Category: safety culture

CFMEU, IPA, Gretley Mine – political lessons

Readers outside of  New South Wales may vaguely remember that in 1996 four miners died in a coalmine in the Hunter Valley 0f New South Wales.  They may also remember that the was some press about the prosecution of some directors of the mining company.  It was one of those incidents and court cases that should have gained broader attention that it did.

As OHS stakeholders in Australia ponder the ramifications of the Government’s proposed Safe Work Bill, it is important to also ponder the legal legacy of the Gretley mine disasater.  It may provide non-NSW and non-mining readers with a better understanding of the resistance to the new harmonised laws from the mining industry in both New South Wales and Western Australia.

Cover ARTAndrewVickersOpinionPiece091009On 15 October 2009, Andrew Vickers of the Construction Forestry Mining & Energy Union used the Gretley saga as a justification to call for the harmoinised legislation and support systems to allow for variations to meet the special needs of the mining sector.

cover PHILLIPS 5.04925E-210RETLEYOn the other side of political fence, Ken Phillips of the Institute of Public Affairs, a conservative thinktank, produced a document about the politics of the Gretley saga.  The publication was supported by a video, available below. Phillips’ paper is a useful illustration of business’ opinions of the unions and New South Wales’ OHS legislation.  This legislation is a centrepiece to the ACTU and union movement’s concerns and opposition to many elements of the current draft Safe Work Bill.

Prominent sociologist, Andrew Hopkins, has written about the OHS management issues raised by the disaster and its aftermath.

SafetyAtWorkBlog believes that these political and safety resources can provide a primer to many of the issues being discussed in the current debate on OHS laws.

Kevin Jones

Leadership, MBAs and Community

The G20 summit in Pittsburgh, United States, this week will include a lot of analysis of the global financial crisis and various stimulus packages.  Some, such as Professor Henry Mintzberg,  have pointed the finger at business courses, such as the Master of Business Administration, that have encouraged personal greed.  Some in the executive industry describe (rationalise?) this as creating “shareholder value”.  Regardless of which ideological side one takes, MBA’s are getting a makeover.

In a recent article Professor Rakesh Khurana of Harvard University has argued that

“…the shareholder model is too blunt and does not capture the reality of business”.

But before one categorises Khurana as an advocate of the left, Khurana operates within a bigger context.  Khurana argues that

“…a professional ideology of “service to the greater good” is not at odds with the principal of shareholder value creation.  It actually grounds shareholder value morally and integrates it in a richer multidisciplinary context.”

The multidisciplinary approach to management is familiar to anyone who has studied risk management but it seems to be radical in the financial sector.  Professor John Toohey of RMIT University’s Graduate School of business  has said in the same article as referenced above

“We fail as a business school if we don’t excite and frighten our students, and get them to think about the bigger issues, what sort of moral footprint they will be leaving… We do this by emphasising ‘work-integrated learning’, by trying to give our students experience of how complex issues are considered and managed in reality.”

Earlier this year Professor Toohey chaired an event that discussed the role of science and business.

But that integrated approach to business management requires a receptive audience.  Henry Mintzberg, mentioned above, wrote an article on leadership for the  Harvard Business Review for July/August 2009  that seems to talk about workplace culture without using that term.  Mintzberg talks about reestablishing a sense of “community” in corporations.  By community he means:

“…caring about our work, our colleagues, and our place in the world, geographic and otherwise, and in turn being inspired by this caring.”

Some would see this as “engagement”, others could compare this approach to establishing a social consciousness for the workplace.  Many OHS professionals will see elements of community in many of their activities around a workplace safety culture.

The full/longer article is well worth obtaining (it was reprinted in the September edition of the AFR Boss magazine in Australia) as it lists the following lessons, amongst others:

Community building in an organisations may best begin with small groups of committed managers.

The sense of community takes root as the managers in these groups reflect on the experiences they have shared in the organisation.

The insights generated by these reflections naturally trigger small initiatives that can grow into big strategies.

The discussion about “communityship” seems to have strong echoes in other business management strategies.  At the core are the same concepts being discussed in different terms.  The trick is to ignore the competitive claims of ownership or intellectual property to get to the useful truths that lie within.

Kevin Jones

Safety Leadership push in Queensland

Expect quite a few OHS statements coming from Australian politicians as the country approaches Safe Work Australia Week in late October 2009.

On 16 September 2009, the Queensland Attorney-General and Minister for Industrial Relations, Cameron Dick, sought support for a

“…groundbreaking new program to reduce workplace deaths and injuries.”

Groundbreaking? Not sure. Perhaps for Queensland.

According to his media statement the “Zero Harm at Work ” program “aims to reduce the shocking number of deaths and injuries in Queensland workplaces.”  Dick goes on to say

“Ensuring safety in the workplace is one of the most important challenges facing industry in Queensland… Every year around 100 Queenslanders are killed at work and 30,000 people suffer serious injuries or work related diseases.  The cost to our State of these tragic deaths and injuries is more than $5 billion a year.  And worst of all, mums, dads, husbands, wives and children are left mourning the family member that never came home from work.”

Dick hits the right targets in the media statement but does safety leadership, particularly these types of programs, stop incidents from occurring in the workplaces?

Or is the effect of these programs to have senior executives feel that they are reducing injuries because they are talking about safety?

SafetyAtWorkBlog has long believed that safety awareness does not necessarily equal the reduction of workplace injury and illness.  “Zero Harm” cannot be achieved without financial cost and it is unclear whether industry is willing to invest the amount of money required to genuinely achieve this aim.

But then if “zero harm” is only a goal, an aspiration, then it doesn’t matter if it is not achieved “at least we tried”.  (Or the total cynic would say “at least the voters saw that we tried”)

There are sure to be more such statements and launches in the next six weeks.  SafetyAtWorkBlog will be looking for evidence not aspirations.

Kevin Jones

Finger injury causes hefty new safety agenda for John Holland Rail

Comcare has instigated a hefty list of enforceable undertakings (EU) against John Holland Rail (JHR) after a contractor, Jack Wilmot, needed a finger amputated after a workplace injury.

According to the report on the Comcare website

“…an apprentice boilermaker was involved in an incident which resulted in crush injuries to his left index finger at a JHR facility located at Kewdale, Western Australia.”

Cover John_Holland_enforceable_undertaking_legal_documentComcare’s investigation report

“found that JHR failed to ensure the apprentice, had received adequate training, supervision and instructions in the task he was undertaking when injured.”

Stephen Sasse, Director of John Holland Rail, signed off on the enforceable undertaking at the end of August 2009.

Below are some of the mandatory safety improvements

  • maintain the new supervisory structure implemented at the Kewdale facility shortly after the incident
  • implement and adapt the safer systems of work across JHR workplaces within two months of signing the EU
  • conduct a risk assessment of all major activities undertaken by JHR to determine and identify those which should be classified as ‘high risk activities’ (HRAs) within six months of signing the EU
  • eliminate where reasonably practicable to do so, all HRAs and otherwise apply appropriate control measures to the balance of the HRAs, within six months of signing the EU
  • provide training regarding safer systems of work to all JHR employees who undertake rail plant maintenance activities as part of their duties within eight months of signing the EU
  • commence implementation of the Rail Safety Business Plan 2009 at all JHR workplaces by 31 September 2009 including commencing work on each of the 28 strategic initiatives within the stated timeframes.

Some of these tasks would be impossible to undertake from scratch.  A response from John Holland Rail and/or John Holland Group is being sought.

Enforceable undertakings are a feature of financial and OHS legal processes.  In Queensland and Victoria an EU is

“… a legal agreement in which a person or organisation undertakes to carry out specific activities to improve worker health and safety and deliver benefits to industry and the broader community.”

John Holland Group has been proud of its OHS record for many years and has had the benefit of Janet Holmes a Court as a safety champion within and outside the company.  Holmes a Court spoke of her commitment to safety at the 2009 Safety In Action Conference which was hosted by the Safety Institute of Australia (SIA) of which John Holland is a Diamond Corporate Partner ($A25,000 minimum donation).

Only last week the SIA, proudly announced a Diamond Corporate Partnership with John Holland Group which commits the company to, amongst other commitments,

  • “Act and work responsibly and competently at all times to improve health and safety in workplaces and ensure they do no harm.
  • Give priority to the health, safety and welfare of employees, employers and other workplace health and safety stakeholders in accordance with accepted standards of moral and legal behaviour during the performance of their duties.
  • Ensure the health, safety and welfare of employees, employers and other workplace health and safety stakeholders takes precedence over the professional member’s responsibility to sectional or private interests.
  • Ensure work by people under their direction is competently performed and honestly and reliably reported.
  • Ensure they do not engage in any illegal or improper practices.”

It is suggested that for next year’s Safety In Action Conference, the SIA asks a JHG representative to discuss the above enforceable undertakings as a case study of inadequate safety management and the related organisational and financial costs.

Kevin Jones

[Note: Kevin Jones was involved in the promotion of Safety In Action 2009]

Why isn’t safety and health a continuum in a worker’s life?

Several years ago I attended a safety seminar hosted by Seacare.  Maritime safety is not part of my “brief” but safety is, and I was seeking alternate perspectives on my specialist area.  Seacare conducted a session where the treatment and management of an injured worker was work-shopped from incident to return-to-work.

It was the first time I had seen a panel of experts deal with the life of a worker across the injury management continuum.  The session showed the necessity to communicate across several disciplines and to always keep the focus on the injured worker.  I had never seen a better example of risk management in relation to an  employee’s welfare.

If only the real world was as organised.

WorkLife Book Covers 003Work/life balance in Australia is skewed towards those workers who have young families or a role as a carer.  This is due to work/life balance evolving from the feminist and social concepts of the 1970s and in response to the increased number of women in paid employment.  Barbara Pocock sees these matters in the 1970s as themselves a reaction to the “male-dominated employing class” that, in one exampled, believed that 3 month’s long-service leave was more important than maternity leave. (p212, The Work/Life Collision)

Work/Life Balance Origin

(Wikipedia has a peculiar article on work/life balance that has some interesting points and reference links but then undoes its good work by relying on a couple of major sources and many of them are commercial consultants.  That the Australian work in this area is not referenced, indicates a major deficiency.  Please note that the concept of balancing work life and non-work life existed well before “work/life balance” was first used.  SafetyAtWorkBlog would point the concept’s origin to around the same time as Australia’s introduction of the eight hour day in the mid-1800s or even earlier with Robert Owen in the UK calling for a 10-hour day.)

WorkLife Book Covers 005In the 2000s the emphasis remains not on work/life balance but work/family.  As a result, work/life balance will remain an issue handled in the management silo of human resources and being seen as relevant to a lifestage of an individual rather than the individual themselves.  There is also an inherent gender bias that could be minimised if the silo was removed.

The Seacare workshop illustrated for me that an injured worker is managed by different silos throughout their rehabilitation.  Wherever possible the employer outsources this management to experts in OHS, trauma counselling, medicine, physiotherapy, return-to-work coordinators, and other specialists.  The common element through all of these silos is the individual and that person’s health.

OHS & Work/Life Conflict

WorkLife Book Covers 001Occupational health and safety has a big advantage over work/life balance in that it focuses on the individual first.  Employers must provide for the health and safety of the worker and, by and large, employers get the safety obligation right.  This part of the process has long-established practices based principally on engineering solutions – stopping things falling on a worker, stopping the worker falling into machinery, stopping the inhalation of toxic dust – effectively “blue collar” solutions to “blue collar” hazards.

The mental health of the worker was not a big concern.  This is partly because in most of Australia, legislation only ever related to health and safety, and rarely to welfare.  Where welfare was a legislated consideration for the management of workers, the social context of the worker was acknowledged myuch earlier and work/life issues began to grow.

The regrettable element of this evolution was that “health” remained a narrow workplace definition instead of embracing the “welfare” or mental health of the worker.  If health had been supported by a definition that included welfare in all Australian States’ OHS legislation, the mental health needs of workers and the social contexts of worker management would have been discussed much earlier and in parallel.

Work/Life Balance Awards – A Missed Opportunity

An example of the divergence and the need, in my opinion, to reintegrate work/life balance and occupational health comes from some correspondence I have had with the organisers of the National Work/Life Balance Awards in the Australian Department of Education, Employment and Workplace Relations (DEEWR).  Until very recently, these awards were called the National Work and Family Awards.

WorkLife Book Covers 004DEEWR includes in its structure Safe Work Australia, the organisation responsible for monitoring OHS across the country.  It seemed odd to me, from the big holistic picture, that DEEWR has not included Safe Work Australia in the judging panel for the 2009 Work/Life Balance Awards.  DEEWR advised me that it believes the OHS experience of two of the judging panel, the Australian Council of Trade Unions and the Australian Chamber of Commerce and Industry, was sufficient.  Perhaps but why not draw on the OHS expertise of one’s own staff as well?

It also seemed odd that one organisation would conduct two national awards programs – the National Work/Life Balance Awards and the Safe Work Australia Awards.  DEEWR advised me that

“The [National Work/Life Balance Awards] recognise organisations that are outstanding in achieving positive outcomes through the implementation and communication of work-life balance policies, practices and initiatives which meet the needs of both the employer and its employees. The Safe Work Australia Awards focus on OHS more broadly and recognise businesses and individuals for their outstanding efforts in OHS and for making safety a high priority in their workplace.”

If the Safe Work Australia Awards focus on “OHS more broadly” why not have one set of awards that acknowledges both the work and social contexts of employees?  This is harder to answer when

“Applicants for awards must consent to an assessment to determine whether they have complied with the Fair Work Act 2009, the Workplace Relations Act 1996 and any relevant state or territory legislation, award or other industrial instruments” [my emphasis]

This would surely include the OHS legislation of each State and the Commonwealth.

DEEWR does not involve any of the state OHS regulators in the awards process.  The judging panel does not analyse the workers’ compensation premium awards rates of award contenders.  State regulators could surely provide a useful perspective as it is mostly under their jurisdictions that businesses are prosecuted for OHS breaches.  Worker’s compensation premiums are used by all regulators as a major (sometime the only) indicator of safety performance and for targeting of enforcement programs.  The judges of the National Work/Life Balance Awards do not.

OHS professionals and return-to-work coordinators acknowledge that the non-work life and mental health of workers are important elements in regaining a fully-functional employee.

DEEWR made the decision to rebrand the awards to Work/Life instead of “work and family”.  This does not reflect the complex interrelations of the social and individual contexts of the health and safety of individual workers.

DEEWR is coordinating the reforms of laws into both OHS and workers compensation.  The Australian Government is working on legislative harmonisation across all legislative jurisdictions in workplace health and safety.  These OHS laws are likely to extend employer obligations well beyond workers to the public and those potentially affected by work practices..

However DEEWR is missing a major opportunity to set the agenda for the future by acknowledging that the impacts on an individual of the work life and the home life should be managed across the social and employment disciplines.

Kevin Jones

The images included in this posting show some of the many terrific books dealing with, or mentioning, work/life management.

CertIV OHS training in Beijing

Several years ago I met an OHS professional from Singapore, Daniel LO.  Daniel relocated to Australia and has continued his OHS career.  Last month Daniel conducted a Certificate IV OHS course for the Sinopec Corporation.  As China becomes even more important to the world economy, pressure is increasing to show an acceptable commitment ot workplace safety.  We, in the West, have seen this most in China’s coal mining industry and some of its manufacturers, particularly for some global brands.

In talking with Daniel last week, he offered a short article on the training course he instigated and conducted.  Daniel is an asset to Australia and will be one OHS professional to watch.  Here is his contribution:

An OHS Professional Report on Safety Developments in China

Since China’s entry into the World Trade Organisation in December 2001, there has been much pressure from the international community for China to raise its Occupational Health and Safety standards.   The introduction of the Safe Production Law in 2002 and more recently the adoption of the Law on the Prevention and Control of Occupational Diseases in 2008 is the response of a determined government, to ensure that its regulatory framework catches up with the nation’s unprecedented economic growth.

Heeding this call to protect workers’ safety and health by investing in OHS training is state owned enterprise – China Petroleum & Chemical Corporation – one of the largest state-owned major petroleum companies in China, The company has made it to the top ten ranking by Fortune Global 500, is also known as Sinopec Corp, and is listed in the Shanghai, New York and Hong Kong Stock Exchanges.

In July 2009, as an OHS professional with bilingual ability, Daniel Lo personally negotiated, prepared and delivered the first ever CertIV in OHS in Sinopec (Beijing).  This flagship competency-based training and assessment  is also part of Sinopec’s policy of “Safety First, Prevention Foremost, All Involvement and Comprehensive Control," to achieve a better Health Safety and Environment (HSE) performance.  Participants for this training are project managers, safety managers and supervisors from various oil fields in Saudi, Sudan, Ecuador, Yemen, Iran, Nigeria, and China.  The key success of this program has been the training and sharing of occupational safety and health management system in context of China’s language, culture and history.

Daniel LO is presently engaged as a senior OHS consultant by IFAP.  He has an MBA, BSc in Mechanical Engineering, Specialist Diploma in OHS, CertIV in OHS, Diploma in Information Technology, Advanced Certificate in Training and Assessment.  He is also a Certified lead auditor for OHSAS18001.

Vehicles are workplaces too

Radical Concept 1 – A vehicle can be workplace

Today the Australasian New Car Assessment Program (ANCAP) urged fleet managers to consider OHS obligations in their choice 0f work vehicles.  ANCAP said

“Our understanding of the OH&S principles is that there is an obligation on companies and fleet managers to ensure a safe workplace.

“Vans certainly constitute a workplace under the legal definition. We would urge fleet purchasers to examine the legislation and then factor safety into their fleet purchasing policies.”

But in practice this creates enormous challenges for the fleet manager who may only have chosen vehicles in the past that were fit-for-purpose without considering the needs of the driver.

Only recently have steps been added to trucks to allow for easier access to goods on the rear trays.  When technology became affordable tilt-down hydraulic ramps were installed, although these have their own work hazards. In both of these examples the changes occurred outside the cabin and related to accessing the transportable products.  Looking after the physical and psychological needs of the driver as a worker is different.

For instance, emergency fire appliances in Australia have had substantially improved design over the last ten years.  Many of the features are for the benefit of drivers and passengers, such as flip-out steps  for when the vehicle is stationary or special seating to allow for personal protective clothing.  But the cost of each of these new “safer” vehicles is such that the introduction is phased in and most likely as replacement vehicles.  This process could take years.  How can a workplace justify allowing only some workers to use “safer” workplaces?  The churn of vehicles could establish an inequitable safety standard ion the workplace.

ANCAP’s argument seem to be that a fleet manager who chooses a vehicle that does not have the  highest level of safety available are not providing a safe workplace.  We could be back to determining what is reasonably practicable.

Radical Concept 2 – A road can be considered a workplace.

Some bus drivers consider their regular route to be a workplace.  To some extent this is supported by the road traffic authorities who only allow certain speed control mechanisms on the roads that have bus traffic, such as speed islands rather than speed humps.  Although this may be due to the needs of not knocking the passengers around as well.

Regardless of the whether it is passenger safety, pedestrian safety or public liability insurance that creates these design decisions, bus drivers take some “ownership” of their routes.

Important Consideration 1 – Vehicles have drivers

A lot of attention has been given to driver distraction and how drivers drive.  Not only are there distractions from within the cabins from passengers, radios, phones, cigarette smoking and a range of driving activities, the relationship between external signage and driver response has also been high.

The complexity of the distraction issue can perhaps be summarized by a couple of recent links. In July 2009 a roadside memorial to a fatality itself is identified as having contributed to a fatality.  Research in the United States has begun on the impact of roadside memorials but at the moment the jury is out.

“Our results showed that the number of red light violations was reduced by 16.7% in the 6 weeks after the installation of the mock memorials compared to the 6 weeks before whereas the number of violations at two comparison sites experienced an increase of 16.8%.”

Managers, fleet and OHS, also need to assess the suitability of their workers for driving and consider the following matters.

  • Companies have an obligation to induct new workers.  Do companies induct new drivers on their vehicles or is a valid driver’s licence deemed sufficient?
  • Is a driving licence a certificate of competence?
  • Is a worker’s driving record considered when employing them?  Would one employ a driver whose record shows a propensity for speeding?
  • Are driving applicants asked whether there is a history of road rage?
  • How many demerit points are left on their licence when employed?
  • For car driving the same licence is used for personal vehicle use and driving work vehicles.  What would happen if the worker has their driver’s licence suspended thereby ending their capacity to drive for work?
  • It would be necessary to clarify in what circumstance transport accident insurance applies and when injuries relate to workers’ compensation?
  • Who should investigate a traffic incident involving work vehicles – the OHS regulator, police or some other authority?
  • Are traffic incident statistics collected for work-related vehicles?

Perhaps ANCAP could begin looking not only at the design of vehicles and additional safety features but also how these matters affect a driver’s perception of their own safety.  Does the elevation of the driver compared to other vehicles change the way the driver drives?  Could the safety features encourage the driver to drive recklessly?  Is technology deadening the driver’s instincts?

Similar questions have been posed in the occupational field for decades in relation to the operation of plant, the safe design of workplaces and the types and locations of safety signage.  Now these concepts must be considered for the mobile workplace.  Many will find this process challenging with some thinking that it is just another grab by the OHS “fascists”.

The issues do need considerable discussion in workplaces.  The recent WorkSafe Victoria “Guide to safe work related driving” is a good starting point but for the development of appropriate policies and, more importantly, to affect cultural change on the matter, companies require an elaboration by traffic authorities and from groups like ANCAP.

Kevin Jones

© Workplace Safety Services P/L (ABN: 68091088621) and SafetyAtWorkBlog, 2008-2024. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Kevin Jones and SafetyAtWorkBlog with appropriate and specific direction to the original content.

Concatenate Web Development
© Designed and developed by Concatenate Aust Pty Ltd