, if it has not already.

Category 1: Best Workplace Health and Safety Management System

  1. Private Sector – Ballina Bypass Alliance
  2. Public Sector – Courts Administration Authority

Category 2: Best Solution to an Identified Workplace Health and Safety Issue – CSIRO Livestock Industries Continue reading “Australian safety awards are important but require rebooting”

Online media slams Workcover SA report

Online newspaper, Indaily, has released a report by DeakinPrime which summarises a November 2010 summit conference on workers compensation.  DeakinPrime facilitated the summit

InDaily focuses on the following criticisms, amongst others, from the report:

  • a silo approach by Workcover
  • the lack of feedback
  • injured workers were not the prime consideration of Workcover
  • politicisation was leading to instability
  • a disassociated claims management process.

These criticisms are present in the full report  but the presence of criticisms should not surprise as the nature of these summits are usually twofold – the creation of innovative solutions and an avenue for complaint.  Continue reading “Online media slams Workcover SA report”

Success from enlightenment not compliance

An article in the InDaily online newspaper for 4 April 2011 provides several safety management issues that are worth pondering. (Thanks to the readers who brought the article to my attention)

Keith Brown was the CEO of South Australia’s Workcover Corporation earlier this century.  He has told InDaily that he lost his position due to a change in the politics of the state and has not been welcome since. (A more personal perspective on Brown was provided by Rosemary McKenzie-Ferguson in a January 2011 blog comment.)

Brown says that the most effective way of reducing the unfunded liabilities of workers compensation is to communicate with all stakeholders in the injury management process.  He believes that

“WorkCover now operates more to service the needs of the bureaucracy compared to the operation he ran for six years in favour of the clients.” Continue reading “Success from enlightenment not compliance”

Rotting fish, safety leadership and wizards

In business, government and public authorities, CEOs and executives regularly resign during periods of controversy.  Within the 24 hours of each other in 2010 two prominent Australian executives resigned – Brian Waldron and Russell Rees.  Waldron because the rugby league team, Melbourne Storm, his previous CEO appointment, was found to have operated unethically during his time at the top.  Rees resigned because, he said it is the right time to leave, however there had been serious questions put in a Royal Commission about his handling of the events in Black Saturday bushfires when over 170 people died.

The dominant mantra in occupational safety management is that safety cannot be improved without leadership from the executives.  Australian safety conferences are laden with mentions of leadership.  Leaders have the potential to inspire, although some stay on for too long.

The leadership sellers in the corporate marketplace (some not dissimilar to wizards) are all pushing the positive benefits of leadership.  But there are good leaders and bad leaders.  There are inspirational leaders and there are selfish leaders.  There are those executives who lead in positive directions and there are those who lead organisations and others astray.  There are some people who are not suited to being leaders at all. Continue reading “Rotting fish, safety leadership and wizards”

Understanding people is understanding safety

SafetyAtWorkBlog reader Ken Malcolm submitted this comment in response to Yossi Berger’s article of 21 March 2011 but I think it warrants a post of its own:

It is often said two safety professionals never agree however I do agree SA law has been ineffective.  However let me explain why I think this way.

I am in Victoria, in the business of making sustainable changes in the workplace.  I am convinced that prescriptive legislation does not cut it when you want to improve safety, as Lord Robens recognised.  All you get are thicker law books and people less willing to read them.  In most businesses I consult to, they have a problem and the problem is quite simple.  They have excellent systems but nobody is implementing or enforcing them; or the employees are just not following them. In many cases they have an eager OHS Manager with perfect sets of graphs and records; he or she is busily tracking failure.  What they can’t do is drive a culture change.  BTW, safety culture is what you get when the boss isn’t there.

The requirement to find hazards and manage them according to the unique circumstances of the work environment and of the persons within it, does affect culture if this process is supported by senior execs and fostered or encouraged properly.  Laws that encourage that approach are desirable.  With regards to getting tough, fear motivation does not achieve lasting change and with a normalisation of deviance, greater risks are tolerated by degree until people are climbing on safety rails to clean equipment 6 metres from the ground.  Continue reading “Understanding people is understanding safety”

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