EDITOR’S ARTICLE
COMPLEXITY AND THE INTEGRATION OF HEALTH AND SAFETY SYSTEMS
THE PAST
It is never a great idea to look backwards, when trying to learn and move on, but sometimes it is necessary to analyse what has gone before, so that we can ensure we don’t make the same mistakes again.
I well remember, as a young apprentice, being taught to be cautious in the work that I carried out, and to be constantly aware of the safety of my fellow workers within the vicinity in which I worked, as well as the possible consequences to others, which may result from my actions.
That is pretty much a health and safety statement and everything which is now produced under that subject area could be described in those simple terms, in whatever industry we are involved.
MANAGEMENT AND STANDARDISATION
What is described above is simple good people management, but there was very little standardisation, so it was not experienced in all workplaces. It is a long story but in simple terms standards were required across industry to ensure Health and Safety for workers, no matter in which industry they were involved.
This is where the problems started – it is a pretty daunting task but a necessary one. Anyone who researches the amount and severity of workplace injuries experienced in the past will testify to that. There is therefore no argument about the need for robust Health and Safety systems, accepted and endorsed by management.
The reason workers were, and to some extent still are, reluctant to embrace Health and Safety systems is because they were/are viewed as complicated and an add-on to the work carried out, rather than integrated within the work carried out and the culture of the workplace.
When discussing the situation with the HSE some time ago in my previous profession (I was the South East’s Modern Apprenticeship Advisor, so it was in my best interests to simplify Health and Safety systems) the view was one of ‘that is the system we have, and in which we operate, and although we may listen to what you say, we may not necessarily change anything!‘
When I explained that the more complicated the system, the more accidents are likely to happen, we got on a little better and developed systems which were more likely to be accepted by the workforce – a true win-win situation.
Added to that, we developed training courses which ensured that workers accepted that the Health and Safety systems were not only absolutely necessary for them to carry out their work, but also part of the work they did and not an add-on.
From that moment on everything came together and there was an acceptance from all parties that it was in everyone’s best interests to embrace Health and Safety systems in the work place – you know you are winning when it is very seldom spoken about, just accepted as part of the job.
LESSONS LEARNED
The lessons in the past have made it more acceptable to embrace Health and Safety systems, but it is very easy to get wrapped up in policy and procedures and leave the workforce and people management behind.
PLAIN SPEAKING
That is why it is vitally important to use clear and concise wording and instruction, coupled with the correct presentation and focused management, to ensure Health and Safety systems are not only given lip service, but fully integrated into the work which is carried out.
Duncan McGilvray Editor | Wind Energy Network
www.windenergynetwork.co.uk
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