Safety Climate Assessment Tool-S-CAT 092116 PDF

Worksheets and a Rating Tool to Help You
Strengthen Jobsite Safety Climate
MARCH 2018
Worksheets and a Rating Tool to Help You Strengthen Jobsite Safety Climate
Worksheets and a Rating Tool to Help You

Strengthen Jobsite Safety Climate
Construction management, in partnership with their employees, is responsible for ensuring that
jobsite hazards are eliminated, or at least minimized. These partnerships are most effective when
they exist within a positive safety climate.
The safety climate on a construction jobsite refers to management’s and

workers’ shared perceptions about the extent to which safety is rewarded,
expected, valued and reinforced. It may be influenced by things such as
project scheduling and planning methods and norms of the trades working
on-site.
In the area of safety, construction companies To use the worksheets:
Contents still rely too much on the number and types of

injuries that have already occurred rather than on
how to prevent them in the first place. A leading
Review the 5-level scoring scale to assess if your
company’s safety climate level for that indicator
is: Inattentive; Reactive; Compliant; Proactive; or
indicator is a measure that precedes injuries and Exemplary.
Demonstrating Management Commitment ...1
can be used to plan activities that, when properly
implemented, prevent injuries and illnesses and Next, review the ideas you can use to improve
foster a positive jobsite safety climate. that indicator. For each idea, select one of the
Aligning and Integrating Safety as a Value......3
following four options to realistically prioritize
This workbook is designed to help management which you will commit to adopt and by when.
and safety professionals learn more about eight Congratulations, if you’ve already adopted some
Ensuring Accountability at All Levels ...............5
leading indicators and how to strengthen them of these ideas! Your company is on its way to
to improve jobsite safety climate and safety having an exemplary safety climate.
Improving Supervisory Leadership .................7 outcomes for construction businesses. The eight
Already Adopted
leading indicators are:
Short-term (1-2 months)
Empowering and Involving Employees............9 #1 Demonstrating management commitment
Mid-term (6-12 months)
#2 Aligning and integrating safety as a value
Long-term (1-2 years)
#3 Ensuring accountability at all levels
Improving Communication ...........................11
#4 Improving supervisory leadership Section 2 – Safety Climate Assessment Tool
#5 Empowering and involving employees (S-CAT)
Training at All Levels .....................................13
#6 Improving communication The S-CAT gives a company the chance to learn
#7 Training at all levels about their level of safety climate maturity in
Encouraging Owner/Client Involvement .......15 more detail. A company can copy and share
#8 Encouraging owner/client involvement
this paper version with their employees
to start a discussion and then ask them to
Summary of Ideas for Improving ..................17 The workbook is divided into two sections. enter their answers anonymously online at
Leading Indicators to Strengthen Section 1 – Leading Indicator Worksheets www.safetyclimateassessment.org. After
Jobsite Safety Climate Each worksheet gives you the opportunity to completing the free online version of the S-CAT,
assess your company’s safety climate maturity an individual or company can generate a report
level and identify ideas for improving that that presents their safety climate maturity, overall
Safety Climate Assessment Tool (S-CAT)........19 and across the 8 leading indicators, and compares
particular indicator.
their data to other construction companies.
ORKSHEE
Worksheets and a Rating Tool to Help You Strengthen Jobsite Safety Climate W
#1
T
Demonstrating Management Commitment
Construction management, in partnership with their employees, is responsible for ensuring that jobsite hazards are
eliminated, or at least minimized. These partnerships are most effective when they exist within a positive safety climate.
The safety climate on a construction jobsite refers to managements’ and employees’ shared
perceptions about the extent to which safety is rewarded, expected, valued and reinforced. It
may be influenced by things such as project scheduling and planning methods and norms of
the trades working on-site.
Management’s commitment to keeping employees safe is demonstrated through their words and actions and is critical for establishing and maintaining a positive
safety climate. Just saying “safety is #1!” does not automatically translate into a positive safety climate. Which of the following best describes your company?
INATTENTIVE REACTIVE COMPLIANT PROACTIVE EXEMPLARY

Management rarely comes Management gets involved Management conforms Management initiates and Management integrates
to the actual jobsite. When only after an injury to OSHA regulations, actively participates in safety into every meeting
present, they often are poor occurs. They often blame never more or less. Safety safety audits. Managers ask and engages in continuous
safety role models because employees for injuries, compliance is based on employees for advice and improvement regarding
they break company safety leading to suspension or owner, general contractor, feedback regarding hazard safety conditions and hazard
policies and procedures. even termination. Safety or regulatory directives. identification and reduction. reduction. External audits
When employees bring rules are enforced only after Managers sometimes Management conducts are used to evaluate the
concerns to management an incident or when safety participate in safety audits spontaneous site visits and safety performance of top
they are not acted upon and audit results are negative. but corrective actions are recognizes employees for management. Managers
the employees are labeled Their focus is on injuries focused on employee rather identifying hazards, working are held accountable for
troublemakers. and violations. than program deficiencies. safely, and keeping co- safety expectations in annual
workers safe. Management performance evaluations.
participates in safety Safety trends are analyzed.
program development and A formal process for
provides adequate resources corrective action exists.
to ensure a positive safety
climate. Safety programs
and policies are reviewed
annually to ensure
effectiveness and relevance.
How to become exemplary

Review the ideas below and check the short-term (1-2 months), mid-term (6-12 months), or long-term (1-2 years) circle to indicate which you will
commit to adopt and by when. Congratulations, if you’ve already adopted the idea!
Idea #1 - Develop safety policies, procedures, and guidelines that are aligned with other company priorities and Already Adopted
values Short-term
Safety is relevant to many company policies and procedures. By incorporating and integrating appropriate safety Mid-term
language into applicable policies and procedures, employees will trust that the company truly values them and
Long-term
their safety. Examples include 1. Review critical operating plans for safety implications, and 2. Bid review
requirements for safety supplies.
Idea #2 - Be visible to employees and use correct safety behaviors Already Adopted
On some jobsites, employees never see senior management. Employees are more likely to appreciate, value, and Short-term
internalize safety messages when they are occasionally (at least) delivered by higher-level management rather than Mid-term
sent down the “chain of command.” Also, when senior management is on the jobsite, it is important that they
act as ideal safety role models by wearing proper PPE (e.g., gloves, glasses, boots, hearing protection, etc.) and Long-term
obeying all safety rules (e.g. walking in designated walkways, refraining from using cell phones while driving, etc.).
1
Idea #3 - Allocate adequate resources to effectively implement safety activities Already Adopted
While written safety policies and procedures are necessary, it is critical that management provides sufficient Short-term
resources for effective implementation and maintenance of safety-related activities. Financial resources should Mid-term
be allocated for OSHA 10 and 30 training for everyone in the company and also for purchasing and providing
appropriate PPE for everyone on jobsites. Investing in systems for collecting and analyzing information on Long-term
incidents and near miss data and reporting changes also clearly demonstrates management’s commitment to
prevention and continuous improvement of the jobsite safety climate.
Idea #4 - Actively participate in meetings Already Adopted
Management should actively participate in meetings where hazards are reviewed and initiate discussion on safety Short-term
in other meetings. These types of behaviors ensure or provide an opportunity for direct communication between Mid-term
employees and management and help demonstrate to all employees that the company values and understands
safety. Long-term
Idea #5 - Strive for Zero Hazard as well as Zero Injury jobsites Already Adopted
Companies should conduct job hazard analyses using safety audits or other tools. These safety audits provide Short-term
guidance on where changes to processes and products might be needed to help achieve zero injuries on jobsites. Mid-term
Reward structures should be designed to encourage employees to proactively identify hazards (good catch) and
report close calls and injuries. Long-term
Idea #6 - Create formalized process for corrective action Already Adopted
Management should take all employee safety concerns seriously and promptly address them. When concerns Short-term
are ignored, or if there is retaliation, employees may be less likely to report hazards in the future. Establishing Mid-term
a formal process for reporting and responding to safety concerns and for conducting blame-free investigations
reflects a strong commitment to safety. Management should review all incident reports, determine contributing Long-term
factors, and communicate their findings to all employees. Consider creating an “action list” to show how
issues raised are being addressed and placing the list in a prominent location. This reinforces the message that
employee contributions to creating a positive safety climate are valued and helps keep them involved. Keeping
track of hazards and injuries over time provides a directed approach to identifying systematic problems in safety
operations.
Click here http://www.cpwr.com/safety-culture to read the full Safety Culture/Climate workshop report. This worksheet and the rating tool were
developed under a cooperative agreement (#U60-OH009762) to CPWR – The Center for Construction Research and Training from the National Institute for
Occupational Safety and Health (NIOSH). Its contents are the sole responsibility of the authors and do not necessarily represent the official view of NIOSH.
©2016, CPWR-The Center for Construction Research and Training
2 June 2016
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#2
T
Aligning and Integrating Safety as a Value
Safety must be integrated into all company activities to ensure it is valued as much as all other business functions. This occurs when management clearly and
consistently communicates safety expectations. Truly valuing safety means it is never compromised for productivity. Which of the following best describes your
company?
Safety is a cost; a necessary Safety is inconsistently The OSHA requirements Safety is included in bids. Safety is formally
evil. Safety is not integrated communicated as a priority. are the safety program. Subcontractor selection integrated into policies and
in policies or procedures; When a project falls behind Safety indicators focus is based on safety procedures; communicated
the primary focus is on schedule, production solely on injuries, illnesses, performance. Safety is clearly and consistently
productivity. There is little becomes valued more than and accidents. Safety not compromised for to everyone. All meetings
or no budget for safety. The safety. Safety is not valued meetings are conducted only productivity. Prevention include safety. Safety is
belief is that construction or enforced when work is when required. through Design is often never compromised for
is inherently dangerous conducted on varying shifts used to reduce hazards. productivity.
and nothing can be done or on weekends because Routine inspections are Regular communication
to change it. Accidents no one is watching or completed when items are reinforces the culture of
are human error and are cares. Safety policies are tracked to abatement. safety as a value. Leading
punished. not reviewed routinely for indicators are measured
consistency or relevancy. and used to improve the
safety climate on jobsites.
Prevention through Design
is used to reduce injuries
and exposures.

Idea #1 - Integrate safety expectations into policies, procedures, and guidelines to ensure they are aligned with Already Adopted
other company priorities Short-term

While safety may not be relevant to all policies and procedures, incorporating and integrating appropriate safety Mid-term
language into those that are shows employees that the company values safety and more importantly values them.
Long-term
Of course just writing it down does not make it happen. Adequate resources are necessary so safety policies and
procedures are implemented properly to show that employee safety really is the primary value.
Idea #2 - Bring together people from different groups to discuss project related safety strategies Already Adopted
A positive safety climate thrives when employees in different groups (within or across disciplines or functions) Short-term
have the opportunity to communicate about project-specific safety issues. For example, architects, engineers, Mid-term
construction workers, subcontractor managers, and even human resource employees have different perspectives
on project-related safety and strategies for managing them. By encouraging everyone to discuss safety during Long-term
project planning and execution, relationships are built, mutual trust is established, and safety becomes integrated
and valued by all.
3
Idea #3 - Reinforce safety through on-going training Already Adopted
Provide resources to ensure that supervisors and workers receive the training needed to work safely and Short-term
understand that they are also responsible for a safe jobsite. Supervisor training should focus on the hazard Mid-term
identification, leadership, and communication skills needed to create and sustain a positive jobsite safety climate
and emphasize that safety cannot be compromised. Employee training should equip them to proactively identify Long-term
and report safety hazards. Companies should give employees stop work authority for serious or imminent
dangers.
Idea #4 - Ensure safety is discussed at all regularly scheduled meetings Already Adopted
Safety should be the focal point at all jobsites’ weekly and daily planning meetings. Consider starting the meetings Short-term
with a “safety minute.” Train supervisors to carry out safety-focused discussions with employees throughout Mid-term
the day about potential hazards and any close calls/good catches they may have observed. When hazards are
identified they should be promptly addressed and employees should be notified of how the hazard has been or is Long-term
being mitigated.
Idea #5 - Periodically assess if the company’s expressed safety-related values are aligned with other values such Already Adopted
as productivity and reducing cost Short-term

Gathering quantitative (surveys, audits) or qualitative (informal interviews, focus groups) data from workers and Mid-term
supervisors can help detect gaps between what a company says about safety and what employees perceive. The
Long-term
information can reveal where changes may be needed. Data should also be collected after changes are made to
determine if the gap has narrowed. Questions used to collect this data can assess the degree to which:
• employees share a proactive vision of safety;
• safety goals are understood;
• accountability is equal and applied evenly at all levels;
• management demonstrates commitment to employee safety and health;
• roles and responsibilities for implementing safety are defined and understood;
• employees are part of the safety process;
• safety is valued equal to or greater than production;
• employees feel empowered to stop work if they identify a hazardous situation;
• principles of Prevention through Design (PtD) are embraced; and
• safety is integrated into planning and part of everything the company does.
4 June 2016
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#3
T
Ensuring Accountability at All Levels
Everyone involved in a construction project should be held accountable for safety, including the contractors’ safety personnel and supervisors, and workers. Specific
responsibilities for implementing safety need to be clearly defined at all levels appropriate for an individual’s role, and communicated and regularly reinforced.
Which of the following best describes your company?
Safety-related expectations Employees are Established safety Safety goals go above and Safety commitment and
are not clearly articulated. automatically punished goals are based only on beyond OSHA guidelines expectations are consistently
Only employees are held (e.g., fined, suspended, OSHA guidelines. The and are used as a basis for communicated across the
accountable for safety or fired) for poor safety company collects injury supervisor performance company, and to all business
performance. There are performance. Poor project and illness data, but and to ensure continuous partners. Everyone is
no performance reviews safety performance carries they are not shared with improvement. All recognized and included
or safety metrics. Bonuses few consequences for supervisors or workers. employees are recognized in safety awards based
are based on productivity supervisors. Safety goals Incident investigations and sometimes rewarded on leading vs. lagging
and number of reported are not established and are conducted but they for identifying hazards, indicators. Supervisor
injuries, which may performance measures are not performed in a reporting close calls, and worker performance
discourage reporting. are not gathered moving “blame-free” manner. creating safety solutions, evaluations are based on
Incident or close call forward nor used to and for superior safety leading and lagging safety
investigations result in evaluate progress. performance. Incident indicators. Safety measures
punishment. Written safety investigations result in are compared to other
or health policies don’t positive outcomes and companies’ performance
exist. improvement. measures and used for
continuous improvement.
Safety performance is a
primary factor in hiring
managers and subcontractors,
and for promotions. All
types of project employees
are responsible for safety.
Incident investigations result
in positive outcomes and
improvement, and lessons are
shared.

Idea #1 - Create an incentive structure that promotes and rewards safety processes not just outcomes Already Adopted
Companies may create a disincentive to report incidents if workers, supervisors, and crews are rewarded for Short-term
achieving a low recordable injury rate. This sends mixed messages about whether safety is valued compared Mid-term
to productivity and other company requirements. Mixed messages can lead to confusion and damage the trust
between employees and management necessary to achieve a positive safety climate. A better approach is to Long-term
recognize and reward employees for identifying, reporting, and eliminating hazards. An on-line incident reporting
system could be developed that employees would use to notify management when an incident or close call is
reported. An “action list” could be placed in a prominent location to show how issues are being addressed
and who was rewarded for identifying the hazard. This creates a climate that reinforces the idea that employee
contributions for implementing safety are valued.
5
Idea #2 - Develop, distribute, and implement written safety policies Already Adopted
Written safety policies should clearly describe expectations, roles, and responsibilities for establishing and Short-term
maintaining a positive jobsite safety climate. The policies should be developed through a joint effort of affected Mid-term
staff and be signed by the owner. The policies should be distributed to and reviewed with all employees,
incorporated into the company’s safety manual, and be reinforced verbally on a daily basis. Long-term
Idea #3 - Conduct blame-free incident investigations Already Adopted
Cursory investigations of incidents that seek to blame, rather than learn, hamper the development of a positive Short-term
safety climate and the free flow of information. Such investigations can generate a climate of fear among Mid-term
employees that often leads to under- or non-reporting of potential hazards, close calls, and injuries. While
underreporting may improve a company’s safety record, it does not lead to a stronger safety climate and may Long-term
weaken it. First-line supervisors need training on how to conduct blame-free incident and close call investigations.
Companies should try hard to find the root cause of all incidents by examining the possible contributing
environmental, organizational, and human factors. Mechanisms must be implemented to share findings
throughout the company.
Idea #4 - Incorporate safety leadership into supervisor evaluations Already Adopted
A supervisor’s annual performance evaluation should emphasize his/her leadership skills with respect to safety. Short-term
A competency-based scale (like the one above) could be developed that lays out the expectations for poor to Mid-term
superior performance. The scale would contain leadership behaviors such as the supervisor’s ability to empower
employees to identify hazards and stop work if necessary, report incidents, and participate in blame-free incident Long-term
investigations. Competency-based scale evaluation data can be gathered by asking employees directly about on-
site safety leadership and by observational methods. Strengths and weaknesses identified in the evaluation should
be discussed with supervisors so improvement goals can be developed.
6 June 2016
ORKSHEE
#4
T
Improving Supervisory Leadership
Supervisors and foremen have the authority and ability to make changes and correct hazards on the jobsite. How they lead, act as role models, and communicate
is important for creating a strong, positive safety climate. Which of the following best describes your company?
There is no safety vision Supervisors and foremen Supervisors and foremen Supervisors and foremen Supervisors and foremen
or safety leadership. ignore workers’ input are trained and are guided lead by participating in, and display a personal vision for,
Supervisors and foremen regarding potential hazards by, and follow OSHA initiating, safety program and a deep commitment to,
have no supervisory and close calls. Supervisors regulations, never going activities that focus on creating a strong, positive
training and have and foremen focus on above or beyond. continuous improvement. project safety climate.
little knowledge or individual behavior as a Supervisors and foremen They inspire and motivate
understanding of regulatory foundation for safety and seek advice from, and use, workers to share their
requirements. Supervisors do not consider underlying workers’ input to improve commitment. They establish
and foremen manage and factors that can impact safety. clear safety-related roles and
punish using intimidation. safety. The company responsibilities, make safety
The focus is on individual becomes concerned with a major component of all
behavior without taking safety and the supervisor’s meetings, and instill a sense of
the process into account. or foreman’s leadership safety ownership at all levels.
Supervisors and foremen skills only after an incident Supervisors and foremen
play the blame game when or regulatory action occurs. are effective communicators,
an incident occurs instead excellent role models for
of trying to find the root safety, and they coach and
cause. teach safety to workers in their
crews.

Idea #1 - Train supervisors and foremen on leadership skills

For most people, leadership skills must be learned through education, training, and experience. Below are four
aspects of a true leader. While one would not necessarily be trained separately on each of these, the scale can be
used to evaluate where supervisors and foremen are currently and prioritize areas for improvement.
1a. Leads by Example – Is a role model for safety – “Walks the Talk” Already Adopted
Workers are constantly observing their supervisor’s and foreman’s safety-related attitudes and Short-term
behaviors to learn what the safety-related expectations are on the jobsite. Supervisors and foremen Mid-term
who lead by example consistently demonstrate through their words and actions that safety is valued.
Supervisors and foremen who give inconsistent safety messages reinforce worker perceptions that Long-term
productivity trumps safety, and that it’s ok to cut corners, not wear PPE, or not report close calls.
Supervisors and foremen who consistently send and demonstrate pro-safety messages get better
outcomes.
1b. Encourages Innovation Already Adopted
Exemplary companies expect their supervisors and foremen to communicate with workers in their Short-term
crew about work tasks as well as potential hazards. This can be done during daily pre-task planning Mid-term
meetings where workers, who are exposed to the risks, can provide practical solutions. Depending on
the complexity of the solution, the company can reward the worker(s). Long-term
7
1c. Is a Coach Already Adopted
Supervisors and foremen with good coaching skills create safety goals collaboratively with workers Short-term
and help them achieve goals by removing barriers and providing feedback. Constructive feedback is Mid-term
essential and is a skill that can be learned using these steps. Initially, the supervisor or foreman tells the
worker what was observed and why it was risky and the potential outcomes if the activity continues. Long-term
Next, they would work together to create a goal and a plan for making changes (if needed). Timely
feedback should occur frequently. Remember that goals should be in line with the overall expectations
of the safety management system and should drive continuous improvement.
1d. Motivates Others Already Adopted
Supervisors and foremen motivate workers by empowering them to participate in their own and each Short-term
other’s safety. They must ensure everyone understands the expectations, obligations, and opportunities Mid-term
including: attending and providing input at daily pre-task planning meetings, taking all required
safety training and applying information learned, stopping work and notifying their supervisor or Long-term
foreman when hazards are identified, and reporting all near misses/close calls. Trust is gained when
a supervisor or foreman listens, takes worker input seriously, and involves them in implementing
suggestions. When an incident happens, a supervisor and/or the foreman and the workers should
conduct a blame-free investigation to find the root-cause. Together they can identify lessons learned,
reduce the risk, and prevent future incidents.
Idea #2 - Include leadership skills in performance evaluations Already Adopted
Performance evaluations should emphasize the supervisor’s and foreman’s safety leadership skills and their Short-term
contribution toward achieving safety goals. A competency based scale (like the one above) could be developed Mid-term
that lays out the expectations for poor to superior performance. The scale would contain leadership behaviors
described above, and evaluation information could be gathered by asking the workers for input and also by Long-term
observing the supervisor’s and foreman’s on-site leadership behaviors. Management should discuss the strengths
and shortcomings found during the evaluation with the supervisors and foremen, and together establish goals for
improvement, including additional leadership training.
8 June 2016
ORKSHEE
#5
T
Empowering and Involving Employees
Involving employees in safety-related planning and decision making, and encouraging them to discuss potential hazards will improve employee-management
communication, build trust, and promote a positive safety climate that is important to getting the job done. Which of the following best describes your company?

Management isn’t Employees aren’t engaged Management shares Management actively Safety meetings and
interested in and won’t in discussions on how to information with employees involves employees in walk-arounds focus on
involve employees in safety promote safety and prevent only when it’s required identifying hazards and solving specific problems
discussions or encourage injuries. Management passes by law. Standing safety solving safety problems identified by employees
them to share responsibility down safety messages to committees may exist but by including them in daily and others. Problems
for their and their co- employees only when there meetings last only a few pre-job safety meetings are promptly addressed
workers’ safety. is an incident or injury. minutes, and although and job hazard analyses. and communicated to
Safety committees meet only employees may voice A management-employee employees. Employees
after someone is injured and concerns, management may safety committee provides can observe changes and
employees may not be repre- or may not address them. suggestions and makes are empowered to provide
sented on the committee. recommendations. additional feedback.
Employees participate in all
aspects of ensuring a safe
employees

Idea #1 - Hold site orientations that encourage employees to become involved in safety Already Adopted
An exemplary site orientation helps empower employees at the beginning of a project by informing them of Short-term
potential hazards and creating a safety climate where employees are expected to identify and address hazardous Mid-term
conditions. Employees should be informed of their right – and obligation – to stop work if they see a hazardous
situation AND are assured that there will be no reprisal for doing so. Site orientations are also used to inform Long-term
employees of jobsite safety and health plans, key health and safety procedures and people on site, and how to
contact those people. By the end of the orientation, employees should understand their safety and health rights,
including their right to consult in safety-related decision making. Companies might consider ongoing coaching
and mentoring to reinforce the knowledge gained and positive behaviors attained.
Idea #2 - Conduct daily briefings where everyone on-site participates in pre-task planning and job hazard Already Adopted
analysis Short-term
Daily morning (and sometimes also afternoon) huddles (also called tool box talks, tailgate meetings, or pre-shift Mid-term
safety meetings) provide an excellent opportunity to involve and empower employees on an ongoing basis.
Long-term
Everyone should participate in discussions about the work they are doing, the potential hazards associated with
the work, and how hazards can be diminished to avoid injuries and exposures. Employees should be encouraged
to ask questions and share their ideas.
Idea #3 - Conduct joint walk-arounds throughout the work day Already Adopted
Sometimes things discussed at the daily huddle change as the day progresses. Having a joint management- Short-term
employee team walk around the site and look for potential problems helps keep everyone in the loop. This Mid-term
activity ensures two-way conversations between management and employees, encourages employee involvement
in identifying safety issues and suggestions, and demonstrates that safety is valued. Long-term
9
Idea #4 - Provide and encourage employees to use anonymous suggestion boxes and/or a call-in number Already Adopted
Some employees might not be comfortable making safety suggestions directly to their supervisor or foreman but Short-term
they should still be given the opportunity to do so. Providing anonymous suggestion boxes or a call-in number Mid-term
empowers employees to make suggestions to address concerns when trust may be a problem. Place boxes in
multiple locations where secrecy can be maintained, and also periodically remind and encourage employees to use Long-term
them. As suggestions are received, management should communicate how problems were fixed and recognize
and reward good suggestions.
Idea #5 - Obtain employee feedback using periodic surveys and informally talking during the workday Already Adopted
Employees feel empowered when they are asked directly for their opinions about ways to improve the jobsite Short-term
safety climate. This can occur through anonymous surveys or in person. Surveys should be administered by a Mid-term
third party and can be effective for finding differences in safety perceptions between workers and supervisors.
Interviewing employees can be very informative, but is obviously not anonymous. Employees should be Long-term
approached and interviewed in a non-threatening manner by a trusted source. Interviewing employees as they
leave the jobsite can be a good way to learn about issues that may be contributing to a negative safety climate.
Idea #6 - Create joint employee-management engagement committees to address specific safety and health Already Adopted
concerns Short-term
Joint labor-management safety and health committees focus on identifying and addressing jobsite safety concerns. Mid-term
Their collaborative nature regarding power and responsibility for safety-related decision-making helps produce
Long-term
mutual trust between management and employees. Small businesses could consider creating ad hoc safety action
groups or “safety circles” where employees and management address issues raised at weekly and daily meetings,
using suggestion boxes, a call-in number, or surveys. Prompt follow-through on concerns using these groups
demonstrates the company takes employees’ suggestions seriously, which encourages employees to stay involved
and engaged in implementing safety. For many companies it may be helpful to integrate safety into regular project
planning meetings.
10 June 2016
ORKSHEE
#6
T
Improving Communication
How a company formally and informally communicates about safety through words and actions can have a significant impact on the jobsite safety climate.
Effective safety-related communication can create a strong, positive climate, while poor communication can stifle it. Good communication involves both talking
and listening. Which of the following best describes your company?
No system exists for Management normally Supervisors and foremen Workers are encouraged Workers, supervisors, and
employees to speak directly responds to employees’ pass safety-related to report safety concerns management are actively
to management, and complaints when raised, information to the workers and issues either to their engaged in on-going
communication is one-way although it may not be in their crews as required by supervisor, foreman, or communication about
(no dialogue). Supervisors prompt. Employees are management and OSHA. directly to management. safety. Workers get timely
and foremen do not share sporadically provided Workers actively participate feedback after action is
concerns raised by the with informal feedback in incident reviews. taken. There are formal
workers in their crews with on hazard reports and Supervisors and foremen systems for gathering
management. incident/injury information. initiate hazard identification feedback and sharing
Issues are not tracked, and safety discussions with incident information.
and information is not workers.
shared on how employees’
concerns were or will be
addressed.

Idea #1 - Review company safety materials to ensure a consistent positive safety climate message Already Adopted
There are many communication channels within an organization, both formal and informal. Mixed messages Short-term
about safety and productivity can severely damage the mutual trust between employees and management that is Mid-term
necessary for a positive safety climate. Management should evaluate all materials and communication processes
to ensure safety is consistently highlighted and equal to other company goals and objectives. Supervisors and Long-term
foremen should be aware that their actions and behaviors can negatively affect communication or negate the
message that safety is valued.
Idea #2 - Communicate contents of policies and procedures to all employees Already Adopted
Not all company policies and procedures focus on safety. However, even those that do not should be reviewed Short-term
to see if there may be a safety component to include. Ensure policies and procedures are written clearly and are Mid-term
available and understood by all employees, including all non-English speaking employees. Take time to review
policies and procedures with all employees at hire, at least annually, and also when any organizational changes Long-term
occur.
Idea #3 - Be transparent about how employees’ safety concerns will be addressed Already Adopted
As issues arise, be visible and engage employees in reviewing related policies and procedures. Consider developing Short-term
an online incident reporting system employees can use to notify management when a close call or hazardous Mid-term
condition occurs. Also consider creating an “action list” and post it in a visible place to show how issues raised
by employees are being addressed. Long-term
11
Idea #4 - Create opportunities to communicate directly with employees about safety

Companies should use both formal and informal methods to facilitate consistent and open communication
about safety among project owners, management, and employees. Open dialogue helps employees trust that
management values safety, which empowers them to participate in protecting themselves and their co-workers.
Project owners should be visible, accessible, and engage in two-way dialogue with employees. It is critical that
management be sensitive to non-English speaking employees to ensure they can meaningfully participate in safety
discussions. Some mechanisms for creating an open dialogue both on and off the jobsite include:
4a. Joint employee-management engagement committees or safety action groups Already Adopted
These committees distribute power and responsibility for safety-related decision making, which Short-term
encourages mutual trust between employees and management. Barriers to employee participation Mid-term
should be eliminated.
Long-term
4b. Daily safety discussions Already Adopted
Daily safety discussions (or huddles) provide an excellent opportunity to involve and empower Short-term
employees in identifying and addressing hazards in a timely manner. They take approximately 15 Mid-term
minutes and are part of pre-task daily planning where possible hazards and how to prevent them are
discussed. Long-term
4c. Joint walk-arounds and informal conversations with employees Already Adopted
A joint management-employee team site walk-around helps identify and address new concerns as they Short-term
emerge during the day. Informal conversations with employees throughout the day are an effective way Mid-term
to reaffirm that safety is valued and promote ongoing two-way conversations between employees and
management about potential safety concerns. Long-term
12 June 2016
ORKSHEE
#7
T
Training at All Levels
The best way to ensure that all employees know and understand how they improve jobsite safety climate is to provide ongoing, effective training for specific roles
and responsibilities in the company. Which best describes your company?
Company does not conduct Only the OSHA 10-hour Off-the-shelf curriculum Supervisors and foremen Training programs are
ongoing employee training. certificate is required for is used to meet OSHA are required to obtain an ongoing and qualified
It assumes employees are workers, foremen, and and management system OSHA 30-hour certificate. trainers use adult learning
trained properly when they supervisors. Training is training requirements. Most Management provides principles. Supervisor and
come on-site. Fraudulent aimed almost exclusively training is provided via adequate resources to foreman-specific training
training cards may even be at individual employee monthly or weekly toolbox ensure high quality training. and peer-to-peer training
accepted. behavior. Training is talks. Trainers meet minimal Knowledge and skills are conducted. Company
only implemented after qualifications. Training testing is conducted. Safety implements a Safety
an incident, and the records are kept but not training is conducted by Trained Supervisor (STS)
commitment to training is reviewed. Employees are highly qualified trainers. certification program.
reduced over time. provided OSHA 10 training. Employees are encouraged Employees are integral to
to request needed training. identifying training needs.
Management is trained
on safety skills, as well as
OSHA standards.

Supervisors and foremen – Front-line supervisors and foremen are the linchpin for safety on the jobsite.
Therefore, how they lead, act as role models, and communicate are important factors in determining strong
positive safety climate on a jobsite.
Idea #1 - Safety and Health Training Already Adopted
Supervisors and foremen should be OSHA 30-hour trained at the very least and receive additional specialized Short-term
training as appropriate for assigned tasks (i.e., Permit Required Confined Space, Excavation and Trenching, Fall Mid-term
Protection, etc.). Ideally, supervisors should obtain a safety-trained supervisor (STS) certification.
Long-term
Idea #2 - Leadership and Communication Skills Already Adopted
Supervisors and foremen should participate in leadership training/education to learn how to effectively Short-term
communicate their safety vision and expectations, how to listen effectively, coach workers on how to create Mid-term
a strong jobsite safety climate, and provide both positive and negative constructive feedback. Supervisors
and foremen should also receive training in effective safety management to better understand processes and Long-term
expectations.
Idea #3 - Root Cause Analysis Already Adopted
Train supervisors and foremen on how to conduct root cause analyses to examine environmental, organizational, Short-term
and human factors that contribute to jobsite incidents and close calls. They should help develop processes to Mid-term
easily share findings from these investigations across the organization.
Long-term
13
Idea #4 - Role Modeling Already Adopted
Educate supervisors and foremen on the importance of being good safety role models. For example, they should Short-term
always use proper personal protective equipment (PPE), insist workers (and managers who come on site) do so Mid-term
as well, and maintain accountability expectations. When addressing worker complaints, supervisors and foremen
need to keep in mind that their risk perceptions may be different than the workers. Long-term
Workers – Provide ongoing worker training to promote a consistent message that safety is as important as
productivity. This message should be reinforced (at least) at daily and/or weekly safety meetings (huddles), daily
tool-box talks (tailgate meetings, or pre-shift safety meetings), and by posted visual reminders.
Idea #1 - Safety and Health Training Already Adopted
All workers should be at least OSHA 10-hour trained and preferably have an OSHA 30-hour certificate plus Short-term
additional specialized training as appropriate for assigned tasks (i.e. Permit Required confined Space, Excavation Mid-term
and Trenching, Fall Protection etc.)
Long-term
Idea #2 - Empowerment Already Adopted
Training should include methods for empowering workers to actively recognize potential hazards on the jobsite Short-term
and understand their obligation to stop work when a hazard is identified that is serious or presents an imminent Mid-term
danger.
Long-term
Idea #3 - Communication Skills Already Adopted
Workers would benefit from learning how to communicate effectively with co-workers, supervisors, and foremen, Short-term
including how to listen and provide constructive feedback. Mid-term
Long-term
Idea #4 - Self-protection Skills Already Adopted
Workers should be able to demonstrate safe work practices, including the ability to use proper PPE. If the Short-term
worker is unable to do so, they should receive training, and their skills evaluated prior to going onto the jobsite. Mid-term
Long-term
Management – Provide management with safety leadership training so they understand the critical role they Already Adopted
play in creating and maintaining a positive safety climate. The training should include how best to Short-term
communicate, provide feedback, and be a good role model for employees, particularly when visiting jobsites.
Management should also have a comprehensive understanding of how safety complements quality, Mid-term
production, marketing, and the financial aspects of their organization. Long-term
14 June 2016
ORKSHEE
#8
T
Encouraging Owner/Client Involvement
Project owners/clients have the authority to develop and issue project policies, shape bid practices, and approve budgets – all of which, if done with a focus on
safety, can result in an excellent safety climate and project performance. Which of the following best describes your company?
Project owner/client Contractors with poor Project owner/client relies Project owner/client Contractors are selected
does not require safety safety records may be exclusively on federal, state, communicates safety based on safety practices/
pre-qualifications from excluded from bidding, and local safety laws for expectations to contractors climate rather than low
contractors, and makes but there are no meetings pre-qualification criteria but and consistently enforces bid. Project owner/client
selections based on lowest to discuss why the safety use low bid for selecting them on-site. There is a site- participates in daily planning
bids. record is poor or how contractors. Project specific safety template for meetings, are regularly
Project owner/client has to improve. Data aren’t owner/client depends on each job that all contractors on-site to connect with and
no understanding of or reviewed for trends. conventional methods are required to follow. There learn from employees, and
presence in the safety of insuring the job (e.g., are regularly scheduled there is a representative
process. insurance provided by the safety meetings with all on-site to monitor and
contractors). contractors and owners. assist with safety program
Injury and illness trends implementation. Prevention
are used to determine through Design (PtD) is
weaknesses. Safety used in the design and
programs are reviewed at planning phases, which
least annually. includes employees. Project
owner/client provides
adequate resources to
ensure that safety is valued
as much as productivity.

Idea #1 – Project owner/client presence on-site demonstrates safety buy-in and provides the foundation for a
strong safety climate:
1a. Participate and lead employee orientation Already Adopted
Site orientations help familiarize employees with potential hazards they may face on the jobsite. Short-term
Orientation also helps establish a foundation for two-way communication between project owners/ Mid-term
clients, contractors, and employees about safety issues. When employees see project owners
demonstrate that they value safety, they are more confident that participating in safety efforts is Long-term
important.
1b. Devote adequate resources to implementing safety programs and enforcing policies Already Adopted
To show a true commitment to protecting employees, project owner/client must make available Short-term
adequate resources to those managing the safety program. Safety policies and programs are Mid-term
meaningless unless they are effectively implemented, enforced, reviewed, and if necessary, modified.
Long-term
15
1c. Create mechanisms for contractors to voice safety concerns Already Adopted
Create a climate where contractor concerns are heard and those who identify hazards are recognized. Short-term
It may be important to offer contractors alternative ways to communicate with owners about potential Mid-term
hazards including suggestion boxes placed in multiple locations, surveys, and informal non-threatening
interviews. Long-term
1d. Join daily planning meetings and safety walk-arounds, and ALWAYS wear appropriate PPE Already Adopted
As often as possible, project owner/client should participate in daily pre-task planning meetings (or Short-term
huddles) and joint site safety walk-arounds with contractors’ management and employees. Asking field Mid-term
personnel for solutions to safety-related issues clearly demonstrates “walking the talk”; that is, as long
as feasible suggestions are considered and acted upon. Project owner’s participation in safety activities Long-term
and following safety rules helps employees trust management’s espoused safety values. Nothing sours
a relationship like “Do as I say, not as I do.”
Idea #2 - Incorporate safety throughout the design and planning phases of the project:
2a. Take safety into account when selecting and evaluating contractors Already Adopted
Carefully review contractors’ safety program and policies, as well as their safety performance, when Short-term
pre-qualifying and selecting them for a project. Review bids for reasonable PPE, safety supplies, and Mid-term
training. Data on lagging indicators (e.g., injuries) may reflect underreporting rather than a strong
commitment to safety. Responsibilities, expectations, and evaluation metrics based on safety climate Long-term
indicators (like the ones in this workbook) should be specified in the contract, and selected contractors
should be held accountable for meeting those expectations.
2b. Use Prevention through Design (PtD) methods Already Adopted
Provide PtD training for in-house and contracted architects and engineers to educate them on Short-term
strategies they can use to design hazards out of equipment, structures, materials, and processes that Mid-term
may negatively affect employees and end-users. Consider value added engineering of PtD in costs and
schedule. Long-term
Idea #3 - Make the project owner/client accountable for safety Already Adopted
Project owner/client should participate in regular safety committee meetings that have a rotating chair so that the Short-term
project owner/client is periodically the safety committee chair. Project owner/client should have an open door Mid-term
policy for contractors to discuss safety issues and ensure that their representatives in the field follow all safety
rules. Long-term
16 June 2016
Summary of Ideas for Improving Leading Indicators to Strengthen Jobsite Safety Climate
Demonstrating management • Safety expectations are clearly defined in policies, procedures, and guidelines, and
#1
commitment communicated across the company
Management’s commitment to keeping • Adequate resources are available to effectively implement safety activities
employees safe is demonstrated through • Safety is a top agenda item at all meetings
• Management participates in all safety-related meetings.
their words and actions and is critical for
• Management is visible to employees and reflect good on-site safety behaviors
establishing and maintaining a positive • Employees receive sufficient safety training and have proper PPE
safety climate. Just saying “safety is #1!” • Management designs reward and incentive structures to encourage employees to actively
does not automatically translate into a participate in safety implementation
positive safety climate. • Safety trends are analyzed
• External audits are conducted to evaluate safety performance
• There is a formalized process for corrective action
Aligning and integrating safety as • Regular company-wide safety communications reinforce the culture of safety as a value
#2
a value (e.g., newsletters, alerts, leadership messages, safety topics, etc.)
Safety must be integrated into all • Employees at all levels are recognized for participation in safety activities
company activities to ensure it is valued • Safety as a top priority is reinforced through training for supervisors and workers
• Different groups are able to discuss project-related safety strategies
as much as all other business functions.
• Safety is an agenda item for all production and planning meetings
This occurs when management clearly • Safety is aligned with productivity as a top priority
and consistently communicates safety • Safety performance metrics use leading indicators for evaluations
expectations. Truly valuing safety means
it is never compromised for productivity.
Ensuring accountability at all levels • Safety expectations are communicated consistently across the company and to all
#3
Everyone involved in a construction business partners
project should be held accountable • Safety metrics are benchmarked against other companies and internal continuous quality
for safety, including the contractors’ improvement
• Incentive structures promote and reward safety processes not (just) outcomes
safety personnel and supervisors, and
• External audits are conducted to evaluate safety performance, and are based on leading
workers. Specific responsibilities for as well as lagging indicators
implementing safety need to be clearly • Safety performance is a primary factor in hiring managers and subcontractors, and for
defined at all levels appropriate for an promotions
individual’s role, and communicated and • All members of project team are responsible for safety activities
regularly reinforced. • Everyone is recognized and included in safety awards, which are based on leading vs.
lagging indicators
Improving supervisory leadership • Safety roles and responsibilities are clearly defined at all levels of the organization
#4
Supervisors and foremen have the • People at all levels are held accountable for their safety responsibilities
authority and ability to make changes • Supervisors send pro-safety messages and create safety goals
and correct hazards on the jobsite. • Supervisors lead by example and are safety role models
• Senior leaders are visible on safety issues
How they lead, act as role models, and
• Supervisors are safety role models and have a deep commitment to safety
communicate are important for creating • Supervisors are provided with and required to take training in safety communication,
a strong, positive safety climate. motivation, preplanning
• Supervisors coach and teach safety to their crew
• Supervisors should provide timely safety feedback on a frequent basis
17
Empowering and involving • Site orientations empower employees to actively participate in safety implementation
#5
employees • There is a joint employee-engaged safety committee
Involving employees in safety-related • Employees are involved in job hazard analyses
planning and decision making, and • Joint walk-arounds are regularly conducted and focus on addressing specific problems
raised by employees and others
encouraging them to discuss potential
• Employees are frequently solicited to share perceptions about safety implementation
hazards will improve employee- • Employees are encouraged and unafraid to report potential hazards, close calls, and/or
management communication, build injuries
trust, and promote a positive safety • Employees feel empowered with stop-work authority
climate that is important to getting the
job done.
Improving communication • Policies and procedures are communicated so all employees understand them
#6
How a company formally and informally • Company materials communicate a consistent positive safety climate message
communicates about safety through • Supervisors initiate hazard identification and safety discussions
words and actions can have a significant • There is a formal system for sharing close call and incident information.
• There is a formal transparent process for how employee safety concerns are addressed
impact on the jobsite safety climate.
• Management and supervisors actively engage in two-way conversation with workers
Effective safety-related communication about safety through joint employee management committees, daily safety briefings, and
can create a strong, positive climate, joint walk-arounds
while poor communication can stifle • Supervisors and management provide timely feedback on safety reports
it. Good communication involves both • Barriers to employee participation in safety should be eliminated
talking and listening.
Training at all levels • Supervisors should at the very least have OSHA 30-hour training
#7
The best way to ensure that all • Safety training is provided at all levels of the company, and is ongoing
employees know and understand how • Company implements an STS program certification
they can improve jobsite safety climate • Safety leadership training is available for supervisors and foremen.
• Empowerment and peer-to-peer training is provided to employees
is to provide ongoing, effective training
• Joint safety committee training is given to all participants
for specific roles and responsibilities in • All field personnel help to identify training needs and develop materials
the company. • Supervisors are educated on the importance of a good safety role model
Encouraging owner/client • Project owner/client devotes adequate resources to safety implementation
#8
involvement • Project owner/client participates in employee orientation, daily planning meetings, and
Project owners/clients have the wear PPE (as appropriate)
authority to develop and issue project • Project owner/client regularly comes on site to connect with and learn from employees
• There is a project owner/client representative on-site to monitor and assist with safety
policies, shape bid practices, and
implementation
approve budgets – all of which, if done • Project owner/client uses Prevention through Design (PtD) in design and planning phases,
with a focus on safety, can result in an and involves employees in planning
excellent safety climate and project • Project owner/client use safety performance as a pre-qualification for bids
performance. • Project owner/client solicits feedback from employees using suggestion boxes, and
ensures no retaliation for raising safety concerns
• Feasible safety suggestions are considered and acted upon
• Project owner/client is held accountable for safety
We hope you find these worksheets useful for improving safety climate on your jobsites!
If you have feedback you would like to share, please contact: Dr. Linda M. Goldenhar at lgoldenhar@cpwr.com
18 June 2016
Safety Climate Assessment Tool (S-CAT)
19
The S-CAT was developed by researchers at CPWR – The Center for Construction
Research and Training and Washington State University to help a company gain a
more detailed understanding of their safety climate. On the next few pages, you will
be asked to answer questions that measure the eight leading indicators covered in
the workbook:
• Demonstrating Management Commitment
• Aligning and Integrating Safety as a Value
• Ensuring Accountability at All Levels
• Improving Supervisory Leadership
• Empowering and Involving Employees
• Improving Communication
• Training at All Levels
• Encouraging Owner/Client Involvement
A company can copy and share this paper version with their employees to start
a discussion and then ask them to enter their answers anonymously online at
www.safetyclimateassessment.org. After completing the free online version of the
S-CAT, an individual or company can generate a report that presents their safety
climate maturity, overall and across the 8 leading indicators, and compares their data
to other construction companies.
20
S-CAT
Demonstrating Management Commitment
Management demonstrates commitment by engaging in the following activities:
#1
1. Being present and visible on the jobsite.
2. Always using safety behaviors and safety practices on the jobsite.
3. Identifying and reducing job hazards.
4. Having processes for corrective action following a safety incident.
5. Compassionately reacting to employee injuries.
6. Reviewing and analyzing safety policies, procedures and trends.
For each item below, carefully read the descriptions in each box going from inattentive all the way to exemplary. Circle the one that best describes
management’s commitment to that activity.
1. In my company, management…
Rarely comes to the Only comes to the jobsite Only comes to the jobsite Makes regular visits to the Frequently visits the
actual jobsite. after an incident has when required, or makes jobsite. Interacts mostly jobsite; seeks out
NA
occurred. infrequent visits. with management. interactions with
employees.
2. When management is present on the jobsite, they…
Typically act as poor Are only concerned Strictly conform Demonstrate safety Consistently model safety
safety role models by with adhering to to required OSHA behaviors above and behaviors above and
breaking regulatory and OSHA regulations and regulations and beyond what is required. beyond what is required
organizational safety organizational policies organizational safety and recognize employees NA
policies and procedures. and procedures after policies and procedures, who do the same.
an employee injury has never more or less.
occurred.
Does not participate in Only participates in Participates in safety Initiates and actively Actively participates in
safety audits. safety audits in response audits only when participates in internal internal safety audits and
to an employee injury or required. safety audits. uses the information NA
adverse safety event. for management
performance evaluation.
Does not want to know Resists taking steps to Investigates incidents Includes employees in Relies on a formalized
about any safety incident, correct or prevent future but not in a “blame- both a root cause analysis process for conducting
unless it’s a fatality. There incidents. Investigations free” manner. Initiates and helping to come a detailed root cause
are no investigations into into incidents or close corrective actions that up with solutions to analysis that reviews both
incidents or close calls. calls result in punitive comply with owner or prevent future incidents processes and behaviors. NA
action toward employees. regulatory directives. and foster continued Findings are discussed
improvements. with everyone and
preventive solutions are
implemented.
5. When employees are injured, management…
Immediately blames and Typically blames Only holds employees Demonstrates appropriate Proactively provides
punishes the employee employees for injuries, accountable for organizational support support to injured
(e.g., fired). threatening them with injuries according to for the employees employees to facilitate
NA
suspension or even organizational guidelines. involved in injuries. return to work. Seeks
termination. to learn from employee
injuries.
6. In my company…
There is no formal safety The safety management The safety management The safety management The safety management
management system; system is reviewed and system is reviewed and system is reviewed system is reviewed
safety trends are not safety trends are only safety trends are analyzed and safety trends are and safety trends are
analyzed. analyzed in response to from time to time. analyzed annually to analyzed bi-annually to NA
employee injury or an ensure effectiveness and ensure effectiveness and
adverse safety event. relevance. relevance.
21
S-CAT
Aligning and Integrating Safety as a Value
Organizations align and integrate safety as a value by engaging in the following activities:
#2
1. Safety is viewed by all as a core value.
2. Safety is discussed at all regularly scheduled meetings.
3. Safety is aligned with other values such as productivity and cost reduction.
4. Safety is integrated into organizational policies and procedures.
5. Leading safety indicators are used to improve jobsite safety climate.
6. There is support and resources allocated for implementing safety programs and activities.
For each item below, carefully read the descriptions in each box going from inattentive all the way to exemplary. Circle the one that best describes how
well safety is aligned and integrated as a value in your company.
1. In my company, most believe:
Construction is inherently Safety is costly and a Safety is only important Safety is very important Safety is a value of
dangerous and nothing burden; a necessary evil. in that it is an OSHA to employees and utmost importance and NA
can be done to change it. requirement. management alike. placed before all else.
2. In my company, safety is discussed …
Never. Only when an adverse Only when required. At the end of most of At the beginning of every
safety event has occurred. our meetings. meeting because it is a NA
top priority.
3. In my company…
The primary focus is on When a project falls As long as minimum For the most part, safety Safety is never
productivity and reducing behind schedule, safety requirements are is not compromised for compromised for
costs. Employees are production becomes being met, production the sake of productivity. productivity, schedule, or
NA
rewarded for taking valued more than safety. and cost reduction are Projects are completed as cost. Safety truly comes
shortcuts to meet the main priorities of a safely as possible. first.
production goals. project.
4. In my company…
Safety is not integrated Safety is not valued Safety is only integrated Safety language is Safety is formally and
within organizational or enforced when to the point of meeting formally integrated informally integrated
policies/procedures. management, OSHA, or minimum OSHA into most policies and into all policies and NA
safety professionals are requirements. procedures. procedures.
not present.
5. In my company…
There is no focus on Safety indicators are only Safety indicators focus Occasional attempts are Leading indicators are
leading or lagging safety examined in response to solely on lagging made to measure and regularly assessed and
indicators. an adverse safety event. indicators (e.g., RIR, use leading indicators to acted upon (i.e., changes NA
EMR). improve jobsite safety made) to improve the
climate. jobsite safety climate.
Does not invest in safety Only invests in safety Participates in safety Provides adequate Provides ongoing
program development program development program development resources to ensure a safe financial support for
or provide adequate and devotes minimal and allocates resources working environment. ongoing development of
resources to conduct resources to safety to the extent that it is Develops a safety safety policies, programs,
NA
work safely. activities after an accident required by regulatory program that is shared and processes. Invests
or an adverse event has authorities or the owner. with all employees. in systems to continually
occurred. improve the jobsite safety
climate.
22
S-CAT
Ensuring Accountability at All Levels
Organizations ensure safety accountability at all levels by engaging in the following activities:
#3
1. Having a system of safety accountability for all members on the jobsite, including employees, supervisors, and managers.
2. Establishing policies describing safety expectations, roles, and responsibilities for creating and maintaining a positive jobsite
safety climate.
3. Creating an incentive structure that promotes and rewards safety processes not just outcomes.
For each item below, carefully read the descriptions in each box going from inattentive all the way to exemplary. Circle
the one that best describes how well management and employees in your company are held accountable for safety.
1. In my company…
Employee safety Employees are punished Safety metrics for Safety metrics are Safety metrics are
performance is not for not practicing safe employee performance formally integrated formally integrated
evaluated at all. If they behaviors, but they evaluation are given lip into employee into employee
mess up they are fired. are not rewarded for service and sometimes performance appraisal performance appraisal
proactively identifying informally used to processes to evaluate processes to evaluate
hazards. evaluate employee and reward employees and reward employees
NA
performance. for maintaining and for maintaining and
improving a positive improving a positive
jobsite safety climate. jobsite safety climate.
Data are used to
identify targeted training
opportunities.
2. In my company…
There are no safety- The only safety metric Managers and supervisors Managers and supervisors Managers and supervisors
related metrics included used in managers’ and are held accountable for are primarily held are held accountable
in managers’ or supervisors’ evaluations is meeting the minimum accountable for lagging for leading (e.g.,
supervisors’ performance the number of employee required safety standards safety indicators (e.g., safety climate metrics)
evaluations. injuries, and often that is but poor project safety Recordable Injury and lagging safety
NA
ignored. performance carries few Rate), but some leading indicators. Proactive
real consequences. indicators (e.g., safety safety leadership is a
climate metrics) have critical component of
been included. their evaluation and
promotion.
3. In my company, safety expectations, roles, and responsibilities…
Are not identified or Are only clarified after an Are only set to meet Are frequently, clearly, Are discussed with
articulated to individuals adverse safety event. OSHA requirements. and consistently employees across the
working at the jobsite. communicated to entire company, with sub-
NA
employees. contractors and owners;
they are reinforced on a
daily basis.
4. In my company…
There is no incentive Employees are informed Employees are told to Employees are proactively Safety metrics (based
structure. that an event may impact work safely, and safety recognized and rewarded on leading and
whether or not they will rewards are based on not for identifying hazards, lagging indicators) are
receive a safety reward. getting hurt. reporting near misses benchmarked against
& close calls, creating other companies
NA
safety solutions, and and used for internal
for superior safety continuous improvement.
performance. Everyone is recognized
and rewarded for safety
performance.
23
S-CAT
Improving Supervisory Leadership
Exemplary supervisory leadership is demonstrated within an organization by engaging in the following activities:
#4
1. Having a safety vision and being committed to safety.
2. Providing training to support supervisor safety leadership development.
3. Those with supervisory responsibilities lead by example, coach, and motivate their crew.
For each item below, carefully read the descriptions in each box going from inattentive all the way to exemplary. Circle the
one that best describes the level of supervisory safety leadership in your company.
1. In my company…
Supervisors don’t have Supervisors don’t have Supervisory safety vision Supervisors talk with Supervisors share with
a safety-related vision a safety-related vision. consists only of meeting their crew about their their crew their vision
to share with their crew. When an adverse event regulatory requirements vision for creating a for, and display a deep
Their commitment is occurs they tell employees and avoiding adverse strong, positive project commitment to, creating
primarily to production. they must work safely. safety events. safety climate. They a strong, positive project NA
display that commitment safety climate. They
by “walking the talk.” inspire and motivate
employees to share that
same commitment.
2. In my company…
Supervisors have no After an incident occurs Supervisors take OSHA Supervisors are trained Supervisors are provided
supervisory training and or some regulatory 30-hour training and thus not only on regulatory with and required to take
have little understanding action is taken, there is are familiar with OSHA guidelines, but have leadership training that
or knowledge of talk among higher level regulations but they have a minimal level of includes topics such as:
regulatory requirements. management about little or no leadership leadership training. how to communicate
the importance of training. with and motivate NA
supervisory leadership. team members; how to
conduct pre-planning
meetings; and how to
inspire crew members to
also be safety leaders.
3. In my company, supervisors…
Manage and punish Start caring for their “Talk the safety talk” Initiate and actively Instill a sense of safety
using intimidation, and crew and acting as but often do not follow participate in safety ownership at all levels.
focus only on individual safety leaders only after their own advice and program activities that are Serve as effective safety
behavior without taking an incident occurs or expectations. focused on continuous communicators, excellent
NA
what may have been regulatory action is taken. improvement. role models for safety,
a faulty process into The behavior displayed is and are able to coach and
account. short-lived. teach. Infuse safety into
every meeting.
24
S-CAT
Empowering and Involving Employees
Organizations empower and involve employees by engaging in the following activities:
#5
1. Empowering employees to invest in safety for themselves and fellow co-employees.
2. Seeking employee input on hazard reduction and safety improvement.
3. Relying on joint employee-management committees to address specific safety and health concerns.
For each item below, carefully read the descriptions in each box going from inattentive all the way to exemplary. Circle
the one that best describes the degree to which employees in your company participate and are empowered to improve
safety.
1. In my company…
Employees feel no sense Employees aren’t engaged Employees are engaged Employees participate in Employees are
of responsibility for their in promoting safety until in promoting safety to the all aspects of ensuring a empowered and rewarded
co-employees’ or their after an accident occurs. extent that is required. safe jobsite, beginning at for going above and
own safety. the planning and design beyond to ensure a safe
NA
stages. jobsite. Employees always
feel responsible for their
and their co-employees’
safety.
2. In my company…
Employee feedback Employees are asked Employee feedback Management actively Management actively
regarding safety for safety advice and regarding safety is sought involves employees in seeks employee input on
conditions and hazard feedback after an injury only when initiated by identifying hazards and safety. Safety and even
reduction is not sought. or adverse safety event employees or during solving safety problems non-safety meetings and
NA
They just want employees has occurred. mandatory safety by including them in daily walk-arounds focus on
to “get the job done.” meetings. pre-job safety and crew solving specific problems
task/ hazard analysis. identified by employees
and others.
3. In my company…
There are no safety Safety committees are Standing safety There is an active The management-
committees. created only after an committees may exist but management-employee employee safety
incident occurs and do they don’t carry much safety committee that committee actively
not remain active very weight; meetings may last provides suggestions and solicits suggestions
long. only a few minutes. makes recommendations. from all employees on NA
the jobsite and ensures
that recommendations
are seen through to
completion.
25
S-CAT
Improving Communication
Organizations can communicate better by engaging in the following activities:
#6
1. Establishing and maintaining an open line of communication between employees and all levels of management.
2. Disseminating safety trends to employees and managers.
3. Promoting organization-wide safety awareness via activities such as newsletters, alerts, and toolbox talks, etc.
For each item below, carefully read the descriptions in each box going from inattentive all the way to exemplary. Circle the
one that best describes how well management and employees communicate with each other.
1. In my company…
Management isn’t Employees feel Employees with concerns Safety communication Employees are continually
interested in and comfortable voicing that involve a direct is a two-way street. encouraged and rewarded
therefore doesn’t involve concerns to a OSHA violation can Employees are for raising safety
employees in safety supervisor, but not raise the issue with their encouraged to raise concerns and suggesting
discussions. No system directly to management. supervisor. Management safety concerns at any improvements. Concerns
exists for employees Management passes shares safety information time to supervisors or to are promptly addressed
to voice concerns safety messages down with supervisors and management. and resulting changes are
directly to management. to employees only when employees to the extent communicated back to NA
Supervisors don’t share there is an incident, it is required (e.g., posting employees.
crew’s concerns with injury, or negative event. OSHA placards).
management.
2. In my company…
Injury and illness data Injury and illness data Injury and illness data are Injury/incident data are There are formal
are not collected unless are collected, but they collected for the purpose regularly and formally systems for gathering
there’s a fatality that must are only reviewed after of being compliant with collected and shared injury/incident data and
be reported to OSHA an adverse safety event OSHA requirements. with managers and for regularly sharing
and other entities. has occurred. Issues are Supervisors pass safety supervisors; supervisors the information and NA
not formally tracked information on to their are encouraged but follow-up improvement
nor are resolutions crew only when required not required to share actions with managers,
communicated across the by management. information with their supervisors, and
organization. employees. employees.
3. In my company…
There are no safety- Safety-related Safety-related Safety-related Safety-related
related communication communication efforts communication communication efforts communication efforts
efforts. occur only in response to efforts meet OSHA are made when there’s a are formalized both
NA
an adverse safety event. requirements. new standard or policy vertically and horizontally
And even that doesn’t that needs to be followed. throughout the company
always happen. and on jobsites.
26
S-CAT
Training at All Levels
Organizations demonstrate commitment to training by engaging in the following activities:
#7
1. Providing formal safety trainings for employees, supervisors, and managers.
2. Requiring OSHA certification for employees and supervisors; as well as additional certification for supervisors.
3. Training curriculum is tailored to the specific roles and responsibilities at each level of the organization.
4. Formal and informal training needs assessments are conducted and used.
5. Training knowledge and certificates are verified for all employees and contractors.
6. Safety training and curriculum are delivered by qualified content experts.
For each item below, carefully read the descriptions in each box going from inattentive all the way to exemplary. Circle the one that best describes the
degree to which safety training is provided to individuals at all levels of the company.
1. My company…
Does not provide formal Only provides formal Only provides formal Provides frequent Ongoing safety training is
safety training. Assumes safety training in safety training as often formal safety training for viewed as being critical for
employees are trained response to adverse as required by OSHA. employees, supervisors continuous improvement.
properly when they come safety events; Majority of training is and managers. Provides frequent formal NA
on-site. commitment to training provided via toolbox safety training to all
diminishes over time. talks. employees and even
owners/clients.
2. In my company…
No certification is Employees and Employees and Employees are required In addition to the OSHA 30-
required for employees supervisors can supervisors are required to obtain the OSHA hour certificate, supervisors
or supervisors. voluntarily pursue to be have only the 10-hour certificate. are strongly encouraged and
the OSHA 10-hour OSHA 10-hour Supervisors are required provided with resources to NA
certificate. certificate to obtain the OSHA 30- obtain other certification
hour certificate. (e.g., Safety Trained
Supervisor (STS)).
3. In my company…
Training, if implemented The training that exists An off-the-shelf Supervisors and Supervisor-led training
at all, is very general. is aimed exclusively at curriculum is used managers get training on as well as peer training is
individual employee to meet OSHA and safety leadership skills, as implemented. Training
NA
behavior and is management system well as OSHA standards. has heavy emphasis on
developed in response to training requirements. leadership skills.
an adverse event.
4. In my company…
Neither training Training needs Training needs are based Training needs are Employees are integral to
nor training needs assessments focus on on OSHA standards. typically identified by identifying training needs
assessments are recent adverse safety supervisors but may and developing materials.
conducted. events only (e.g., a ladder also be initiated by NA
injury will result in employees.
training on ladder safety).
5. In my company…
There is no training Training cards or Training is verified only Training for all Training for all employees,
verification process. certificates are only to the extent required by employees, including including all sub-
Fraudulent training cards investigated after an OSHA. sub-contractors, is contractors, is verified
may even be accepted. incident has occurred. verified regularly. before work is conducted on NA
every project. Knowledge
and skill competence are
regularly assessed.
6. In my company…
Trainers have no formal Because of jobsite A formal safety Safety curriculum is Safety curriculum is
qualifications. experience alone, senior curriculum is developed developed by highly developed and administered
level employees (e.g., and administered by qualified trainers. by highly qualified and
foremen) are asked to trainers who meet experienced content experts NA
conduct safety training. minimal OSHA with knowledge of adult
qualifications. learning principles.
27
S-CAT
Encouraging Owner/Client Involvement
Owners/clients demonstrate jobsite safety involvement by engaging in the following activities:
#8
1. Being visible on the jobsite.
2. Holding contractors accountable for safety.
3. Prioritizing safety when selecting contractors.
4. Utilizing Prevention through Design (PtD) to prevent or reduce jobsite hazards.
5. Aligning owner incentives with safety.
6. Holding project owners accountable for safety.
For each item below, carefully read the descriptions in each box going from inattentive all the way to exemplary. Circle the one that best describes the
degree to which owners/clients participate in and are held accountable for safety.
1. At my jobsite, the owner/client…
Does not have an Only comes to the Is visible only to the Makes an effort to Regularly seeks
understanding of, or jobsite for safety related degree required by conduct regular safety opportunities to connect
presence in, the safety concerns after an incident regulatory guidelines. walk-throughs as the with and learn from
process. has occurred. project progresses. employees (e.g., participate NA
in employee orientation,
attend daily planning
meetings).
Does not hold Raises safety concerns Holds general Communicates safety Provides a representative
contractors accountable with contractors only contractor accountable expectations to general on-site to monitor and
for on-site safety. after an adverse safety for regulatory safety contractors and assist with safety program
event occurs. requirements. subcontractors, and implementation. Provides
consistently enforces site-specific safety templates NA
them on-site. There for each job that all general
are regularly scheduled and subcontractors are
safety meetings with all required to follow.
contractors and owners.
Does not require safety Only considers Relies on federal, state, Selects contractors based Selects general and sub-
pre-qualifications from contractor safety and and, local safety laws for on prior safety and health contractors based on safety
general contractors health comes when an pre-qualification criteria. performance, as well as program, practices, and
or sub-contractors; adverse safety event Bids include a budget for bid. climate rather than low NA
selections are based on occurs. OSHA fines. bid. Contractors with poor
the lowest bids. safety records are excluded
from bidding.
Is not familiar with PtD. PtD is discussed as an PtD is given lip service PtD is discussed during PtD is seamlessly
option only after adverse since it is promoted planning stages and integrated from project
safety events occur. by safety and health implemented in some inception to conclusion. NA
experts and some large aspects of building.
contractors.
Cares most and Acknowledges that safety Agrees that safety matters Believes safety is Views him or herself as
sometimes only about matters, but only if it and supports it to the equivalent to productivity ultimately responsible
low-cost bids and on- doesn’t interfere with degree OSHA requires. and communicates that for safety. Often uses
time project completion. production. to all contractors, sub- an Owner Controlled
NA
contractors, supervisors, Insurance Program because
and employees. it requires supporting
stringent safety and loss
control procedures.
Views safety as solely Only “gets involved” in Requires that contractors Consults with the GC Considers themselves
the general contractor’s safety matters when there meet the safety and conducts safety ultimately responsible for
responsibility. is a high visibility injury requirements outlined in walk-throughs with the safety of all on-site
NA
or fatality. OSHA regulations. management and personnel.
employees to monitor
on-site safety.
28
About Your Organization S-CAT

For us to most effectively provide you with feedback, we hope you will answer the following questions.
Which of the following best describes your current position?

(please check only one)
Company Owner
Project Manager
Supervisor
Project Superintendent
Safety Manager/Director Pick the category below that best describes the work your company
Foreman primarily does. (please check only one)
Worker I’m not in the construction industry
Other________________________________ Single-family Housing Construction
Residential Construction
Which best describes your company? (please check only one) Operative Builders
General Contractor Industrial Buildings and Warehouses
Sub-Contractor Other_________________________ Nonresidential Construction
Highway and Street Construction
Is your company a…(please check only one)
Bridge, Tunnel, and Elevated Highway
Union Company Water, Sewer, and Utility Lines
Merit or Non-Union Company Heavy Construction
Combination Plumbing, Heating, Air-conditioning
Painting and Paper Hanging
How many hours would you say your company worked last year? Electrical Work
(please check only one) Masonry and Other Stonework
Fewer than 150,000 hours Terrazzo, Tile, Marble, Mosaic Work
Between 151,000 – 400,000 hours Carpentry Work
More than 400,000 hours Floor Laying and Floor Work
I don't know Roofing, Siding, and Sheet Metal Work
Concrete Work
Preliminary research shows that the S-CAT leading indicators predict Water Well Drilling
RIR. To be able to continue testing and improving the S-CAT, we are Structural Steel Erection
asking you to share your company’s most recent RIR with us. Glass and Glazing Work
REMINDER – All of your S-CAT responses, including the RIR are completely
Excavation Work
confidential and will not be shared with anyone.
Wrecking and Demolition Work
Our RIR is ______________ (PLEASE DO NOT GUESS)
Installing Building Equipment
I do not know our RIR or I prefer not to answer
If you’ve been given a special company code for completing the S-CAT,
please enter it here: _________________________
29
Visit http://www.cpwr.com/safety-culture to read the full Safety Culture/Climate workshop report. These worksheets and the rating tool were developed under a
cooperative agreement (#U60-OH009762) to CPWR – The Center for Construction Research and Training from the National Institute for Occupational Safety and
Health (NIOSH). Its contents are the sole responsibility of the authors and do not necessarily represent the official view of NIOSH.
March 2018

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Worksheets and a Rating Tool to Help You

Strengthen Jobsite Safety Climate

Worksheets and a Rating Tool to Help You

The safety climate on a construction jobsite refers to management’s and

In the area of safety, construction companies To use the worksheets:

Contents still rely too much on the number and types of

INATTENTIVE REACTIVE COMPLIANT PROACTIVE EXEMPLARY

How to become exemplary

Idea #4 - Actively participate in meetings Already Adopted

Idea #6 - Create formalized process for corrective action Already Adopted

How to become exemplary

other company priorities Short-term

Idea #3 - Reinforce safety through on-going training Already Adopted

as productivity and reducing cost Short-term

How to become exemplary

Idea #3 - Conduct blame-free incident investigations Already Adopted

Idea #4 - Incorporate safety leadership into supervisor evaluations Already Adopted

How to become exemplary

Idea #1 - Train supervisors and foremen on leadership skills

1b. Encourages Innovation Already Adopted

1c. Is a Coach Already Adopted

1d. Motivates Others Already Adopted

Idea #2 - Include leadership skills in performance evaluations Already Adopted

INATTENTIVE REACTIVE COMPLIANT PROACTIVE EXEMPLARY

How to become exemplary

How to become exemplary

Idea #4 - Create opportunities to communicate directly with employees about safety

4b. Daily safety discussions Already Adopted

How to become exemplary

Idea #1 - Safety and Health Training Already Adopted

Idea #2 - Leadership and Communication Skills Already Adopted

Idea #3 - Root Cause Analysis Already Adopted

Idea #4 - Role Modeling Already Adopted

Idea #1 - Safety and Health Training Already Adopted

Idea #2 - Empowerment Already Adopted

Idea #3 - Communication Skills Already Adopted

Idea #4 - Self-protection Skills Already Adopted

How to become exemplary

2b. Use Prevention through Design (PtD) methods Already Adopted

Encouraging owner/client • Project owner/client devotes adequate resources to safety implementation

Safety Climate Assessment Tool (S-CAT)

Safety Climate Assessment Tool (S-CAT)

About Your Organization S-CAT

Which of the following best describes your current position?

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