Ministerial responsibility in finance but not in workplace safety

Ministerial responsibility seems to be advantageous in financial policies but irrelevant to workplace safety going by actions by Australia’s political leaders.  This week former senior (Labor) parliamentarians, Mark Arbib, Peter Garrett, Greg Combet and Kevin Rudd, will be fronting the Royal Commission into Home Insulation to explain their lack of due diligence on workplace safety matters.  This is only a week after the Federal (Liberal) Government released a Commission of Audit report that promoted ministerial responsibility.

The popular perspective is that these ministerial decision-makers will be held to account for the deaths of four young workers but this is unlikely to occur because State occupational health and safety (OHS) laws establish a direct OHS relationship between employers and employees and the senior politicians did not employ anyone who was installing home insulation.  The argument at the Royal Commission mirrors the chain of responsibility concept except that in work health and safety (WHS) legislation, government ministers are not covered by the definition of ‘officer’ and therefore have less OHS/WHS responsibility that anyone heading up a company or organisation.

Labour lawyer

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Can Broken Windows Theory help OHS?

There are very few innovations that originate from within the occupational health and safety (OHS) profession.  Most of the change seems to come from the application of external concepts to workplace activities and approaches.  Recently a colleague was discussing how some of the current OHS initiatives mirror the “broken windows” concept which originated in criminology in the United States.  In some ways Broken Windows Theory mirrors OHS positives but it may also reflect some of the negatives or OHS dead-ends.

Ostensibly Broken Windows Theory discusses how attention to small improvements may generate cultural change.  However the improvements introduced seem to have different levels of success depending on the context in which they are applied.  For instance in OHS, a construction site may mandate that protective gloves are worn for all manual activity but if there is a variable level of manual handling risk, the wearing of gloves will be an accepted practice in one area but haphazard in another.  The intention of a mandated safety requirement is to change the risk and safety culture of a workplace but the different levels of risk mean that the requirement can be seen as “common sense” in one area but unnecessary “red tape” in another.

The criminological application of the theory reached its peak in New York City in the 1980s and 1990s.

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Royal Commission and risk registers

Most of the Australian media is waiting for the former politicians to appear at the Royal Commission into the Home Insulation Program later this month but the Commission has not been quiet in its many public hearings recently.  One of the hearings heard evidence that is particularly significant and relates to risk registers.

According to 

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Well-being programs have their place

Many Australian newspapers include articles about workplace health in their job ad or professionals sections.  On May 3 2014 the Weekend Australia included an article called “Working harder for health“.  The article touches on most of the usual elements of such articles

  • individual responsibility;
  • increased productivity;
  • medical screenings; and
  • vaccinations and fruit bowls.

But (finally) the interviewee acknowledges the importance of looking beyond corporate well-being programs to  larger organisational issues.

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Analysis needed on new workplace bullying data

In December 2013 I wrote:

“The Age is correct in saying that claims of workplace bullying are “set to soar”. This has been predicted for some time, even privately by members of the Fair Work Commission, but the number of claims does not always indicate the level of a problem.” (link added)

Recently the Fair Work Commission (FWC) released its

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Self-employment should not be seen as a work/life solution

Work/life balance is a close cousin to occupational health and safety (OHS), particularly health.  It is often the gateway people use to reduce occupational health risks such as stress and other psychosocial issues.  Moving to self-employment can be a successful strategy but it is not as easy as simply relocating one’s individual workplace or teleworking, the expected control on work hours may not eventuate and it may be very difficult to maintain a livable wage.  In The Saturday Age on April 26 2014 (not locatable on-line), Dr Natalie Skinner of the Australian Centre for Work + Life, provided a useful perspective.

Skinner writes that her annual surveys over the last six years have indicated that:

“self-employment is neither better nor worse for work-life conflict than being an employee.”

Skinner acknowledges that this seems odd because there has been so much debate about the win-win of workplace flexibility.

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“Safety is paramount”, “safety is our number one priority” = bullshit cliches

After a major incident or at an Annual General Meeting, it will be common to hear a senior executive state something like “Safety is our number one priority”.  This is unrealistic and almost absurd because even in the most worker-friendly company, the continued existence of that organisation is the real and ultimate goal.  Most corporate leaders believe these safety clichés because they think they reflect their own values but the statements are misrepresenting occupational health and safety (OHS) and need to be questioned.

Corporate leaders who say such statements are not hypocrites.  They are more likely to not understand the consequences of their statements.  If safety really is the number one priority, an executive should be able or expected to close the company if its work cannot be conducted safely.  If a company’s people are paramount to the success of the company, how does it handle an accusation of bullying against a manager?  Which of the people does the Board or the company choose to keep and which to lose?  Should it keep the “evil” sales representative because the rep is its most effective salesperson or sack the rep because he or she is abusive?

These are executive decisions that need to be worked through if any company is to develop an effective operational culture that truly values the safety of its workers.  It is vital that the reality behind the statements is analysed and acted upon, or perhaps such statements should not be uttered in the first instance.

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