Conference 2005 - Health & Safety Report
HEALTH AND SAFETY REPORT 2005
Joe Connor
This Federation plays a key role in the Health and Safety of the Force and has been a very important partner with the Health and Safety Executive in its draughting of policies, such as the Track Safety Policy.
It's important that you are Health and Safety representatives establish and maintain a working relationship with the HSE on a local level.
Since the introduction of the Health and Safety Act 1974 with its global focus n people at work and its managerial and goal setting approach, fatal injuries at work have been reduced throughout the United Kingdom workforce by two thirds over the last Thirty years. As you will know the act did not fully apply to the Police Service until 1997. But because of the unique constitutional position of the British Transport Police it has applied to this Force since it's enactment.
Sickness absence in the public sector presents a particular problem for the Government. For example in 2003-2004 the total sickness absence for the Police Service in England and Wales was more than two million days. As press reports have shown there is a general perception that performance of the public sector, of which the police is part, is significantly worse than the private sector.
All we know, though, that if we were to dig down to the true facts this perception would not be true. However this is a big issue for public sector employers and the Government and they are taking it very seriously indeed.
The Chancellor, Gordon Brown acknowledged the importance of this issue when he announced plans to undertake a review of the management of long-term sickness absence in the public sector and also to consult on the rules for Self - Certification in the Civil Service.
This work is being taken forward by an inter-departmental task force and forms part of much wider programme of work being taken forward by the Health and Safety Commission.
That means, and this is only my view, that no longer will you be allowed Self-Certification Sick Leave. When the new arrangements are in place, I believe you will need to be signed off by the Forces Occupational Health Nurse. - That's something to think about!
One role of the task force is how to turn pockets of best practice in the public sector into the normal practise of all, and by so doing that help managers to better manage sickness absence. They will want to take on the best and most efficient practises of the private sector and we all know how ruthless that can be.
We as a Federation cannot and do not seek to deny that there are clear benefits for all in tackling the issues behind sickness absence. There is for instance the ability for the Force to deliver a better public service and there is the benefit to the individual whose health, safety and welfare is being protected. But it is obvious that any major restructuring of how sickness is dealt with will take a lot of dedication, commitment and goodwill from both senior management and the workforce, and we would be looking for worker involvement. That means the Force engaging with the Police Federation to help deliver any improvements.
Health and Safety should be the cornerstone of any civilised industrial society. Health and Safety should be about helping our members and management to understand and play their part in the Health and Safety system to the benefit of everyone. A key message here is the need to be sensible about managing risks, recognising that it may not be possible to eliminate all of them in the type of work a police offer is called upon to perform.
However, let there be no misunderstanding, management have a duty to identify and minimise those risks and we will hold Management accountable for any negligence on their part.
The police service plays a vital role in our modern day society and both the public and the community we serve have a high expectation of effective delivery. Whatever the circumstances it is an integral part of our service culture so seek to protect the community and save life, even if that means the individual officer, putting himself at risk in order to do so.
Many managers believe and some have said that Health and Safety legislation prevents them from managing and the Force from fulfilling its fundamental duty to society. But that is obviously not the belief of Government who enacted the Health and Safety Act 1974 nor the Health and Safety Commission who's role it is to enforce and prosecute breaches of that legislation. In fact, the very opposite is true. Far from being a hindrance good Health and Safety management actually helps the Police Service, indeed all the emergency services, to pursue their role. Sensible management of risk is an integral part of good management. It builds on and protects both in time and costs the investment made in staff selection, in recruitment and in training. Investment in health, safety and welfare of the workforce by management can improve performance. The Government knows this - as illustrated by the establishment of the Task Force.
The key duties under Health and Safety at Work Act are qualified by the concept of "what is reasonably practicable?" This involves a balance between the risk being faced and the cost, in overall terms of controlling that risk. Part of this equation is the benefit to society of carrying out the activity of an emergency service. Health and Safety Law is flexible it does not impede the Police Service or indeed any of the other emergency services. On the contrary, it allows them to function fully - but in the context of appropriate precautions.
Our members have the same rights as any other worker to go home to their families' safe and healthy at the end of a shift. But the Police Service is not just an emergency service we are also law enforcers, so this puts you under different pressures than the other emergency services. The Police Force still owes you a duty of care to look after your health and safety while you are at work. The Police Service needs to assess the range of situations likely to be met and, in a general sense, prepare for them. This involves planning, providing a sensible level of equipment, and giving training to enable staff to make sensible decisions on the spot. The command and control structures should provide front line staff with adequate support and supervision.
In pursuing their strategy, the Health and Safety Commission launched a statement in March 2003 to promote worker involvement and consultation in workplace health and safety. The statement- the Health and Safety commission's collective declaration on worker involvement- is based on two core principles.
The first is that all workers have a right to work where all risks to their health and safety are properly controlled; and
The second principle is that workers that have a voice, and who are given the ability to influence health and safety, are safer and healthier than those who do not.
The statement goes on to set out a long-term collaborative agenda to fulfil this vision. It calls on partner's support and asking them to work together to improve workers knowledge on health and safety and to support safety representatives in carrying out their work.
The Health and Safety Executive and the police have been doing business, harmoniously, on a whole range of issues and at all levels for several years now.
Long working hours is of particular concern to this Federation. It is beyond dispute that working excessively long hours can and does contribute to ill health. It ill-behoves the Force Management to expect officers to work such long hours and then complain of the resulting effects.
Work related stress is another important issue that the Force needs to address. Staff works often, in unstable environments for long and erratic hours. It is vitally important, in all areas of health and Safety that managers, workers and their representatives work in partnership to assess risks, develop interventions and take action to protect and promote their wellbeing.
It is widely perceived throughout the Force that when staff is referred to Occupational Health, they, Occupational Health, do not balance the legitimate health needs of the individual against the Force. - They appear to focus on the needs and wished of the Force.
They encourage staff to retire on ill health. Even if that is not in the best long term interests of the individual. The cynics amongst you, will say, of course, "that is because the Force does not bear the costs of such retirements."
The constant upheavals in the Occupational Health and Welfare Departments and the removal of the Forces two senior Health and Safety Advisors is having a corrosive effect on moral, not just serving officers but also support staff. Senior Management delude themselves if they think this is the way forward.
We on the Federation want to work in partnership with the Force, to assess risks, develop interventions and create a healthy working environment.
Only by working in Partnership will we reduce the costs of sickness absence. Only by working together we will reduce the human costs of work related injuries and ill health.
We need to have shared aims, and it is only by working together in partnership that we will succeed in achieving that aim.
