safety culture – Page 52 – SafetyAtWorkBlog

Another Australia emergency organisation faces bullying claims

Emergency service organisations, like the military, are susceptible to accusations of bullying due to the hierarchical command structure on which they are based.

For decades this type of structure has been seen as a requirement for efficient emergency response or other activities under tight timelines and high expectations. It would not take much to perceive one’s supervisor saying “move it, move it, move it” or similar, over time as a repeated insult and, being repeated, an instance of bullying.

The Australian Broadcasting Corporation (ABC) is reporting on claims by the former president of the Metropolitan Fire Brigade Board (MFB), Adrian Nye, who was stood down in April 2010. The ABC says Nye has accused the MFB of having a culture of bullying.

CEO Graeme Fountain has called in KPMG to investigate Nye’s claims.

There is sufficient evidence to suggest that the hierarchical command structure is no longer compatible with contemporary expectations of respect, health, safety or wellbeing. Continue reading “Another Australia emergency organisation faces bullying claims”

Oil rig workers speak about BP/Deepwater incident

The worker impact of the BP/Deepwater incident in the Gulf Of Mexico has finally been provide a mainstream media airing in 60 Minutes. Workers Comp Insider blog provides some commentary and embedded video of the show.

It is a curiosity of American television that everything is open for discussion even though an official inquiry is underway. This may be to do with the fascination of all things television but may also be reflective of a country whose legal structure allows for greater and more immediate self-analysis than the United Kingdom and its Commonwealth colleagues.

From the information available about the events preceding the disaster and immediately after, there was an increased production pressure on the oil rig’s workers. There was some confusion on the authority for decision-making on process matters. Emergency procedures were not well-developed or the practicalities anticipated.

Clearly there were flaws in the safety management system regardless of any design issues. The governmental inquiry will be able to provide a much more detailed and dispassionate report of these events but it is clear that at this one oil rig in the Gulf of Mexico, safety management was not clearly understood or applied by workers at the frontline.

The world is looking forward to the “big picture” report.

CSB agrees to investigate the root cause of the BP Deepwater disaster

The chairman of the Chemical Safety Board (CSB), John Bresland, has formally announced his organisation’s investigation into the BP/Deepwater oil rig disaster. The experience and professionalism of the CSB is evident in correspondence to the U.S. House Committee on Energy and Commerce where the scope is defined and additional resources anticipated.

The letter identifies those current investigations that may need wrapping up quickly so that resources can be diverted to the BP/Deepwater investigation. This honesty has the advantage of reinforcing that the CSB is begin called on to undertake tasks beyond its resource allocation and is clearly an opening pitch for the next funding season, as a chairman should do. Continue reading “CSB agrees to investigate the root cause of the BP Deepwater disaster”

BBC podcast on UK’s OHS review

The BBC’s radio program, Politics UK, for 18 June 2010 includes an uncredited discussion on the OHS review announced by Prime Minister Cameron recently. The discussion occurs at the 20 minute mark of the podcast which is available to download for a short time.

Much of the content seems to reflect the thoughts and comments of The Telegraph article by Philip Johnston but at least the BBC reporter acknowledges that the issue is not really health and safety but the “fear of litigation”.

There is an interesting reference to the “goldplating” of European Union directions and the issue of food safety and cheese is mentioned. The impression given is that the more significant and, perhaps, the more difficult challenge for Lord Young is not OHS but the “compensation culture”. If this is the case, OHS may come off the worse of the two as it may be given a secondary priority.

Kevin Jones

Comcare at Senate Estimates – enforcement performance indicators

Comcare is often seen as a minor player in OHS regulation in Australia because, although it has national coverage, it limits its OHS and workers’ compensation activities to specific industrial and public service sectors. Although it is limited, it has a monopoly in those sectors and is powerful. Its role in Australia’s harmonisation program seems to be just another OHS regulator but it has a unique role and structure.

Recently, Comcare’s CEO, Paul O’Connor, and Deputy CEO, Steve Kibble, addressed the Australian Senate’s Education, Employment and Workplace Relations Legislation Committee in the annual Estimates hearings. Hansard reports Kibble’s comments (around page 32) on the enforcement activity of Comcare:

“Comcare has initiated 16 civil court proceedings in relation to alleged breaches of the OHS Act since 2004…..

Recent prosecutions include a matter in relation to a federal agent of the Australian Federal Police for a breach of his individual duties of care. Continue reading “Comcare at Senate Estimates – enforcement performance indicators”

Yesmanship – the biggest threat to safety culture

The recent release of a new book on Operation Mincemeat has again raised the term “yesmanship” in the media. Online definitions explain the term as

“An atmosphere in which people claim to agree with leadership for political reasons, even when they don’t actually agree with leadership” .

The significance of the term in relation to the current trend of “safety culture” should not be underestimated. Below are some definitions of safety culture that illustrate the similarities to or risk from yesmanship.

“The product of individual and group values, attitudes, perceptions, competencies, and patterns of behaviour that determine the commitment to, and the style and proficiency of, an organization’s health and safety management” Continue reading “Yesmanship – the biggest threat to safety culture”

A safe (social) system of work

For years Australian OHS legislation has focused on establishing a “safe system of work”. This focus is inclusive and is an understandable approach to safety regulation but it has also generated a fair share of confusion. If a business does not have a documented safety management system, does it have a system of work? Yes it does but the lack of documentation makes it very difficult to describe, particularly if there is a performance benchmark such as “compliance”. Humans like to have a clean line of cause and effect or a linear, causative management process. So vague concepts like “system of work” can be challenging.

Prescriptive rules used to be the way that safety compliance could be met but that world is long gone. Its distance can be seen by looking at the Australian Government’s new model Work Health and Safety Act which compounds the vagueness by including “as far as reasonably practicable” wherever possible. All of this vagueness makes the lot of the business operator more complex and more costly as the business operator seeks clarity from others such as lawyers, OHS consultants, auditors and Standards organizations. Is it any wonder that safety is seen as an exorbitant cost? In essence, OHS regulators have outsourced the responsibility, and the cost, to employers. Continue reading “A safe (social) system of work”

Category: safety culture

Another Australia emergency organisation faces bullying claims

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Oil rig workers speak about BP/Deepwater incident

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CSB agrees to investigate the root cause of the BP Deepwater disaster

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BBC podcast on UK’s OHS review

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Comcare at Senate Estimates – enforcement performance indicators

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Yesmanship – the biggest threat to safety culture

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A safe (social) system of work

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