change – Page 16 – SafetyAtWorkBlog

COVID19 disruption may be unprecedented but was it foreseeable? You bet

Almost twenty years ago, there was a surge in discussion and analysis about disaster preparedness, mainly, due to the terrorist attacks of September 11 2001 and the aftermath, especially the use of biological weapons. The risks of viruses was considered around that time but there was so much fear and multiple threats, real and perceived, that the preparedness for social harm and disruption due to naturally-occurring viruses was largely overlooked or neglected. However, in this time of COVID19 it is useful to remember that viral pandemics and preparedness were being discussed. Whether the discussions became actions, or should have, is a different discussion.

Professor Lee Clarke’s book “Worst Cases – Terror and Catastrophe in the Popular Imagination” provides a useful and pre-COVID19 lesson.

Beware a resurgence in Danger Money

“Danger Money” is an occupational health and safety (OHS) and Industrial Relations (IR) concept that must always be watched out for as it can perpetuate a hazard or risk in apparent contravention of the OHS legislative obligations that each employer and worker carries. The concept is at risk of reappearing as the role, income and wages of essential workers are reassessed in this time of COVID19 pandemic and economic reinstatement.

Safety opportunity from calamity

Australia is starting to settle into a state of stability as the various restrictions on life and work become more consistent. This has also allowed for some to start thinking about the recovery phase – the “bridge”, the awakening, whatever one wants to call it – to reconsider what we think of work and workplaces and our expectations are for the future. Do we resurrect the BC (Before COVID19) employment and economic models or work differently? There is an opportunity to steer work and business into a more sustainable direction that reduces physical and psychosocial harm and regains productivity and profitability. The structures, models and criteria already exist.

And, perhaps, we should incorporate the values recommended by actor, Matthew McConaughey.

The next gig job must be safer and healthier

A man in different kind of occupations. Credit:
bowie15

A lot of focus is currently on casual workers as their jobs disappear due to the responses to the COVID19 coronavirus. Australia has around 2.6 million of them and there are many more workers who may be classified as Part Time but operate on uncertain rosters and are, in reality, as precarious as casual employees. Occupational health and safety (OHS) is struggling to address the hazards presented by modern variations of precarious work, such as gig economy workers, because it, and government economic and employment policy more generally, is structured on the assumption of Full Time Employment (FTE) with work occurring mainly from nine to five, on weekdays with weekends off.

Consideration of precarious worker OHS may seem a lesser priority at the moment as many of us are quarantined or quarantine by choice but at some point, hopefully, within the next twelve months, business will resume. However, that business model and structure is unlikely to be the same. Indeed, it should not be same as the risk profile for all businesses and the community generally has changed. So, let’s have a look at some of the recent thinking about precarious work and the OHS risks so that we can build a better, safer model.

COVID19 and the management of change

People wearing masks in Little India Mustafa Center Singapore Covid-19 Coronavirus

It is very hard to write about any occupational health and safety (OHS) issue in this time of a global pandemic. Many of the workplace hazards continue to exist but in a different context and, of course, the duty of care on both employers and workers continues wherever work is being done. Australians, understandably, have an insular focus at the moment, but there is some benefit from looking at how national disruption has been handled elsewhere in the recent past. COVID19 is not SARS, but Singapore’s action in 2003 is useful in showing how change can be managed. This change management is likely to be a more integral part of effective OHS management for all Australian businesses once the pandemic declines.

What does a psychological near miss look like?

This week a workplace mental conference has been running in Sydney with some excellent speakers. The theme is to improve integrated approaches to workplace mental health in the belief that progress can be most effective when workplace silos and professional disciplines share information and actively listen.

However, resistance to change continues and silos continue to exist even if the interconnecting bridges are half-formed. One half-formed bridge was illustrated when I put this question to a panel discussion:

“What does a psychological near-miss look like?”

The new must build on the old – Uber, violence and safety

Anything Uber does gets global attention. This month Uber released its Safety Report which included sexual assaults and misconduct by its drivers in the United States. It seems that the importance of a planned workplace health and safety system has caught up with Uber.

Category: change

COVID19 disruption may be unprecedented but was it foreseeable? You bet

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Beware a resurgence in Danger Money

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Safety opportunity from calamity

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The next gig job must be safer and healthier

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COVID19 and the management of change

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What does a psychological near miss look like?

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The new must build on the old – Uber, violence and safety

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