Cuplock Scaffold

Welcome and thank you for participating in one of our many
DuPont Safety Workshops.

At DuPont Safety Resources, we’re pleased to share what we’ve learned about safety and
the many benefits it provides for people and business. In fact, for more than 30 years,
we’ve been dedicated to helping companies around the world develop safety programs
and practices that work.
Today, we’re proud to provide the most comprehensive, customizable range of safety
offerings available. With our proven technical know-how, extensive support, quality
products and personalized services, you’ll get everything needed to maintain an effective
safety program.
Turn to the back of this workbook for more information on our complete range of
offerings. You can also call 1-800-532-SAFE or visit us on the Web at
www.dupont.com/safety
Managing Safety
Systems that Work
For Operations Managers
Resource Manual
Copyright© 2000 E. I. DuPont de Nemours and Company.
All rights reserved. No part of this publication may be reproduced or transmitted in any
form or by any means, electronic or mechanical, including photography, recording or any
information storage or retrieval system, without permission in writing from the DuPont
Company. All translation rights are reserved by the publisher.
TABLE OF CONTENTS
Page
THE BASICS OF GOOD SAFETY MANAGEMENT ................................ 1.1

The Twelve Fundamentals .. ............................................................. 1.2
COMMITMENT ........................................................................................... 2.1

Managing Safety ............................................................................. 2.1
Demonstrating Your Commitment to Safety..................................... 2.2
Communicating Your Safety Message............................................... 2.3
SAFETY GOALS AND OBJECTIVES ........................................................ 3.1
Safety Objectives................................................................................ 3.2
THE SAFETY ORGANIZATION AND SAFETY PERFORMANCE........ 4.1

The Safety Organization..................................................................... 4.1
Safety Performance ............................................................................ 4.6
RESOURCE MATERIAL
Sample Job Description for the Safety Professional.......................... 4.12
SAFETY STANDARDS AND JOB PLANNING ........................................ 5.1

Safety Standards; Rules and Procedures ............................................ 5.1
Other Standards You Must Administer.............................................. 5.4
Job Planning....................................................................................... 5.5
RESOURCE MATERIALS
1. Housekeeping Policy.............................................................................. 5.9
2. General Safety Rules.............................................................................. 5.10
3. Safety Rules and Procedures Subcommittee.......................................... 5.12
AUDITING FOR SAFETY ......................................................................... 6.1

Why We Audit ................................................................................... 6.1
Training .............................................................................................. 6.3
Quality................................................................................................ 6.7
Programs and Results......................................................................... 6.7
TABLE OF CONTENTS
(Continued)
Page
RESOURCE MATERIAL
Observation Checklist........................................................................ 6.16
SAFETY TRAINING .................................................................................... 7.1

The Purpose of Safety Training ........................................................ 7.1
Safety Training Needs........................................................................ 7.1
Methods and Vehicles for Safety Training......................................... 7.4
Your Overall Role in Training ........................................................... 7.9
RESOURCE MATERIALS
1. Job Cycle Check Procedure.................................................................. 7.10
2. A Safety Meeting Guide for Line Supervisors..................................... 7.14
INCIDENT INVESTIGATION..................................................................... 8.1

Definition........................................................................................... 8.1
Who is Responsible? .......................................................................... 8.2
Preparing for an Investigation............................................................ 8.3
The Investigation................................................................................ 8.6
After the Investigation........................................................................ 8.13
RESOURCE MATERIALS
1. Serious Potential Incident Reports ......................................................... 8.16
2. Serious Potential Incident Recommendation Status............................... 8.20
MOTIVATION AND DISCIPLINE.............................................................. 9.1

How Do You treat Your Employees? ................................................ 9.1
Motivating for Safety......................................................................... 9.2
Positive Motivation............................................................................ 9.2
Discipline ........................................................................................... 9.7
RESOURCE MATERIAL
Sample Plant Disciplinary Procedure................................................. 9.11
TABLE OF CONTENTS
(Continued)
Page
WHAT TO DO ABOUT CONTRACTORS.................................................. 10.1

Reasons for Concern.......................................................................... 10.1
Action................................................................................................. 10.3
THE BENEFITS OF A STRONG, STRUCTURED
SAFETY PROGRAM.................................................................................... 11.1
Specific Benefits ................................................................................ 11.1
General Effects................................................................................... 11.2
The Basics of Good
Safety Management
THE BASICS OF
GOOD SAFETY MANAGEMENT
OVERVIEW
In this unit we outline the twelve aspects of safety management that we have found to be
basic to the success of any safety program.
INTRODUCTION
In the course of hundreds of successful safety consultations, we have identified twelve
elements that provide a firm foundation for any effective safety management program.
They are
1. Management Commitment.
2. Documented Safety Philosophy.
3. Safety Goals and Objectives.
4. Committee Organization for Safety.
5. Line Responsibility for Safety.
6. Supportive Safety Staff.
7. Rules and Procedures.
8. Audits.
9. Safety Communications.
10. Safety Training.
11. Accident Investigations.
12. Motivation.
You can use these twelve basic elements to assess your organization’s strength and
weaknesses.
Many of these elements may already exist at your site. Some many need elaboration;
others may need emphasis.
Copyright 2000 E. I. du Pont de Nemours and Company. All Rights Reserved.

1.2
Some elements might not exist at your site. Where this is the case, you can use this list
as a reference to see what needs to be done to improve your safety performance.
Now we shall consider each of these elements briefly to introduce you to the way we look
at safety management.
THE TWELVE FUNDAMENTALS
Commitment
Commitment is the basic quality in helping to make a safety program successful. For
safety to work most effectively, you need this commitment from top to bottom of your
organization. It is difficult to make your facility safe if you are running a single-handed
crusade.
The commitment of top management establishes the importance of safety and guarantees
support for individual components of the safety program. For the best results throughout
your whole organization, top management must believe that safety is an important as
cost, productivity, quality, or employee relations.
Documented Safety Philosophy

In every facility, some attitude to safety prevails. How you value safety may not be
spelled out, or even conscious, but you do have and work with some assessment of
safety’s importance.
To improve safety, however, we think you need a deliberate safety philosophy, which
must be learned and applied daily by each member of your workforce, whether manager,
supervisor, or hourly employee.
Top management must establish the site philosophy, which will spell out the principles
that are to govern all decisions regarding safety. Without such a philosophy, safety tends
to be pushed aside when other business concerns become pressing.
As an example, we show DuPont’s safety philosophy on the following page. Notice that
q We believe that all injuries can be prevented. This belief is the cornerstone of
our approach to safety. It governs our attitude to unsafe acts and conditions
and causes us to investigate any incident, however minor that could have
caused an injury. All the other points in our philosophy are grounded in this
belief.

1.3
q Because of this belief and aim we make all management, not just the Safety
Department or first-line supervisor, responsible for safety.
q We make working safely a condition of employment for everyone. Safety is

an important aspect of our assessment of any employee’s work. This
assessment counts in his chances for promotions and raises. Persistent
disregard of safety can even lead to an employee’s dismissal from the
company.
q We hold that the prevention of injuries in good business.
If your safety philosophy is documented, you have a clear, unchanging guideline, which
will act as a standard reference for everyone working in your facility. You need such a
standard reference because an effective, working safety philosophy must be known,
understood, and accepted by all employees.
In summary, a safety philosophy should be
q Set by top management.
q Written—simply and in general terms.
q Understood by all employees.
q Actively promoted.
Safety Goals and Objectives

Managing safety, like managing anything else, includes setting performance goals. Goals
set the overall direction of your program. Objectives define your intermediate steps. For
example, you might set a goal of zero lost-time injuries. Your first objective in attaining
this goal might be to reduce your lost-time injuries from 50 to 40 this year, a 20 percent
improvement.
Safety goals and objectives work in the same way as production goals and objectives. By
setting goals, you organize assorted safety activities into a coherent program. Through
goals and objectives you can
q Stimulate performance.
q Plan and direct improvement.
q Evaluate progress.

1.4
SAFETY PHILOSOPHY
q All injuries can be prevented.
q Management is responsible for preventing injuries.
q Working safely is a condition of employment.
q All operating exposures can be safeguarded.
q Training employees to work safely is essential.
q Prevention of personal injuries is good business.

1.5
Overall site goals and accompanying objectives are essential. They should also be paired
with area goals and objectives, which should be assigned by top management, and
through which each area’s goals and objectives should contribute to sitewide goals.
Many sites use a safety action plan for presenting and summarizing their safety goals and
objectives.
Committee Organizations for Safety

A committee organization can help you in your job by
q Broadening the base of safety responsibility.
q Making safety a line organization function.
q Giving you a vehicle for communicating with top management.
q Giving you people to depend on to get things done.
Safety is one of many business priorities. We believe it must be
q Managed like any other priority.
q Managed by the sample people who manage all other priorities—the line
organization.
Line Responsibility for Safety

We have just spoken of the line organization as having the responsibility for
implementing safety. It gets the job done. It
q Carries out policies set by the committee system.
q Communicates those policies and all other safety matters to all employees.
q May identify areas of concern for committee.
q Includes everyone on the site.
q Implements safety policy just as it implements production (or other) policies.
Supportive Safety Staff

While responsibility for safety rests with the line organization, the safety staff can be the
key to the smooth discharge of that responsibility.

1.6
A safety supervisor has three main jobs:

1. Coordinating the overall safety effort. He/she is a member of the Central Safety
and Health Committee (CSHC), participates in all subcommittee, conducts sitewide
audits, and analyzes audit results from the whole site.
2. Advising management on safety matters. Because he/she is not burdened with cost
and production pressures, he/she is in a good position to focus on safety and advise
on policy.
3. Consulting with the line organization. Having participated in the development of

safety policy, he/she is the ideal person to explain “why” and “how” to the line
organization.
Notice that this job does not include implementing safety or enforcing regulations or
policies.
Rules and Procedures

Rules and procedures are designed to standardize the way that work is performed. This
standardization minimizes the chances for injury.
If rules and procedures are to be effective, employees must fully understand and accept
them. Therefore they must be
q Clearly written.
q Reasonable.
q Communicated to all appropriate employees.
They must also be followed and enforced. Otherwise, they will be worse than useless
and lessen your credibility. Enforcement is, of course, primarily the responsibility of line
supervisors.
Because of the frequency of changes in production or operations you should update rules
and procedures regularly and formulate new ones as the need arises.
Audits
Because unsafe acts cause 96 percent of all injuries (see unit on auditing) a program that
concentrates on eliminating these acts greatly improves safety performance. If audits
focus on people working, they can prevent accidents through alerting you to the unsafe
act, or work habits, before it causes an injury.

1.7
In DuPont, every facility has an auditing program that
q Involves the whole line organization.
q Includes Safety Department and management audits.
Safety Communications
Safety communications are vital to your program. The more you take advantage of every
avenue for safety communication, the easier it will be for you to administer an effective
program.
Communication includes
q Developing a meaningful message.
q Delivering the message.
q Making sure that the message is understood.
You play an important part in developing the message; the whole line organization
delivers it and makes sure it is understood.
Remember, too, that communications, to be complete, must flow in two directions, from
management to employees and from employees back to management. Again, the line
organization is the vehicle through which employees feedback can pass up to
management.
Safety Training
Safety training is a continuing process, applicable to everyone on-site, whether a new,
transferred, or seasoned employee, or a supervisor.
Accident Investigations
We have said that a key concept in DuPont’s safety philosophy is that all injuries can be
prevented. An accident investigation is important in the prevention of injuries because it
can help you avoid a similar accident in the future. For this reason, the investigation
must
q Focus on causes.
q Recommend preventive actions.
q Include a follow-up system to ensure that the recommendations are carried
out.

1.8
q Have its findings communicated to everyone who can benefit from them.
As we at DuPont make the line organization responsible for safety, and as we consider
this line responsibility for safety essential for the effective management of safety, so we
make the line supervisors and managers responsible for conduct accident investigations.
The safety supervisor may well be asked to participate as a member of the investigating
team, but he or she is not responsible for writing the report or taking follow-up action.
When the investigation has been completed, line supervision should summarize it in a
clear but comprehensive report. Then the report should be circulated to all areas of the
site where similar conditions could exist. Sharing all information on the accident is the
key to preventing a similar accident in the future. Many sites routinely post accident
notices.
Motivation
Now we come to your most important, and often most difficult, task – motivation.
In a motivated organization
q Management is fully involved in the safety effort.
q Every employee is committed to good safety performance.
Every other aspects of safety reflects top management’s motivation and its influence on
the line organization.
Conclusion
We have now gone over all the elements we consider basic to good safety management.
In DuPont, we manage safety much as we manage production.
Even where no overall company or plant safety program exists, individual areas can be
safe if the manager is committed to safety and implements those essential aspects
appropriate for his department or group.

Commitment

COMMITMENT
OVERVIEW
This unit provides a brief outline of important aspects of demonstrating to employees
your commitment to safety.
All these aspects are discussed in more detail in other units.
INTRODUCTION
Commitment: the quality you need to make your whole safety effort work. If you have
this quality, your effort will have a good chance of success because you will be able to
swing your employees along with you. If you lack commitment, you will fail.
Commitment is not something you can measure, but you can tell that it is present, and
you can see the depressing results where it is absent.
MANAGING SAFETY
Many managers believe that safety cannot be controlled. They say, “You do what you
can by providing safety equipment and outlining rules and procedures; then you accept
what happens.” But at DuPont we know that safety is manageable.
Safety can never be managed on a campaign basis. Effective safety management must be
ongoing. We have found that effort devoted to safety gives a good return, not only in
terms of a reduction in the cost of medical and workers’ compensation, but also in greater
productivity, improved product quality, better employee relations, and a more profitable
overall operation.
We often hear our managers say, “If you can manage safety, you can manage everything
else:
Managing safety involves changing the way employees think. When you have
successfully influenced a worker’s thinking about safety, you can also modify his attitude
to other work priorities. This medication leads to better management and is the key to
improved employee relations and greater productivity.

2.2
Safety is
q Manageable.
q Ongoing
q Profitable.
DEMONSTRATING YOUR
COMMITMENT TO SAFETY
Take the Lead

Of great importance are the interest and enthusiasm with which you undertake your
safety responsibilities. To achieve the best result plantwide, all members of management
must be willing to step in front and lead the safety effort. If top management is able to
establish its goals and objectives, and if the other members of the management team are
willing to be held accountable for achieving them, the effort can succeed.
Even if top management in your company has no organized safety effort and does not set
company goals for safety, you can still set goals for your department or area and plan
how you will achieve them. You can take action to direct your supervisors in an ongoing
effort to improve safety in your area.
Show that You Mean It

In demonstrating your commitment to safety, you need to find a way to convince your
supervisors and hourly employees that your emphasis on safety will be ongoing.
1. Develop an overall safety action plan, which will outline your plans for
managing safety in your area. (Such an overall plan incorporates the
individual safety action plans you develop to deal with particular concerns.)
2. Emphasize that working safely is financially beneficial to the company

through the decrease in the number of lost workdays and the reduction of
workers’ compensation.
3. Give safety the same status in your area as you give other business
parameters, such as production, quality, cost, and employee relations.
4. Allocate the necessary time, manpower, and money (within your budget) to
the safety effort.
5. Spend time out on the floor. (Resist the pressure to spend all your time on
paperwork.)
2.3

Show Your Concern
Specific ways in which you can show a sincere concern for employees’ welfare are as
varied as your imagination. For example,
q Take time to give more than a perfunctory glance at an accident investigation

report.
q Use information obtained from an accident investigation, job analysis, or

procedure update to prevent future problems.
q Set aside a regular time to work on safety matters, publicize that time, and do
not deviate from that time for anything less than a major crisis.
Write It Down
It is important to document your findings about safety and about safety problems for the
following reasons.
1. Only with specific examples can you begin to convince others that you are
serious in your commitment to improving safety.
2. Thorough documentation allows you to follow up, review, or revise existing

patterns of work.
You should institute a safety strategy similar to the process used in a project review or the
development of plans for quality control and cost maintenance. Without coordination,
you have a hit-or-miss approach that will convince no one and will not improve safety in
your area.
COMMUNICATING YOUR SAFETY MESSAGE

Talk and Listen
Talk to your employees about safety. Give them all the information you can about your
plans for safety and your safety concerns. Listen to their concerns and suggestions. Talk
to them individually and as a group. Hold regular safety meetings. Keep a constant
dialogue going.
The Importance of Feedback

To make sure that you and your employees really understand each other
q Talk to your supervisors and hourly employees and encourage their response.
q Listen–Listen between the lines, too.
q Ask questions to get at the real meaning of what they say.

2.4
q Ask questions to be certain that they have really understood your meaning.
PERSONAL ACTIONS
We have been considering verbal communication, which is what most people usually
think of under this topic. However, your most persuasive method of communicating is
nonverbal, by your actions.
Your supervisors and hourly employees will be watching you. They will assess the real
value of all you say by what you do. If you at all times demonstrate that safety is one of
your highest priorities, your employees will understand your basic message. We have
already looked at the necessity for this kind of commitment.
COMMUNICATION
Is
TALKING
LISTENING
ACTING
Back up your demonstration of safety’s importance also with informal, unplanned verbal
communication by,
q Making safety a daily topic of conversation.
q Always being ready to listen and react to supervisors’ and hourly employees’
safety concerns.
The two most important points to remember if you are to communicate successfully with
people in your plant or area are
q You must get employees involved in your communications.
q Your actions will back you up or undermine everything you say.
CONCLUSION
YOU GET THE LEVEL OF SAFETY
THAT YOU DEMONSTRATE YOU WANT.
Safety Goals and Objectives
SAFETY GOALS AND OBJECTIVES
OVERVIEW
This unit first discusses the use of goals and objectives in the management of safety. It
then outlines a basic method for establishing good objectives that you can use as a means
of planning and achieving safety improvements in your area.
INTRODUCTION
Goal and Objectives in the Safety Program
To improve safety throughout a plant or worksite, management must establish goals to
stimulate performance. Upper management sets the overall goals and each manager and
supervisor sets goals and objectives for his own department or working group. These
goals and objectives are forecasts of what the plant or site should achieve within a given
length of time. They are a means of planning and directing improvement. Without such
forecasts, improvements in safety performance is “hit or miss” and likely to be slow and
vacillating.
The establishment of goals and objectives also enables a manager to evaluate the
effectiveness of his safety program by measuring performance against those goals and
objectives.
If top management does not establish goals for your whole plant, you should establish
your own goals and objectives for your area or group. (See under “Set at Each Level of
Management” on the facing page.)
Definition of Terms
Goal
A long-term target, e.g., zero injuries.
Objective
A short-term target on the way to achieving a final goal. For example,
q Reduce injuries by 25 percent this year.
q Eliminate specific types of unsafe practices observed during audits by the end
of the second quarter this year.
3.2
q Reduce medical treatment cases by 15 percent and lost workday cases by 45

percent this year.
SAFETY OBJECTIVES
Requirements of Good Objectives
To work properly as a means of stimulating and directing performance, safety objectives
should be
q Set at each level of management.

q Reasonable.
q Measurable.
q Time related.
You also need to develop plans (or strategies) to achieve your objectives.
Set at Each Level of Management

If you have a plantwide program, you all need to pull together. It is then your job to
work out your own objectives (within the guidelines set for the whole plant) to helpmeet
the plant goals. If you have no plantwide program, you will need to develop your own
objectives and manage them within your area.
Use your objectives to control and direct safety improvements in your area and to assess
how well your safety efforts are working.
Reasonable
You should be able to achieve your objectives. They must be challenging—not too
easy—but no so difficult that they are realistic and therefore discouraging. Unrealistic
objectives undermine moral and make employees question the validity of your whole
safety effort.
Therefore, work for gradual injury reduction. Set intermediate objectives on the road to
the goal of zero injuries, your ultimate aim.
Measurable and time Related

You set goals and objectives to enable you to
q Compare results with objectives.
q Determine safety performance—you need to know what you are achieving.

3.3
q Make appropriate plans for the future.
Therefore, in setting an objective, you should always specify the degree of injury
reduction you are aiming at and the period within which you intend to achieve it. A
future objective can then take this process further. You should also specify the class or
type of injury you are working to reduce in each objective.
Not all objectives can be measured in this way, however. For instance, you cannot put
numbers on the attitudes or involvement of people. With concerns in such less easily
measurable areas, you should be specific in the plans you develop to attain your
objectives. You can determine numbers and timing for the actions you plan as part of
your strategy.
Range of Objectives
Examples of injuries or incidents for which you can set objectives include
q Lost-time injuries.
q Medical treatment cases.
q Hand or back injuries.
You can also set objectives for such safety improvements as
q Completing specific training programs.
q Implementing environmental conditions.
q Improving off-the-job safety.
q Increasing the use of automobile seat belts.
q Improving general training and communications through safety meetings.
Remember: Always assign responsibility for the implementation of each objective
We recommend not setting goals for first-aid injuries. When management puts too much
emphasis on first-aid injuries, employees often misunderstand the purpose; consequently,
they tend to hide the injuries by not reporting them.
3.4
Add below other types of injuries or safety improvements you would include when
setting safety objectives for your area.
Setting Objectives
Before Choosing Objectives

When deciding upon objectives for your area of responsibility, you should first consider
your company or plant objectives, if top management has set any, and ask yourself how
your objectives can best further the company’s objectives and goals.
List your company’s or plant’s objectives here.
You have the responsibility for setting objectives for your area. You know it best. The
absence of company goals or poor company objectives does not release you from this
responsibility.
3.5
Establishing Objectives
When establishing objectives for your department or area, whether you are dealing with
clear-cut, measurable problems or with problems involving employee’s attitudes, you
need to
q Select an area for improvement.
q Define the results you expect.
q Plan action.
The following example shows this process applied to an easily measurable problem.
Area: Traffic accidents.
Desired results: A reduction in backing accidents of

50 percent for this year.
Action: 1. Include traffic safety in each safety meeting,

with emphasis on backing.
2. Increase publicity. (Posters, incident reports on
bulletin boards).
3. Discuss traffic incidents more frequently.
4. Modify parking patterns.
5. Provide some backing training.
(Each of these actions should include responsibility and timing.)
You cannot yourself carry out all aspects of the overall plans you develop for achieving
any given objective. You need to assign appropriate responsibility to the supervisors who
report to you. They, in turn, will establish objectives to further your, or the company’s,
overall objective.
Working with Your Group

If possible, when setting objectives for your area,
q Discuss them with your group.
q Get feedback
q Reach agreement.
3.6
A team effort for the setting of objectives has several advantages.
1. It will help ensure greater unity and cooperation within your group in working
to achieve the objectives you set.
2. You gain a wide pool of ideas to draw on in planning how to achieve your
objectives.
3. Objectives will be realistic.
4. Supervisors and hourly employees will be more likely to work hard to attain
the objectives. They will feel responsible because your objectives are their
objectives, too. They were part of the team that drew them up.
In additional, with clearly defined and understood objectives to work for
q Supervisors and hourly employees know what you expect of their safety
performance.
q You had a yardstick to measure excellence in safety performance.

A supervisor might well have been working well with safety all along. Now, you can
access his safety performance objectively and he knows you recognize his achievement.
This clear recognition is a great boost to morale.
PARTICIPATION
+
RECOGNITION
=
MOTIVATION TO EXCEL
Follow-up and Assessment

Follow-up
As with all safety programs, it is vital to follow up the setting of objectives to
q Determine their success.
q Correct any deficiencies.
q Ensure a steady continuation of effort.
Therefore, you should arrange for feedback and periodic review.

3.7
Why Objectives Fail

An objective might not be reached for a variety of reasons, such as the following:
1. The objective was poor.
2. You, your subordinate supervisors, or your hourly employees
q Lacked ability.
q Lacked knowledge.
q Lacked time.
q Lost belief in the objective.
3. You, or your supervisors, became distracted by other items and let the
objective slip.
4. You mishandled the way in which you delegated or followed up on the

objective. For example, you might have
q Tried to make this objective the cure for all problems.

q Failed to discuss it.
q Ignored supervisors’ and hourly employees’ ideas.
q Made no plans to achieve the objective.
q Failed to arrange for feedback.
q Not recognized accomplishments.
q Been impatient for results.
q Omitted periodic training and review.
q Failed to measure progress.
If you can determine why your plans did not succeed, you can remedy mistakes and
omissions.
CONCLUSIONS
Goals and objectives are important at every level of the line organization for the
controlled and steady improvement of safety performance. The method we have
presented here can be used in any company, at any workplace, regardless of the size or
complexity of the organization. This method can produce equally good results for
everyone involved in it. However, if it is to work properly, it does require time, money,
and effort.
3.8
The most important factor for success is a belief in realistic goals and objectives. In a
plantwide program, top management must be committed to ensuring that all members of
the organization are aware of these goals and determined to achieve them.
To see good results in your own area, you must lead all employees reporting to you in
developing and carrying out plans for improvement, whether these plans are part of
organized plant objectives or you are working on your own in the absence of a plantwide
programs. In fact, you can use good objectives as guides for operating your unit.
The Safety Organization
And Safety Performance
THE SAFETY ORGANIZATION
AND SAFETY PERFORMANCE
OVERVIEW
In this unit, we look at
q The types of meeting structures that make up an organization for safety.
q The function of the safety coordinator.
q Criteria for evaluating safety performance.

Introduction
Your plant or company may have a developed organization for managing safety. If it
has,
q All line managers and supervisors have a role to play in that organization.
q Your safety management of your area has the support of a total organization, and
your job is easier.
Line management is the key to a safety organization and, in fact, forms the only structure
that has proved consistently successful in managing safety. This organization includes all
employees. It coordinates the overall safety effort, sets safety policies and standards, and
provides safety communication in two directions: up the line to top management and
down the line to every hourly employee.
Here we look at a typical safety organization to see how it can function.
The Two Branches of the

Safety Organization
The structure of the organization for safety that we use in DuPont is twofold. It consists
of a supporting branch an implementing branch, as we show in the diagram on the
following page.
4.2
CENTRAL SAFETY AND HEALTH COMMITTEE
Supporting Implementing
Line
Working Safety Coordinator/ Organization
Subcommittees Department
Let us imagine as we look at how this system works that it is the one used at your place of
work. In such a case, as a manager in the line organization, you are an implementer, a
“doer”. You carry out the program and involve all supervisors and hourly employees in
your group in the company safety effort.
The other branch of the organization is the supportive branch. We shall discuss this side
of the organization first.
The Central Safety and Health Committee (CSHC)

The CSHC is the primary policy-making body in this safety organization. It is headed by
the plant manager and staffed by upper management from all areas of the plant. It also
includes the plant physician and the safety coordinator.
The duties of the CSHC include
q Originating, coordinating, and guiding the overall plant safety efforts.

q Approving safety items and policies of a plantwide nature.
q Exchanging safety information between plant areas.
This committee is supported by various working subcommittees.
Subcommittees
The subcommittees that support the CSHC form a committee structure that is not part of
the line organization, though members of the line organization, such as yourself, your
supervisors, and your hourly employees serve on these subcommittees. They are working
subcommittees, each dealing with a specific area of the safety activity. They do not
relieve line managers and supervisors of their safety responsibilities. They do, however,
provide additional resources for the line to draw on in fulfilling those responsibilities.
4.3
Examples of common subcommittees are
Incident and Injury Investigations -Reviews investigation report, helps management

see trends, monitors compliance with recommendations, and follows up on serious
cases.
Safety Programs or Special Activities-Develops plantwide safety programs and

activities, such as interarea competitions or safety awards, to guide individual area
efforts.
New Equipment or Processes Acceptance-Inspects new facilities before start-up to

ensure that all necessary safeguards have been provided. Sometimes, particularly in
small plants, this subcommittee is combined with the Process Hazards Subcommittee.
Safety and Housekeeping Inspections -Makes periodic safety and housekeeping

inspections of specific areas.
Off-the-Job Safety-Plans, develops, and promotes suitable material for the off-the-job
safety program where this responsibility is not assigned to the Safety Programs or
Special Activities Subcommittee.
The Function of the Safety Coordinator

In many plants, a safety professional assists the safety program. Such a professional
serves in a staff function-he or she is an advisor to other line organization supervisors and
managers. Therefore, he or she does not accept the same safety responsibilities that
managers and supervisors accept. He or she is there to
q Advise you.
q Help you coordinate your safety activities.
q Participate on the Central Safety and health Committee.
He or she is not there to take over your safety responsibility.
If your plant has a safety coordinator, he or she can help you specifically by
q Giving advice in training employees.

q Offering supervisor training
4.4
q Auditing (though not substituting his audits for yours).

q Helping conduct injury and incident investigations.
q Providing information about government regulations.
A sample job description for a full-time safety professional is included as resource

material for this unit.
If your plant has no safety coordinator, you might need to look elsewhere for help in
managing safety. Your company may have a corporate safety coordinator. You might
also be able to turn for help to
q A local safety organization.

q The National Safety Council.
The Interlocking Line

Organization Safety Committees
The line organization, the implementing branch of the safety organization, is joined to the
supporting branch through the Central Safety and Health Committee. Top managers are
on the CSHC and head the line organization.
Top manager form departmental safety committees with those members of supervision
reporting directly to them. A large plant might then also have area safety committees
between the departmental safety committees and the first-line supervisors’ safety
meetings with their employees. See the organization chart on the facing page for a
diagram of these line organization interlocking safety meetings.
This system provides a direct line of communication throughout the whole plant or site
organization. The first-line supervisors’ safety meetings are perhaps the most important
links in this chain of communication, as it is through them that the plant safety program
reaches each employee. The line organization safety committees administer within the
departments the safety policy, procedures, and rules set up by the CSHC and its
supporting subcommittees.
4.5
SAFETY COMMITTEE
ORGANIZATION CHART
CENTRAL SAFETY COMMITTEE
SAFETY
SUPERVISOR PHYSICIAN
DEPT. DEPT. DEPT. DEPT. DEPT.

HEAD HEAD HEAD HEAD HEAD
DEPARTMENT SAFETY
COMMITTEE
SUPERVISO SUPERVISO SUPERVISO SUPERVISO SUPERVISO SUPERVISO SUPERVISO
AREA SAFETY
FIRST- FIRST- FIRST- FIRST- FIRST- FIRST- FIRST-

LINE LINE LINE LINE LINE LINE LINE
SUPERVIS SUPERVIS SUPERVIS SUPERVIS SUPERVIS SUPERVIS SUPERVIS
FIRST-LINE SUPERVISOR SAFETY

4.6
SUMMARY
The committee systems and supports we have been discussing are the types of structures
that a fully developed organization for safety will have in place. In this system, everyone
has safety responsibilities, from the top managers down to each hourly employee, and
everyone is kept informed on safety matters. Your company may or may not have
developed such as organization for managing safety.
SAFETY PERFORMANCE
As we have already mentioned, supervisors are in integral part of a company or plant
safety organization. They are the channel for communication through the line
organization. They are the means by which every employee is included in the effort to
improve safety in your company. They coordinate and administer safety day by day.
Therefore, their performance, as well as the performance they demand of their groups, is
vital to the success of any safety program.
You need to know what to look for in a supervisor’s safety performance. The following
keys to good safety supervision, addressed to the supervisor, outline the supervisor’s job
with regard to safety. You will see that many of the points apply to you, as manager, too.
Twelve Keys to Good Safety Supervision
1. Set a Good Example.

You set the pace for your group by your actions. The phrase, “Actions speak
louder than words,” is an excellent guide. The example you set should reflect
your sincerity and alertness. Some specific suggestions are
a. Observe all safety and fire protection rules.

If you make exceptions to such rules for your won convenience, whatever
your reason, you seriously undermine your safety effort.
b. Wear personal protective equipment where required.

By wearing personal protective equipment, you teach by demonstration and
do much to persuade your employees to follow suite. You should wear the
required equipment, even if you are not exposed to the same degree of hazard
as your employees.
c. Discuss some aspect of safety with employees every day.

In this way, you make safety a part of each day’s activities and demonstrate
your won interest in safety.
4.7
d. Be enthusiastic about safety and fire protection.

The enthusiasm that you display will generate enthusiasm in your workers.
e. Give safety priority among your problems.

Never let quality, production, or cost considerations compromise safety or
essential fire protection.
2. Know the Operation.

To appreciate and evaluate fully the safety and fire hazards involved, you should
understand thoroughly the entire process or operation for which you are
responsible. Ask questions of design engineers and equipment vendors, and
consult process data for information you need. Know also what plant or
government safety rules apply to the work you supervise.
3. Anticipate Risks.
Think ahead and act to protect your employees from risk that may arise from
changes in equipment or methods. Make use of any available expert safety advice
to help you guard against such hazards.
4. Discuss Hazards.
Encourage your employees to discuss with you the hazards of their work. No job
should proceed where a question of safety remains unanswered. When you are
receptive to the ideas of your workers, you tap a source of firsthand knowledge
that will help you prevent needless loss and suffering.
5. Be Alert for Unsafe Conditions.

Every trip through the plant should be an impromptu inspection tour. In this way,
you can correct hazards that might otherwise cause injuries.
6. Follow Up.
Check back consistently to see that employees are following your instructions.
Only consistent and thorough follow-up will ensure good safety performance in
your group. Follow-up is also a key ingredient in your own safety performance.
7. Inspect Often, Inspect intelligently.

You can achieve safe working conditions only through detecting and eliminating
unsafe conditions and unsafe practices. Inspections help to do this. While some
inspections can and should be made by the Safety Department and inspection
committees if your plant organizes these activities, there is no substitute for your
firsthand inspection. Including wage-roll employees on inspection teams is a
good way to show them that they have a part in the safety effort. It also gives you
a chance to illustrate the standards of performance you are seeking.
4.8
8. Take Effective Corrective Action.

To make your observation in the field valuable, you must correct the deficiencies
and poor practices you see. You should make it clear that correction of an unsafe
practice is not a reprimand in itself, but a step toward improved safety
performance. Correction must be prompt to be effective. Details of the incident
will be fresh in everyone’s mind and you will avoid giving the impression of
procrastination or indecision.
9. Investigate Accidents.
The analysis of the causes of small injuries, with action to prevent their
recurrence, will help you avoid worse injuries in the future.
10. Maintain Discipline.

When employees do not meet reasonable levels of performance and there are no
extenuating circumstances, disciplinary action may be in order. It should be as
consistent and equitable as possible to hold employee resentment to a minimum.
Your object should be the improvement of performance. Disciplinary procedures
are established at most company locations in accordance with local requirements.
They may include verbal contact, written reprimand, probation, and even
discharge, depending upon the nature of the offense and the previous record of the
offender.
11. Know Your Employees.

The ability of an employee to perform a specific job is dependent upon his
education, training, experience, and general capabilities. To achieve the safest,
most efficient performance, you must know these characteristics when planning
job assignments, training programs, and performance reviews.
12. Make Safety Part of Your Business.

Not only does accident prevention reduce human suffering and loss, but from a
practical viewpoint it is not more than good business. Safety, therefore, is one of
your prime obligations-to your company, your fellow managers, and your fellow
employees.
Evaluating Safety Performance

As manager you are responsible for safety in your area. You should be demanding of
yourself in your safety performance and evaluate the performance of supervisors who
report to you.
4.9
Often, the concept of evaluation for safety performance seems elusive. What exactly can
we look at when we take stock of how a supervisor or an hourly employee is performing?
Here are some questions you can ask.
Supervisor Supervisor or Hourly Employee

1. Does he specifically point out the Does he set a good example?
safety aspects of each task when he
gives an assignment?
2. Does he take the initiative in safety Does he participate in safety meetings?
meetings to present each topic
appropriately for his group?
3. Does he make his expectations clear to Is he unwilling to take shortcuts even under
his subordinates? pressure?
4. Does he observe his employees at work Does he seek help from his supervisor
and detect and correct unsafe practices when he has a safety problem he cannot
and conditions promptly and handle by himself?
effectively?
5. Does he make thorough and critical Does he contribute well-thought-out ideas
safety inspections? for improving safety?
6. Does he insist that all applicable safety Is he familiar with all applicable safety
rules and procedures are followed? rules and procedures?
7. Does h know his own workers? Does he follow all safety rules and
procedures?
8. Does he work effectively to develop Is he enthusiastic about safety?
good safety performance?
These questions are just a sampling of the kinds of considerations you can give to a safety
performance evaluation. The key is to make sure that the supervisors and hourly
employees in your area understand what is expected of them and then to hold them
accountable for what they do.
4.10
How Do You Measure Up?

Here are some additional and expanded questions you can ask yourself to assess your
own safety performance as a manager.
1. How well do you promote safety, both orally and by setting the proper example?
2. Is safety as important a part of your business as costs, production, and equality?
3. Do you know adequately the hazards and pitfalls of the processes and equipment
for which you are responsible?
4. Are you alert to unsafe conditions, including housekeeping problems, during trips
through the plant?
5. Do you inspect your area often and intelligently for unsafe conditions and unsafe
practices?
6. Do you anticipate safety problems in your area of responsibility?
7. Do you take corrective and preventive action, including discipline as necessary?
8. Do you monitor the investigation of all accidents to determine their causes, then
evaluate and facilitate recommendations to prevent recurrence?
9. Do you follow up on those recommendations and on all your safety decisions?
10. Do you know and understand the strengths and limitations of your supervisors?
11. Do you discuss safety with your supervisors and hourly employees every day?
CONCLUSION
In a plant or company with a well-developed safety system, the safety organization is
dependent on each member of the line organization. As a manager, you fit into the
organization as a link in the chain of safety. You may also join the safety organization as
a member of safety committees.
4.11
If your plant or company has no such developed organization for safety, you can still
make a difference in your area by holding yourself responsible for the safety of everyone
in it and acting accordingly. You have a great deal of power as manager to improve
considerably the safety performance of your whole department or area.
RESOURCE MATERIAL
Page
Sample Job Description for the Safety Professional……………….….. 4.12

4.12
SAMPLE JOB DESCRIPTION

FOR THE SAFETY PROFESSIONAL
The Safety, Health, and Environmental Affairs Supervisor
GENERAL SCOPE
q Counsel, advise, coordinate, and audit the site’s
• Safety organization and administration.
• Safety programs and activities.
• Work practices.
• Work environment.
• Rules and procedures.
• Equipment inspections and tests.
• Process hazards.
• Fire and explosion control.
• Fire protection facilities.
• Emergency preparedness.
q Manage the Safety, Health, and Environmental Affairs (SHEA) Section.
SPECIFIC REQUIREMENTS
Knowledge
q Content and use of Engineering Standards.
q Corporate SHEA Guidelines and Bulletins.
q OSHA Regulations and company interpretation of same.
q NFPA Standards.
q State Workmen’s Compensation Law.
q Insurance Reserve Fund Administration
4.13
Planning
q Help develop site and area objectives and standards complying with general scope
items.
q Recommend needed policy to Central Safety Committee to attain its goals and
objectives in the following areas both directly and through ex-officio membership
in subcommittees:
• State activities • Disaster

• Procedures • Follow-up
• Equipment • Off-the-job injuries
• Health
q Consult with line organization concerning the proper and systematic

implementation of policy to reach goals.
Analysis and Interpretation

q Measure progress toward goal attainment using injury exposure as well as injuries
and incidents as parameters.
q Periodically analyze parameters to identify needed changes in policy and/or

programs.
q Observe site areas skillfully to detect pre-injury safety rule violations, unsafe
practices, and unsafe conditions.
q Use astute investigative techniques to prevent injury and serious-potential-injury

recurrence.
Communications
q Keep site management informed of progress toward goal attainment.
q Keep area supervision informed of problems and trends in safety, health, and
environmental protection.
q Maintain records and issues reports, such as

• Central Safety Committee minutes and file of all subcommittee reports.
• Weekly site report to areas.
• Monthly division report to management.
4.14
• Injury and incident reports to site and other company plants’ safety
supervisors.
• Record of injuries on individual injury-history cards

• Exposure hour loss report to corporate management.
• OSHA log and correspondence.
• Property loss reports to corporate SHEA as they occur.
• Safety program for plant.
• Safety practices revisions to area.
• Follow-up report on incidents to ensure commitments complete.
• Central Safety Organization Committee members.
• Film, video, and slide library.
• LWC injury reports to corporate management.
Company Representation
q Act as site liaison with corporate SHEA.
q Maintain Good relationships with
• State Safety and health Organization.
• Local and State Fire Authority.
• Workmen’s Compensation Section of state Department of Labor.
• Local and National Chapter of National Safety council.
• National Fire Protection Association.
• Represent site regarding
- Workmen’s Compensation settlements.
- Payment of outside injury expenses (hospital, medical, and funeral).
- National Safety Conference.
- National Fire Protection Conference.
- Company Safety Symposium.
4.15
Responsibility and Accountability

q Ensure that all fire equipment is tested per engineering standards and company
guidelines.
q Review all projects with regard to fire protection.
q Audit all areas.
q Act as secretary of Central Safety Committee.
q Advise all Central Safety subcommittees to ensure that
• Safety activities (on and off job) are appropriate and cost effective.
• Rules and procedures prevent injuries and are practical.
• Equipment approved for site use meets applicable standards.
• The site is organized to meet fire emergencies (brigade coverage, training,
etc.)
• Effective follow-up is given to all injuries and incidents.

q Issue smoking permits.
q Make valid safety analyses.
q Issue reports and maintain records per schedule.
q Perform assignments in the most economical manner while obtaining objectives.
q Manage section in an efficient manner.
Supervisory
q Manage the activities related to SHEA Section.
q Supervise subordinates in a diligent manner to ensure that their work is carried
out in an efficient manner according to their job descriptions.
q Develop skills and attitudes to help ensure that the jobs are performed correctly,
efficiently, and with high morale within the group.
q Ensure that high standards of performance are established and desire is evident to
meet the goals.
4.16
q Ensure that personnel is kept up-to-date on job performance and results desired.
q Set up development programs where needed and continually audit their progress.
Costs
q Operate the SHEA group at an optimum cost (within budget).
q Ensure that personnel is performing work efficiently and waste of time,
equipment, or materials is not evident.
q Ensure that SHEA programs are promoted adequately without wasteful

expenditures.
Safety Standards And
Job Planning
SAFETY STANDARDS AND JOB PLANNING
OVERVIEW
This unit provides
1. A review of the need for safety standards, the development of rules and
procedures, and their role in the workplace.
2. An outline of the need for job planning and of the Job Safety Analysis technique.
SAFETY STANDARDS: RULES AND PROCEDURES
Introduction
Safety, like civilization itself, depends on order. Rules are designed to ensure order and
to direct our behavior in orderly ways. Safety rules and procedures, specifically, are
written to allow a worker to do a task in a way that has been tested for safety.
Management is responsible for setting standards and guidelines for managing safety.
These standards apply to several areas.
q Safety rules and procedures

q Work practices and conditions
q Emergency procedures
q Operating procedures
q Safety facility maintenance
q Housekeeping
(See Resource Material Item 1 for a sample Housekeeping Policy.)
In addition to establishing standards and rules, you must communicate your standards and
those of your plant; all your employees must understand the safety standards and know
what level of safety performance you expect of them.
5.2
Your attitude to the safety rules of your workplace is the key to effective enforcement of
those rules. You must demand of yourself full adherence to your plant’s and your own
safety rules; you can accept no less from anyone you supervise.
The Need for Rules and Procedures

If you want to manage safety, you cannot allow employees to decide how to perform a
job. You must establish minimum standards which you are willing to accept and enforce.
If you do not provide direction in the form of written rules and procedures, each
employee will use his own judgement, performing a task differently from other
employees and often failing to consider safety. Since there is usually one best way to
perform a job to minimize the risk of injury, you should make sure that supervisors find
out this best way through observation, analysis, and discussion with employees, then
adopt these ways as standards.
Although rules and procedures alone cannot improve safety performance, their effective
use as part of your safety effort can do much to minimize the risk of injury.
Bad Rules
Yet rules and procedures form one of the least popular aspects of managing safety. What
is it about rules that makes them unpopular?
Generally, rules are unpopular because they are bad rules or are badly communicated.
They may be
q Written by people who do not know the job and its problems.
q Out-of-date.
q Not written, so they lose their clarity as time passes.
q Not communicated.
Sometimes, employees have a vague sense that there is something they should be doing
but are not sure what that something is.
How to establish Rules that Help

What must be done to ensure that the rules you have help your plant or area to run
smoothly and safely?
5.3
Rules should be
q Written.
q Current.
q Reasonable.
q Agreed upon.
q Known to each employee.
q Understood.
q Followed and enforced.
To ensure that your rules meet these criteria, you can take the following steps in their
development and follow-0up.
1. Current
q Have rules reviewed regularly with employees.
q Change rules as conditions change.
2. Reasonable and agreed upon

Make sure that supervisors
q Discuss the rules with employees individually and in safety meetings.
q Listen to employees’ suggestions.
3. Known to each employee and understood

Have supervisors
q Include rules in training programs.
q Discuss them in safety meetings.
q Post rules conspicuously in well-lighted, well-traveled areas.
q Get feedback to ensure that everyone interprets the rules correctly.
4. Followed and enforced

q Observe.
q Audit.
q Correct where necessary.
5.4
You and your supervisors should observe, audit, and correct. It is essential that the first-
line supervisors do so continually.
When a rule meets all the above criteria, it becomes a safety habit-former and a key part
of your accident-prevention program.
Use the space below to make notes concerning any of your company or area rules that
need attention. Include steps you can take to make those rules more effective.
OTHERSTANDARDS YOU MUST ANDMINISTER

Range of Standards
We have been discussing rules that are established in your area. You also have to
administer many other kinds of standards than your own. These standards will include
some or all of the following:
q Operating procedures approved by the Central safety and Health Committee, on

which you may serve.
q Emergency Plans.
q Company policy
q Special procedures (hot work, lockout, vessel entry).
q Chemical handling procedures.
q Government regulations.
q Codes-API, ASME.
5.5
Your company or plant safety manual may well contain rules and procedures that
everyone is required, or supposed, to follow. (See Resource Materials Item 2 for an
example of a plant’s General Safety Rules.)
The Rule that Dosen't Fit

You might find that a plantwide or company rule or procedure is inappropriate for your
area. In such a case, you might try to get the rule changed through the proper channels by
going to the body that authorizes such rules in your plant. Each plant or company has its
own method of establishing and modifying rules. One standard approach is to work
through a Central Safety and Health Committee, which is supported by subcommittees.
(See Unit 4.) In such an organization, one of these subcommittees, such as the Rules and
Procedures Subcommittee or the Process Hazards Subcommittee, might be the channel
through which to get a plantwide rule change. (See Resource materials Item 3 for a brief
outline of the work of a Safety Rules and Procedures Subcommittee.)
JOB PLANNING
Introduction
All jobs include some hazards, however slight. In some jobs, complex machinery and
complicated processes contribute multiple hazards. In any work environment, planning
for safety helps minimize people’s exposure to these hazards.
For effective safety management, every job should be planned to control the hazards and
prevent injury or incident. One good method of planning jobs to prevent injury is the
technique called Job Safety Analysis.
Job Safety Analysis
Job Safety Analysis (JSA) is a basic tool for planning for safety. This technique allows a
supervisor and his or her crew to observe the job, think through the steps involved, and
discuss how to complete the job safely. JSA has proved successful at many plants and
refineries, both for developing and reviewing operating procedures. Each JSA
q Breaks a job down into individual steps.

q Lists the safety hazards in each step.
q Lists appropriate precautions to be followed for each hazard.
JOB DAT
: E:
FOREMA
TITLE OF SN
U /P E R V I S ANALYSIS
E
WMH POL D
OOYES
E OR BY:
JOB:
SECTIO REVIEWED
N: BY:
ECTIVE APPROVED
BY:
BASIC JOB POTENTIAL INCIDENTS OR RECOMMENDED SAFE JOB

HAZARDS PROCEDURE
into its For each job step, ask your self what For each potential incident or
rst, what icnocui d
l de nh tasp p e n t o t h e p e r s o n d o i n g h
y oa uz rasr ed l, f ahsokw t h e e m p l o y e e s h o u l d
ou can tYhoeu j co a
b ns tgeept . t h e d
s toe pt h teo j ao vb o i d t h e p o t e n t i a l
answers by ihnec iodresnht ,e osrh w ha
ou l dt d o o r n o t d o t o
1. Observing the ianvcoi idde tnht e. Y o u c a n g e t y o u r
h the j2o. b .D i s c u s s i n g i t w i t h t h e answers by
knowledge e
3 .m pRl eocyael el i.n g p a s t 1. Observing the job for
the i n. c iAd ec no tm
4 s .b i n a t i o n o f t h e l e. a d
2 Dsi s. c u s s i n g p r e c a u t i o n s w i t h
three. experienced
s in their Ask Yourself: Can he or she be e
3 .m pDl roaywe iensg. o n y o u r
cribe what sc o t rnutcakc tbeyd obr y a n y t h i n g ? C a n h e o r s h e e
4 .x pAe rci oe m
n cbei n. a t i o n o f t h e
w it is done. ibne, co an u, gohr t b e t w e e n a n y t h i n g ? C a n h e three.
o
Cra sn hhe ef aolrl ?s h e o v e r e x e r t ? I s h e o r Be sure to describe specifically the
st oh ea neyxt p ho i nsge idn j u r i o u s , s u c h a s g a s , p
t hr e e ceam u tpi loonyse e m u s t t a k e . D o n o t
rwaedl idai tni go nr ,a y s , o r o t h e r h a z a r d s t h a t li m e ap voer t oa un tt d e t a i l s . N u m b e r e a c h
st basic co
a c iudl db uc ranuss, ei n h a l a t i o n o f n o x i o u s rs ee cp oa m r amt ee n d e d p r e c a u t i o n w i t h t h e
water fire fpur m
o bel se ,mo r o t h e r sy oa um ge anvue mt hb ee rp o t e n t i a l i n c i d e n t
s? (c soel ue mcne)n tt h ear t the precaution seeks
t os ae v soiim
U d .p l e d o o r d o n o t s t a t e m e n t s
nguisher rt oe ceox mp lma ienn d p r e c a u t i o n s a s i f y o u
w
t oe tr he et a l k i n g
employee.
For example: "Lift with your legs, not
yA ov uo ri db sa uc ck h." generalities as "Be careful,"
"" B e
Take a l e r t , "
caution."
5.7
Consult the “Job Safety Analysis Training Guide” on the preceding page for a detailed
description of the JSA technique. The technique requires thoroughness and attention to
detail. It also requires the input of all who participate in the job. In the analysis of a
specific job, input from the operators should be supplemented with discussions with
technical, engineering, and safety personnel as appropriate.
In some plants, first-line supervisors have conducted JSAs in safety meetings. If the
employees are familiar with the task being analyzed, this approach can be especially
effective because it
q Uses the broad knowledge of employees.

q Serves as a review exercise.
q Encourages a cooperative spirit.
Testing Each Job Safety Analysis
A completed JSA should be tried out before it is established as the job procedure. It
should be fully tested by more than one operator. The supervisor should continue to
question the JSA, looking for unnoticed snags. Again, details, count. For example, does
the JSA as written apply only to right-handed operators?
Make any extra notes on the JSA technique in the space below.
Choosing Jobs for a Job Safety Analysis
Since supervisors do not have enough time to make a detailed job plan for each operation
in their areas, they should pick the three or four jobs that seem most in need of a new
procedure. They can start with a few, perhaps unusually hazardous, jobs, then gradually
do more.
5.8
CONCLUSION
Plannings can lead to grater safety for everyone in your area or plant. The careful, step-
by-step analysis of each job and its potential hazards and the corresponding development
of job procedures and rules for the use of equipment should help protect all employees
against injury and property against damage.
Rules and procedures need to be kept current. In keeping them up-to-date and applicable,
the first-line supervisor is primarily responsible to develop new ones and modify old
ones. You can help your supervisors in this task by training or instructing them to.
q Observe employees working.

q Check employees’ actions against any existing procedures.
q Analyze safety hazards.
q Discuss with employees the tricky part of their jobs.
q Write the rule or procedure. Unwritten rules become hazy and are far too open to
different interpretations.
q Communicate.
q Follow up.
q Change when necessary.
Rules and procedures together embody the safety standards set by your company and you
for the operation of your unit. They are the standards over which you have control. It is
up to you, as manager, and up to your supervisors, to
q Know and enforce existing standards.

q Recognize the need for revised standards.
q Develop new procedures and rules where necessary.
q Train employees to follow all rules and procedures.
In these ways, you will do much to ensure steady, good safety performance in your area
of responsibility.
RESOURCE MATERIALS
Page
1. Housekeeping Policy………………………………………..……... 5.9

2. General Safety Rules………………………………………………. 5.10
3. Safety Rules and Procedures Subcommittee………………………. 5.12
5.9
HOUSEKEEPING POLICY
A high level of safety and housekeeping must be maintained throughout a plant for three
reasons:
q Good housekeeping contributes to the elimination of accidents and fire hazards.

q It helps conserve space, time, material, and effort.
q It contributes to high morale.
The extent to which each employee accepts his share of responsibility for housekeeping
establishes the level of housekeeping. When each one does his share, all benefit by
having a clean, safe plant in which to work.
Good housekeeping is
1. Lack of debris and trash.

2. Walking surfaces free from tripping, slipping, and stumbling hazards.
3. Orderly arrangement of storage and work equipment, with aisles that are marked
and kept clear.
5.10
GENERAL SAFETY RULES
PLANT SAFETY RULES
1. Employees must know and observe all plant safety rules applicable to their work.
Each employee’s compliance with all safety rules is a requisite for continued
employment.
2. All plant injuries, no matter how slight, must be reported to supervision and the
medical section immediately.
3. The following are prohibited:

a. Horseplay or fighting.
b. Running or jumping except in extreme emergencies.
c. Intoxicants or being under the influence of intoxicants.
d. Firearms.
e. Smoking outside designated areas.
f. Tampering with equipment.
4. Equipment must not be operated unless all guards are in place, or unless the area
supervisor or his assistant gives special permission. On weekends, the
maintenance duty supervision has authority.
5. Non-safety glasses, finger rings, wristwatches, untucked neckties, loose clothing,

or loose sweat rages must not be worn outside offices, corridors, or cafeterias.
6. Danger zones are designated by solid yellow barricades and / or black and yellow
ropes. Only authorized personnel are allowed within these areas.
7. The lockout procedure must be followed at all times.

8. Safety interlocks must not be bypassed except by written permission of
supervision.
9. All nails protruding from any type of material must be removed or turned down
immediately.
10. “Strike anywhere” matches are not permitted in the plant.

5.11
11. Flammable or corrosive liquids must be stored and transported in approved

containers.
12. Gloves or approved containers must be used when glassware is transported.

13. Lights at exits and safety showers must be turned on at all times.
14. Emergency equipment must be plainly marked and free from any obstacles that
could delay or interfere with its use when it is needed.
15. Safety showers and eyewash fountains must not be blocked.

16. Employees must not walk or stand on the top of tanks or ducts where walkways
are not provided except by approval of the safety section.
17. No employee is allowed on roofs alone unless he has permission, except in the
case of an emergency.
18. All sharp objects (such as glass, razor blades, or knives) that are to be disposed of
must be put in special containers for removal to the disposal area.
PLANT SAFE PRACTICES

1. Good housekeeping standards must be maintained at all times.
2. All unsafe practices and conditions must be corrected as promptly as possible, and
all such defects must be reported to supervision at the first opportunity.
3. Incidents that may have weakened or damaged equipment must be reported to

supervision at once.
4. Non-work injuries that could become aggravated on the job must be report4ed to
supervision within one-half hour of starting work.
5. Any person present in or passing through an area must observe the rules of that
area.
6. Only authorized personnel may operate plant equipment.

5.12
SAFETY RULES AND

PROCEDURES SUBCOMMITTEE
The Safety Rules and Procedures Subcommittee should b responsible for ensuring that
plant employees have adequate safety procedures by which to work safely and efficiently.
The subcommittee’s specific responsibilities are to
1. Develop a list of general safety rules for the plant.

2. Identify areas and activities that need plant procedures.
3. Coordinate the writing of these procedures for inclusion in a safety manual.
4. Develop effective sources of safety information.
5. Maintain effective and up-to-date procedures by developing a system for the
periodic review of the general safety rules and plant safety procedures.
6. Develop a system to minimize the paperwork involved in changing a procedure

and to prevent the proposed change being set aside.
Auditing for Safety
AUDITING FOR SAFETY
OVERVIEW
In this unit, we outline the importance of auditing. We discuss how you can
q Improve your own auditing skills and train line supervisors to audit.
q Establish sitewide auditing programs.
q Use audit results to improve your safety program.
WHY WE AUDIT
We have found that auditing is the key to improved safety performance. When we
conducted a ten-year study of all serious injuries occurring at Du Pont sites-at offices, on
refineries, in transportation, at all kinds of plant sites-we learned that 96 percent of our
injuries were caused by the unsafe acts of people and poor work practices. Auditing
identifies unsafe acts and practices before an injury takes place. The way we conduct all
our work activities, whether handling equipment, transporting goods, carrying out a
maintenance function, or even filing papers, is the key to our on-the-job safety
performance. Whenever we do these everyday jobs in an unsafe manner, we are
increasing the possibility of causing an accident.
The picture of the iceberg on the following page illustrates how unsafe acts and
conditions eventually give rise to serious injuries. Du Pont has fo9und that the only way
to avoid the lost-time cases at the tip of the iceberg is to identify and eliminate the unsafe
acts at its base. One sure method that we use to reduce the base of the iceberg is effective
auditing.
Used properly and tactfully, audits bring various good results. They
q Maintain standards by ensuring that everyone follows the rules and procedures
you already have and showing you where your rules and procedures are
insufficient.
q Measure the effect of safety education by showing how far it has improved work
behavior.
q Reveal weaknesses in the safety program.

6.2
ICEBERG CONCEPT
6.3
q Motivate supervisors and hourly employees by giving the results of their safety
efforts in a clear, measurable form. Supervisors can see where they are going and
plot their progress.
q Increase safety awareness.
This increase of safety awareness is the most important result of regular auditing since
unsafe actions result from a lack of safety awareness. We cannot provide procedures to
cover all the actions of workers; therefore, we must rely on increasing their safety
awareness if we want to get rid of all unsafe acts.
TRAINING
Orientation
If auditing is new to your organization, you will almost certainly have to train line
supervisors to audit effectively. When discussing how to audit with line supervisors, you
will probably find it helpful to give them basic auditing principles and techniques to
orient them to the task. For instance, you can teach line supervisors to
1. Make a commitment to spend a predetermined amount of time auditing. Tell

them that, while auditing does not require a great amount of time, it does require a
regular commitment of time.
2. Sample conditions in one or more small areas rather than attempt to complete an
entire area tour. By varying the location of audits, supervisors can cover their
entire area of responsibility on a regular basis.
3. React appropriately during audits to set the safety climate in their areas. Tell
supervisors never to let a safety violation pass without taking immediate
corrective action. This reaction, or a failure to react, tells all subordinates what a
supervisor finds unacceptable-and acceptable.
4. Build pressure. Supervisors should show what they expect by their reactions
during their first audits. They can then use subsequent audits to build pressure for
improvement. As their groups meet one set of goals, supervisors can increase the
pressure for improved work habits.
5. List observations. To maintain an effective auditing program, each auditor must

make a formal list of all observations. (A sample form follow.) He can then use
these lists in discussing audit results with his group and establishing a follow-up
system.
6.4
SAFETY AUDIT
Section_______________Supervisor________________Date___________Time_______
(Examples of Possible Observations)

CATEGORY A CATEGORY B CATEGORY C
Positions of People Reactions of People Personal Protective

Equipment
____Striking Against ____Adjusting Personal _____Eyes & Face
____Struck By ____Protective Equipment _____Ears
____Caught Between ____Changing Position _____Head
____Falling ____Rearranging Job _____Hands & Arms
____Temperature Extremes ____Stopping Job _____Feet & Legs
____Electrical Current ____Attaching Grounds _____Respiratory System
____Inhaling ____Lockouts _____Trunk
____Absorbing
____Swallowing
CATEGORY D CATEGORY E
Tools and Equipment Procedures
_____Right for Job ____Is Standard Practice
_____Used Correctly ____Adequate for Job?
_____In Safe Condition ____Is Standard Practice
Established?
____Is Standard Practice
Being Maintained?
OBSERVATIONS
Points
___________________________________________________ _______
___________________________________________________ _______
___________________________________________________ _______
___________________________________________________ _______
___________________________________________________ _______
___________________________________________________ _______
___________________________________________________ _______
Auditing Hours:_____________________ Total Points:
___________________
___________________
___________________
___________________
Audit Team
6.5
6. Follow Up. Each auditor should maintain a “tickler” file and follow up on audit
items personally. This personal involvement is a vital step in establishing
standards. Employees will not usually be motivated enough to correct unsafe
practices or conditions unless they know that their supervisor will be back to
check. Personal follow-up maintains the positive pressure of the auditing
program.
7. Vary the approach. Supervisors should generally tell employees when their
work practices are being observed. They can then discuss together the nature of
the jobs and any hazards they include.
To get a realistic sample of work practices, however, supervisors can occasionally
q Make unannounced audits.

q Enter work areas by different routes.
q Make observations before announcing their presence.
q Precede an announced audit with an unannounced one.
Training Methods
You will also need to show line supervisors how to audit out there on the floor. Here are
some methods you can use to help them
q Take line supervisors on audits with you.

q Accompany them on their audits.
q Discuss your observations.
q Discuss what the supervisor can do about the safety infractions you have observed
together.
q Show supervisors how to keep a record of their observations for their own use,
plotting incidents that recur.
Observations Techniques
When you accompany line supervisors on audits and discuss your findings, what should
you be looking for? What should you tell them to look for?
6.6
Be aware of safety violations in the following categories:
q The positions and actions of people

q Personal protective equipment
q Tools and equipment
q Procedures
q Orderliness
Here are some specific questions you can about each category.
Positions and Actions of People q Is anyone in danger of injuring
himself by pulling or lifting heavy
objects?
q Is anyone in a position where he or

she could fall, be trapped, collide
with anything, or be hit?
Personal Protective Equipment q Are employees using the required

protective equipment? Does it
provide adequate protection against
employees’ exposure to harmful
substances?
q Are they using the equipment

properly?
q If not, why not? Is it inconvenient

to get out or hampering?
Tools and Equipment q Are they being used properly?

q Are they in safe condition?
q Are homemade tools (not properly
designed) being used?
6.7
Procedures q Are they adequate? Do they

prevent all unnecessary risks?
q Are they followed?
Orderliness q Is the workplace neat?

q Are things put away properly?
The checklist on the following page should help you and supervisors focus your attention
when auditing. A more complete list for supervisors’ use is included as Resource
Material for this unit.
Another way to help yourself audit efficiently is to stop immediately on entering your
auditing area to
q Safety supervisor
q Decide where to focus your attention
q Catch the evaporative act (the one that ceases before you notice it if you are not a
skilled observer)
Usually, you will not be able to do all the training of line supervision on an individual
basis, or even all yourself. You may need to arrange for audit training programs to teach
supervisors the skills they need.
QUALITY
As manager of an extensive area, you need to ensure that the audits conducted on your
plant or in your are
q Effective
q Of a consistent standard
When you training line supervisors to audit and work with them to increase their
awareness of what auditing is all about, you are raising the standard of audits in your
area. You should frequently observe audits conducted by the line and conduct your own
to compare each supervisor’s and smaller area’s standards with the others and to compare
your results with theirs. This comparison will show you where line supervisors need
further training in conducting audits and what else you need to do to ensure a common
standard of auditing throughout your department or facility.
6.8
AUDIT CHECKLIST
1. Personal Protective Equipment (Adequate? Used properly? Good condition?)

q Eyes and face
q Ears
q Head
q Arms and hands
q Legs and fee
q Respiratory system
q Trunk
2. Positions of Personnel (Injury causes)

q Striking against, struck by
q Caught between
q Falling
q Temperature extremes
q Electric current
q Inhaling, absorbing, swallowing
q Overexertion
3. Actions of Employees
q Adjusting protective equipment
q Changing position
q Rearranging job
q Stopping job
q Attaching grounds or locks
4. Tools and Equipment

q Right for the job
q Used correctly
q In safe condition
5. Procedures and Orderliness

q Adequate (reviewed and upgraded)
q Established (understood)
q Maintained
6.9
PROGRAMS AND RESULTS

Developing Programs
It is in your best interests to see that your facility or department has an adequate system
of safety audits. You have various options here, but adequate system of safety audits.
You have various options here, but whatever combination of audits you choose, two
qualities are essential:
q Audits must be regular

q The whole workforce must be involved
Sample Programs
Here are some examples of whole plant audit programs, which, used in combination, we
think provide the necessary area and sitewide coverage. You may have other programs in
place at your site.
I. The Plant Manager’s Audit Program
The Team q Plant manager.
q Safety supervisor.
q Selected area supervision.
Frequency q Every area visited on a regular,

rotating basis.
q Each area audited a certain number

of times a year, e.g., once a quarter.
q An area can be revisited sooner than

scheduled for follow-up on
particular items.
Purpose q To provide plant manager and

safety supervisor with overview of
whole plant.
q To show what plantwide safety

decisions are needed.
6.10
This audit does not, however, provide thorough or frequent enough area audits, or involve
all those responsible for managing safety within the different plant areas.
This thoroughness and involvement, right down through the first-line supervisors, is
necessary for
q The daily running of each are and group of employees.
q The detection of all those unsafe acts that result eventually in injuries.
Therefore, the Plant Manager’s Audit needs to be complemented by Area Audits.
II. Area Audit Program
The Team q Area supervisor.

q Shift supervisor or other employee-
group supervisor.
Frequency q Four times a month, covering each

shift, or group, once a month (when
the shift is on daylight).
Purpose q To manage area safety effectively.
Remember that each first-line supervisor should also be auditing his own people
regularly.
III. Safety Department Audit
The Team q Safety supervisor.
q Area supervisor or any member of

line management or supervision.
Frequency q Constant audits, set up on a

schedule to suit your facility.
6.11
Purpose q To follow up on items from

the Plant Manager’s Audit.
q To cross-check on different
areas to
• Make sure that all
areas have the same
standards.
• Detect any problems
shared by different
areasto be tackled
on a sitewide basis.
• Spot-check specific
items.
These three schemes complement each other, each filling in the gaps left by the others.
When you draw up or review your audit schedules, remember that you need an ongoing
system in each area and a system that provides an overview of the whole plant. Whatever
system, or combination of systems you develop, audits must be regular throughout the
site if they are to effect a steady improvement in safety performance.
Proprietorship
We have found one other concept that can really help make auditing work. That is the
concept of proprietorship.
Proprietorship
Every line manager and supervisor, from the
top through the first-line supervisor on the
floor, is responsible for everything that happens
in his or her areaincluding all contractor
work, visitors walking through, and the actions
of employees from other areas working in the
supervisor’s area.
To make this concept work at your site, you may need to
q Define it for top management.

q Discuss it with all your fellow Managers.
q Make sure that every supervisor understands his or her responsibility.
q Ensure that all supervisory employees practice it.
6.12
Reviewing Results
Once you have a sitewide or area-wide auditing program in place, you can analyze
the results to see trends in safety performance.
To enable you to see sitewide or area-wide trends and problems, two basic conditions
must be met:
q The same audit form should be used throughout the site or area.
q Some central office, such as the Safety Department if you have one (or you
yourself for your own area), must receive all audit results
Tabulating Results
Once these audits results have been collected, you can have them tabulated on a
graph.
Each point on the graph is determined by the total number of audit defects recorded
during the month, divided by the number of man-hours spent auditing that month.
For instance, two people auditing for three hours is equivalent to one person auditing
for six hours.
The sitewide audit trend graph on the following page shows the safety Department
and Plant Manager’s audit results for the first seven months of a given year. The
Housekeeping violations line illustrates how you can have chosen category plotted to
see its trend on the same graph as the overall audits. You can change the special
categories you have plotted as the need arises. Another category to single out could
be personal protective equipment deficiencies.
Such plotting helps you measure your effectiveness at improving any particular
aspect of safety you have decided is important sitewide or in given areas. Breaking
down the overall audit results into categories can also show you where you need to
focus your attention.
Quantifying Results
How do you get the numbers for plotting these graphs? We consider here two
methods of quantifying results. Which method you choose is not important, as long
as you choose one method and stick to it. Choosing one method gives you a basis for
comparing current results with past performance.
6.13
20
18
16
Safety Office Audits
14
12
10
6 Management Audits
4
0
J F M A M J J A S O N D
NUMBER OF DISCREPANCIES PER AUDIT HOUR

6.14
First, let us look at a time-weighted index, which is what we used in the graph shown.
The Time-Weighted Index
TWI = No. violations x 100

Total time spent auditing
This sort of index works well in operations that are not labor intensive. In a
refinery, for instance, you might not see many workers when you audit. There,
you will be looking for indications of unsafe acts that occurred before you got
there; for example, a forklift sitting idle with its forks raised.
The Unsafe Acts Index
If you have a location that is labor intensive, you might prefer to use an unsafe
acts index.
UAI = No. unsafe acts x 100

No. people observed working
These ways of recording audit results provide a quantitative means of presenting

information.
Results You Can Expect
1. Many observations in a new program.
2. A rising tend as auditors become more adept. It will look as if your safety
performance is getting worse instead of better. You should be prepared for this
occurrence.
3. A lowering trend as employees react with safer work habits. Refer to the graph we
have looked at for a typical line.
If the frequency of unsafe acts rises again, it may be symptomatic of an underlying

problem you need to tackle. A strategy for tackling problems could include
q Publicity.
q Safety discussions.
6.15
q Close Monitoring.
q New procedures.
You can use any or all of these methods. The Important point is that you cover all
employees.
Using Results
To make full use of audit results to see where you should direct your efforts, you should
also review audit reports submitted by supervisors in your line organization to recognize
such factors as
q A work area with a high infraction rate.

q Supervisors who are not conducting effective audits.
q Safety violations that occur throughout the site or area.
q Recurring safety violations.
q A rise in the number of violations.
After spotting any of these factors, you can take actin where appropriate (such as a
reviewing auditing techniques with a supervisor who needs help) or advise
supervisors of the need for action (as in the case of safety emphasis for an area with
many audit defects).
CONCLUSION
The auditing process we have been looking at depends upon
1. People’s understanding, motivation, and skill.
2. Consistently high-quality audits conducted throughout a facility or area.
3. A program that ensures frequent, regular audits that cover all areas and involve all
members of supervision.
4. The use of audit results to determine necessary changes in your management of

safety.
6.16
Auditing is a tool for

q Identifying problems.
q Following up to see how your methods of dealing with those problems are
working.
Auditing results tell you
q How well the site is doing.
q How well an area is doing.
q How well a supervisor is doing.
Audits show you how well you are managing. They can be an invaluable took in your
safety program.
You can use and profit from this took for safety management whether your audits fit into
a plantwide program or whether you are working alone in your area. You are not
dependent upon a plant or company auditing system to achieve results.
RESOURCE MATERIAL
Page
Observation Checklist.................................................................................... 6.17
6.17
OBSERVATION CHECKLIST
Human (THE INDIVIDUAL)

Physical Appearance Response
Age
Size
Blisters
Cuts or Abrasions
Stiff Joints
Shortness of Breath
Glasses (Prescription Safety)
Deafness
Clothing
Loose Clothing
Watches, Rings, and Chains
Loose Shoelaces
Safety Shoes
Loose Shoe Soles or Heels
Glasses (Broken or Missing Parts)
Performance
Unsafe Acts (Rule Violations)
Job Knowledge
Initiative (Interest)
Following Standard Practice
Quality of Workmanship
Attitude
Preoccupied
Family Problems
Money
Illness in Family
Daydreamer
Worried
Angry
Quick-Tempered
Cooperative

6.18
OBSERVATION CHECKLIST (CONTINUED)
POSITIONS OF PEOPLE Where and How
Striking Against (Struck By) ________________________

Caught Between ________________________
Falling ________________________
Climbing ________________________
Off Balance ________________________
Temperature Extremes ________________________
Electrical Current ________________________
Inhaling, Absorbing, Swallowing ________________________
Overexertion ________________________
Walking in Designated Aisles or Walks ________________________
Riding on Portable Equipment ________________________
ACTIONS OF PEOPLE Area of Job Standards
Changing Position ________________________

Rearranging Job ________________________
Stopping Job ________________________
Hurrying ________________________
Running ________________________
Exposure to Moving Equipment ________________________
Wearing Proper Safety Equipment ________________________
Following Standard Practice ________________________
Using Proper Equipment and Tools ________________________
Following Rules, Procedures ________________________
Using Good Judgment ________________________
Trained on Job Being Performed ________________________
on Assignment ________________________
PERSONAL PROTECTIVE EQUIPMENT Area or Job Requirements
Eyes ________________________
Face ________________________
Head ________________________
Hands ________________________
Arms ________________________
Feet and Legs ________________________
Respiratory System ________________________
Trunk ________________________

6.19
TOOLS AND EQUIPMENT Places to Audit in Area
Right for the Job ______________________________

Used Correctly ______________________________
In Safe Condition ______________________________
Carried or Stored Properly ______________________________
Inspected and Coded Properly ______________________________
WORK AREA AND EQUIPMENT Where in Area
Housekeeping and Appearance ______________________________

Cramped Quarters ______________________________
Blind Corners ______________________________
Exposure to Moving Stock and Traffic ______________________________
Aisles ______________________________
Exits ______________________________
Lighting ______________________________
Unsecured Items Overhead ______________________________
Stairs ______________________________
Fumes, Dust, Smoke ______________________________
Restricted or Prohibited Areas ______________________________
Hazards from Nearby Operations ______________________________
Material Handling ______________________________
Ladders Properly Tied Off or Stored ______________________________
Exposed Hot Surfaces ______________________________
Sharp Edges or Burrs ______________________________
Barricades ______________________________
Chemicals (Identified, Labeled) ______________________________
Guards in Place (Adequate) ______________________________
Pinch Points ______________________________
Painting, Insulation, General Repair ______________________________
RULES, PROCEDURES,
STANDARD PRACTICES,
AND OPERATING INSTRUCTIONS Area or Assignment
Established? (Understood?) _____________________________

Adequate? (Reviewed and Upgraded?) _____________________________
Maintained? _____________________________
6.20

FIRE AND SAFETY EQUIPMENT Area or Assignment
Available? ________________________
Adequate? ________________________
Personnel Trained? ________________________
Operable? ________________________
Blocked? ________________________
Inspected? ________________________
Sealed? ________________________
OPERATION Area or Assignment
Off-Standard Lights or Alarms ________________________

Recorders Properly Set
(Correct Conditions or Pattern) ________________________
Noisy Equipment ________________________
Unusual Odor or Sound ________________________
Visible Quality ________________________
Lab Analyses ________________________
Correct Identifications ________________________
Records ________________________
OTHER
________________________ ________________________
________________________ ________________________
________________________ ________________________
________________________ ________________________
________________________ ________________________
________________________ ________________________

SAFETY TRAINING
OVERVIEW
In this unit we discuss
q The main purposes of safety training.
q Employee needs for training.
q Vehicles for training.
THE PURPOSES OF SAFETY TRAINING

Generally, employees who have been trained in safety do not naturally behave in a
safe manner. We cannot leave safety to chance. We need to help employees develop
q An understanding of what it means to work in a safe manner.

q The attitude that will make them want to work safely.
Therefore, job training should include
q Training in the job procedure or method.

q Training in the use of tools.
q Motivation to do the job correctly in the fact of outside influences that
encourage the employee to bend rules and take shortcuts.
SAFETY TRAINING NEEDS

Safety training is important for all employees and other personnel working on the site.
You should therefore see that appropriate training is provided for
q The new employee.

q An employee transferred from another plant.
q An employee who has moved from another area in the plant.
q The longer-service employee. (Refresher training.)
7.2
q Supervision.

q Contractors.
New or Newly Transferred

Employees’ Training Needs
1. The concept of job safety.
2. Requirements for safety performance.
3. Work-related safety rules and procedures.
4. Information on how to contact the medical and fire departments, etc.
New employees usually get much of this information initially through an orientation
program.
Longer-Service
Employee’s Training Needs
1. Refresher training includes
q Changes in safety rules and regulations.
q Changes in organizational responsibilities; whom to contact, for what, and

when.
q New equipment and installation.
q Specific skillsfire fighting, first aid, safety equipment.
q Improvement in job skills.
2. Routine training includes
q Drills.
q Safety meetings.
q Communications.
q Hygiene.

7.3
Supervisor’s Training Needs

q Audits
q Accident investigations.
q Objectives (setting and reaching them).
q Safety meetings.
Contractor’s Training Needs
1. Plant procedures.
2. New employee training.
3. Emergency reporting.
4. Whom to contact, when, how, and for what.
5. Specific job safety training.
6. Job responsibilities.
7. How job can affect other operators.
(See the Unit on “What To Do about Contractors.”)
Your Job
Although most hands-on training is the job of the supervisor, you have a big role to play
in monitoring the training and providing resources, such as outside courses, materials, or
information, as needed. It is essential that you have your finger on the pulse of training
activities in your area of responsibility.
You might also be responsible for orienting new employees and presenting to them your
site’s general approach to safety. Line supervisors train new employees, as all other
employees, in the specifics of their jobs.

7.4
METHODS AND VEHICLES FOR SAFETY TRAINING

How Do We Learn?
How does training happen? Think about how people learn things.
1. We learn first and foremost by doing something.
2. We also learn by watching others, and here what we learn might not be what they
have consciously set out to teach. We pick up the behavior patterns of those
around us.
3. Thirdly, we learn by attending seminars and participating in activities designed

to reinforce and expand upon the basic training we receive in the course of our
daily work.
So we see that all training is not formal and structured. The most important, and the
greater part of, safety education occurs on the job and in daily contacts with others at
work. Here the role of the line supervisor is vital. The supervisor is responsible for all
on-the-job training. Your main job is to help line supervisors be as successful as they can
be, whether in creating their own training programs or in implementing yours.
Let us look now at the different vehicles of safety training.
Instruction and Demonstration
Line Supervision’s Job

First, and most basic, are instruction and demonstration. The line supervisor organizes
and sets the tone for the training of employees. He sees that someone goes over their jobs
with them, discussing the safety aspects of each job, the proper procedures and personal
safety equipment, any hazards of the materials or equipment; in a word, everything. The
supervisor should reinforce the safety slant of this initial training by auditing the trainees
on an ongoing basis. He can also reinforce it through reminders about safety every time
he assigns a task. For example, he can say things like, “When you plug in the projector,
make sure the wire isn’t trailing across the floor where someone could trip on it.”
This basic training is done individually with each employee. One-on-one attention is
important. Because injuries usually occur individually, it is natural to carry the injury
prevention program to each employee individually. Hazards vary on each job and,
because of the individual differences, might even vary for different employees on the
same job. Such individual differences can be addressed through one-on-one safety
training.

7.5
Your Job
Check Procedures
You should check that the basic safety training is taking place at your plant or in
your area. Are safety keypoints highlighted in your job procedures? Are line
supervisors reinforcing the safety aspect of every task with their employees? You
can help by explaining to them the importance of this emphasis.
Or perhaps procedures do include safety, line supervisors do talk safety and organize
the required initial job training, and yet employees largely ignore this aspect of their
training. In such a case, the climate might not encourage employees to work safely
and you need to check further.
Check Actions of Line Supervisors

One way to improve the safety climate and ensure that the instruction and
demonstration vehicle of safety training operates well for you is to go and watch line
supervisors at work. Try to detect their real, underlying attitude to safety through
their actions. When we talk about atmosphere, or the safety climate, there is no
substitute for example. Line supervisors will get good safety performance from their
people only if they also teach safety through what they do. This is an important way
to give a message that employees will accept as genuine and important. Talk is not
enough. Unless it is backed by action, day in, day out, employees will not believe
what you say.
If you find supervisors not backing their words on safety by their actionsnot
responding to safety violations themselvesyou have a line motivation problem on
your ands. You can talk to individual supervisors and encourage them by showing
them, through your own example, how to influence employees to work safely.
Follow-Up: The Job Cycle Check

This technique works well after job rules and procedures are in effect and employees
have been trained to their use. The method consists of
q A review of the procedure.

q Observation of an employee’s job performance, with correction and
instruction as necessary. (The supervisor might find that the employee has
improved the procedure and be able to congratulate him.)
q Follow-up; suggestions for improvement.

7.6
The uses and benefits of the job cycle check technique are notable:
1. It is a training verification method.
2. It is used to whether an employee is following a standard procedure
3. It is a means of analyzing the employee’s performance on part of his or her job.
4. It requires cooperation between the employee and his or her supervisor.
5. It leads to a safer operation, the discovery of hidden hazards, and an improvement in

efficiency through helping in the upgrading of procedures.
6. It allows trainees to have input into their training.
See Resource Material Item 1, “Job Cycle Check Procedure,” for more details on this
technique and how it can be used as a routine method for follow-up and for assessing
employees’ safety performance.

If your plant does not use job cycle checks, you could discuss the method with line
supervisors with a view to their adopting it.
If supervisors do use this technique at your plant, find out whether it is working in your
area. Is it accomplishing real training?
Discuss it with supervisors and spot-check occasionally with employees. Has it made
any difference? If not, try to find out why.
q Is it done automatically without any real consideration of the procedure

in question?
q Are supervisors listening to employees’ explanations as to why they do

not follow a procedure? These explanations often lead to better
procedures, which help the instruction and demonstrati0n vehicle of
training.

7.7
Safety Meetings
A third vehicle of training is the safety meeting. Good safety meetings can be a very
useful means of training.
The Purpose of Safety Meetings

You need safety meetings for
1. Presenting information on specific safety topics.
2. Discussing safety problems.
3. Exchanging ideas.
4. Preparing employees for new operations or changing work situations.
5. Introducing changes in plant standards.
6. Discussing accidents and injuries that have occurred.
7. Giving and receiving general safety information.
8. Presenting group or individual safety awards.
Safety meetings are better than individual contacts for most of these discussions because
q Supervisors need their groups together.

q Employees tend to offer the opinions more freely.
q Group discussion helps clarify points not thoroughly understood.
Safety meetings can also involve employees in the safety effort. As well as giving their
input through discussions, they can conduct meetings or report at meetings.

Most of the purposes listed above are best accomplished between line supervisors and
their groups. That is where the training of the whole workforce must take placea basic
point to which we keep returning.

7.8
Your Job
Line supervisors plan and hold meetings, but they do need help. Anyone who has ever
conducted a safety meeting knows how difficult it can be. In this area, you can greatly
benefit your organization. You can train the line to conduct better safety meetings, safety
meetings that really make an impact.
What can you do to help line supervision hold better meetings? First, you need to assess
what supervisors are doing in their safety meetings. Sit in on some meetings to see where
problems lie. Then discuss the meeting with the leader afterwards and give guidance on
how he could make a stronger impact. Ask attendees on a spot basis whether the meeting
has made a difference in how they see things or do things.
Show line supervisors how they can plan meetings in advance and focus on the needs of
their groups. We have included some tips in Resource Material Item 2, “A Safety
Meeting Guide for Line Supervisors,” to help you train line supervision. You can give
guidance in how to vary meetings, get participation from the attendees, handle difficult
groups, and end with a conclusion or agreement to give everyone a sense of having
accomplished something definite. These tips can help you, too, in the meetings you
conduct.
However, they apply primarily to traditional safety meetings. Another type of safety
meeting is the Safety Unit meeting, which involves a more participative method of
managing safety, and in which group works as a team to
q Identify, analyze, and anticipate safety problems.

q Decide on solutions and preventive measures for those problems.
q Decide on who will take what action to address all safety issues discussed.
Supervisors need help in learning how to conduct these meetings, as well.
We have looked at three vehicles of safety training and at your function in each of them.
In summarizing this section, let us look more broadly at your role in training.

7.9
CONCLUSION  YOUR OVERALL

ROLE IN TRAINING
Your responsibility for safety training can be divided into three basic elements. You
need to
q Help line supervision understand its role in training and how to train
employees effectively.
q Be sensitive to the safety needs of your organization.
q Evaluate the quality of training.
Provide educational opportunities to line supervisors, such as the chance to attend curses
on safety; support them and offer them guidance in their training. Keep them at it, too.
Be a gadfly. As they constantly, “Have you done this? Have you talked to your people?
Do you know that they understand it?”
You should identify subjects needing refresher training and pick up weaknesses in
training programs. Constantly assess the ways in which your organization or your area is
training employees. Ask whether each vehicle of training is helping you. If not, change
it, improve it, or do away with it. Part of your function is quality control.
RESOURCE MATERIAL
Page
1. Job Cycle Check Procedure................................................................... 7.10

2. A Safety Meeting Guide for Line Supervisors...................................... 7.14
7.10
JOB CYCLE CHECK PROCEDURE
OBJECTIVES
q To provide a routine audit system to ensure that site personnel perform their
jobs efficiently in accordance with safe practices and operating procedures.
q To provide a routine evaluation of safe practices and job procedures as actually

performed in a work situation.

GOALS
q Audit each employee performing a standard job at least once per quarter as
follows:
• Employees who routinely perform four or more standard jobsa different
job each quarter.
• Employees who routinely perform three or fewer standard jobseach job

at least once during the year.
q Audit each standard job (or each type of job, if the number of standard jobs is
prohibitive) once per year.
JOB CYCLE CHECK FORM (ATTACHED)

q Main a J.C.C. form for each employee.
q Section I: Maintain a record of periodically scheduled coverage items made

in accordance with indicated frequency.
q Section II: Maintain a record of adherence to general safety rules. Check

monthly. Record violations under “Observations ” section o back of form.
q Section III: Maintain a record of job cycle checks made by listing the job
audited and indicating the month the audit was made. Take the following
steps:
• Observe the employee actually performing the standard job.

7.11
• Compare the way the employee performs the job with safe job practice
and operating procedure.
• Discuss any procedural violations with the employee during the

auditimmediate feedback.
• Record observations worthy of note (commendation items or procedural

violations) under “Observation” section on back of form.
q List nonscheduled coverages made under “Coverage Item” section on lower

back of form (i.e., injuries, policy/benefit changes, special programs, etc.).
q Use the job cycle form as a primary input when writing employee
performance reviews.
7.12
JOB CYCLE CHECKS
Employee __________________ Area _____________________

Supervisor __________________ Year______________________
Freq. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
I. Routine Coverage
General Safety
Rules
Lockout
Procedures
General Safe
Practices
Line Breaking
Procedures
II. Safety
Eye & Ear
Protection
Safety Shoes
Proper Use of
Tools
Vehicle
Handling
Housekeeping
III. Jobs
1.

2.
3.
4.
5.
6.
7.
KEY
Frequency Monthly Comments
A = Annual Satisfactory (Satis.)
S = Semi-Annual Date of Violation
Q = Quarterly Did Not Perform Job (NJ)
M = Monthly Did Not Check (X)
7.13
JOB CYCLE CHECKS

(Continued)
Date Observations
Date Coverage Item Date Coverage Item

7.14
A SAFETY MEETING GUIDE

FOR LINE SUPERVISORS
HOW TO CONDUCT A GOOD SAFETY MEETING

A chief objective of safety meetings is to train employees in ways to prevent injury. You
can accomplish this objective if you.
q Select an appropriate subject. (A topic for a safety meeting should be timely

and pertinent).
q Know the material.
q Present topics in an interesting manner.
q Direct the meeting.
q Invite participation.
q Reach a conclusion or agreement on a course of action.
1. Select an Appropriate Subject

Examples of such subjects might be
q Current injury or audit results
q New equipmentunique features.
2. Know the Material

Always start preparation early, preferably a month before the meeting.
q Study the technical aspects and make sure you are comfortable talking
about them.
q Seek out persons who have conducted or are scheduled to conduct

meetings on similar subjects. A short conversation or meeting between
you and other leaders can be very beneficial in bringing up new ideas.
q Review and select audiovisual aids to help your presentation.
q Be prepared to answers questions on correct practices with up-to-date

information.

7.15
3. Present Topics in an Interesting Manner

You can make your safety meetings interesting if you
q Avoid pure lecture whenever possible and encourage active participation
from the audience.
q Ask for employees’ experiences with the subject presented.
q Ask how they can apply the information you have given them.
q Vary your presentation.
See pages 7.16-7.18 for an outline of different presentation techniques you can use.
4. Direct the Meeting
q Maintain control and keep to the point. Acknowledge side issues and
discuss them briefly or defer them for a future meeting or later individual
discussion.
q Compliment anyone who makes a good contribution.
q Let employees disagree, but do not let the meeting degenerate into a gripe
session.
q Avoid interruptions, such as telephone calls.
5. Invite Participation
When preparing a meeting, you can ask an employee or group of employees to
q Present the main meeting topic when appropriate. You can rotate this
responsibility among your employees.
q Join you in making a presentation.
q Debate a prepared topic. (See page 7.16.)
q Prepare a skit to make a point (See page 7.17.)
q Demonstrate the use of tools or other equipment.
You can also form a few committees, such as an Inspection Committee, and discuss a
report from each committee on a regular basis.

7.16
During the meeting.

q Invite comments
q Invite discussion after a film. (Never simply show a film without thorough
comment).
q Ask questions that require more than a “yes” or “no” answer. (You can start
questions with “what,” “why,” or “how.”)
6. Reach Conclusion or Agreement

A safety meeting usually seems more satisfactory if you agree on a course of
action. This action can be to improve or correct a situation.
Make plans to get whatever information is needed to resolve a question. It is

critically important that you provide answers to employees’ questions as soon as
possible. Even if the answers are unpopular, at least you will have shown that
you are interested enough to take the trouble to find them out.
How to Vary Your Presentation

The more varied the ways in which you present information and organize discussion in
your safety meetings, the easier it will be to keep your employees’ interest.
Try to avoid lecturing without allowing for discussion. One-way communication is

incomplete. You need feedback from your employees.
You need not always do something different in safety meetings. The following are some
ways in which you can vary the presentation on occasion.
Panel Discussion
The use of a panel permits several people to discuss different aspects of a subject. You
can call on your employees to be on the panel. You should select the panel members for
their special background, or they should develop information on the portion of the subject
assigned to them. After the panel members have presented their comments, you can
invite the audience to direct questions to specific members of the panel.

7.17
Debate
You can start a stimulating discussion by holding a debate.
1. Choose a topical, controversial subject.
2. Place a statement about the subject in two envelopes; write on one envelope,
“For,” and on the other, “Against,”; and give one envelope to each of the two
debaters. (Use your employees).
3. Tell the debaters to speak for or against the statement as indicated on the
envelopes regardless of their own feelings about the subject.
4. Write the points the two debaters make on a blackboard after they have given
their reasons for them.
5. Ask the group for its opinion on the subject after the debaters have spoken.
6. Let all participants in the meeting have their say.
7. Sum up the “pros and cons.”
8. Ask the group to reach a conclusion.
Quiz
You can use a question and answer approach to review safety rules, area practices, and
information that has been previously presented in verbal or written form.
Demonstration
This type of meting can convey a convincing message when words alone would not
suffice. If the piece of equipment or object being demonstrated is not large enough for
everyone in the audience to see, you should use enlarged photographs, slides, sketches, or
other means to provide a visual representation. Another way to demonstrate small
equipment, so everyone can see it, is to have several employees, located throughout the
audience, hold duplicates of the equipment and point to features as you describe or
explain them.
Skit
A safety skit can be an effective way to make a point. When skits portray normal
situations, the members of the audience will project themselves into the situation and
remember it more vividly than if you had simply described the situation to them.
Sometimes, a skit can be more effective than a demonstration in showing how something

7.18
should be done. Some skit tips to follow are
q The skit should portray a situation familiar to the audience.
q The skit should remain simple, too many points will blur the issue.
q Simple props should be used whenever possible.
q The actors should preferably be from the group attending the meeting.
q Memory work on the part of the actors should be kept to a minimum.
q The participants should have an opportunity to go over the skit to help

them be at ease when performing.
Visual Presentation
The use of movies, videotapes, sound filmstrips, 35-mm slides, “safetygraphs,” and chart
pads provides variety. However, remember that these materials are meant to aid your
presentation, not take its place.
1. You should preview movies and 35-mm slides before use. Prepare appropriate
remarks to introduce the material. At the conclusion, either summarize how the
information presented applies to the needs of the group or encourage discussion
about the points raised.
2. Sound filmstrips are usually designed to promote discussion. A meeting leader’s

guide is usually available for each particular sound film, and you should look at it
beforehand to prepare yourself to handle the discussion.
3. “Safetygraphs” provide a useful device to encourage discussion in meetings of not

more than 25 people. A “safetygraph” is a spiral-bound collection of large posters
that the audience can observe one at a time while you discuss it. Suggested
comments for each poster are provided. You can modify the comments to make
them pertinent for your group.
4. You can use chart pads to portray to the group the points made during a
discussion. You can also use chart pads to summarize the points you have
presented.
Using Visual Aids

You can use visual aids to serve several purposes:
1. To remind yourself when giving a presentation of the subject of your next
comment; in this way, you may be able to avoid the use of notes.

7.19
2. To increase the retention value of the information you present.
3. To promote a better understanding of the subject.
However, visual aids can be a distraction if they
q Are on display before you are ready to comment on them.
q Remain on display when you are commenting on something else.
q Are too small and cluttered to be seen or understood.

To keep visual aids from being a distraction, you should have them covered until they are
needed. Once your comments are completed, you should place the visual aids where they
will no longer be seen. An exception to this arrangement is when you need previous aids
on display for reference purposes as you show subsequent ones.
When you intend to use charts or display cards, you should make certain that the lighting
on them will be adequate.
When you use a projector in a darkened room, it is better not to keep turning the lights off
and on. Overhead projectors are used to project 8-1/2-inch by 11-inch transparencies.
When using them, keep the room lights on. You are the sole operator:
q You face the audience as you talk.
q You can write on the transparency with a crayon, thus providing a form of
motion for the visual aid.
q By using overlays, you can build up or change a chart as you talk.
Whenever possible, you should look at your audience while showing slides. By checking
out of the corner of your eye, you should be sure he correct slide is on. Use duplicate
slides when you need to refer to the same slide several different times during the talk. If
you intend to make comments between slides, you can place a blank slide between them
to make the screen dark during the comment.
Safety Meeting Checklist

Asking yourself the following list of questions should help you develop a more effective
safety meeting.
q What is the purpose of the meeting?

7.20
q What type of meeting will be best for effective presentation?
q What background information should be developed?
q What questions should I ask to draw out the group?
q What responses can I expect?
q How shall I summarize the major points?
q Whom shall I invite other than participants?
q What size room is needed? Are there sufficient chairs? Is the air conditioning,
heating or ventilation adequate?
q What equipment shall I need for using the visual aids?
q Would teaser publicity before the meeting be helpful? Should I give the group
information about the subject in advance to make the meeting more effective?
q What kind of follow-up should I make after the meeting?
q How shall I arrange for the meeting material to be distributed to those who are
unable to attend?
In-House and Outside Information Sources

Every month, each of the work groups may give several safety meetings. These
programs can be excellent, but the leaders will have to spend time preparing for them.
Remember, your fellow employees offer a wealth of information just for the asking. You
may have at your plant a Programs and Activities Subcommittee which is responsible for
providing topics and resource materials for you to use when you conduct formal safety
meetings on the standard plantwide monthly topics. Use it if you have it.
The topics listed below are representative of safety meeting materials available from
outside sources:
First Aid for Burns

Campground Safety
Drinking and Driving
Driving
Drugs
Electrical Safety in the Home
Safety for Children

7.21
In some cases, meetings may actually be conducted by persons from outside the
company. Information on these topics can be obtained by contacting such agencies as
Area Medical Centers

State Department of Natural Resources
and Environmental Control
State Department of Highway Safety
State Department of Alcohol and Drug Control
Drug Rehabilitation Centers or Clinics
Public Utility Agencies
State or Local Safety Councils
Recording Your Meetings

It is very helpful to have some record of your safety meetings. The following list
suggests what you should record and the use to which you can put this documentation.
Record Why?
1. Who attended You then know who has the

information and who was
present at the discussion.
You can cover those who

were absent.
2. Questions You can refer to them later

when you have answers.
3. Decisions Use for follow-up.
Such a record also provides information for your department manager. Records from
each group tell him what is happening in his department and help him decide whether he
should hold a department meeting on any topic.
A standard format, such as the one shown on the facing page, can help you by providing
a way to document your meetings.
Your meetings might not follow a formal agenda, nor need your record be so formal. Just
make sure that your record is helpful.
7.22

AREA SAFETY MEETING RECORD
Date
TO:
(Supervisor)
FROM:
(Person conducting meeting)
AREA:
DATE OF MEETING:
PERSONS ATTENDING:
Meeting Agenda
∗
Statistics and Performance
(Use printed information on statistics or write your own summary.)
∗
Central Safety and Health Committee Business
(List items reviewed in Central Safety and Health Committee or review items included in
minutes.)
∗
Review of Incident and Injury Reports
(Review pertinent reports and discuss application of recommendations to your area.)
∗
Area Safety Performance and Problems
(Devote this section to discussion and review of items specific to the area. Include safety
rules, inspection results, wok order status, special hazards or activities, such as contractor
work, or action taken on questions or suggestions from the previous month.)
Safety Meeting Topic

(Devote this section to an item selected for emphasis during the month, such as emergency
procedures, plantwide programs, and other items of a general safety nature.)
Comments or Remarks
(Include employees’ suggestions or questions needing follow-up. NOTE: It is very
important that these items be acted upon. Follow-up actions should be discussed in the next
meeting).
Incident Investigation
∗
These topics should be included as a part of each meeting.
INCIDENT INVESTIGATION
OVERVIEW
In this unit we look at
q Responsibility for investigations.
q The purposes of an investigation.
q The elements of a thorough and useful investigation.
q How you can use investigation results to improve your management of safety.
DEFINITIONS
We use two terms for incidents when we talk about investigations:
q Incidents, which indicate injuries and any other events that could have resulted in
injury or damage to facilities. (All spills fall into this category.)
q Injuries.
Incidents
We talk about injury and incident investigations to make clear that we do include events that
did not result in an injury but
q Had the potential for causing injury.
q Might well result in an injury another time.
We sometimes refer to these vents as “near-misses” or “close calls.”
Serious Potential Incidents and Injuries

We investigate incidents that did not result in injury, or resulted in only minor injury, but had
the potential for causing serious injury as thoroughly as we investigate actual serious injury
as thoroughly as we investigate actual serious injuries.
8.2
WHO IS RESPONSIBLE?
The Line Organization
An incident investigation system works if it
q Reinforces the lessons learned through accidents
q Involves employees in working to prevent further accidents.
q Helps you manage the problems that lead to accidents.
We do not know of any accident investigation system that really works without the ultimate
responsibility for investigating accidents resting with the supervisor. Therefore, we view the
investigation of accidents as a line responsibility.
As the line organization is responsible for implementing safety, so line supervisors are the
ones who should initiate and conduct incident investigations in their own areas of
responsibility.
The Role of the Safety Department

Since the responsibility for conducting investigations into incidents and injuries lies with the
line organization, and since it is your job as manager to ensure that the employees in your
group or area work as safely as possible, you should use the Safety Department as a resource,
not as a department that can do your job for you.
If you have a Safety Department at your plant, the safety officers can assist you
investigations in the following ways:
q By contributing their expertise. They are the safety professionals in your

company.
q By asking probing questions.
q By seeing contributing causes that you might not recognize.
The safety officers can also clarify questions on safety by asking outside sources for any
necessary extra information.
The Investigations Team

Usually the investigation involves a team that includes first-line supervision and additional
levels of supervision and management, depending upon the type of injury or the potential of
the incident. In any event, the direct supervisor of the injured employee, or, if no one is
8.3
injured, of the area in which the incident occurred, initiates the investigation. He or she
might call in a process engineer or other specialist to help in the investigation. The safety
coordinator may be asked to participate on the team.
The injured employee and some of his peers should also be part of this process. Their
contribution can be important for two reasons:
q Their input concerning facts and underlying causes is valuable and can even be
indispensable.
q Their support can help ensure that recommendations are pertinent and acceptable
to other employees doing similar work.
Other Players
Other players in this process are usually
1. The CSHC, which receives the investigation reports and sets deadlines for the
implementation of recommendations.
2. The concerned area supervisor or manager (perhaps you), who is responsible for
seeing the recommendations implemented.
3. Top management, which allocates resources to support the implementation of

corrective action and the communication of results.
PREPARING FOR AN INVESTIGATION

Why We Investigate
Goods Reasons for Investigating Accidents
Incidents and injuries are always undesirable, but when they do occur, you should try to
derive as much benefit as possible from them. To make the most of lessons learned through
accidents, you need a standard method for dealing with incidents and injuries. With such a
system, you can accomplish the follow purposes.
Prevent Recurrence
The chief aim of injury and incident investigations is to prevent the recurrence of similar
incidents. To achieve this purpose, you must ensure that
q All incidents and injuries are reported to the supervisor promptly.
q The investigation is started as soon as possible, and the underlying causes of the
incident are identified.
8.4
q The results of the investigation are communicated to the employees in the group
where the incident occurred, to your other supervisors, and anyone else who might
find them relevant.
Improve Your Management Safety

Through these investigations, you can see
q Where you should emphasize safety.
q How safety procedures, practices, and safety training should be modified to

prevent such incidents.
q What trends in safety performance are developing in your area.
Investigations of near-misses reveal potentially hazardous situations, which you can then
correct before an injury occurs.
Demonstrate Your
Commitment to Safety
When you react swiftly to injuries and incidents in your area and take the trouble to
ensure that they are investigated thoroughly, you are showing your employees that you
really care about safety.
Employees’ Perceptions of Our Reasons

The reasons we have given for investigating accidents are all positive and important. If,
however, employees see the supervisor’s or your intentions as being to find fault, punish,
or cover up for management (including yourself), the situation will be a negative one
even if you do all the right things for all the right reasons. Supervisors might also feel
subject to blame when you become involved in an investigation.
In such a case, you can start to change your supervisors’ and employees’ negative
perceptions of your motives through approaches such as the following:
q Be positive.
q Recognize where people acted properly or responded well to the situation.
q Do not blame or embarrass anyone during an investigation.
q Act immediately, if possible, to correct an unsafe situation.

8.5
q Express compassion for anyone who has been hurt
q Attend first to the well-being of anyone involved in the incident.
Reporting Incidents
Prompt Reporting
You should insist that all incidents, however small, are reported to the supervisor
immediately. When an accident is not reported at once, two consequences may result:
q An injury may become more serious through lack of proper medical attention.
q Another employee may find himself in the same circumstances and be seriously
hurt because no action has been taken to eliminate the cause of the original
accident. If an incident is not reported, it cannot be investigated.
Encouraging Employees to
Report Minor Injuries
A supervisor can encourage employees to report minor injuries by
1. Discussing the necessity for reporting all injuries with all new employees.
2. Investigating immediately all reports of injuries.
3. Not blaming the employee during an investigation. At this time, the supervisor is
merely gathering evidence.
4. Not embarrassing an employee by implying that his or her injury resulted from his or
her own stupidity
5. Taking immediate action, if possible, to correct all deficiencies.
6. Reviewing with employees other accidents that occur in the area and/or in the plant as
a whole.
THE INVESTIGATION
Timing of the Investigation
An incident or injury should be investigated immediately because
1. The circumstances surrounding the accident may change due to changes in
operations, weather, personnel, and the like.
8.6
2. Witnesses to the accident may be unavailable later because of vacation, illness, shift
work, etc.
3. People involved in the accident may forget details and unknowingly substitute
conjecture or opinion for fact.
4. Witnesses may discuss the incident and influence each other’s version of the details
of the incident.
5. An employee may be able to fabricate a plausible story to hide a serious unsafe action
on his or her part.
Injured employees may be in extreme pain, emotionally upset, or hospitalized. In these

cases, the supervisor may have to take their statements at a later time. There is, however, no
reason to wait for injured employees to return to work before discussing injuries with them.
If employees are willing, the supervisor should interview them in the hospital or at home in
order to determine the causes of the accident and then take prompt action to prevent another
employee’s being hurt in the same way. If employees are unwilling to cooperate, it might be
because they think that the investigators are trying to see how they were to blame. If the
supervisor explains to them that management is interested only in preventing another such
accident, employees will probably be more willing to talk.
Investigation Guidelines
To get the most out of an injury investigation, you should be sure that the following five
steps are completed. The investigation team must
1. Collect all the facts.

2. Determine the causes of the incident
3. Recommend ways to prevent similar occurrences.
4. Record
q The results of the investigation.
q Recommendations to prevent recurrence of the incident.
5. Follow up on the implementation of all recommendations.

8.7
The following material discusses each of these steps in detail.

I. Collect All the Facts
1. Interview the Injured Employee. The employee’s supervisor should ask the
employee to explain
q What he or she was doing.

q How he or she was doing it.
q How he or she thins the accident happened.
If possible, this interview should be conducted at the scene of the accident to

make it easier for the employee to demonstrate his or her exact location and to
point out things that would be difficult to explain away from the scene. It
should also be conducted between just the supervisor and the employee to
avoid putting the employee on the defensive.
This may be the first injury investigation an employee attends. The supervisor
should, therefore, remind the employee of the purpose of an injury
investigation. (It is not to find fault). It is important that the employee feel
relaxed and that a good relationship exist between the supervisor and the
injured employee. In this way, you will be more assured of a completely
honest discussion of the incident.
The supervisor should not interrupt the injured employee. He or she should be
allowed to tell the whole story to give an overall idea of the circumstances
surrounding the injury. Freedom from interruption also tends to relax the
employee and to make him or her more responsive to questions.
The supervisor should also avoid taking copious notes while the employee
talks. The supervisor’s taking of notes may make the employee as nervous as
being interrupted with questions does.
If an investigator (the supervisor or you) thinks some point needs elaboration,

he or she should ask about it after the employee has told his or her story. The
only questions should be about the facts surrounding the injury and should not
explore its causes. The following sorts of questions do not establish facts and
may hinder the search for facts at this time: “Didn’t you know you had to war
goggles?”; or, “Why didn’t you get another ladder?”
2. Interview any witness to the accident. In a serious injury investigation, a

witness may be the only person available to explain what happened. If the
injury is minor, the witness may be able to clarify some circumstance or help
8.8
verify such facts as the methods of doing the job, the tools being used, or the
work practices. Witnesses may hesitate to say anything that shows a co-worker
in a bad light. You or the supervisor should help them understand that this is
not a faultfinding investigation, and that the main purpose of the investigation
(as previously mentioned) is to prevent injury to someone else. If possible,
witnesses should be interviewed separately; this prevents tem from influencing
each other’s stories or being subjected to peer pressure while they talk. They
should be interviewed in the same way as the injured employee is interviewed.
The whole investigating team is involved in the following steps.
3. Inspect the scene of the accident and the equipment involved to see whether
there are any unsafe conditions.
4. Review any applicable written work procedures. Do they contain specific

instructions on the safety hazards of the job?
5. Review the training given to the employee. Was it adequate for the job?
Some plants use an injury investigation checklist to assist supervisors in the

systematic examination of injury facts. You will find an example of such a list
on page 8.11.
II. Determine the Causes
Often the causes of an injury or incident are quite obvious; sometimes they are not.
In every case, however, investigators need to look for the underlying causes of the
accident.
Possible Causes
1. As yourself whether you and the supervisor carried out your safety
responsibility. For example, if an employee using a grinding wheel and
wearing no safety shield is injured by a piece of flying metal, the cause of
the injury may be recorded as “Unsafe practice employeefailure to wear
proper protective equipment.” Did you, however, make sure that the
supervisor
q Specified precisely what protective equipment was required?
q Provided the proper protective equipment for the employee’s use?
q Trained the employee in the use of the equipment?

8.9
q Took corrective action when he learned that employees were using the
machinery while not wearing protective equipment?
Did you yourself take any action when you observed deficiencies in any of these
areas? Or did you react to any warning signals that the machine was not working
properly
2. If you were to decide in this case that the employee had been properly trained and
equipped, and that you and your organization had kept on top of safety violations
of this type, you would then need to check that the supervisor had taken the matter
further and asked questions to find out why the employee acted unsafely:
q Was he trying to save time or effort?
q Was he under emotional stress?
q Did he have any deadline to meet?
q Was it inconvenient for him to act safely?
Like it or not, you cannot expect employees to go to great lengths to avoid

committing unsafe acts. If certain personal protective equipment is required for a
job, and if that personal equipment is stored in an area remote from the job, the
inconvenience of obtaining the equipment may be the reason why the employee
did not wear it.
3. If there was an unsafe condition, the supervisor must determine and correct its
source. For example, if an employee falls because of an oil puddle on the floor,
the source of the oil might be a piece of leaking equipment (such as a pump) or a
leaking forklift. Usually, many factors are involved. In the case of the fall, the
unsafe condition may have been caused by an unknown employee’s unsafe act.
Importance of Determining Causes

Determination of the causes of an incident is one of the most important parts of the
investigationfrom causes come recommendations to prevent recurrence. If the
investigators make a wrong decision about the causes of the accident, they cannot
properly fulfill the purpose of the investigation.
8.10
III. Make Recommendations

Once the probable causes of the accident have been discovered, the investigators
should make recommendations to prevent the occurrence of similar incidents.
These recommendations may apply to a particular situation or job or to the whole
area.
When looking over suggested recommendations.

1. Make sure that every commendation lists
q The person responsible for implementing it.
q The target date for completion.
2. Check that recommendations say what supervision must do, not what the
employee should do. If an injury has resulted from an employee’s
carelessness, the recommendation should not be, “Be more careful.” If
might be ”Supervisors will discuss the injury with all operators and
remind them of the consequences of inattention.”
3. See that recommendations are feasible. They must make practical sense.
IV. Make an Injury Investigation Report

A form is useful in providing a means of organizing the investigation findings and
recording them for future reference and follow-up.
A well-designed injury investigation report form provides guidelines for the

investigator. It can also be used to tabulate statistics that you or the Safety
Department, if your plant has one, can use to analyze injuries. More complete
forms contain the information outlined below.
1. Information about the injured employee.

Typical information includes his or her name, Social Security number,
home address, sex, department and section of the employing unit, the
employee’s occupation, service time in that occupation, and the length
of service with the company.
2. Basic information about the injury.

Typical entries are the date of injury or illness diagnosis, the time of
injury, the time the employee reported for medical attention, the
location of the accident, the nature of the injury or illness, the part of the
body affected, and a simple statement of the treatment given the
employee.
8.11
INJURY INVESTIGATION CHECKLIST
People Directly Involved Yes No N/A

Unsafe Acts/Practices
Lack of Safety Awareness
Lack of Proper Training
Judgment Factor
Not Following Procedure/Practice
Other _____________________________________
Not a Factor
People Indirectly Involved

Unsafe Acts/Practices
Lack of Safety Awareness
Lack of Proper Training
Judgment Factor
Not Following Procedure/Practice
Other _____________________________________
Not a Factor
Procedure
Adequate for the Job
Understood by Employees
Available
Reviewed Routinely
Operating Conditions
Normal, Repetitive Operations
Normal, Non-repetitive Operations
Abnormal Situation
Employee-Created Unsafe Condition
Work Environment Unsafe Condition
Equipment or Facility
Unrecognized Hazard
Recognized Hazard, Inadequate Action
Design Factor
Installation Factor
Improper Use of Equipment/Facility
Inadequate Equipment/Facility
Insufficient Equipment/Facility
8.12
3. A description of the incident.
The details of the incident should include

q Background information relevant to the injury description. For
example, the fact that the incident occurred during a power outage
caused by extreme weather conditions may be of some consequence
later in the investigation.
q The employee’s position when the accident occurred. Was he

reaching, stooping, bending, etc.? What was the injured employee
doing when he was injured? This description should be very detailed.
q The unexpected event that resulted in the incident that caused the
injury.
q What finally happened. For example, the employee was struck by

something, he struck against something, he was caught between things,
he fell, he inhaled, he absorbed, he swallowed, etc.
Not every injury requires an account of all these topics. They should all
be kept in mind, though, during the investigation of each injury.
4. A list of witnesses to the accident.
5. A list of all existing unsafe conditions and the reasons for them.
6. A description of any unsafe act that led to this accident.
7. The causes of injury, including the underlying causes.
8. How the employee could have prevented this accident.
9. The corrective action taken to prevent the accident’s recurrence.
10. The signature of the investigating supervisor or manager, the title, the
date, and the department manager’s approval (if appropriate at your
plant).
11. The classification of the incident as a first aid case, a

medical/recordable case, restricted workday case, or a lost workday
case.
For reference, see the sample reports included in Resource Materials Item 1.
Copies of the injury investigation report should be put in the employee’s

personnel and medical files and copies sent to the safety coordinator, if
appropriate.
8.13
V. Follow Up
All the time and effort put into an injury investigation can be wasted if no one follows
up on the recommendations.
If your plant has a full-fledged safety organization, the safety coordinator or the
Serious Incident Investigation Subcommittee should follow up any lost workday case
or a serious accident that might easily have resulted in a lost workday case. For less
serious injuries, the senior member of management involved in the investigation
should follow up. The easiest way to follow up to set up a weekly tickler on the
injury until all the recommendations have been implemented. We include as
Resource Material Item 2 a form to show how you can record the status of your
recommendations.
AFTER THE INVESTIGATION

Communicating Results
After an incident or injury investigation has been completed, you must ensure that your
employees know the facts and the recommendations to prevent recurrence. All employees in
the area where the injury occurred and employees in other areas with similar operations or
exposure should be informed of the important details.
You should, therefore, develop a method for communicating
q Facts.
q Basic causes.
q Lessons to be learned.
q Corrective measures recommended.
At most Du Pont plants, the Safety Department issues a brief, impersonal memo or report to
members of supervision, who can talk to their employees about the event.
Effective communication of the results of investigations should help prevent recurrence.

8.14
Using Results to Improve

Your Management of Safety
Quality
The quality of investigations in your area will determine how useful the are. All the
investigation reports should come to you. You can see where they are falling short and
which areas or supervisors need more training in conducting and reporting investigations.
When assessing the quality of the reports, consider such questions as
q Is the information accurate?
q Are the facts clearly defined?
q Has the root cause been determined?
q Are the recommendations for prevention adequate? Do they make sense? Are
they being implemented?
q Is line supervision giving clear leadership?
q Are the right people involved?
Information for Safety Action Plans

Injuries and incidents are a measure of how well you are managing safety. You can use the
information you gather through investigations as a basis for safety decisions and action plans.
Investigations of near-misses reveal potentially hazardous situations which you can then
correct before an injury occurs.
Patterns and Trends

You can categorize incidents and injuries under types, causes, and times of occurrence to
identify trends, against which you can then take preventive measures.
CONCLUSION
When something goes wrong, it must be put right. Otherwise, a whole organization can slide
off the rails. A procedure for injury and incident investigations is a means of correcting
deficiencies in your management of safety. The investigations show you where you need to
revise rules and procedures and how you should develop new job plans.
8.15
To be effective, investigations must be
q Prompt.
q Thorough.
q Include recommendations to prevent recurrence.
q Followed-up.
RESOURCE MATERIALS
Page
1. Serious Potential Incident Reports ........................................... 8.16

2. Serious Potential Incident Recommendation Status................... 8.20
8.16
SERIOUS POTENTIAL INCIDENT
PRODUCTION DEPARTMENT
AREA: Acid Area DATE OF INVESTIGATION: 8/6/99

DATE OF INCIDENT: 8/6/99 TIME OF INCIDENT: 7:45 a.m.
INCIDENT: NOx fume release and tank failure from the fume reduction system circulating
tank.
INJURY POTENTIAL: Fume exposure to personnel.
FACTS RESULTING FROM INVESTIGATION: At approximately 7:45 a.m. on 8/6/99

a large volume of oxides of nitrogen started issuing from an open funnel on top of the
circulating tank for the system which collects and scrubs fumes from various storage tanks in
the Acid Area.
The fume emission continued for a period of ½ to ¾ of an hour after the circulation was
stopped.
The wind direction conveyed the fumes in a safe direction away from the operating and
office buildings.
BASIC CAUSES: Unknown. At this time, the logical explanation appears to be that a
mixture of H2SO4, HNO3, and H2O was achieved in the circulating tank and caused rapid
corrosion of the steel tank resulting in the evolution of NOx fumes. Our investigation is
continuing.
IMMEDIATE ACTION:
1. The area surrounding the tank was roped off.
2. All valves feeding (or potentially feeding) in the system were checked and
none were found to be open.
3. The tank and surrounding area were washed down with a fire hose.
4. Samples of the acid and solids remaining in the tan were sent to the
Laboratory for analysis. The acid analyzed was 37.49 percent H2SO4, 17.91
percent HNO3, and less than 200 ppm organics. The light yellow solids were
soluble and contained nitrates and sulfates.
8.17
5. The entire circulating system (including the demister pad) was dismantled,
cleaned, and reassembled. (Nothing unusual was found other than deposits of
the light yellow solids.)
6. The steel circulating tank that was damaged by corrosion during the incident
was repaired.
FURTHER ACTION:
1. The standard operating procedure was revised to require that the entire
contents of the circulating tank be pumped out (to a waste acid processing
tank) at the start of each shift, and the tank recharged with fresh 91 percent
H2SO4. A partial pump-out (20-30 percent) every 12 hours had been
standard procedure. (Done.)
2. A sample of the solids and mixed acid has been forwarded to the
Experimental Station for further study in an attempt to determine the cause of
the incident. (Done.)
INVESTIGATION COMMITTEE:
Production Superintendent
Production Supervisor
Safety Supervisor
Mechanical Supervisor
Technical Engineer
8.18
SERIOUS POTENTIAL INCIDENT
HAND CAUGHT BETWEEN CONVEYER BELT ROLLERS
AREA: Transfer Area LOCATION: Box Covering Station

DATE OF INCIDENT: 9/12/99 Time of Incident: 3:15 p.m.
INCIDENT: “B” operator at transfer shed caught his hand between conveyor belt rollers.
INJURIES: Soft tissue of operator’s hand was damaged.
INJURY POTENTIAL: Broken bones or loss of full mobility of hand could have resulted.
EQUIPMENT DAMAGE: None.
FACTS RESULTING FROM INVESTIGATION: The “B” operator was performing the
function of stitching box tops. Earlier in the day, the operator had assisted an “A” operator
by placing tops on boxes at the conveyor-fed box covering station. During the course of
covering boxes, the “B” operator’s safety glasses had fallen off and landed between conveyor
rollers. The “A” operator, reaching to remove the glasses, interrupted the photo-eye system
causing the conveyor to shut down.
The “B” operator, not being familiar with the photo-eye system, assumed that any object
placed between conveyor rollers would shut down the conveyor. Later that day the operator
placed his hand on the conveyor to test his assumption. The hand was jerked down and the
shift mechanic manually shut down the conveyor system. The two sections of conveyor were
backed off to remove the operator’s hand.
BASIC CAUSES: Operator placed hand on moving conveyor. Operator was not thoroughly
familiar with system and erroneously believed that conveyor would stop when objects were
placed between rollers.
IMMEDIATE CORRECTIVE ACTION: First aid was administered, and medical

diagnostic procedures were initiated to determine the extent of the injury. Contacts were
made with all area employees to explain the incident. Emphasis was made during the
contacts on the danger associated with moving machinery and each individual’s
responsibility toward prevention of injuries.
8.19
RECOMMENDATIONS:
1.Institute five-minute on-the-job safety contacts to bring safety awareness to the

employee in his workplace. (Responsibility—A.C.W.)
2.Place warning signs on conveyor at points similar to area where incident

occurred. (Responsibility—R.N.G.)
INVESTIGATION COMMITTEE:
(List names of committee members.)
8.20
Date _______________________
TO: _____________________________
(Division Head)
FROM: __________________________
(Area Head)
SERIOUS POTENTIAL INCIDENT RECOMMENDATION STATUS
On those incidents affecting my area, status of recommendations is as follows:
Expected
Incident Recommendation Completion
No. No. Status Date
________ _______________ ____________________ __________
________ _______________ ____________________ __________
________ _______________ ____________________ __________
________ _______________ ____________________ __________
________ _______________ ____________________ __________
________ _______________ ____________________ __________
________ _______________ ____________________ __________
________ _______________ ____________________ __________
________ _______________ ____________________ __________
________ _______________ ____________________ __________
________ _______________ ____________________ __________
________ _______________ ____________________ __________
________ _______________ ____________________ __________

Motivation and Discipline
MOTIVATION AND DISCIPLINE
OVERVIEW
This unit discusses:
q What motivates people, and how these motivators can be used to support safety.
q The purpose and use of discipline.
HOW DO YOU TREAT YOUR EMPLOYEES?

Let us start by considering something that lies at the root of problems that arise concerning
whole job performance, not only safety performance. How do employees feel about their
work? More specifically, how do they feel about working in your group or area?
We are talking about how people are treated. Poor safety performance might not be simply a
safety problem. (Look at the figure below.)
Efficiency Cooperation
Responsibility
Productivity Safety
?
As we focus on how you can influence your employees to work safely, it is important to bear
in mind that your treatment of your employees is the determining factor in their cooperation
with you and in their support of your aims in all areas of business.
9.2
MOTIVITING FOR SAFETY

Ideally, all employees would work safely because they understood the benefits of safe work
practices. However, although no one wants to be injured, too many people do not connect
unsafe acts with the eventual probability of injury. Instead, they assume that only a
possibility of injury exists, and that the possibility is remote. For any number of reasons,
most people are willing to risk, at least occasionally, the chance of injury. Therefore, the
motivation of your employees is a most important factor in your management of safety. In
addition, if your employees are resolved to work as safely as they can, their high level of
safety performance will help bring your production up and your costs down through the
increased efficiency, the good will, and the high group morale that a real concern for safety
generates.
OUR APPROACH
Strictly speaking, you cannot motivate anyone else. People motivate themselves. What you
can do is provide a climate in which the rewards for safe work behavior answer your
employees’ wants or needs. Rewards encourage your employees to become motivated.
To create such a climate, you need to assess the individual needs or wants of each employee,
then satisfy those needs or wants in response to the safe behavior you are trying to promote.
You will probably find that your employees are similar to yourself in their wants and needs,
which may include.
q Money.
q Status.
q Recognition.
q The chance to participate and make a contribution.
q Challenge.
q Approval from the boss.
They, as you, may also be moved by anger, fear, resentment, or jealousy, some of which you
can use as motivators in your safety program. Employees may be angry at a life spoiled by
an injury, for instance, or they may fear reprisals if they refuse to comply with safety rules.
Let us look now at how you can work with the more positive motivators.
9.3
POSITIVE MOTIVATION
The following paragraphs outline ways in which you can use the kinds of motivating wants
and needs we have mentioned to encourage your employees to work safely. We hope that
these examples of people’s needs, with the practical suggestions we make for meeting those
needs, will help you adapt this approach to your own employees and situations.
Money
Money works most effectively as a motivator if you enjoy a climate in which safety
performance counts as much as other aspects of performance in the allotment of bonuses,
raises, and promotions.
Even if you have no such climate where you work, perhaps you can give prizes for
outstanding safety performance or initiate incentive schemes. Of course, the amount of
latitude you have here will depend on your budget and on some support from your boss.
Note ideas of what you could do here
Status
You may be able to give extra responsibility to employees who achieve good safety
performance by training them to take your place when you are called away. If this idea is not
acceptable to you—or to them—you can at least how that you value their opinions on safety
matters by consulting them whenever an appropriate concern arises.
Add any suggestions of your own here

9.4
Recognition
It is important to acknowledge and commend employees with a good safety record.
Managers and supervisors all too often overlook the value of such recognition and give
publicity only to employees who are injured or involved in a serious incident.
You can express your appreciation of employees who work safely in many ways. Here are
some that we recommend:
1. Allot a preferred parking space for a period of time.
2. Issue a special hard hat decal.
3. Praise at a safety meeting.
4. Compliment and thank.
5. Mention in the site newsletter.
6. Include on a safety committee.
Add any suggestions of your own here
The Chance to Participate

You should involve your employees directly in your management of safety as much as
possible to
q Give them an opportunity to voice their concerns and have these concerns
answered.
q Make them realize that you value their contributions.
q Demonstrate to them that they are all part of your team.

9.5
We suggest the following areas in which you can encourage employees to play an active part
in your safety activities.
1. Safety meetings.
2. Audits.
3. Job safety analyses (which require supervisor/worker cooperation).
4. Incident investigations.
5. Informal daily weekly safety contacts.
6. The development of posters and safety messages for bulletin boards.
7. The site newsletter.
Write below any further suggestions you have
Challenge
One way to increase the challenge in safety is to set up competitions in safety performance.
Competition can increase the spirit of cooperation within your group, and the friendly rivalry
you generate between groups should also increase employees’ interest in observing safe work
practices.
You should acknowledge group achievements as you do individual ones.
The competition can be with the calendar as well as with other work groups. For example:
Calendar Competition
Set a goal of working without a lost-time injury for 1,000,000 exposure hours.
9.6
Group Competition
You can set up a mock game, such as football, between two groups and base the scoring on
accumulated injury-free days. Any safety achievement will serve as a basis for scoring. You
can also use other games, such as bingo, baseball, or hockey, depending upon what most
interests your employees.
Add any further suggestions here
Approval from the Boss

Since most employees wish to please their supervisor, your demonstration to your employees
of the importance you place on safety is your most persuasive means of getting them to value
safety too. Show your regard for safety through
q Knowing all pertinent safety rules and regulations.
q Practicing safety.
q Teaching safety.
q Insisting upon safety.
In your safety dealings with employees, always be
q Sincere
q Consistent.
q Predictable.
If you demonstrate safety’s importance in these ways, you should find yourself faced with
few willful safety violations on the part of employees. You will be encouraging good safety
attitudes through example and through fairness in your handling of any problems that arise.
9.7
DISCIPLINE
We have found that about 90 to 95 percent of all hourly employees do work safely and
respond favorably to good safety leadership. That leaves 5 to 10 percent who, despite all our
efforts at fairness and at rewarding safe behavior, do not respond to these positive motivators
but persist in ignoring safety rules.
If you have employees from this 5 to 10 percent bracket, you will probably have to apply
discipline (which uses fear as its main motivator; see page 7.2.).
Importance of Supervisory Action

It is vital that you step in every time you see an unsafe act. However, before you approach
an employee who is violating a safety rule, remember to ask yourself whether his is a case of
“can’t do” or a case of “won’t do.” Your answer to this question will greatly influence how
you deal with the employee.
1. When you take appropriate corrective action, you
q Take a step toward the prevention of a future unsafe act (and potential
injury).
q Raise your minimum standard of performance.
2. If you ignore an unsafe act,
q Employees assume you condone the act.
q Your effectiveness in safety management is diluted.

The connection between unsafe acts and injuries blurs.
Overlooking a safety violation can be more detrimental to your safety effort than any other
single act.
Demanding Safe Performance

It is your responsibility to ensure the safety of your employees. You cannot let the few
endanger the many. Therefore, you must demand safe performance of your employees if you
cannot get it voluntarily.
If your plant has a formal, enforced disciplinary policy, you are in a strong position. You
then have
q A guideline for when and how to use discipline.
q Support for your disciplinary decisions.

9.8
q Authority to start a process that could have severe consequences for an

employee.
If your plant has no formal discipline policy, you can still demand safe performance of
employees who will not cooperate voluntarily as long as you have the support of
q Upper management.
q The rest of the group.
You must also know what precedents in discipline have been set elsewhere in the plant.
The Purpose of Discipline

The primary purpose of discipline is not punishment but education to help employees work
safely. You should
q Combine safety training with every disciplinary step you take. In this
way, you will ensure that the disciplined employee knows how to
perform his job safely.
q Use disciplinary procedures as a last resort.
Steps in Discipline
The type of disciplinary action you take will depend upon
q The circumstances.
q The nature and severity of the violation.
q The past performance of the employee.
Your discipline procedure might include
q Reprimand.
q Warning.
q The non-compliant employee’s having to explain his safety violation

in a one-on-one interview with an appropriate manager.
9.9
q Suspension.
q Termination.
(For the last two steps you definitely need a firm plant policy or strong support from upper
management and other employees.)
You will find a Sample Plant Disciplinary Procedure as Resource Material for this unit. You
might find the sample useful as it shows stages of a disciplinary procedure you may be able
to follow even if you plant has no formal policy.
Remember: Interweave safety training at every step to increase your chances of persuading
the employee to work safely.
How to Use Discipline
1. Be sure, when disciplining an employee, to
q Explain to him the reason for the corrective measure you are taking.
q Follow up to ensure that you have succeeded in correcting his unsafe

behavior.
2. Do not permit personalities to enter into disciplinary procedures. If an

employee’s personality (likable, strong, weak, etc.) influences how you discipline
him,
q Any benefit you could derive from your corrective action will be negated.
q You will lose credibility with your work group.
3. Administer discipline.
q Fairly.
q Consistently.
q Predictably.
In so doing, you will demonstrate that discipline is not intended as a punitive

action, but is a logical, recognized consequence of noncompliance with your
established rules and procedures.
If you explain your disciplinary policy clearly and administer it consistently and impartially,
employees will usually understand (although they may not like) a necessity for the
application of discipline.
9.10
CONCLUSION
When all employees of a company, or in an area or group within the company, see each safe
or unsafe act as a step toward or away from the common goal of improved safety
performance, you can apply motivational techniques most effectively. Successful techniques
are
q Appropriate
q Immediate.
q Meaningful to each individual.
For a company program to work fully, every member of supervision needs to understand
management’s safety goals and be willing to use both positive motivation and discipline to
achieve those goals. However, you alone can influence your own area to improve its safety
performance.
RESOURCE MATERIAL
Page
Sample Plant Disciplinary Procedure............................................................. 9.11

9.11
SAMPLE PLANT DISCIPLINARY PROCEDURE
POLICY
The primary purpose of discipline is to educate, not to punish. It is the policy of this plant to
make use of disciplinary procedures when necessary to obtain employee adherence to
acceptable standards of conduct.
PROCEDURE
This procedure serves as a guide. Each disciplinary case is a study in itself. Unusual
conditions and special circumstances must be taken into account before any appropriate
decision is made.
Verbal Correction Contact (VCC)

This type of discipline is used frequently in day-to-day business. It is normally used by first-
line supervision for correcting a violation of a minor rule or policy. It may be used more
than once for the same individual before more serious action is required. Any level of
supervision may make a VCC without approval from a higher level.
Examples of violations that would warrant a VCC are
1. Not using personal protective equipment (first infraction).
2. Off the job without permission.
3. Filling out logs improperly.
Verbal Recorded Contact (VRC)

A VRC is used when repeated VCCs for minor infractions have failed to correct the
problem, or where the violation is more serious, although still not a major infraction. This
type of disciplinary contact may be given by any level of supervision, but the next higher
level of supervision must review the written record before a copy is placed in the
employee’s file. If applicable, supervision should comply with contract regulations.
Examples of infractions that might warrant a VRC are
1. Not using personal protective equipment after having been instructed to do so.
9.12
2. Deliberately and openly slowing down on the job.
3. Swearing at the first-line supervisor.
Written Correction Contact (WCC)

The WCC is used for situations where previous VRCs or VCCs have failed to secure
improvement of performance, or where the infraction is very serious. The contact should
state what was wrong, why it was wrong, and what action the employee must take to
improve. A WCC should be proposed by first-line supervision, approved by intermediate
supervision, an authorized by the departmental manager. A copy of the WCC should be
placed in the employee’s file in the personnel section in accordance with contract regulations.
Examples of infractions that might warrant a WCC are
1. Dereliction of duty that might result in a major loss or quality problem.
2. Unintentional sleeping on the job.
3. Continued violation of minor safety rules.
Written Reprimand (WR)

A WR is formal letter given to an employee for repetition of the cause for a formal WCC or
other repeated infractions or for an infraction of a serious rule or policy. It may be given for
a first offence if the offense is serious. The WR should state what is wrong, why it is wrong,
what positive action, if any, management is taking, and what may happen if the employee
repeats the infraction. Action should be proposed by the first-line supervisor and approved
by all intermediate supervision up to the departmental manager, after consultation with the
personnel manager.
Examples of infractions that might warrant a WR are
1. A deliberate safety rule violation that might cause a serious injury.
2. A major loss of a product as a result of dereliction of duty or a serious error.
3. Being absent from work without permission.

9.13
Temporary Removal from Job

This action needs to be taken only when the violation is of such a serious nature that a severe
penalty may result after investigation and consultation is completed, or when permitting the
employee to remain on the job appears inadvisable.
The ranking supervisor in the area at the time may take this action. Consultation with the
line organization through the departmental manager is required when this action is taken
This action is not permanent but is only temporary until a decision on final action is made.
Sending an Employee Home

An employee is sent home when
1. He is incapable of working because he is out of control, such as being drunk, and

is a hazard to himself or others. A discharge of the employee is possible but not
necessary. The ranking supervisor in the area at the time has the authority to send
an employee home for these reasons. Consultation with intermediate supervision
through the departmental manager is mandatory when this action is taken and
must be immediate.
2. There is intent to discharge him. This is for major violations of rules or major
destruction of plant or product or as a step in a series of other disciplinary
contacts. This action normally follows a temporary removal from the job.
The ranking member of supervision in the area must secure approval from intermediate
supervision through the departmental manager. Before authorizing sending an employee
home, the responsible manager must consult with the personnel manager.
Discharge
Management should discharge an employee only when all other efforts to correct his
performance have been taken or where the infraction is so dangerous to the plant or its
employees that management feels that it cannot chance the continuation of this person’s
employment. Only the plant manager has the authorization to discharge an employee.
9.14
Possible reasons for a discharge are
1. Continued serious violation of safety rules or a single infraction that could result
in death or disfigurement of an employee.
2. Fighting on the plant.
3. Continued poor attendance record or continued poor job performance.

What to do about Contractors
WHAT TO DO ABOUT CONTRACTORS
OVERVIEW
In this unit, we discuss
q Why you should be concerned about contractor safety.
q How you can select contractor companies that are likely to work to an acceptable
level of safety performance.
q What you can do to affect the safety performance of contractor employees working
for your company.
REASONS FOR CONCERN

Two important differences will emerge immediately when you compare conditions for
contractor safety with the conditions you provide for your own employees through your
internal safety program.
q You are not as directly involved in the selection of contractors’ employees and in
their safety training.
q You may not have the same degree of control over their day-to-day work activities.
However, we consider it important that you require contractors to obey our rules and
procedures, even if they do not have equivalent rules and procedures of their own, and to
work to your standards while servicing your company. The same approach is valid for those
working on- and off-site, but we shall be looking mainly at on-site contractors.
Why should we be concerned about the safety of contractor employees? You might say that
that is their business, or at least the business of their managers. However, several reasons for
an owner company’s concern are important.
Humanitarian Concern
A main reason is humanitarian. This are of concern and the moral obligation owners have to
minimize contractor-employee injuries on their properties have had a great impact on Du
Pont’s contractor safety program. We simply do not want anyone to be injured, whether they
are our employee or the employees of a contractor.
10.2
Consistent Safety Standards

It is important to enforce consistent safety standards throughout your plant. If you have a
double standard, one for your employees and one for contractor employees, your employees
will notice and question your commitment to safety. Your credibility will suffer. A double
standard can jeopardize the success of your whole safety effort.
Cost
Another reason, one that could mean a lot to your company, is cost. Data developed for a
Business Round Table report issued in 1982 show that accidents in the construction industry
cost $8.9 billion or 6.5 percent of the $137 billion (in 1979 dollars) spent annually by users
of industrial, utility, and commercial construction. Quite truthfully, cost has been a strong
reason for Du Pont to study contractor safety thoroughly throughout the company in the last
few years. An incident involving a non-Du Pont employee is 1980 resulted in court
settlement of some $1.8 million being paid to a contractor who had ignored our rules for the
safe handling of one of our chemical components, but who was seen by our management as
not having received the Du Pont training and follow-up that is “normal and prudent” for such
an operation.
The result of this incident has been an intensive, company-wide program to raise contractor
safety to the same level of excellent that Du Pont management insists upon for its own
employees.
If your company has not had such an incident, you might object to the anticipated cost of
demanding higher safety standards of contractor firms that already work for you. An answer
to this objection could include these arguments for the short-term and long-term results of
such a change in policy.
Short-Term Results
In the short term, we have found that contractor costs have in some instances increased with
the added demands on their resources. How great this increase is for your company will
depend on how you implement the change. You should plan an orderly transition, keep
communications very open with the contractors, and prepare your management and
supervision for the changethrough seminars or through meetings and discussions with all
levels of management.
Long-Term Results
In the long term, however, we anticipate that the change will bring a business improvement
for the contractors and for your company. The contractor will, obviously, incur lower
workers’ compensation, insurance rates, and losses due to accidents. Less obviously, but
10.3
more importantly, when a contractor company builds an organization to accomplish good

safety performance, we have found it often develops a more efficient organization to
accomplish other aspects of good business, such as higher productivity, lower costs, better
quality, and better employee relations.
Legal Requirements
As we implied in our Du Pont story of the $1.8 million case, management also has a legal
duty to use reasonable care either to correct or to warn contractors about non-apparent site
hazards that might affect the contractor employees. Your company can be forced into third-
party lawsuits for not fulfilling this duty.
You also bear the responsibility fur unsafe contractor activities that create dangers for other
people on the site. Thus, your company could be liable for injuries caused by the unsafe
practices of contractors to anyone on the site, your employees included.
ACTION
Selecting Contractors
We have suggested a few good reasons for concern about contractor safety. How can you
address this concern by developing an approach that will result in your company’s selecting
the right kind of contractors in the first place? You will want to increase the changes of
success for any contractor safety program you have or might develop.
Assessing Safety Performance

One way to decrease contractor accidents is to consider the past safety performance of
contractors bidding for a job and select only contractors who show a concern for safety and a
good safety record. You can use three sources of information to evaluate the past and
probable future safety performance of interested contractors. These sources are
1. The experience modification rates (EMRs) for workers’ compensation insurance.
2. OSHA incidence rates for recordable injuries and illnesses.
3. Contractor safety attitudes and practices.
Ask a prospective contractor for his records of the first two sources, the EMRs and the
OSHA incidence rates, over the last three years to see trends in safety performance. The
OSHA rates are uniform across the country, enabling you easily to compare one firm’s with
10.4
another’s. However, in using the EMRs, you need to remember that there are three different
types, none of which can be compared with the others. The EMRs, however, are more
objective than the OSHA incidence rates because they are established by independent rating
bureaus, while the reliability of the OSHA rates is solely dependent on good reporting by the
employer.
It is possible to reach as reliable or objective a conclusion about the safety attitudes and
practices of a contractor as about is incidence rates. Nevertheless, it can be helpful to try to
assess these less measurable factors, as management accountability for safety performance is
very important in determining a company’s likely safety performance. Companies in which
project management is accountable for accidents as well as productivity, schedules, and
quality are the companies with the best safety records.
Other Performance Pointers

Look at a contractor firm for
q A qualified staff.
q Written safety and health programs.
q Regular orientation of first-line supervisors and new workers.
q Frequent, effective toolbox safety meetings.
q On-the-job discipline.
q Management commitment to a good safety performance.
The Contractor’s Safety Data form and accompanying instruction sheet on the following
pages may be useful to you in elicit the safety data you need from prospective contractors.
Managing Contractor Safety Performance

Contract Negotiation
After you have selected the contractor, you need to make your safety requirements clear
during the contract negotiation if you are to be in a strong position to insist that the contractor
meets these requirements and to terminate the contract if the contractor fails to comply with
them.
10.5
**EXAMPLE**
(ENGINEERING DEPARTMENT)
CONTRACTOR’S SAFETY DATA
(Contractor’s Name) (Inquiry No.) (DATE)
(Contact) (Telephone No.)
1. List your firm’s interstate Experience Modification Rate (EM) for the three most recent
years. Use your intrastate EMR if not interstate rated.
19 ____
19 ____
19 ____
2. Using your last year’s OSHA No. 200 Log, please provide the following: (As an
alternate, you may submit a copy of your OSHA No. 200 Log.)
a. Number of lost workday cases (injuries involving time

(days lost) away from work; Column 3 of OSHA No.
200 Log). List number of individual cases, not total
number of actual days lost. (Paragraph I of the Instructions.) __________
b. Number of restricted workday cases (Column 5 of the

OSHA No. 200 Log). List number of individual cases,
not total number of restricted workdays suffered.
(See Paragraph II of the Instructions). ___________
c. Number of cases with medical treatment only

(Column 6 of the OSHA No. 200 Log). List number of
individual cases, taking care to subtract from the
total in Column 6 those cases that are actually first aid
cases (FAC). (See Paragraphs III and IV of the
Instructions. ___________
d. Number of fatalities. ___________
3. Employee hours worked last year. ___________
4. Do you hold site safety meetings for
a. Field Supervisors? Yes _____ No ______ Frequency ___________

b. Employees? Yes _____ No ______ Frequency ___________
c. New Hires? Yes _____ No ______ Frequency ___________
d. Subcontractors? Yes _____ No ______ Frequency ___________
5. Do you conduct job

safety inspections? Yes _____ No ______ Frequency ___________
6. Do you have a written

safety program? Yes _____ No ______
10.6
SAFETY DATA INSTRUCTION SHEET
PLEASE READ THE DEFINITIONS AND INTERPRETATIONS BELOW BEFORE

FILLING OUT THE CONTRACTOR’S SAFETY DATA FORM.
I. LOST WORKDAY CASE (LWC) ITEM 2.a)
A. If, because of an occupational injury or illness, an employee is unable to work

on the next scheduled shift of work, the case is an LWC.
B. Examples of Exceptions
1. The occurrence of fatal heart attack on company property should not be

counted as an LWC on the Safety Data Form.
2. Intentionally self-inflicted injuries should be counted.
II. RESTRICTED WORKDAY CASE (RWC) (ITEM 2.b)
A. If an employee, after sustaining a work-related injury or illness, can perform

some (but not all) of his normal job assignment during all of the following
scheduled shifts, it is an RWC.
B. If an employee misses part of his next regularly scheduled shift because of

hospitalization for treatment or observation, it is an RWC.
C. If an employee’s schedule is changed after an injury to prevent restriction of

work, it is an RWC.
III. MEDICAL TREATMENT CASES (MTC) (ITEM 2.c)
Definition
This category includes cases where treatment must be administered by a

physician or by registered medical personnel under the standing orders of
a physician. Do not include on the Safety Data Form the number of cases
that would be considered as First aid Cases (FAC). (See Paragraph IV
below.)
IV. DEFINITION OF FIRST AID CASES (FAC)
(These cases should not be counted in Item 2.c of the Safety Data Form.)
Definition
These cases include one-time treatment and subsequent observation of

minor scratches, cuts, burns, splinters, and so forth, which do not
ordinarily require medical care even though it may be provided by a
physician or registered professional personnel. Administration of a non-
prescription medication to relieve pain or for treatment of minor injury is
first aid. Administration of one dose of a prescription medication merely
to alleviate pain or for preventive treatment is a First Aid Case.
10.7
Responsibilities
Once a contract is agreed upon and work scheduled, a clear definition of safety management
roles is essential for success:
q The contractor employer is responsible for the safety of contractor employees
q Your company is responsible for informing the contractor of hazards on the site,
including the applicable safety rules and procedures you have for the protection of
your own employees.
Although responsibility is joint, our people, and your safety program will be adversely
affected if the contractor employer fails to meet his or her responsibility. Therefore, it is
important for you to go further than your contractural responsibility and see to it that the
contractor employer does take the necessary steps to ensure the safety of his or her
employees.
You must, however, be careful not to let your company become so involved in the
management of contractor’s safety that you incur liability for accidents through being seen as
a co-employer with the contractor company. You should consult your legal department on
this issue.
Contractor Coordinator
One way we in Du Pont work to ensure sufficient follow-up of contractor activities is to
designate a contract coordinator for each contract. He or she can work with the first-line
supervisor in whose areas the contractor employees are working.
The contract coordinator has several functions:
1. He or she keeps supervision informed about contractor activities.
2. He or she receives reports on contractor activities from area supervision.
3. He or she communicates with contractor supervision, or a person designed by the

contractor, about any problems that arise.
As the contract coordinator needs to manage contractor activities from the start, he or she
should be assigned to the contract when bid packages are prepared.
10.8
Follow-up
You need to use the same audit programs to follow up on contractor employees as you do on
your own employees. Audit and enforce your rules and procedures (or rules and procedures
generally equivalent to your standards), government regulations, and accepted industry
practice.
In Du Pont, when our line supervisors find contractors violating site rules that have a
minimum potential for accident or injury, they report the violations to the contract
coordinator, who then works through the contractor’s designated representative to improve
contractor compliance with site rules and procedures. When a supervisor detects a serious
safety violation that could result in injury, he intervenes directly to stop the suspected
operation until he is convinced the operation can proceed safely. In some cases, this practice
has resulted in contractor resistance; in rare instances, Du Pont has terminated a contract with
a contractor who would not or could not comply.
We have found that auditing contractors does improve their safety performance and also puts
us in a better position to discuss safety when considering future services and contracts.
Monitoring Accidents
You should definitely follow up as well on any serious contractor accidents and require the
prompt reporting of such incidents. In Du Pont, if an accident occurs in the area of one of
our supervisors, that supervisor takes responsibility for seeing that the causes of the accident
are determined.
CONCLUSION
As you will have noted, contractor safety is not one of the basics of safety management
included on your safety profile. It is, instead, an area to which you should apply those basics
or check that they are in place in the contractor companies you use. You should apply the
basics of rules and procedures, audits, communications, and accident investigations. You
should look for the basics of management commitment, line responsibility, safety training,
and, if possible, motivation to work safely in the companies whose services you use.
The Benefits of a Strong,
Structured Safety Program
THE BENEFITS OF A STRONG,
STRUCTURED SAFETY PROGRAM
INTRODUCTION
A strong, structured safety program benefits an organization in ways that reach beyond
safety. Such a program, if administered well, affects all aspects of business because it
encourages all employees, supervisory and non-supervisory, to be positive in their approach
to their work and to work competently.
We suggest here some specific benefits of a good safety program.
SPECIFIC BENEFITS
Leadership Down the Line
If line supervisors do all that is required of them to support a good sitewide safety program
and work on all fronts to improve safety in their areas, we have found that those supervisors
become better leaders.
q They know their employees better.
q They develop better teamwork within their groups.
q They learn management skills.
Employee Relations
Employee relations improve because many grievances are safety related.
We find, too, that employees are more satisfied in their jobs because of
q Added responsibility.
q The chance to express their concerns and have management respond.
q The opportunity to contribute their ideas about safety and have those ideas
considered for the safety program.
11.2
Employee Participation
The spirit of participation, which does grow if safety is managed well, allows
management to tap the knowledge and experience of everyone in the facility.
Employees’ knowledge and experience is one of management’s most valuable resources
and can easily be integrated into your safety program.
Job Knowledge
Individual employees become more familiar with their particular job requirements
because you have systems in place to monitor how they (employees and requirements)
should work to help your safety effort.
Evaluation of Performance
A complete, structured safety program gives senior management another means of
evaluation supervisors’ performance and competence. We have found that supervisors
who can manage safety can usually manage other aspects of their job well.
GENERAL EFFECTS
If anything, the general effects of a well-administered safety program are of even greater
consequence than the specific benefits we have listed. The whole is greater than the sum
of its parts, and all the above advantages add up to
q High morale throughout the organization. (Greater productivity, fewer snags,

and a terrific working environment).
q Greater efficiency in all areas of management.
Good moral and efficiency benefit other important business parameters.
The Benefits of Safety
Morale
IMPROVE
Efficiency
• Production
• Costs
• Employees’ welfare
• Public relations

Cuplock Scaffold

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Cuplock Scaffold

Uploaded by

Copyright:

Available Formats

Welcome and thank you for participating in one of our many

DuPont Safety Workshops.

THE BASICS OF GOOD SAFETY MANAGEMENT ................................ 1.1

COMMITMENT ........................................................................................... 2.1

THE SAFETY ORGANIZATION AND SAFETY PERFORMANCE........ 4.1

SAFETY STANDARDS AND JOB PLANNING ........................................ 5.1

AUDITING FOR SAFETY ......................................................................... 6.1

SAFETY TRAINING .................................................................................... 7.1

INCIDENT INVESTIGATION..................................................................... 8.1

MOTIVATION AND DISCIPLINE.............................................................. 9.1

WHAT TO DO ABOUT CONTRACTORS.................................................. 10.1

Copyright 2000 E. I. du Pont de Nemours and Company. All Rights Reserved.

THE TWELVE FUNDAMENTALS

Documented Safety Philosophy

Copyright 2000 E. I. du Pont de Nemours and Company. All Rights Reserved.

q We make working safely a condition of employment for everyone. Safety is

q We hold that the prevention of injuries in good business.

In summary, a safety philosophy should be

q Set by top management.

q Written—simply and in general terms.

q Understood by all employees.

Safety Goals and Objectives

q Plan and direct improvement.

Copyright 2000 E. I. du Pont de Nemours and Company. All Rights Reserved.

q All injuries can be prevented.

q Management is responsible for preventing injuries.

q Working safely is a condition of employment.

q All operating exposures can be safeguarded.

q Training employees to work safely is essential.

q Prevention of personal injuries is good business.

Copyright 2000 E. I. du Pont de Nemours and Company. All Rights Reserved.

Committee Organizations for Safety

q Making safety a line organization function.

q Giving you a vehicle for communicating with top management.

q Giving you people to depend on to get things done.

Safety is one of many business priorities. We believe it must be

q Managed like any other priority.

Line Responsibility for Safety

q Carries out policies set by the committee system.

q May identify areas of concern for committee.

q Includes everyone on the site.

q Implements safety policy just as it implements production (or other) policies.

Supportive Safety Staff

Copyright 2000 E. I. du Pont de Nemours and Company. All Rights Reserved.

A safety supervisor has three main jobs:

3. Consulting with the line organization. Having participated in the development of

Rules and Procedures

q Communicated to all appropriate employees.

Copyright 2000 E. I. du Pont de Nemours and Company. All Rights Reserved.

In DuPont, every facility has an auditing program that

q Involves the whole line organization.

q Includes Safety Department and management audits.

q Developing a meaningful message.

q Delivering the message.

q Making sure that the message is understood.

Copyright 2000 E. I. du Pont de Nemours and Company. All Rights Reserved.

q Management is fully involved in the safety effort.

q Every employee is committed to good safety performance.

Copyright 2000 E. I. du Pont de Nemours and Company. All Rights Reserved.

Copyright 2000 E. I. du Pont de Nemours and Company. All Rights Reserved.

All these aspects are discussed in more detail in other units.

Copyright 2000 E. I. du Pont de Nemours and Company. All Rights Reserved.

Take the Lead