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#1 Posted : 13 February 2008 09:26:00(UTC)
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Posted By Andrew M Curious, has anyone had the prospect of disciplining board members/directors for not complying with ppe requirements? If so what was the outcome? Have already asked CEO to have a word with him about footwear and hearing protection but has fallen on deaf ears.
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#2 Posted : 13 February 2008 09:39:00(UTC)
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Posted By Dave Merchant It's an unfortunate side effect of human nature. A small percentage of workers use PPE because they genuinely see the benefit and are scared by the potential for harm, but most use it because they are scared of being sacked. The higher in the corporate food chain you go, the more likely you are to find people who (1) can't be sacked (2) never bother to go to the training courses (too busy, too important, too much on at the golf club that week, etc.)
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#3 Posted : 13 February 2008 10:26:00(UTC)
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Posted By Kieran J Duignan Hello Andrew Since you use the formal legal expression 'disciplining', it may be appropriate to observe that you are not in a position to 'discipline' someone more senior to you in the organisational structure. That said, I have more than once 'challenged' those more senior to me, both as an employee and as a consultant. The formal channels available include lobbying directors about the cultural norms of the business and contributing to a meeting with the board, where I have observed other members sit tight and say nothing, although aware that they had earlier expressed frustration with the non-conformist avoidant behaviour of their fellow director. I regarded my stance as a contribution to 'enriching the organisational culture'. Sometimes such candour is appreciated; in some quarters it's resented. It has invariably taught me a lot about my own level of psychologically and politically 'fit' behaviour as well as about the cultural realities of the organisation. The emerging Corporate Manslaughter and Homicide Act as well as the Institute of Directors code of practice on safety and health at work are straws in the wind that over time are likely to contribute to more favourable behaviour on the part of most boards of organisations. Let's hope we live long enough to benefit from the improvements.
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#4 Posted : 13 February 2008 12:11:00(UTC)
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Posted By Robert K Lewis It is easy to do however when you are the PC and the director is from a subcontractor. Did it a couple of times myself and barred them from my site for two month stretches. They never caused an issue after that for some reason. You need to look at what support you may have from other directors. If the report line is too long you may need to incorporate a senior manager in the dicussion. Take it from the point that if they are aware of the situation and fail to act they too are guilty of a section 37 offence if it goes pear shaped. Bob
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#5 Posted : 13 February 2008 15:47:00(UTC)
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Posted By Bob Shillabeer Be bold, send him a letter (recorded) pointing out his role as a company leading light and demonstrate the futility of trying to get others to comply when the legally responsible person is flouting the legally enforcable standard of using PPE which has been deemed necessary. Wait for the flak to come back and then ask the question 'What would you do if a lower memeber of the company was injured or disciplined for the same briech of company requirements' and then stand back and get warm of the very hard blush that seems to glow btight red. If he doesnot blush look for another job.
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#6 Posted : 13 February 2008 16:25:00(UTC)
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Posted By John J When I was a deputy convenor I had a senior member of management attempting to discipline one of my members for not wearing a dust mask.. Tried everything possible to get the guy to see reason as to appropriate level of punishment but nothing less than the sack would do. The issue was finally resolved after I provided details of similar infractions by the belligerent manager along with witness statements. Both recieved verbal warnings. Managers demonstrate their attitude to safety everytime they enter the workplace. Their workforce will view their approach as the acceptable norm, John
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#7 Posted : 13 February 2008 18:19:00(UTC)
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Posted By Pete48 There are very few ways to manage this sort of situation and getting heavy is not usually one of the successful ones. It is certainly the most risky to you as an individual. You have to find a way to resolve it by "presence" and not authority. Presence? the ability to influence matters without relying upon any authority (implicit or explicit) to do so. Why doesn't this person comply? Do you really know or is there some underlying judgement that the programme is OTT for senior staff. (not saying that is acceptable but it is a strong motivator) Have you tried appealing to them, as a key team member, to stop undermining the current programme before it has been amended(if that is what they think should happen) If they disagree with the programme in any way, get it put onto the senior management meeting. If you don't attend, then make sure your contact is briefed. If you can get the discussion about whether senior staff should comply onto the agenda as a discussion item then much better than the iron fist approach. they will then decide what the approach is (hopefully the one you have) and hey presto, you have a way to correct everyone. "You signed up to, please comply". Of course you may still have a problem but then it is easier to have a further discussion at a senior level about why "your" programme is being sabotaged by those not wearing kit. I have seen quite a few evangelistic safety people leave thier employers a short while after their success at getting the recalcitrant manager "carpeted". I couldn't possibly comment on why they left of course!
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#8 Posted : 14 February 2008 09:44:00(UTC)
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Posted By Darren (Daz) Fraser Cease all activities whilst director in area, explaining that it would be unwise for the activity to proceed whilst there is an unprotected employee within the area, and as a responsible person surely they can see why that course of action has been taken. State that you have had to resort to this course of action as you would be failing to ensure the safety etc (Section 7) and if an officer of the company (Section 37) etc and see what response you get then. Only needed to do it once, the director concerned saw the reasoning as the image of pounds and pence disappearing (due to penalty charges in contracts) and customer orders being delayed and became the safety champion and started enforcing all procedures at all levels.
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