Just five years ago the cost of workplace injury and illness to the Australian economy was estimated at $34.3 billion.
Today, four Australians die from work-related causes every week: in most cases death comes years after an accident, but often disaster will strike in the workplace. A quick headline search will tell you a gruesome story of people who were run down, crushed, struck, or fell to their death.
International injury statistics tell a similar story. In 2000 the European Union estimated that the cost of occupational accidents was 55 billion euro per year. It believes that this figure is likely to be an underestimate. The World Health Organisation has estimated that 37% of low back pain, 16% of hearing loss, 13% of chronic obstructive pulmonary disease, 11% of asthma, and 8% of injuries are related to work.
But while the statistics are a compelling cause for concern, historically occupational health and safety (OHS) has been seen as an afterthought, a box to tick, or simply an optional extra after day-to-day business has been taken care of.
Clearly there is a need for a culture change, but how can this be achieved?
Increasingly, regulation has been seen as an answer. In a blueprint for safer workplaces released last year, the Australian Chamber of Commerce and Industry noted that in the five years to 2003 there were more than a dozen principal OHS Acts, 166 amending OHS legislative instruments and 1,796 changes to rights and obligations of employers and employees on workplace safety.
But regulatory measures are a negative incentive for change, and are ultimately limited in their effectiveness. Regulation tends to have a punitive focus, and in reality there are much better reasons for employers to rethink their approach to health and safety.
Aside from the fact that it is intrinsically good for people to be fit and well, happier and healthier employees are more productive, and productivity is of course good for economic growth. An obvious positive outcome of safer workplaces is fewer lost-time injuries. People who are unfettered by stress are also able to concentrate better and work more efficiently.
Sustained improvements in OHS performance can also contribute to lower workers compensation insurance premiums, which in turn have the potential to translate into a true competitive advantage. And in the long-term, health and safety is a core component of corporate social responsibility and a factor influencing reputation. Prevention is better - for people and business alike - than a cure.
It starts at the top
Recognising the positive benefits of an effective health and safety regime, the challenge for managers and executives is to transform attitudes within their organisations, and to introduce effective health and safety practices.
This has to start at the top. In 2002 a study undertaken by the UK Government’s Health and Safety Executive found that a commitment by senior management is the single most important factor contributing to a safety culture. This commitment can be clearly shown through regular communication, beginning with a written statement and supported by ongoing comment on key performance indicators. Consistent with this leadership-driven approach, health and safety issues should be discussed at board level.
Similarly, although health and safety is the responsibility of all employees, to help build a pervasive awareness of this issue, committees and site safety representatives across an organisation can help lead internal discussions on health and safety.
Set up standards and processes
Well-defined health and safety policies and processes will help to drive action. Standards can be defined and processes outlined for identifying, evaluating, preventing or controlling workplace related hazards. Equipment observation and inspection schedules can be established, and staff assigned areas of responsibility with specific tasks. Protocols can be put in place for dealing with accidents, or the sudden awareness of a hazard. Regular checks to confirm these measures are being implemented appropriately are critical.
Begin from the beginning
Small changes can make a big difference. A level of first aid training and education can be maintained across the organisation by including appropriate training as part of staff induction processes. Induction should also be used to outline potential hazards in the workplace, and to introduce new employees to the organisation’s commitment and practices to maintain workplace safety.
Use cents
While safety audits and specialist advice can be helpful, health and safety initiatives do not have to be costly or complicated. Dealing with stress, for example, need not require a reallocation or reduction in workloads. Researchers have advised that anxiety is often a result of people ruminating on their problems, and that employers can address this through good communication and training staff to “let go”.
The bottom line is that while there needs to be an organisation-wide emphasis on health and safety, it doesn’t have to be costly, and can bring significant benefits to workers and business performance. Looking back, we’re making progress: the number of compensated workplace fatalities in 2002/03 was almost half the level it was at in 1996/07. Workplace injury rates also continue to decline. But to achieve the full benefits of better health and safety practices in the future, the next step is to change how we think.