SIDS Final Presentation


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Sir Ian Dixon Scholarship Research presentation, London January 2010

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  • Confederation of British Industry (CBI) – Those with a back injury are 50% not likely to return to the same role if they are out of the workplace for more than 4 months, therefore the implications of MSD’s can have a major effect on a persons life and wellbeing.
  • What we do on a daily basis and advancement in technologies
  • Bullet point 3 – In most cases a MSD is not caused by a single moment (i.e. the task they were doing at the time) but is a cumulative build up of other activities within and out with the work environment. When investigating an incident we need to look at the wider picture as to why it happened (lifestyle) not just the incident itself.
  • Bullet Point 3 – Moral change for the better, make then aware that the organisation cares and doing thing for change Bullet Point 4 – Must be real and not just a lip service
  • Bullet Point 3 : To make someone stop and think of the consequences before they act
  • Bullet Point 2 – Continue to integrate health into all that we do with more surveillance and assessing of operatives. Bullet point 4 – There is a need for a fair blame culture, whereby discipline will be enforced for those that disregard the rules and make others aware and help change attitudes towards safe lifting. Encourage reporting to management to act
  • Bullet Point 2 - There is a reliance on the operatives to follow information and training given to them, however there is an element of people that no matter what will have a blatant disregard to health and safety for themselves and others. It is essential for an organisation to train, support, advise people but also a need for the organisation to protect itself from these people and them from there self.
  • Training – should be specific and relevant to the construction industry to help operatives engage and increase likelihood of following the advice and techniques (bespoke). The organisation – Requirement of legislation (CDM 2007), managing the Construction Occupational Health Management Essentials (COHME) initiative lead to pushing the information into the design and construction environment. Corporate responsibility for driving and cascading information. Commitment to change Management – They are the key for monitoring and assessing those that maybe at risk on a daily basis. Management and supervisors to drive the need for change at site level. Behaviour training and management of behaviours for managers in identifying operatives at risk.
  • SIDS Final Presentation

    1. 1. Sir Ian Dixon Scholarship The Impact of Organisational Culture upon Musculoskeletal Disorders within the UK Construction Industry Steven Sanzone Laing O’Rourke
    2. 2. Presentation Overview <ul><li>Steven Sanzone – Background </li></ul><ul><li>Research Proposal </li></ul><ul><li>Reasons for Research </li></ul><ul><li>Introduction and Methodology </li></ul><ul><li>Collected Data Results </li></ul><ul><li>Summary of Results </li></ul><ul><li>Research Conclusions </li></ul><ul><li>Recommendations </li></ul><ul><li>Thank You and Questions </li></ul>
    3. 3. Steven Sanzone - Background <ul><li>Education: BSc Construction Management (hons) </li></ul><ul><li>MSc International Project Management </li></ul><ul><li>(Glasgow Caledonian University 2002 – 2007) </li></ul><ul><li>CIOB: Incorporated Member (ICIOB) </li></ul><ul><li>Employment: Laing O’Rourke (Aug 2007 – to present) </li></ul><ul><li>Position: Trainee Construction Manager </li></ul><ul><li>Project: Forth Valley Acute Hospital </li></ul>
    4. 4. Research Proposal <ul><li>T he Impact of Organisational Culture upon </li></ul><ul><li>Musculoskeletal Disorders (MSD’s) </li></ul><ul><li>within the UK Construction Industry </li></ul>
    5. 5. Reasons for Research <ul><li>“ Musculoskeletal disorders costs the UK economy £7bn each year and costs society in Europe up to €240bn ” </li></ul><ul><li>(Fit for work Europe report; Work Foundation business consultancy group 2009) </li></ul><ul><li>“ 49% of all sickness absence is caused by MSD’s in the UK and Europe” (Fit for work Europe report; Work Foundation business consultancy group 2009) </li></ul><ul><li>80% chance of developing a MSD’s at some point in your life, with the average suffering spending 17 days a year off sick as a result” (HSE; 2008) </li></ul><ul><li>MSD’s are more common in the construction industry than any other industry, with more than a third of all over-three day injuries reported caused by manual handling (HSE; 2005) </li></ul>
    6. 6. Introduction and Methodology
    7. 7. Definition of Research Areas <ul><li>Organisational culture – “an organisations attitudes and value regarding safe working, as important factors that influence the approach to work, and ultimately to an organisations health and safety performance” (IOSH; 1997). </li></ul><ul><ul><ul><ul><li>‘ It’s how we do things around here’ </li></ul></ul></ul></ul><ul><li>Musculoskeletal Disorders – “problems affecting the muscles, tendons, ligaments, nerves or other soft tissue and joints, the back and neck are particularly at risk” (HSE; 2007). </li></ul><ul><li>Manual Handling – “transporting or supporting of a load, including lifting, putting down, pushing, pulling, carrying or moving thereof, by hand or bodily force” (The manual handling operations regulations; 1992). </li></ul>
    8. 8. Research Objectives <ul><li>Distinguish what impact an organisation’s culture can have upon musculoskeletal disorders (MSD’s). </li></ul><ul><li>Distinguish what impact behavioural safety can have upon MSD’s occurring. </li></ul><ul><li>Can manual handling injuries be eliminated through a change in culture and behavioural safety? </li></ul>
    9. 9. Research Methodology <ul><li>Literature Review – Previous research, Industry Research Papers, Published Journals, Industry Magazines etc. </li></ul><ul><li>2. Questionnaires – Electronic and hard copies (190 responses) </li></ul><ul><li>3. Interviews – 9 varying sized organisations within the industry </li></ul><ul><li>4. Data Analysis and Review – Data triangulation </li></ul><ul><li>5. Conclusions and Recommendations </li></ul>
    10. 10. Collected Data Results
    11. 11. Respondents Job Roles 1 Procurement Manager 1 Taper / Decorator 1 Security Guard 1 Professor 2 Mechanical Supervisor 2 Architect / Designer 4 Plant Operator 5 Director 11 HSE Manager 12 Manager / Supervisor 17 Joiner 22 Project Manager 25 Electrician / Engineer 25 General Operative 27 Ceiling Fixer 40 Scaffolder No of Respondents Position within Organisation
    12. 12. Likelihood of manual handling injury occurring?
    13. 13. What are the main causes of MSD’s occurring within the industry? Causes of MSD’s Poor manual handling technique Lifestyle / Technology Attitudes / Behaviour (risk taking)
    14. 14. What would reduce manual handling injuries?
    15. 15. Accidents occur due to mistakes and poor attitudes?
    16. 16. Link between attitudes and manual handling injuries?
    17. 17. Summary of Results
    18. 18. Results Summary <ul><li>80% of respondents said that their job role requires </li></ul><ul><li>them to undertake some form of manual handling on </li></ul><ul><li>a regular basis. </li></ul><ul><li>Mechanical lifting aids / equipment (32%) and training / correct lifting techniques (39%) were the greatest responses when asked what they believed would help in reducing the likelihood of manual handling injuries occurring. </li></ul><ul><li>52% rated the chance of a manual handling injury occurring on construction sites as high and 39% as very high . </li></ul><ul><li>49% agreed somewhat that a major factor in the occurrence of manual handling injuries is the individuals attitude towards manual handling operation and 37% agreed completely . </li></ul>
    19. 19. Results Summary – Cont. <ul><li>19% strongly agreed that cultural change style training programmes will help in reducing injuries occurring and 66% agreed . </li></ul><ul><li>100% of respondents believed that manual handling training alone is not enough to reduce the impact of MSD’s and manual handling injuries. </li></ul><ul><li>90% of accidents occur while in safe conditions (for example method statements and risk assessments in place before works undertaken etc). </li></ul><ul><li>80% of work-related accidents employees’ behaviour in the form of acts or omissions is a contributing factor. </li></ul>
    20. 20. Research Conclusions
    21. 21. Research Conclusions <ul><li>Culture </li></ul><ul><li>Organisational Culture / Organisational Cultural Programmes </li></ul><ul><li>Commitment Management </li></ul><ul><li>Behaviour / Attitudes </li></ul><ul><li>What are the next steps for change? </li></ul>
    22. 22. Culture <ul><li>Organisational culture is the cornerstone for any change </li></ul><ul><li>to be developed and implemented and is the first step </li></ul><ul><li>for corrective action for real effective change. </li></ul><ul><li>Effective provision of health and safety depends as </li></ul><ul><li>much upon organisational culture generally as it does </li></ul><ul><li>upon specific attention to health and safety. </li></ul><ul><li>Organisational culture change should not be viewed as a ‘quick-fix’ solution </li></ul><ul><li>to improving health and safety performance overnight. </li></ul><ul><li>The key to developing a positive safety culture is through a safety culture </li></ul><ul><li>that values workers for who they are and not just what they do! </li></ul>
    23. 23. Organisational Culture / Organisational Cultural Programmes <ul><li>Provision of the best personal protective equipment, systems and procedures, however for a conducive health and safety working environment, a safety culture must be embedded. </li></ul><ul><li>Cultural programmes will assist to remove barriers and replace them with worker concern to create a transparent workplace where incidents can be reported freely. </li></ul><ul><li>Behavioural safety programmes can assist in helping to change attitudes and behaviours, through making them think twice before carrying out a manual handling operation in an incorrect manner. </li></ul><ul><li>Help create a zero-incident workplace through a shared sense of responsibility and caring between labour and management. </li></ul>
    24. 24. Commitment Management <ul><li>Safety commitment from senior management should be clearly visible and constant to frontline operatives, with the need for effective communication of safety goals and objectives. </li></ul><ul><li>Involving workers at the heart of health and safety management, particularly with regards to managing and monitoring MSD’s. </li></ul><ul><li>Organisations positive attitude and commitment to addressing change, the message can be cascade through to managers and supervisors, and then in turn onto site operatives. </li></ul><ul><li>Drive and commitment from an organisation will enforce change, enable to align the organisations commitment to eliminating MSD’s. </li></ul>
    25. 25. Behaviour / Attitudes <ul><li>Poor attitudes are able to develop within poor organisational cultures, if there is not a focus on improving safety. </li></ul><ul><li>Focus on changing the poor attitudes and behaviours that lead to accidents and incidents occurring, the root cause of accidents occurring. </li></ul><ul><li>MSD’s injuries can be reduced / eliminated, with attitudes and behaviours towards MSD’s change through a positive and pro-active organisational culture. </li></ul><ul><li>Behavioural aspects of an individuals attitude and commitment goes beyond compliance with regulations and legislation. </li></ul><ul><li>We are all creatures of habit and therefore the skills of lifting correctly are natural movements that can be easily mastered. </li></ul>
    26. 26. What are the next steps for change? <ul><li>Attention to be placed upon managers and supervisors to deliver </li></ul><ul><li>results through inspections and monitoring. </li></ul><ul><li>Focus upon the Health side rather than just the Safety side of Health </li></ul><ul><li>and Safety. </li></ul><ul><li>Specific and Relevant Training. </li></ul><ul><li>The Organisation. </li></ul><ul><li>Management / Supervisors. </li></ul><ul><li>The Individuals. </li></ul>
    27. 27. Recommendations
    28. 28. Research Recommendations <ul><li>Culture vs. No-Culture. </li></ul><ul><li>Sub-Cultures of Construction Workers. </li></ul><ul><li>Manual Handling Training and Information. </li></ul>
    29. 29. Culture vs. No-culture <ul><li>Comparison between 2 different organisations / sites (similar size / value as a tangible variable). </li></ul><ul><li>One organisation / site with an embedded pro-active safety culture with a conducive safety working environment and the other would not. </li></ul><ul><li>Analysis of which organisation / site was ‘safer’ through ‘real-time’ data collection. </li></ul>
    30. 30. Sub-Cultures of Construction Workers <ul><li>Site level research study to examine behaviours and attitudes of workers. </li></ul><ul><li>Examination of how they impact upon the decisions that people make as a </li></ul><ul><li>result of sub-cultures that exist on all sites. </li></ul><ul><li>Greater time scale required to gain trust and </li></ul><ul><li>mutual understanding between workers and </li></ul><ul><li>researcher. </li></ul>
    31. 31. Manual Handling Training and Information <ul><li>In-depth investigation into current training techniques and information currently available within the construction industry for organisations and workers. </li></ul><ul><li>Are we teaching people the correct way! </li></ul><ul><li>Training alone will not help provoke change within the industry without culture, but will play a role in informing and teaching individuals good manual handling practice. </li></ul><ul><li>Future solutions to training and information. </li></ul>
    32. 32. Closing Note <ul><li>As the UK Construction Industry and country </li></ul><ul><li>as a whole, struggles to emerge from the </li></ul><ul><li>global recession… </li></ul><ul><li>Particular consideration should be taken to </li></ul><ul><li>how labour productivity within organisations </li></ul><ul><li>is undermined by MSD’s... </li></ul>
    33. 33. Thank you and Questions