Page 14 - IOSH Magazine March 2019
P. 14


        Worker loses leg in oil drum                                                     Out Now

        explosion                                                                        Water quality – risk
                                                                                         assessments for
                                                                                         legionella control
                                                                                             British Standards
        A commercial vehicle dealer                                                          Institution’s BS 8580-1: 2019
        has been fined £400,000 and                                                          revised code of practice
        ordered to pay costs of £9,670                                                       gives recommendations
        after an oil drum blast resulted                                                     and guidance on the
        in a worker losing his leg from                                       © Michael Dibb (cc-by-sa/2.0)   assessment of the risk of
        the knee down.                                                                       legionellosis presented
          The employee had been     Staff had not been told about the risks of oxyacetylene gas equipment   by artificial water systems.
        working for Rygor Commercials
        at Hambridge Business Park in Newbury,   nor had it communicated to its workforce   Staying Alive: preventing
        Berkshire, when the empty drum he was   the risks of using oxyacetylene gas      serious injury and
        cutting up exploded on 5 January 2017.   equipment.                              fatalities while
          Reading Magistrates’ Court was told that   On its website, Rygor Commercials   working at height
        the worker was using an oxyacetylene gas   describes itself as the “largest dedicated   Report from the All-party
        cutter when the flame ignited vapours   dealer group for Mercedes-Benz               Parliamentary Group on
        inside the container, causing it to explode.   commercial vehicles in the UK”.       Working at Height makes
        The lid struck the worker’s right leg and the   It pleaded guilty to breaching s 2(1) of   recommendations to
        main body of the drum landed about 20 m   the Health and Safety at Work Act and reg 5   government, including
        away.                               of the Dangerous Substances and Explosive        a call for a new digital
          The Health and Safety Executive (HSE)   Atmospheres Regulations.                   technology strategy
        found that the company did not have a safe    HSE inspector Nancy Harman said: “If a   (see Alison Thewliss, p 9).
        system of work for disposing of a stockpile   suitable safe system of work had been in
        of empty oil drums. It had not identified the   place prior to the incident, the life-  View these at:
        risk of fire and explosion from flammable   changing injuries sustained by the
        vapour residues inside the empty drums,   employee could have been prevented.”

          The business book club

          Andrew Sharman CFIOSH Chief executive, RMS
          Lessons from classic management texts

          Simon Sinek’s TED talk from   further often push the       to do this is to share   Some companies try to
          2009, based on his book Start   how – but this can lead    our why and back it up   articulate their why with statements
          with Why, is the third most   to micro-management.         with how we do what   of their values: integrity, honesty,
          watched of all time with more   The best leaders start     we do. As Sinek says:   innovation and safety. But as
          than 42 million views.   with the why.                     “A ‘why’ is just a belief,   Sinek points out, these are nouns
            The reason it’s so popular   There are four key          ‘hows’ are the actions   and they are not actionable. It’s
          is perhaps the simplicity yet   lessons in Sinek’s book.   we take to realise that   impossible to hold people to
          universality of his idea. The book   1.  If we start with the   belief, and ‘whats’ are   account with nouns. You can’t say,
          shares a simple model for building   wrong question,       the results of those   “A little more safety today please,
          trust, engagement and driving   even the right             actions.”         people”.  To make values tangible
          better results.            answers will steer us              To motivate    they need to be translated into
            First, there are leaders and there   wrongly             action, you can either   sentences with verbs, such as, “We
          are those who lead. Sinek argues   2. If you want to inspire others,   manipulate or inspire. Manipulation  always work safely”.
          the latter always start with why.   always communicate your why   in terms of workplace safety could   Great leaders and companies
          He explains a naturally occurring   first          include slogans, enforcing rules,   always start with why they do
          pattern – known as the “Golden   3. Engaged employees who   auditing, driving a culture of fear,   things, then follow with the how.
          Circle” – manifesting as a way of   understand why they do what   audacious aspirations, novelty   Finally, they reveal what they do.
          thinking, acting and communicating   they do are the best resource for  incentives, or peer pressure.  A re-occurring phrase in the
          that provides leaders with the   any business        Manipulation has its use,   book is that “people don’t buy
          ability to truly inspire others.   4. You don’t need heavy-handed   though it’s best for transactions or   what you do, they buy why you do
          Imagine a three-ring circle. At its   management tactics when you   behaviours that may happen only   it”. This is enormously powerful.
          centre is the why, then the how,   start with why.  once, not for building trust and   But answering the question: why
          then the outer ring – the what.   Winning hearts depends on   loyalty. Inspiring people requires   do you do what you do? requires
          Sinek’s hypothesis is that most   trust. We earn trust through   a purpose: a why. A solid and clear   courage. So why is safety important
          leaders focus on what needs to be   showing that we share the same   why helps them with a fundamental  to you? Your organisation? Your
          done. Those who strive to influence  values and beliefs and the only way  need – the need to belong.  leaders?

        12 MARCH 2019
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