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Low “Near Miss” Reporting – Good Sign or Failure?

Low “Near Miss” Reporting – Good Sign or Failure?

Ready to train your people in hazard identification and risk management?

We have a range of programs that will train your people in hazard identification and risk management which we can tailor specifically to your industry organisational needs.

Training can be taken as individual training program (download our course outlines here), or as part of one of our accredited programs:

10604NAT Certificate IV in Safety Leadership (WHS) – Construction

BSB41415 Certificate IV in Work Health and Safety

BSB51315 Diploma Of Work Health And Safety

Need some training? We can customise to your needs.

A near-miss is defined as an “unplanned event that did not result in injury, illness or damage – but had the potential to do so.”

As organisations move through their safety culture maturity the issue of near-miss reporting raises its head. A mature organisation has a culture which tracks near-misses, examines how and why the near-miss happened, then puts in controls to minimise or eliminate the risk.  However not all organisations understand the purpose of near-miss reporting, or even if they say they do, they may fail to communicate benefits that reporting near-misses can bring to the safety of the organisation.

The purpose of near reporting is to allow the organisation to take cultural clues and assess their processes and procedures to determine how to prevent the “near-miss” occurring again with potential harm associated with it.

Some organisations celebrate low reported numbers of near-misses. However, many do this without closely determining what the low numbers mean? Did the near-misses not happen, or is it more likely that staff are just not reporting them?

Safety professionals agree that implementing a near-miss or close call reporting system works to rectify potential hazards and injuries.

Near-miss reporting is often described as a gift – because it hasn’t caused harm but instead is a wake-up call that something could have gone wrong if adequate controls weren’t put in place.

Near-miss reporting adds value in an organisation when it is treated in a proactive way – used to improve the workplace and move towards rectifying risks. At the same time support needs to be given to those who report the near-miss, and the learning that comes out of the near-miss or close call needs to filter through the whole organisation.

Why don’t people report near-misses?

There are five common reasons why employees / contractors don’t report near-misses or close calls.

  1. The fear of management reprisal. This could be; the fear of losing your job for speaking up, being branded a snitch or implicating others in the cause or the impact of the near-miss. For contractors it could be the fear of loss of reputation, work or an entire contract.
  2. Nothing happens. Near-miss reporting is seen as a ‘tick and flick’ requirement for management. The person reporting the near-miss does not ever hear or see what happens once they have submitted their report.
  3. The paperwork gets in the way. It’s just too much trouble to start up the paper trail which will go nowhere, so why should we all bother creating more work for everyone?
  4. What’s a near-miss and what do I have to report on? The uncertainty of what constitutes a near-miss and of exactly what has to be reported and sometimes even how to report it.
  5. It’s no biggie. The perception that it is ‘just something that happens in the line of work we do’.

10 Steps to encourage near miss reporting

  1. Train people in hazard identification. This has your people thinking proactively about hazards before they escalate into near misses. Safety Dimensions can help you with this.
  2. Remind your leaders and frontline staff that near misses being reported – especially if there have been a few in the past – are opportunities to improve, not slacken the focus on safety systems and procedures.
  3. Look for and share stories of where near miss reporting and rectifications have stopped a major incident or seek out and share near miss reports and how they are being responded to on a daily basis.
  4. Work collaboratively to work out a system to report near misses. i.e. potential for severe harm to people, plant/ assets, environment (high-risk). Keep it simple so everyone knows what to do and how to report.
  5. Make the reporting system easy to use and with the ability to collect useful data for rectification – this might mean you need to develop an anonymous reporting system, using technology i.e. online, an incident hotline, dedicated text message number or a mobile app.
  6. Encourage verbal reporting. You may need to start by doing the paper-work for your team.
  7. Praise whoever submits a near miss report. Let everyone know this is how they can play their part in stopping major incidents based on their reporting, before it happens again. The difference between complacency and speaking up (about a near miss or hazard) can make the difference between no one getting hurt, an injury or a tragic fatality.
  8. ACTUALLY DO SOMETHING. You’ve been given a wake-up call by a near-miss, now use that knowledge of what ‘could have happened’ to put in controls to eliminate or manage the risk immediately.
  9. At the end of each week, month or quarter, review the types of near misses that have occurred, with your team, to highlight trends and patterns to determine coaching / training / reinforcement/ procedure or systems review that your organisation needs to undertake to strengthen the area.
  10. Acknowledge the fact that your team sees near miss reporting as “the way things are done around here” and it’s no longer a tick and flick exercise.

Ready to train your people in hazard identification and risk management?

We have a range of programs that will train your people in hazard identification and risk management which we can tailor specifically to your industry organisational needs.

Training can be taken as individual training program (download all our course outlines here or the individual topics below) as part of one of our accredited programs:

10604NAT Certificate IV in Safety Leadership (WHS) – Construction

BSB41415 Certificate IV in Work Health and Safety

BSB51315 Diploma Of Work Health And Safety

DOWNLOAD COURSE OUTLINE NOW

 Risk Assessment including hazard identification, risk analysis.

This programs helps you identify and describe the difference between a hazard and a risk and introduces a way of thinking about hazard identification and risk management as an everyday activity. Enhances the skills and capabilities of leaders in the areas of hazard identification, risk analysis, and identification and how to implement appropriate risk controls.

DOWNLOAD NOW >>

DOWNLOAD COURSE OUTLINE NOW

Participate In Incident Investigations.

This program gives participants the mindset and skill set to undertake or assist in incident investigations, including how to identify and ensure all evidence and facts related to an incident  (or near-miss) are understood, sequenced and analysed.

Coach others to use best practice safety thinking when investigating near misses, high potential incidents and other critical events.

DOWNLOAD NOW >>

DOWNLOAD COURSE OUTLINE NOW

Manage Incident Investigations.

This program develops your skills to determine the requirements, protocols and processes of managing a post incident response, including leading others to gather evidence effectively, identifying the real causal factors of an incident, corrective and preventative actions and overseeing appropriate reporting, monitoring and reviews.

DOWNLOAD NOW >>

Employers & Managers: New Industrial Manslaughter Law In QLD

Employers & Managers: New Industrial Manslaughter Law In QLD

Negligent Employers & Senior Executives Can Be Charged With Industrial Manslaughter- New Queensland Laws

In a media statement from the Queensland government, Industrial Relations Minister Grace Grace announced new industrial manslaughter laws passed the parliament, leaving negligent employers culpable in workplace deaths with nowhere to hide.

In response to the tragic fatalities at Dreamworld and an Eagle Farm work site in 2016, the Queensland government undertook a Best Practice Review of Workplace Health and Safety in Queensland. The creation of the new offence of industrial manslaughter was one of 58 recommendations contained in the report.  Industrial manslaughter allows the criminal prosecution of owners and employers for workplace deaths.

“Negligent employers culpable in workplace fatalities in Queensland will face severe penalties for the new offence of industrial manslaughter,” said Minister Grace.

“Individuals guilty of industrial manslaughter will face 20 years imprisonment, with corporate offenders liable for fines of up to $10 million. These penalties send out a strong message to all employers that negligence causing death won’t be tolerated under any circumstances.

“Because of increasingly elaborate corporate structures, up until now, it’s been difficult to prosecute some employers for manslaughter.

“But these new laws will hold all employers – regardless of their size or structure – accountable for negligence contributing to a worker’s death.

According to the review, worker representatives and plaintiff lawyers favour the creation of an offence of gross negligence causing death, while industry groups and other legal professional groups favoured retaining the status quo.

To date, the only Australian jurisdiction which had a specific industrial manslaughter type offence was the Australian Capital Territory.

“The legislation passed today is all about ensuring all Queensland workers can return home safely to their loved ones after a day’s work.”

Sources:

Queensland Government Media Release:
http://statements.qld.gov.au/Statement/2017/10/12/new-industrial-manslaughter-laws-to-protect-queenslanders-on-the-job

Best Practice Review Of Workplace Health and Safety:
https://www.worksafe.qld.gov.au/__data/assets/pdf_file/0016/143521/best-practice-review-of-whsq-final-report.pdf

Safety Dimensions will update this page as more news comes to hand about what this means in practice for the QLD safety community.

Victoria’s New OHS Regulations 2017

Victoria’s New OHS Regulations 2017

The Occupational Health and Safety Regulations 2017 (OHS Regulations) and Equipment (Public Safety) Regulations 2017 (EPS Regulations) commenced in Victoria on 18 June 2017.

You can access them here :

OHS Regulations 2017 [PDF, 2.20MB]

EPS Regulations 2017 [PDF, 276kB]

With the new OHS Regulations 2017 already in force, the compliance codes that align with the regulations are now under review. In consultation with stakeholders, WorkSafe has updated the codes, and eight proposed codes are available for public comment from Monday 1 May to Friday 9 June. Find out more about public comment on the compliance codes.

Find out more about OHS Regulations reform.

OHS Regulations changes

The new OHS Regulations 2017 are mainly the same. However, if you are in a workplace where asbestos is present; are a manufacturer or an importing supplier of hazardous substances or agricultural and veterinary chemicals; work in construction; or operate a mine or major hazard facility, you need to become aware of the changes. In most cases, compliance is required by 18 June 2017.

Most importantly, the new OHS Regulations 2017 maintain Victoria’s already high safety standards. In some high risk areas, like asbestos removal work, they improve standards. The changes also deliver significant savings to Victorian businesses in the areas of high risk work licensing and record keeping for designers and manufacturers of plant.

For some changes, transitional arrangements apply to allow duty and licence holders time to become compliant with the updated regulatory requirements.

If you are affected by the changes, WorkSafe Victoria has prepared a range of information and support resources to help you identify what to do to stay compliant when the changes take effect on 18 June 2017,  contact the email address below.

The Regulations have been renumbered with consecutive numbers, in line with the Office of the Chief Parliamentary Counsel’s guidance on the preparation of statutory rules. Reconciliation tables are available through the links below to help you quickly compare the numbering between the 2007 Regulations and the 2017 Regulations.

Support information

For further information contact the WorkSafe Victoria Advisory Service on 1800 136 089 or at ohsregsreform@worksafe.vic.gov.au.

Submissions and feedback

Feedback and engagement from our stakeholders has played a vital part in making sure the OHS Regulations 2017 and EPS Regulations 2017 are streamlined and modernised to better reflect current Victorian work practices.

In 2016 the proposed new OHS and EPS Regulations 2017 were made available for public comment and 61 submissions were received. WorkSafe considered and responded to all submissions before finalising the Regulations.

All of the submissions, including WorkSafe’s response, are available in the ‘Proposed Occupational Health and Safety Regulations 2017 and Equipment (Public Safety) Regulations 2017 – Response to public comment’ through the link below.

Resources

Websites


SOURCE:
Worksafe Victoria https://www.worksafe.vic.gov.au/news/notices/ohs-regulations-reform-2017

National Report on Mental Health and Suicide Prevention

The National Mental Health Commission’s National Report on Mental Health and Suicide Prevention.

>> Download The National Report on Mental Health and Suicide Prevention

This report provides a high‑level summary of the reform journey in Australia’s mental health and suicide prevention systems since the National Mental Health Commission (the Commission) presented Contributing Lives, Thriving Communities – Report of the National Review of Mental Health Programmes and Services2 (the Review) to the Australian Government at the end of 2014.

Since the delivery of that report, Australia has been undergoing significant changes to services, programs and policies in mental health and suicide prevention, as well as in primary health care, disability, housing and social services. These changes have not only been at the national level, but also at the jurisdictional and local levels, through state and territory governments and many local initiatives. Acknowledging the considerable work being undertaken at all levels, this report focuses on the initiatives being announced and progressed at the national level.

Part 1 outlines the key recommendations of the Review, the Australian Government’s response, areas of subsequent progress and where further work is
needed.

Part 2 provides more detail about some of the issues in monitoring and reporting mental health and suicide prevention, and the Commission’s ongoing role and plans for further work in this area throughout 2017. This is supported by a snapshot of currently available data for selected indicators of mental health consumer and carer outcomes in Appendix A.

Part 3 sets out where our work the Commission be taking us during the implementation stage of the reforms.

This report is also supported by a compilation of personal stories and case studies from mental health consumers, carers and service providers.

Republished under Creative Commons www.mentalhealthcommission.gov.au


Get Help – 24 Hour Emergency Services

Lifeline Australia – 13 11 14

Suicide Call Back – 1300 659 467

Kids Help Line – 1800 551 800

‘Purposeful leaders’ are winning hearts and minds in workplaces, study finds

People are happier and more productive when their leaders show strong morals, a clear vision and commitment to stakeholders, a new study has found.

The growing importance of what is being described as ‘purposeful leadership’ for the modern workplace is outlined in a new report for the CIPD, a UK professional body for HR and people development.

When modern managers display ‘purposeful’ behaviours, employees are less likely to quit, more satisfied, willing to go the extra mile, better performers and less cynical, according to the researchers at the University of Sussex, the University of Greenwich, the IPA and CIPD.

Professor Catherine Bailey at the University of Sussex said: “Our study shows that the modern workplace is as much a battle for hearts and minds as it is one of rules and duties.

“People increasingly expect an organisational purpose that goes beyond a mere focus on the bottom line, beyond the kind of short-termist, financial imperatives that are blamed by many for causing the 2008 recession.

“In turn, they respond to leaders who care not just about themselves but wider society, who have strong morals and ethics, and who behave with purpose.”

Not much is known about what causes purposeful leadership or what impact it has — this new study is an attempt to fill this gap.

Laura Harrison, Director of Strategy and Transformation at the CIPD, said: “Building on a number of studies on trust, decision making, and corporate governance, this study begins an examination of an under considered facet of leadership, purposefulness.

“Much has been discussed about the critical nature of invoking and ‘living’ purpose in an organisation, but little around the alignment of this purpose to the internal, perhaps hidden, moral compass of an organisation’s leaders.

“The challenge now is how we enable and support the development of leaders that people actually want to follow.”

The research found that just one in five UK bosses describes themselves as a ‘purposeful leader’, highlighting a largely untapped opportunity for modern organisations to improve performance by reshaping the role of managers.

The researchers suggest that there is much that organisations can do to foster purposeful and ethical leadership, including the adoption of relevant policies, leader role-modelling, alignment around a core vision, training and development, and organisational culture.

Dr Amanda Shantz at the University of Greenwich says: “If organisations are serious about acting on the rhetoric of business purpose, and are to invest in achievement of their purpose, they have to reconsider the ways they select, develop and assess leaders.

“The traditional focus on leader behaviours only goes so far as to develop their ability to perform in a role. Instead, what is required is a development of the whole person, while accepting that it is impossible to mould all individuals into a uniform model of morals and ethics.

“The real challenge is not in trying to achieve perfect match between leaders’ and organisational values, but in ensuring that they complement each other in ways that best suit organisational circumstances at a given time.

“This includes supporting leaders to successfully recognise and negotiate the differences between what they stand for and what the business intends to achieve, without detriment to the individual leader or the company’s operations.”

Find more information at: https://www.cipd.co.uk/knowledge/strategy/leadership/purposeful-leadership-report


Story Source: ScienceDaily, 14 June 2017 from materials provided by University of Sussex.