achieving a safety culture
TRANSCRIPT
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WELCOME
CORPORATE SAFETY TRAINING
29 CFR 1910
ACHIEVING A SAFETY CULTURE
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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.
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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.
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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.
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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.
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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:
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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!
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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.
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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.
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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.
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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
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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
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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
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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)
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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
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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
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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?
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BEHAVIOR PRINCIPLES
Motivation.
Intelligence. Emotions.
Experience.
Attitude
Situational Conditions.
What Influences Behavior?
What Else Can You Think Of?
Desire
Need. Abilities.
Skills.
Ambition.
Continued
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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
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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?
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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
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REINFORCEMENT
Unacceptable Behavior Must Never
be Reinforced. Always Promote theAcceptable Behavior Required for a
Given Situation.
BEHAVIOR REINFORCEMENTContinued
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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.
BEHAVIOR REINFORCEMENTContinued
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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
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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?
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MOTIVATIONAL TECHNIQUES
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
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MOTIVATIONAL TECHNIQUES
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
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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
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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
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ATTITUDE IS IMPORTANT
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
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ATTITUDE IS IMPORTANT
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
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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.
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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
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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
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ACCIDENT CAUSATION
WHAT CAUSES ACCIDENTS?
?
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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
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Improper attitude.
Lack of knowledge or skill.
Physical or mental impairment.
ACCIDENT CAUSATION
Behavioristic Causes
Improper Attitude
Ive Never Been
Hurt Before
Continued
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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
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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
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Fatigue.
Defective hearing.
Defective eyesight.
Muscular weakness.
Lack of required skill.
Lack of required knowledge.
Intoxication (alcohol, drugs).
ACCIDENT CAUSATION
Unsafe Personal Factors
Continued
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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
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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
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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