Achieving a Safety Culture

7/29/2019 Achieving a Safety Culture

1/43

WELCOME

CORPORATE SAFETY TRAINING

29 CFR 1910

ACHIEVING A SAFETY CULTURE


2/43

COURSE OBJECTIVES

Define the term Corporate Safety Culture.

Discuss the local safety policy.

Discuss responsibilities at all levels.

Discuss the concept A Corporate Safety Culture.

Discuss ways to motivate employees.

Discuss Incentives verses Recognition.


3/43

ABOUT THIS COURSE

This course is intended to provide employees with an

overview of the actions required to help achieve a

Corporate Safety Culture within the company. This

training will significantly aid employees in

understanding this concept. This training is not

meant to replace other training required by OSHA.


4/43

COMPANY SAFETY POLICY

The personal safety and health of each employee of a

company is of primary importance. The prevention of

occupationally-induced injuries and illnesses is ofsuch consequence that it will be given precedence

over operating productivity whenever necessary. To

the greatest degree possible, this company will

provide all mechanical and physical facilities required

for personal safety and health in keeping with thehighest standards.


5/43

WHAT IS A SAFETY CULTURE?

A safety culture is a behavioral climate

within a company that promotes,

rewards, and controls safety in such away as to make safety a part of

business instead of a condition of

business.


6/43

ACHIEVING A SAFETY CULTURE

IS IMPORTANT

Improve Quality.

Improve Absenteeism. Maintain a Healthier Work Force.

Reduce Injury and Illness Rates.

Acceptance of High-Turnover Jobs.

Workers Feel Good About Their Work.

Reduce Workers Compensation Costs.

Elevate SAFETYto a Higher Level of Awareness.

A GOOD PROGRAM WILL HELP:


7/43

PROGRAM IMPLEMENTATION

DEDICATION

PERSONAL INTEREST

EMPLOYEE SUPPORT

MANAGEMENT COMMITMENT

ACHIEVING A SAFETY CULTURE REQUIRES:

NOTE:

UNDERSTANDING AND SUPPORT FROM THE WORK FORCE

IS ESSENTIAL, WITHOUT IT THE PROGRAM WILL FAIL!


8/43

MANAGEMENTS ROLE

Considerations:

1. Suppor tthe Program.

2. Get Involved In Safety. Learn!3. Ensure Your Support Is Visible.

4. Implement Ways to Measure Effectiveness.

5. Attend the Same TrainingAs Your Workers.

6. Interact With Your Workers, Learn Their Problems.7. Insist on Periodic Follow-up & Program Review.

8. Fol low-upon the Actions You Took.


9/43

THE SUPERVISORS ROLE

Considerations:

1. Get To Know Your Workers.

2. Learn What Motivates Your Workers.3. Never Ridicule Any Injury or Near Miss.

4. Be Positive, Motivate, and Reward.

5. Find Ways to Measure Safe Behavior.

6. Attend the Same TrainingAs Your Workers.7. Be Proactive - Get Involved in Safety.

8. Be Professional - You Could Save a Life Today.

9. Fol low-upon the Actions You Took.


10/43

THE EMPLOYEES ROLE

Considerations:

1. Get Involved In The Safety Program.

2. Contr ibuteto Make Corrective Actions.

3. Understand How Your Behavior Affects Job Safety.

4. Repo rtAll Accidents and Near-Misses Immediately.

5. Be Proactive and Professional.6. Report All Safety Problems or Deficiencies.

7. Fol low-upWith Any Additional Information.


11/43

SAFETY INCENTIVES & RECOGNITION

Know the differences between incentive and recognition

Provide appropriate safety incentives at all levels

Promote appropriate safety recognition at all levels

Understand theories of accident causation

Evaluate the different approaches to worker safety

Encourage performance & achievement

Discourage injury-based safety systems


12/43

WHAT IS INCENTIVE?

Incentives are usually physical in nature

- Money - Gifts - Time off Incentive programs are only partially effective

Incentive programs can create good competition

Employees notice what others have gained

Incentives only temporarily change behavior When incentives are removed behavior reverts

In Short, Incentives are most effective whencombined with other facets of the program

GENERALLY TANGIBLE TO OTHERS


13/43

WHAT IS RECOGNITION?

Recognition is motivational in nature

Recognition can change behavior Recognition is more lasting than incentives

Recognition must be done before coworkers

Can be combined with tangible incentives

Some examples include:

- Public praise

- Certificates of accomplishment

- Personal recognition from management

- Other similar initiatives as appropriate

GENERALLY INTANGIBLE TO OTHERS


14/43

FACTORS AFFECTING RECOGNITION

People respond to different types of recognition

Learn the person, learn what they respond to

Multiple types of incentive/recognition work best

Good example:

- Praise the individual before his/her peers (intangible)

- Praise the individual in private (intangible)

- Give a displayable plaque (tangible)- Give a displayable certificate (tangible)

- Give a bonus or monetary award (tangible)


15/43

SOME ASSUMPTIONS ABOUT INCENTIVES

Incentives sometimes are construed to mean:

- Workers are careless

- Workers are accident prone

- Workers have bad attitudes

- Accidents can be stopped by giving trinkets

- Accidents are caused exclusively by people

- Machines dont cause accidents, people do

Teach employees to understand that:

- Incentives play only a partial role in injury reduction


16/43

Based on injury statistics only

Based on recordable injuries

Doesnt include close calls

Frequency not a good indicator of risk

Provides little information about risk management

Statistics provide little more than indicators

Statistics provide a starting point

WHAT DO STATISTICS TELL US?

STATISTICS


17/43

BEHAVIOR PRINCIPLES

Behavior Is What a Person Does or Says. What

Causes a Person to Take This Particular Behavioror Course of Action Depends On Other Influencing

Factors. Attitude and Situational Conditions

Cause The Particular Behavior.

WHAT IS BEHAVIOR?


18/43

BEHAVIOR PRINCIPLES

Motivation.

Intelligence. Emotions.

Experience.

Attitude

Situational Conditions.

What Influences Behavior?

What Else Can You Think Of?

Desire

Need. Abilities.

Skills.

Ambition.

Continued


19/43

BEHAVIOR PRINCIPLES

Determine What Motivates The Behavior.

-- Lack of Training?-- Working Conditions?

-- Personal Problems?

Work-Related Problem? - Try and Fix It.

Personal Problem? - Work Within Company Resources Find Positive Ways To Discourage Unacceptable

Behavior.

When The Reason For Behavior is Not Known.

Continued


20/43

BEHAVIOR REINFORCEMENT

Reinforcement Is Any Consequence That

Increases the Likelihood That the Behavior It

Follows Will Occur in the Future. In Other Words,

If You Promote a Behavior and Make Someone

Feel Good About Performing That Behavior, or

Give Them a Reason to Perform That Behavior, ItsOccurrence in the Future Will Likely Increase.

WHAT IS BEHAVIOR REINFORCEMENT?


21/43

REINFORCEMENT

Acceptable Behavior Must Be

Constantly Reinforced. Never Missan Opportunity to Give a Pat on the

Back for Acceptable Behavior.

People usually Respond to Positive

Reinforcement.

BEHAVIOR REINFORCEMENTContinued


22/43

REINFORCEMENT

Unacceptable Behavior Must Never

be Reinforced. Always Promote theAcceptable Behavior Required for a

Given Situation.



23/43

Reinforcement Considerations:

1. Reinforce Frequently, and In Public.

2. Reinforce ONLYfor Acceptable Behavior.3. Reinforce Immediately, Never Wait.

4. Reinforce During the Safe Behavior if Possible.

5. Be Specific About the Reinforced Behavior.

6. Give Non-Verbal Positive Cues. (Nods, Smiles etc.)7. Be Totally Positive.

8. Be Sincere. People See a Lot, But Dont Say a Lot.

9. Accentuate The Positive.



24/43

BEHAVIOR REINFORCEMENT

Works For a Determinant Period Only.

Once an Accident Occurs, No Incentive Remains. Usefulness Usually Degrades Over a Period of Time.

Doesnt Permanently Alter Unacceptable Behavior.

Diminishes Supervisory Control.

Rewarding For No Accidents.

Continued


25/43

MOTIVATIONAL TECHNIQUES

Is The Individual Due a Raise?

Is a Salary Review Needed For The Job?

Is The Amount ofPiecework Pay Appropriate?

Is There a Bonus Program?

Are There Monetary Rewards for Safe Behavior?

Are There Other Incentive Rewards for Safe Behaviors?

Is There a Safety Suggestion Program?

HOW MUCH OF A MOTIVATOR IS MONEY?

Money and Behavior.

What Else Can You Think Of?


26/43


This Approach Holds That Individuals Can BeMotivated by Properly Designing Their WorkEnvironment and Praising Their Performance.

Holds That: Punishment for Poor PerformanceProduces Negative Results.

Goal Setting With Employee Participation Is Essential.

Periodic Re-Evaluation Is Essential.

Requires Frequent Work Environment Adjustments.

Requires Detailed Planning and Training of Workforce.

Positive Reinforcement and Behavior.

Continued


27/43


People Are Motivated by Being Consulted on ActionsThat Effect Them.

People Know Their Jobs. What Safety ProgramChanges Can They Bring to the Work Environment?

People In Many Cases Know the Safety Problems andSafety Solutions. Just Ask.

Participation In The Safety Program SatisfiesAffiliation and Acceptance Needs.

Workers Must Know That Final Decisions AreReserved to Management. But Tell Them Why!

Employee Participation and Behavior.

Continued


28/43

ATTITUDE

When a Persons Attitude Changes, His or Her

Behavior Will Typically Follow. Assuming He or

She Has Adequate Knowledge of the Safe Working

Conditions in the Work Environment. When YouEliminate Every Other Reason for Unacceptable

Behavior, What Is Left It Attitudinal.

MOTIVATION CHANGES ATTITUDE

AND

ATTITUDE DRIVES BEHAVIOR


29/43

ATTITUDE IS IMPORTANT

If a Person Understands That His or Her Safety at

Work is Controllable in a Measurable Way,Acceptance of the Safety Culture as an Essential

Part of the Work Environment Will Be Increased.

Safe Attitudes and Behaviors Will Naturally Follow.

AND!

SAFETY AS PART OF THE WORK ENVIRONMENT


30/43


Once Safe Attitudes are a Normal Element in the

Work Environment, Behavior Will Be Influenced.Then, Peers and Coworkers Expect Each Other ToPractice Safety as a Part of Work and Not aRequirement of Work.

When This Moment OccursThe Safety Culture is Born.

At This Point Co-workers Will Expect Each OthersProtection and Accident Rates Will Decrease.

SAFETY AND PEER SUPPORT

Continued


31/43


Management Is Responsible to Promote a Safety

Culture. Everyone is Responsible For Sustaininga Safety Culture. Attitude Is the Key To Sustaining

a Safe Work Environment.

SUSTAINING SAFE BEHAVIOR

Continued


32/43

THE HUMAN FACTOR

HOW DO YOU MOTIVATE THE CORE INDIVIDUAL

Rules, Policies, Schedules, Jobs Etc., Must

Accommodate The Majority.

Focus on The Individual - But, Try To Please Everyone.

Good Behavior Can Be Enhanced By Accommodating

The Majority. Please As Many People As Is Practical.

Bad Behavior Should Be Studied To DetermineCausation.


33/43

THE HUMAN FACTOR

PERSONAL DIGNITY IS CRITICAL TO GOOD BEHAVIOR

People Must Be Treated With Respect No Matter

What Their Position In the Company. Always Treat People With Respect.

Always Treat People Equally.

Assume People Will Talk. It Will Keep You Straight.

Never Ridicule Good Behavior In Jest.

Remember, It Takes Two To Argue. Draw a Line.

Walk Away From Conflict, And Address It Later.

Argue Constructively If You MustArgue.

If Safety Is Critical To The Issue, Stand Your Ground.

Continued


34/43

THE HUMAN FACTOR

CONSIDER THE WHOLE PERSON

People Are the Sum Total of Their Experience,

Combined With Their Genetic Make-up. Reinforce Good Behavior. Discourage Bad Behavior.

Learn What Motivates Your Employees

Learn Your Employees Strengths and Weaknesses.

Learn Strengths, Reward Them and Use Them. Learn Weaknesses and Help To Improve Them.

Understand That Home Life Can Overflow Into Work.

Be Prepared To Deal With Unpredictable Situations.

Understand Group Behavior Verses Personal Behavior.

Continued


35/43

ACCIDENT CAUSATION

WHAT CAUSES ACCIDENTS?

?


36/43

Was he or she properly trained?

Did the employee know not to use it?

Was he or she reminded not to use it?

Why did the supervisor allow its use?

Did the supervisor examine the job first?

Why was the defective ladder not found?

Are procedures in place for defective equipment?

ACCIDENT CAUSATION

Contributing Factors

USE OF A BROKEN LADDER RESULTS IN AN ACCIDENT

Continued


37/43

Improper attitude.

Lack of knowledge or skill.

Physical or mental impairment.

ACCIDENT CAUSATION

Behavioristic Causes

Improper Attitude

Ive Never Been

Hurt Before

Continued


38/43

Horseplay.

Defeating safety devices.

Failure to secure or warn.

Operating without authority.

Working on moving equipment.

Taking an unsafe position or posture.

Operating or working at an unsafe speed.

Unsafe loading, placing, mixing, combining.

Failure to use personal protective equipment.

ACCIDENT CAUSATION

Behavioristic Causes

Continued


39/43

Improper PPE.

Improper tools.

Improper guarding.

Poor housekeeping.

Improper ventilation.

Defective equipment.

Improper illumination.

Unsafe dress or apparel.

Hazardous arrangement.

ACCIDENT CAUSATION

Unsafe Conditions (Environmental)

Continued


40/43

Fatigue.

Defective hearing.

Defective eyesight.

Muscular weakness.

Lack of required skill.

Lack of required knowledge.

Intoxication (alcohol, drugs).

ACCIDENT CAUSATION

Unsafe Personal Factors

Continued


41/43

Slip, Trip.

Struck by.

Overexertion.

Struck against.

Fall on same level.

Fall to different level.

Caught in, on, or between. Contact with - heat or cold.

Contact with - electric current.

Inhalation, absorption, ingestion, poisoning.

ACCIDENT CAUSATION

Types of AccidentsContinued


42/43

WHATS LEFT? ATTITUDE!

When you:

Eliminate Unsafe Environmental Conditions.

Upgrade Engineering Controls. Optimize Administrative Controls.

Provide Adequate Personal Protective Equipment.

ATTITUDE DRIVES BEHAVIOR

A FINAL THOUGHT


43/43

WHATS LEFT?

A CORPORATESAFETY CULTURE!

When Behavior:

Causes Management to Fully Support the Program.

Causes Employees to Promote Safety. Contributes To a Safe Work Environment.

Causes a Measurable Reduction In Accidents.

THE END RESULT

Documents

Achieving a Safety Culture