Occupational Violence and Aggression is Never 'Just Part Of The Job'.

admin • January 6, 2025

Occupational Violence and Aggression. 

Occupational violence and aggression (OVA) is when a person is abused, threatened or assaulted in a situation which is related to their work. It may come from internally (co-workers) or externally (clients, patients, customers or the public). 

It may include verbal abuse, physical intimidation, physical violence, or threats of violence.  It can occur in person, over the phone or even online. There is a broad spectrum of severity, but all can impact the workers mental and physical safety. 

Violence at work is a major health and safety issue and is particularly prevalent in some industries but can occur in any industry. 

 

What do you do about it? 

Like with any other hazard, the employer has a duty und the Victorian Occupational Health and Safety Act (2004) to provide and maintain for employees, as far as is practicable, a working environment that is safe and without risks to health.  

OVA should be treated like any other OHS hazard and includes looking at and addressing root causes and contributing factors. It can be prevented in many cases and can be minimised in others. 

The principles of risk management apply to OVA too: 

  • Identify the hazards 
  • Assess the risks 
  • Implement controls 
  • Review the effectiveness of the controls 
  • Consultation must occur throughout the process 


Make sure that all incidents are being reported. If an incident does occur, then the worker must be supported, but we must not stop here. We must learn from the failure by investigating the incident and working to prevent it from happening again. 

 

When addressing the risk of OVA in a workplace, think about systems and controls which may be effective in the context of your industry and workplace. These might include: 

  • Security – this may include security guards, CCTV and duress alarms. 
  • Hazard identification and risk assessment procedures specifically for OV risks – this may involve assessing any OV risk posed by a patient, client, customer, etc. For example in historical records, or by observing their behaviour on entry to the workplace.  
  • Systems of record-keeping which include a process for recording around the risk of OV. 
  • Reporting processes for incidents of OV. 
  • Processes for following up on incident reports – including investigations to explore the root cause, with actions taken to prevent recurrence. 
  • Workplace design – for example screens, eliminating blind corners and isolated locations, lighting, etc.   
  • Protocols to eliminate known high-risk situations eg: sole charge, night-time, isolation, etc. 
  • Education and training – eg: de-escalation technique training, processes for calling for back-up, etc. Ensure that the workers know what the safety protocols are and how to use them.
  • Policies and procedures which are practical and apply to the context of the workplace.
  • Provide post-incident support – immediate follow up and support tailored to the individual’s needs.
  • Actively promote a culture which empowers staff to expect a safe workplace.

 

When working towards tackling violence and aggression as an OHS issue, it is integral that the employer and the employees believe that they have the right to expect a physically and mentally safe workplace. This means promoting a culture in the workplace that does not accept violence and aggression.  

Violence and aggression are never just ‘just part of the job’. 

Reasonably Practicable?

By admin • March 25, 2025
The Victorian Occupational Health and Safety Act 2004 requires that the employer has a duty to ensure a healthy and safe workplace. This duty must be met as far as reasonably practicable. But what does this actually mean? The following must be considered when determining what is reasonably practicable: (according to section 20(2) of The Act): (a) The likelihood the hazard or risk concerned eventuating; (b) The degree of harm that would result if the hazard eventuated; (c) What the person concerned knows, or ought to reasonably know, about the hazard or risk; (d) The availability and suitability of ways to eliminate or reduce the hazard or risk; (e) The cost of eliminating or reducing the hazard or risk. This is often an area of confusion – primarily because the test for what is ‘reasonably practicable’ is in fact objective. When we consider this, it is best to look to WorkSafe for guidance. WorkSafe Victoria provides some clarification in their Position Statement on the matter: ‘a person is to be judged by the standard of behaviour expected of a reasonable person in the duty-holder’s position who is required to comply with the same duty and is: • Committed to providing the highest level of protection for people against risks to their health and safety. • Proactive in taking measures to protect the health and safety of people.’ - WorkSafe position statement - reasonably practicable There must be a weighing up of each of the 5 points listed under section 20(2) of The Act (above), but with a clear presumption in favour of safety. This means that the likelihood of harm occurring, and the seriousness of the potential outcome, must be the most important factor. The cost must be considered to be the least important factor when deciding what is reasonably practicable. ‘If the degree of harm is significant, e.g. death or serious injury is highly likely, then it is extremely unlikely that the cost of eliminating or reducing the risk would ever be so disproportionate to the risk to justify a decision not to implement an available and suitable control measure.’ - WorkSafe position statement - reasonably practicable When considering what the person concerned should reasonably know about eliminating the hazard, the state of knowledge regarding hazards and controls must be considered and this must be applied in line with the ranking under the hierarchy of control. The definition of what is ‘reasonably practicable’ is often one which causes some contention. It is important to go back to the WorkSafe position statement to make sure that you are making decisions in line with the intentions of The Act . Of course, it is always required that the highest level of protection from a hazard is provided in order to ensure a safe workplace. To read more about this: How WorkSafe applies the law in relation to Reasonably Practicable | WorkSafe Victoria

10 Pathways to Death and Disaster

By admin • March 18, 2025
Michael Quinlan’s book ‘Ten Pathways to Death and Disaster’ includes a review of fatal mine incidents. What he found was that the each disaster was preceded by common causes. There are 10 recurring reasons why disasters happen in the workplace. He describes 10 pathways: Pathway 1: engineering, design and maintenance flaws Pathway 2: failure to heed warning signs Pathway 3: flaws in risk assessment Pathway 4: flaws in management systems Pathway 5: flaws in system auditing Pathway 6: economic or reward pressures compromising safety Pathway 7: failures in regulatory oversight Pathway 8: worker or supervisor concerns that were ignored Pathway 9: poor worker or management communication and trust Pathway 10: flaws in emergency and rescue procedures In most cases, at least 3 of these pathways will be present. However, some cases will have features of all 10. The 10 pathways don’t just apply to mine incidents – they have been applied across other high hazard workplaces and have found to be equally relevant across industries. Ultimately, this shows that death and disaster in the workplace is predictable and preventable – so why do major industries continue to kill in the same old ways? If the 10 Pathways approach defines the issues which lead to major incidents, then why aren’t these being used to prevent such events? In other jurisdictions, the 10 Pathways Theory has been used to inform prevention. Perhaps it is something which regulators, employers, and also HSR’s could consider when thinking about how to prevent death and injury in Victorian Workplaces.  Ten Pathways to Death and Disaster eBook - The Federation Press
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