Incentive the key to safety for miners

The former BHP mining executive is chairman of ZEAL Consulting which, he says, adopts a unique approach based on his experiences at Mt Newman iron ore mine. As CEO of BHP Minerals, he was faced with a drop in worker morale after two deaths at the mine. Changes had to be made, but would the workforce cooperate, especially in the middle of a major cost cutting exercise? They did, but only because management decided to treat its manpower as human beings, not commodities.

This attitude, he says, is the key to all workplace harmony, not just OH&S. "Employees (at Mt. Newman) suddenly felt the company was interested in their opinions, as well as their physical well-being, They had already contributed constructively to the company's cost reduction effort, but that paled into insignificance compared with their enthusiasm to help raise the operation's health and safety standards.

"Most people today work harder and feel that they have reduced job security. They face all sorts of demands from the employer. Expecting them to embrace OH&S changes without some incentive is not on.

"Employers need to use a little common sense and realise that if workers truly believe you are interested in their welfare, an effective relationship can be established. Without that relationship, or partnership, worthwhile change is not possible."

Employees understood the business imperatives underpinning initiatives like OH&S, including, ultimately, shareholder value. "Nevertheless, they feel that through OH&S they can reclaim some of the self esteem they have lost in recent (job loss) times, as well as saving their own life or that of a colleague. The real key is people's readiness, even enthusiasm, to make it work.

"People know the difference between an employer who uses fear to motivate and one who demonstrably cares for his workforce."

JOHN WESTWOOD