ACHIEVING A SAFETY CULTURE. CORPORATE SAFETY TRAINING. 29 CFR 1910. WELCOME. 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”.
CORPORATE SAFETY TRAINING
29 CFR 1910
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.
The personal safety and health of each employee of a company is of primary importance. The prevention of occupationally-induced injuries and illnesses is of such 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 the highest standards.
A safety culture is a behavioral climate within a company that promotes, rewards, and controls safety in such a way as to make safety a part of business instead of a condition of business.
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 SAFETY to a Higher Level of Awareness.ACHIEVING A SAFETY CULTURE IS IMPORTANT
A GOOD PROGRAM WILL HELP:
MANAGEMENT COMMITMENTPROGRAM IMPLEMENTATION
ACHIEVING A SAFETY CULTURE REQUIRES:
UNDERSTANDING AND SUPPORT FROM THE WORK FORCE
IS ESSENTIAL, WITHOUT IT THE PROGRAM WILL FAIL!
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 systemsSAFETY INCENTIVES & RECOGNITION
- 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 when combined with other facets of the programWHAT IS INCENTIVE?
GENERALLY TANGIBLE TO OTHERS
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 appropriateWHAT IS RECOGNITION?
GENERALLY INTANGIBLE TO OTHERS
- 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)
- 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 don’t cause accidents, people do
Teach employees to understand that:
- Incentives play only a partial role in injury reductionSOME ASSUMPTIONS ABOUT INCENTIVES
Based on “recordable injuries”
Doesn’t 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 pointWHAT DO STATISTICS TELL US?
WHAT IS BEHAVIOR?
Behavior Is What a Person Does or Says. What Causes a Person to Take This Particular Behavior or Course of Action Depends On Other Influencing Factors. Attitude and Situational Conditions Cause The Particular Behavior.
Situational Conditions.BEHAVIOR PRINCIPLES
What Else Can You Think Of?
-- 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.BEHAVIOR PRINCIPLES
WHAT IS 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, Its Occurrence in the Future Will Likely Increase.
Acceptable Behavior Must Be Constantly Reinforced. Never Miss an Opportunity to Give a Pat on the Back for Acceptable Behavior. People usually Respond to Positive Reinforcement.
Unacceptable Behavior Must Never be Reinforced. Always Promote the Acceptable Behavior Required for a Given Situation.
Once an Accident Occurs, No Incentive Remains.
Usefulness Usually Degrades Over a Period of Time.
Doesn’t Permanently Alter Unacceptable Behavior.
Diminishes Supervisory Control.BEHAVIOR REINFORCEMENT
Is a Salary Review Needed For The Job?
Is The Amount of “Piecework” 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?MOTIVATIONAL TECHNIQUES
What Else Can You Think Of?
This Approach Holds That Individuals Can Be Motivated by Properly Designing Their Work Environment and Praising Their Performance.
Holds That: Punishment for Poor Performance Produces 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.MOTIVATIONAL TECHNIQUES
People Know Their Jobs. What Safety Program Changes Can They Bring to the Work Environment?
People In Many Cases Know the Safety Problems and Safety Solutions. Just Ask.
Participation In The Safety Program Satisfies Affiliation and Acceptance Needs.
Workers Must Know That Final Decisions Are Reserved to Management. But Tell Them Why!MOTIVATIONAL TECHNIQUES
MOTIVATION CHANGES ATTITUDE
ATTITUDE DRIVES BEHAVIOR
When a Person’s 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 You Eliminate Every Other Reason for Unacceptable Behavior, What Is Left It Attitudinal.
SAFETY AS PART OF THE WORK ENVIRONMENT
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.
SAFETY AND PEER SUPPORT
Once Safe Attitudes are a Normal Element in the Work Environment, Behavior Will Be Influenced. Then, Peers and Coworkers Expect Each Other To Practice Safety as a Part of Work and Not a Requirement of Work.
When This Moment Occurs
The Safety Culture is Born.
At This Point Co-workers Will Expect Each Other’s Protection and Accident Rates Will Decrease.
SUSTAINING SAFE BEHAVIOR
Management Is Responsible to Promote a Safety Culture. Everyone is Responsible For Sustaining a Safety Culture. Attitude Is the Key To Sustaining a Safe Work Environment.
Good Behavior Can Be Enhanced By Accommodating The Majority. Please As Many People As Is Practical.
Bad Behavior Should Be Studied To Determine Causation.THE HUMAN FACTOR
HOW DO YOU MOTIVATE THE CORE INDIVIDUAL
Rules, Policies, Schedules, Jobs Etc., Must Accommodate The Majority.
Always Treat People With Respect. Effect Them.
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 Must Argue.
If Safety Is Critical To The Issue, Stand Your Ground.THE HUMAN FACTOR
PERSONAL DIGNITY IS CRITICAL TO GOOD BEHAVIOR
People Must Be Treated With Respect No Matter What Their Position In the Company.
Reinforce Good Behavior. Discourage Bad Behavior. Effect Them.
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.THE HUMAN FACTOR
CONSIDER THE WHOLE PERSON
People Are the Sum Total of Their Experience, Combined With Their Genetic Make-up.
WHAT CAUSES ACCIDENTS?
Was he or she properly trained? Effect Them.
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
USE OF A BROKEN LADDER RESULTS IN AN ACCIDENT
Improper attitude. Effect Them.
Lack of knowledge or skill.
Physical or mental impairment.
Improper AttitudeACCIDENT CAUSATION
I’ve Never Been
Horseplay. Effect Them.
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
Improper PPE. Effect Them.
Unsafe dress or apparel.
Hazardous arrangement.ACCIDENT CAUSATION
Fatigue. Effect Them.
Lack of required skill.
Lack of required knowledge.
Intoxication (alcohol, drugs).ACCIDENT CAUSATION
Slip, Trip. Effect Them.
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
WHAT’S LEFT Effect Them.? ATTITUDE!
A FINAL THOUGHT
ATTITUDE DRIVES BEHAVIOR
WHAT’S LEFT Effect Them.? A CORPORATE
SAFETY CULTURE!THE END RESULT