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CREATING A TOTAL SAFETY CULTURE

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• A “Safety Culture” cannot be developed fully in a short

presentation. Therefore, this presentation is offered to help:

₋ Develop an awareness of and to value the importance of

making safety an integral part of a company’s culture.

₋ Develop an awareness of the importance of accountability

in an effective safety program.

GOALS

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• A safety culture is the result of:

₋ Management and employee attitude.

₋ Policies and procedures.

₋ Supervisory responsibility and accountability.

₋ Safety planning and goals.

₋ Actions in response to unsafe behavior.

₋ Employee training and motivation.

₋ Employee involvement or “buy in”.

WHAT IS A SAFETY CULTURE

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The sequence of steps necessary to create a safety culture is:

1. Awareness through communication, safety posters, warning signs and

safety handouts, and having safety be an integral part of the

workplace.

2. Recognition through observation, inspections, safety committees and

incentive programs.

3. Corrective action and change through investigation of accidents and

near-hits; determination of symptoms and root-cause corrective

action; and behavioral changes.

4. Education through management and employee training.

5. Accountability through “chargeback” systems, safety goals, safety

activities and documentation.

6. Results and benefits through reduced costs, increased productivity,

improved production schedules, improved customer service, and job

security and personal health.

HOW TO DEVELOP A SAFETY CULTURE

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• Every accident has an impact on profits and sales. An

accident with medical costs of $1,000 can cost $5,000 in

total; to pay those costs, a company must sell $100,000 of

product.

• Every accident has an impact on WC and insurance.

Insurance rate (premiums) rise as comp costs rise.

• Every accident has legal implications. Litigation is on the

rise.

• Why a safety culture? Because a company cannot afford to

not adopt a safety culture.

AWARENESS – WHY A SAFETY CULTURE

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• Observation & Recognition Techniques:

₋ Understand the objective of the work activity being

observed.

₋ Be familiar with the standard/accepted methodology for

completing the task under observation.

₋ Look for attitude, regardless of behavior.

₋ Trust your initial impression.

₋ Know the facility’s accident history.

₋ Document findings.

₋ Have an immediate reaction.

RECOGNITION – THE ART OF OBSERVATION

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• This process includes three production factors involved in all operations.

1. Equipment

• Was it used properly?

• Was it selected properly?

• Was it maintained properly?

2. Materials

• Were proper materials handling techniques used?

• Were employees exposed to any hazardous materials?

3. People/Behavior

• How are employees selected?

• How are they trained?

• How are they motivated?

CORRECTIVE ACTION AND CHANGE – THE INVESTIGATIVE PROCESS

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• Ninety percent of accident causes are unsafe acts.

• Causes that are left uncorrected will result in serious

accidents.

Common examples of causes include:

₋ Inadequate employee training.

₋ Ineffective employee motivation.

₋ Lack of accountability.

₋ Inadequate policies and procedures.

₋ Improper selection of equipment or material.

₋ Poor maintenance of facilities or equipment.

DIFFERENTIATE BETWEEN UNSAFE ACTS & UNSAFE CONDITIONS

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• Some 43.5 percent of all accidents occur during the first year

of service.

• Here’s a useful training sequence to try:

1. Prepare the worker (attitude).

2. Present the job (knowledge).

3. Involve the employee (skill).

4. Follow up (accountability).

Training is ongoing- it never ends.

EDUCATION – EMPLOYEE TRAINING

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• Someone is held accountable when his/her performance is

measured in relation to standards or goals.

• Accountability can be established in safety through three

methods:

1. Chargeback system.

2. Safety goal system.

3. Safety activities.

Good leadership provides the motivation to achieve goals.

ACCOUNTABILITY – THE ART OF MOTIVATION

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• Accountability

₋ Establish achievable goals.

₋ Provide feedback on progress on a regular basis.

₋ Provide meaningful rewards when safety goals are met.

• Planning

₋ Set priorities for safety along with productivity, quality

and scheduling.

₋ Identify unusual job hazards in advance.

₋ Eliminate unsafe shortcuts or methods.

₋ Plan for equipment, material and people-materials

handling, PPE, new employees.

GOOD MANAGEMENT PRACTICES

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• Set an example for safe behavior. Be a leader.

• Show commitment to safety. Be assertive.

• Enforce safe operations and job procedures. Be decisive.

• Participate in safety activities, meetings, inspections, etc.

• Wear proper PPE.

• Give credit when due. Be supportive.

• Listen to workers. Be available.

• Show a positive attitude. Be enthusiastic.

• Inspire a team effort. Be a coach.

PERSONAL EXAMPLE

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• A safety culture can produce many results and benefits for

both the company and its employees:

₋ WC costs are reduced.

₋ The experience modification factor is reduced.

₋ Direct and indirect costs of accidents as well as overall

operating costs are reduced.

₋ Productivity improves when accidents are prevented.

₋ Profit margins increase when fewer accidents occur.

₋ Production schedules and delivery times are improved.

₋ The potential for legal costs is reduced.

₋ Job security, job satisfaction and personal well-being are

improved.