The principles of social sustainability are simply about people, writes IOSH’s senior OSH specialist, Angela Gray.
It’s about the care and consideration of the workers who contribute directly to the profitability and survival of a business. It’s recognising their value and their worth and then repaying it by ensuring that workers are at the heart of business decisions, activities and strategic direction.
Social sustainability encapsulates the principles of fair labour practices, by providing and maintaining a safe and comfortable working environment and promoting mental and physical health for all of the workforce. It extends into EDI promotion, fair pay and reward, learning, skills and personal development.
For business leaders, social sustainability is about understanding the impact their business has on their workforce and also the ripple effect it has on their families, the local community and, potentially, wider society.
I know it’s an old one, but I have thought about this potential correlation using Maslow’s model ‘Hierarchy of Needs’, published in his paper ‘A Theory of Human Motivation’. Is there a relationship between what workers gain from their employment, and their degree of happiness in their job (are their needs are being met) with how and when they actively participate and contribute to the OSH performance of their workplace?
Does this influence their attitudes towards OSH? Does it support better risk perception and greater levels of engagement?
Acknowledging that there is a myriad of other factors underpinning people’s attitudes toward OSH, I’ve kept it simple and looked at it from a ‘give and take’ point of view.
1. Physiological needs
They receive a salary to support their basic needs; home/shelter, food, clothing. They have decent workplace conditions and welfare facilities; toilets, drinking/washing water, meals.
Perceptions and attitudes to OSH:
They are only aware of the hazards that have been highlighted to them and do not question task instructions. They assume risks have been dealt with by manager/others. They will mirror actions/opinions of their peers and avoid OSH conversations.
2. Safety
They have job security, routine, and predictability. They are protected from violence, harassment, discrimination and feel free from threat to their health, mental & physical safety.
Perceptions and attitudes to OSH:
They understand the predictable hazards within their own work area. They are interested in the OSH programmes and improvement strategies that impact themselves. However, they still feel threatened by OSH conversations initiated by manager or peers.
They consider the OSH implications of the task/job requests only to themselves and when the hazards are obvious.
3. Belonging
Workers feel part of a team with common goals. They have forged friendships and have peer acceptance. They understand their job/role well and are actively involved with team activities/projects.
Perceptions and attitudes to OSH:
They have developed a good hazard awareness within their own work area. They are interested in the OSH programmes and improvement strategies for their particular team/work area. They are comfortable responding to OSH conversations initiated by their manager or peers.
They are now confident to challenge the OSH implications to themselves of the task/job requirements
4. Esteem
Their contributions and efforts are valued and recognised. Any suggestions and input to the OSH processes are respected and considered – they are able to make a difference, free from ridicule. They also have opportunities for their own development (personal & skills)
Perceptions and attitudes to OSH:
They have good hazard awareness and risk perception, often approached for contribution to the OSH programmes and improvement strategies. They feel like they have a voice and it is heard. Workers willingly engage in OSH conversation at all levels with team/function and they are confident to question behaviours/actions of peers (through positive interventions).
5. Self-actualisation
Workers have a high work ethic driven by recognition of high performance and in a role that matches their personality, aptitudes and values. Their full potential has either been reached or is certainly viewed as achievable.
Perceptions and attitudes to OSH:
At this stage, workers have a high degree of hazard awareness and risk perception. They are fully engaged in OSH programmes and improvement strategies often initiating or leading them. They authentically engage in OSH conversation at all levels and are confident to challenge behaviours or unsafe actions of others (positive interventions).
Of course, this also works in reverse. Circumstances can change and events can happen which affect the cultural climate in the workplace and have a direct influence on the opinions, perceptions and how workers feel about their place of work.
When workplace needs are not met, attitudes to OSH will regress and workers will potentially disengage.
Social sustainability is actually about doing OSH really, really well, through a comprehensive, broader, and holistic lens. Isn’t this something that OSH Professionals have been doing, or trying to do, for years?
If an employer truly embraces the principles of social sustainability and demonstrably recognises the value of their workforce, how will this impact attitudes, beliefs and values towards OSH?
