According to the Australian Bureau of Statistics, the average hours worked by full time employees in Australia is 42 hours per week. which provides a significant amount of time for the worksite environment and surrounds to impact on employee’s physical and mental health. 

CHEW (Checklist of Health Environments at Worksites) is a questionnaire devised by Sallis and available for download from Dr Sallis’ website.  It assesses the physical environment of the worksite and its surrounds together with the social and policy factors of the organisation.  It allows investigators to observe and detail factors that encourage or discourage physical activity and healthy eating in the workplace. Factors such as whether there is an onsite fitness centre, organized physical activity programs or sports teams, the number of bulletin boards with health related information around the worksite and the type of food served in any onsite cafeteria are examples of the types of data that CHEW gathers in relation to the worksite environment. 

CHEW can be used to undertake an initial audit of the worksite environment prior to developing a workplace health promotion program and has also been found to have promise as a tool to measure the effectiveness of workplace health promotion programs (Oldenburg, Sallis, Harris and Owen, 2002). 

Following an initial audit based on the CHEW or similar questionnaires and as part of a widespread workplace health promotion program, indirect health promotion activities can be undertaken throughout the entirety of the working week through measures such as poster and brochure displays, access to health information via company intranets and newsletters and modifying the work environment to improve health outcomes (such as investing in quieter equipment or encouraging employees to use the stairs to visit colleagues on other floors rather than sending emails or picking up the phone). Development of policies and procedures to address sun and noise exposure may also be included in the workplace health promotion program. Such measures may encourage employees to change behaviours or to seek further information or assistance about changing behaviours. Behaviour change decisions are dependent upon where the employee currently sits on the Stages of Change spectrum. 

Participation by employees in workplace health promotion programs may have a positive impact on absenteeism and may also result in decreased healthcare costs for employers. The potential benefits to individuals in participating in workplace health promotion programs are almost endless and include improved fitness, weight loss, improved mood and ability to deal with stress, improved nutrition and a decreased risk of cardiovascular disease, obesity and some cancers.

Organisations that provide free or low cost health information brochures, posters and talks:

Heart Foundation

Cancer Council

Beyond Blue

Workplace Health and Safety Queensland

Assistance with workplace health promotion programs can be obtained from:

WA Healthy Business

Bringing Health to Work – Canadian Centre for Occupational Health and Safety

Proper induction training is increasingly a legal requirement and employers have a formal duty to provide new employees with all relevant information and training relating to health and safety, particularly.

Every employer has obligations to its employees under workplace laws. In fact all people who work in the construction industry need an induction to Occupational Health and Safety before they can commence on a work site. All construction workers have a role to play in making sure that people are safe at work.

In turn there are also quite important obligations on the employees to follow safe working procedures and take reasonable precautions to prevent personal injury to themselves or to others. One of the proven ways to meet those obligations is to create an induction program that every new employee completes when they first start with the employer.

However, designing an appropriate and cost-effective induction package is a complex task. The induction programme has to provide all the information that new employees and others need, and are able to assimilate, without being overwhelming or diverting them from the essential process of integration into a team. A well constructed OHS Induction Program can pay dividends for the organisation and there are some simple steps that you can take to ensure your OHS Induction is worlds best practice.

• Agree on the outcome in mind. The term ‘induction’ is generally used to describe the whole process whereby employees adjust or acclimatise to their jobs and working environment. It’s not just orientation or socialising. The purpose of induction is to ensure the effective integration of staff into or across the organisation for the benefit of both parties. Research has shown that tailor-made induction programmes increase staff retention.
• Make the process uniform across the whole organisation but allow for changes to be made to content. The length and nature of the induction process depends on the complexity of the job and the background of the new employee. One size does not fit all – a standardised induction course is unlikely to satisfy anyone. However there should be no tampering with the legal binding instructions such as reporting an incident.
• Use proven adult learning techniques. There is nothing worse than pushing a new employee into a poorly designed and delivered classroom program that they find boring or ill suited to their learning style.
• Collect, collate and report. Any successful system will have good reporting components which articulate into auditable results. Control systems must be in place to ensure that all risks are addressed and the employee signs off that they understand the information they have received. One day you might find yourself needing to prove that a certain safety policy was delivered and learnt by an employee – how will you prove that it was?
• Seriously consider using an on-line or hosted induction program. Unless you have a large HR department at your disposal the amount of time and energy used in creating and maintaining a strong effective program can be prohibitive. Even larger organisations with more than 100 people are outsourcing their induction management now because they can deliver a uniform induction process at multiple sites. Other benefits include the employee or contractor completing some of the program before they arrive on site, no more classroom training, and low costs of changes.

Having an OHS Induction Program shows a commitment by management at the highest level. It also provides a strong compliance lever under governance obligations of the company.

Here are some things a good induction checklist should contain:

• Details of Emergency Actions 
  - evacuation procedures
  - location of fire extinguishers
  - nearest first aid kit
  - nearest emergency exits
  - isolating switches
• Responsibilities of the employee
  - reporting procedures
  - accident report form
• Personal Protection Equipment
  - issue and proper fit confirmed
  - monitoring equipment
• General Safety
  - Housekeeping
  - waste removal 
  - access 
• Policies and Guidelines 
  - Drug and alcohol
  - Machine operation

The following extract has been taken from the Safety Concepts E-Guide OHS Secrets for Small Business:

Determining a Consultation Mechanism Within Your Organisation.

Basically, how are you going to consult with your workforce to agree on OHS issues? Will you talk with each member individually? Will you consult with them through Safety Meetings?

Consultation on the subject of promoting a safe and healthy work environment, with all people in your workplace is good management. The ‘team approach’ that the government legislation steers the consultation process towards creates effective communication, improves productivity and morale, and creates a sense of ownership for all involved.

Consultations with your workers are your chance to put together a sound OHS Policy and procedures that are practical and which everyone agrees upon. After all, what would be the use of putting together work and safety procedures for your workers if:

• they don’t agree with the policies and therefore aren’t motivated to apply them
• the policies are far from practical because they were designed by administration or someone who has never used certain equipment in the warehouse before, or has never sat at a table inputting data into a computer, hour after hour
• they simply don’t know about the policies to begin with!

You need to develop a policy for OHS Consultation and communicate this policy to all employees. Failure to consult is a criminal offence that can carry a significant fine.

Make sure you maintain adequate records in relation to consulting with your employees about health and safety in the workplace.

Other Policies that your workplace may benefit from having in place are:

• No Smoking Policy
• Drugs and Alcohol Policy
• Behaviour Policy
• Environmental Policy
• Rehabilitation Policy
• Return to Work Policy

Workplace Layout

• Design your office/factory/store to discourage robbery and violence
• Locate Cash Registers or POS terminals so they are clearly visible
• Display minimum amounts of goods that are often targeted in robberies
• Install security devices to monitor people in high risk areas in the premises (eg. mirrors in corners or ceilings)
• Keep counters clear of heavy or sharp items that could be used as weapons
• Use a high counter between reception person and the public or install screens
• Position staff to avoid ‘blind spots’ where the public enters the premises

Security Devices

• Use electronic sensors to alert staff that customers are entering or leaving the premises
• Use security cameras
• Offer staff personal protection devices, eg. personal duress alarms

Lighting

• Maintain a well lit interior and exterior to minimize hiding places

Doors and Windows

• Secure rear and side external doors to restrict access
• Organise an escape route for staff in the event of a violent attack
• Use deadbolts for doors and key locks for windows

Safes and Money

• Use drop safes and time delay safes
• Encourage electronic forms of payment
• Display signs to advise customers that minimal cash is held and time delay safes used

Training

• Design safety procedures that protect you and your staff
• Always follows the procedures and never chastise staff if they use the procedures, even if it is a false alarm
• Provide training and written procedures so everyone is prepared
• Teach employees how to deal with customers politely
• Show employees how to deal with confrontational customers
• Train employees how to pick up on signs of anger and tension from customers
• Educate employees on how to be aware of their surroundings
• Inform staff that their own safety is paramount and that they should not put their own safety at risk in order to rotect goods or property
• Train staff in non-violent responses to threatening situations
• Teach staff about what they should do in the event of a robbery or shoplifting incident
• Make sure staff are familiar with cash handling procedures and credit checks
• Train staff how to raise the alarm and operate security equipment
• Ask staff to take notes of any ‘odd’ occurrences – these notes may help to identify a future risk and ways to avoid it

Procedures

• Avoid opening and closing the shop/office/factory alone
• Roster more staff and more experienced staff at high risk times (eg. night)
• Minimize cash levels
• Use cash handling procedures that make cash less visible
• Transfer cash to bank regularly, at irregular times, by different routes and where possible with two people
• If dealing with large sums of cash use professional security services to transfer money
• Work with neighbouring businesses to reduce risks in your area
• If working after hours encourage staff to walk to carpark in groups, or be escorted to their vehicle by security staff

Revised building fire and safety regulation came into force on 1 July 2009 with stricter responsibilities placed on building and body corporate management companies and commercial tenants.

As of 1 July 2009, a greater onus has been placed on Queensland businesses to comply with the new mandatory evacuation requirements under the Building Fire Safety Regulation 2008.

Queensland businesses now face on-the-spot fines starting at $3,000 for non-compliance and Ben Swan, Director of Evacuation Services Australia (EVAC), believes many businesses are not even aware of their new responsibilities under the amended legislation.

“A large majority of businesses we have had dealings with are not even aware of the legislative changes and their obligations to comply with the revised evacuation procedures, despite being at risk of fines starting at $3,000,” Ben said.

“We recently undertook an audit of a major Brisbane shopping centre – of the 80 businesses surveyed only one was compliant; from the remaining 79, 18% had non-compliant diagrams and the remainder had no evacuation diagrams at all.”

“Becoming compliant is a relatively easy process which EVAC specialises in; businesses have a responsibility to ensure they are up-to-date with their evacuation plans in the case of a fire or emergency – the ramifications of non-compliance are far greater than a financial penalty, in the worst case scenario many lives can be at risk.”

Major changes under the regulation see an increasing number of parties responsible for implementing mandatory evacuation procedures than was previously the case, including tenants in commercial buildings, retail centres and accommodation unit owners.

“Businesses tenanted in commercial and retail buildings are now required by law to have their own evacuation procedures and diagrams in place; no longer can they rely on the common area plan provided by the building management,” Ben said.

“Owners of premises used for long and short term accommodation must also have a specific evacuation plan for their lodging – again, the general complex’s evacuation plan no longer is sufficient under the new laws.”

Ben provides that this is a significant change under the amended legislation and “our experience is suggesting that the majority of businesses and operators are predominately unaware of their new obligations.”

“For businesses that already have evacuation diagrams in place and assume they are compliant, they need to check the new provisions to ensure that the positions of fire extinguishers, fire reels and other vital safety equipment are indicated clearly on the diagram,” Ben said.

EVAC offers a straight-forward, one-stop solution to ensure that the relevant bodies affected by the revised legislation comply with the Regulation in a cost-effective and speedy manner.

EVAC’s experience and extensive resources enables it to produce high quality evacuation diagrams using Computed Aided Design (CAD) software technology. EVAC also offer the ability for clients to customise their design by incorporating company branding in accordance with individual requirements and preferences.

In the event that up-to-date floor plans are not readily accessible, EVAC can also conduct a survey of the business premises to mark up the drawings in preparation for the development of a compliant plan.

W.A.L.K.:

Watch.

Watch what the staff members are doing:

• are they wearing the correct PPE?
• are they following procedure?
• are their actions hazardous to themselves or others?
• do they look comfortable?
• do they appear stressed?

Look at the environment

• is the area clean?
• is the area free from hazards?
• are the safety signs adequate?

Ask.

Ask questions about:

• what the staff are doing
• why they are doing it
• how they feel about what they are doing
• what they think will improve performance and safety

Listen.

Listen to the staff’s answers. Too often people ask questions, but only hear what they want to hear! That’s called ‘hearing’ – not listening! Be open to what staff say. This part of the walk and talk equation is why so many irresponsible business owners, supervisors and managers avoid the walk and talk – they simply don’t want to hear their staff’s concerns because they fear it’s going to cost money or increase the admin’s work load.

Keep improving.

Air the concerns of staff (unless they are private) and ask for solutions from all staff. Open the avenues of communication. Walk and Talk implies that the staff will communicate right there and then, this is not necessarily so. A staff member may feel more comfortable sending you an email or filling in a form, or chatting with someone else first before they speak with you. Make these mediums available to everyone.

Whatever you want to call it: Walk and Talk, Saunter and Converse, Swagger and Chat – apply the W.A.L.K. principles and help to eliminate hazards, communicate with staff, and create a safer work environment now and for the future.

Feedback is a better alternative for observing and commenting on work performance and behaviours. Semantics, you might think – but there’s more to it than that.

Criticism tends to focus on what is wrong or what someone has done wrong, while feedback tends to focus on both right and wrong – it is an overall observation of what is.

If you’re going to comment on someone’s work – even if you want to highlight something negative – do it as feedback, and never, never, never begin your observations with “Just some constructive criticism…” Ouch!

Your feedback should be for the purpose of improving performance and systems, not to score points or prove a point. Your intent should be to make the other person aware of how they can improve what they’re doing, and what they are currently doing ‘right’. Too often we assume that people just know what to do because it seems like common sense to us. And even though people are doing it ‘right’ it’s nice to have someone verify it.

After your feedback the person should feel empowered to improve, not feel that you’re a nit-picking pain whose whole purpose in life is to make their lives miserable! That certainly doesn’t encourage a ‘team’ atmosphere.

A great recipe for giving feedback is with a ‘Feedback Sandwich’.

Basically there are a few layers to this particular sandwich.

There is the initial slice of bread – this is where you tell the person what they are doing right already.

Now, this isn’t about ’sucking up’ or ‘trying to win someone over’ – it’s about a genuine observation of what the person is doing correctly. 

It could be as simple as:

“Hey, you did a good job getting that oil cleaned up – what did you use?”

“Geeze, you make that look easy.”

Or as at one workplace “Nice goggles – good to see someone’s wearing them… hey, they match your eyes!”. This made the staff member laugh – obviously a private joke that I wasn’t privvy to – but it had the desired affect. The Supervisor was then able to stress the importance of the worker unrolling their sleeves to protect their forearms – with little resistance to the ‘feedback’.

The next part of the sandwich is the filling – this is where you tell the person how they could improve what they are currently doing. Maybe they forgot to fill in a certain form, wear specified PPE, or have deviated from the procedures manual.

Then the last slice of bread – you finish off with what the person was doing right (again). You could build on what you said they were doing right earlier, or you could highlight something else that you noticed they are excelling at.

Once again, it’s as simple as: 

“When you have a chance can I get you to spend some time with … he’s struggling a bit and could do with your expertise.”

“Great that you’re wearing the goggles – the newbies will start wearing them now too without me having to get on their backs about it. Thanks.”

Here’s a Manager’s Safety Mantra that is all about the big picture. This little mantra can be a good focus for both you and your people when the nitty-gritty threatens to breakdown communication or create a ‘them versus us’ mentality.

1. All work injuries and illnesses can be prevented.
2. The majority of injuries and illnesses are a result of below standard procedures, education or behaviour.
3. As a company / business we are one entity.  Health and safety of that entity is paramount. Therefore every part of that entity has a responsibility for the whole (ie. every worker – whether it be administration, the accounts department or a subcontractor - has a responsibility for the safety of themselves and every other staff member).
4. Just as all other business activities are measured (eg. profit and loss, stock taking, etc.) OHS (WHS) should be recorded and measured for effectiveness and improvement.
5. All complaints, concerns, or ‘near-misses’ are opportunities to improve work procedures.

Are Australians too laidback about safety in the workplace?

What kills 3 people globally every minute?

It’s not car accidents or even wars, it’s the global death toll from health and safety problems in the workplace. It’s staggering to think that OHS has such an impact on Business and Society at large, especially when most, if not all of these fatal accidents and illnesses are preventable.

So knowing all of that, why are Australian Business Owners and Employees so complacent about safety in the workplace?

Is it because they figure the safety “police” (aka WorkCover) have so few Inspectors, they aren’t going to get caught for their misdemeanours? Or is it because they bury their head in the sand and plead ignorance? Do they think it’s never going to happen to them?  Or is it the old “I’ve been doing the job this way for the past 20 years” chestnut? Or is it simply that they don’t know where to start?  Who knows??? There are many excuses,  but 137 fatalities in 2006/7 testify to the fact it does happen all too frequently in NSW workplaces.

Truth is implementing OHS in the workplace has a positive business impact. Safe business is good business and can increase morale and productivity, help retain your best staff, improve your Workers Compensation Claims and improve your public reputation with customers and the community, resulting in more business and improving the bottom line.

Workplace death, injury and disease are preventable and the benefits of prevention strategies significantly outweigh the cost.

So as a business owner where do you start? It can be a daunting task ploughing through the various Acts, Regulations, Codes of Practice and Standards to figure out what you actually need to improve safety in your workplace and reduce accidents and illness. The key is allocating resources with experience in OHS and a real passion for improvement.

Thank you Michael.

As many successful business owners know, there are only so many minutes in a day to get the job at hand completed. It can be a challenge to run the day to day business activities and get the behind the scenes business in order as well. To complete it all successfully one would need to be a jack of all trades. That is why many business owners outsource to a bookkeeper rather than spend hours entering account details into a computer – getting the job completed in half the time with double the efficiency. It’s also the reason a business owner would pay a courier to deliver a package across town rather than jump in the car and deliver it. And why learn html or css when you can ask a website developer to put your website together?

On the subject of OHS you might outsource to give your staff a new approach or a fresh look at OHS. A new focus might be all that’s needed to steer them away from complacency in this area. However, when outsourcing make sure the company you choose starts from where you currently are. Begin with a Safety Audit to determine what you’ve got in place and where you can improve. And above all – make sure the OHS company keeps it all simple, easy to implement, and tailored specifically to your needs.

Michael says the Be-sure approach is to work with individual businesses to provide simple, practical and affordable OHS solutions which measurably improve the workplace through compliance and reputation.

Can your Organisation, Company, and/or Business afford not to conduct regular Drug and Alcohol Screening of all your employees in your work place?

Has there been an increase is work related injuries and/or incidents in your workplace?

Has there been a drop in production?

Have there been an increase is customer/client complaints?

Have some of your employees become increasingly less productive?

Have you noticed or witnessed an increase in radical behaviour from some of your employees?

Has there been an increase in employees wanting/needing time off or being continually late for work?

If you have answered ‘yes’ to more than one of the above questions, it’s time to re-think your Policies and Procedures in relation to WH&S. Who is responsible for safety in the workplace? We are all responsible. Who will be held accountable if something goes wrong due to poor WH&S practises in your workplace? You, the employer.

Before addressing the issue of workplace drug testing, I would like to clarify the use of the term “abuse” in the title. In many respects the term “abuse” (whether alcohol or any other drug “abuse”) is something of a misnomer. What constitutes drug “abuse” often depends on individual perceptions. Our interpretation and understanding of drug use and drug related harm is often based on historical, social and political processes rather than the level of harm related to the use of a particular drug.

For example, some people regard any illicit drug use as “unsafe”, “misuse” or “abuse” on the basis of its illegality rather than levels of related harm. Similarly, many people see alcohol as a social beverage rather than a drug, and therefore do not see a clear relationship between alcohol use and drug related harm.

Rather than think in terms of “abuse” it is more constructive to think in terms of hazardous or harmful use. Harmful or hazardous use is defined as drug use that results in negative outcomes for individuals and/or society. Potential harmful or hazardous use can be determined by the amount used, the frequency of use, or the effects of the drug itself. In addition the context (time and location of use) also determines whether there is any potential for harm or hazard.

In the case of the workplace, for example, a worker who has four beers at lunchtime during the working day will be a much greater risk to workplace safety than a worker who has four beers after work. But a worker who has 10 beers after work is more likely to have increased absenteeism and low productivity due to hangover effects.

Identifying Employee Drug or Alcohol Problems: Drugs and Alcohol at Work

Drugs and alcohol in the workplace is dangerous. Employees may be using alcohol or drugs at work, and then operating equipment, or working in an industrial situation where other employees depend on them for their own safety.

Just imagine what would happen after an intoxicated employee caused an accident resulting in serious injury or death to other employees? Did the employer know, or should they have known about the employee drug or alcohol problem? What steps did they take to address it? Ignoring an employee alcohol or drug problem is a recipe for disaster, and simply terminating the employment doesn’t help either. The employee and their drug or alcohol problem just change workplace locations.

Employee drug and alcohol problems cost organizations, in lost productivity, worker absenteeism, safety violations, money, and time. Employers and co-workers need to take the steps necessary to identify employee drug and alcohol problems and seek the appropriate help.

Recognizing the Signs of Employee Drug or Alcohol Problems in the Workplace

Because your employee or co-worker doesn’t have to drink or use drugs every day to have a problem, it’s sometimes difficult to recognize the signs and symptoms of drug and alcohol problems at work.  This checklist of workplace indicators can help you determine if what you are observing is likely an employee alcohol or drug problem, and if a drug intervention is needed.

However, please remember that if your employee or co-worker shows any of the following workplace behaviours, it does not necessarily signal a problem with drugs or alcohol at work. The presence of some of these signs could relate to stress, depression or other problems that are not related to drugs or alcohol.

Workplace Indicators of Employee Drug or Alcohol Problems:

• Workaholic behaviour
• Disorganized schedule
• Decreased workload or workload intolerance
• Unsatisfactory work performance
• Alcohol on breath with attempts to cover with mints, mouthwash
• Frequent unexplained absences or prolonged breaks
• Tardiness or leaving work early
• Withdrawal from professional committees or organizations
• Defensive if questioned or confronted about the problem
• Poor judgment
• Observed occurrences of intoxication, drowsiness, hypersensitivity during work hours
• Deadlines barely met or missed altogether
• Frequent job changes or relocation
• Avoiding supervisor or other co-workers

Research that has examined the relationship between drug use and workplace fatalities also indicates that alcohol use plays a major role. For example the National Health and Safety Commission (1998) examined the workplace fatalities that occurred in Australia between 1989 and 1992. Of the 2,389 fatalities recorded, raised blood alcohol content appeared to account for at least 96 (4%) of these deaths.

While data on other drug use was only available for about one third of these fatalities, drug use appeared to account for about 2% of the total. Of this 2%, the most common drug involved was amphetamine, and these fatalities occurred in road accidents. Two things can be noted from this study:

• First, the causal relationship between drug use and the fatality was determined by blood tests that could determine intoxication levels.
• Second, the major contributor to drug related deaths was alcohol. Despite this, a Flinders University study this year found nationally nearly one in five employees is using illegal drugs. The study was based on the 2004 National Drug Strategy Household Survey of 30,000 Australians. The report is based on previous research and shows at least five per cent of deaths and between 3 and 13% of work injuries are related to drug and alcohol use.

This being said; can you afford to ignore what may be happening in your workplace any longer? Do you think it is time to seek the services of recognised professionals to assist you with the safety of all your employees, clients, stakeholders and others that enter your workplace? Drug and Alcohol affected persons in the workplace are a liability to everyone.