ACHIEVING A SAFETY CULTURE

CORPORATE SAFETY TRAINING

29 CFR 1910

WELCOME
 COURSE OBJECTIVES

 Define the term “Corporate Safety Culture”.

 Discuss the local safety policy.
 Discuss responsibilities at all levels.
 Discuss the concept “A Corporate Safety Culture”.
 Discuss ways to motivate employees.
 Discuss Incentives verses Recognition.
 ABOUT THIS COURSE
This course is intended to provide employees with an
overview of the actions required to help achieve a
“Corporate Safety Culture” within the company. This
training will significantly aid employees in
understanding this concept. This training is not
meant to replace other training required by OSHA.
 COMPANY SAFETY POLICY

The personal safety and health of each employee of a

company is of primary importance. The prevention of
occupationally-induced injuries and illnesses is of
such consequence that it will be given precedence
over operating productivity whenever necessary. To
the greatest degree possible, this company will
provide all mechanical and physical facilities required
for personal safety and health in keeping with the
highest standards.
 WHAT IS A SAFETY CULTURE?

A safety culture is a behavioral climate

within a company that promotes,
rewards, and controls safety in such a
way as to make safety a part of
business instead of a condition of
business.
 ACHIEVING A SAFETY CULTURE
IS IMPORTANT
A GOOD PROGRAM WILL HELP:
 Improve Quality.
 Improve Absenteeism.
 Maintain a Healthier Work Force.
 Reduce Injury and Illness Rates.
 Acceptance of High-Turnover Jobs.
 Workers Feel Good About Their Work.
 Reduce Workers’ Compensation Costs.
 Elevate SAFETY to a Higher Level of Awareness.
 PROGRAM IMPLEMENTATION

ACHIEVING A SAFETY CULTURE REQUIRES:

 DEDICATION
 PERSONAL INTEREST
 EMPLOYEE SUPPORT
 MANAGEMENT COMMITMENT

NOTE:
UNDERSTANDING AND SUPPORT FROM THE WORK FORCE
IS ESSENTIAL, WITHOUT IT THE PROGRAM WILL FAIL!
 MANAGEMENT’S ROLE

 Considerations:

1. Support the Program.

2. Get Involved In Safety. Learn!
3. Ensure Your Support Is Visible.
4. Implement Ways to Measure Effectiveness.
5. Attend the Same Training As Your Workers.
6. Interact With Your Workers, Learn Their Problems.
7. Insist on Periodic Follow-up & Program Review.
8. Follow-up on the Actions You Took.
 THE SUPERVISOR’S ROLE

 Considerations:

1. Get To Know Your Workers.

2. Learn What Motivates Your Workers.
3. Never Ridicule Any Injury or Near Miss.
4. Be Positive, Motivate, and Reward.
5. Find Ways to Measure Safe Behavior.
6. Attend the Same Training As Your Workers.
7. Be Proactive - Get Involved in Safety.
8. Be Professional - You Could Save a Life Today.
9. Follow-up on the Actions You Took.
 THE EMPLOYEE’S ROLE

 Considerations:
1. Get Involved In The Safety Program.
2. Contribute to Make Corrective Actions.
3. Understand How Your Behavior Affects Job Safety.
4. Report All Accidents and Near-Misses Immediately.
5. Be Proactive and Professional.
6. Report All Safety Problems or Deficiencies.
7. Follow-up With Any Additional Information.
SAFETY INCENTIVES & RECOGNITION

 Know the differences between incentive and recognition

 Provide appropriate safety incentives at all levels
 Promote appropriate safety recognition at all levels
 Understand “theories” of accident causation
 Evaluate the different approaches to worker safety
 Encourage performance & achievement
 Discourage “injury-based” safety systems
 WHAT IS INCENTIVE?
GENERALLY TANGIBLE TO OTHERS
 Incentives are usually physical in nature
- Money - Gifts - Time off
 Incentive programs are only partially effective
 Incentive programs can create good competition
 Employees notice what others have gained
 Incentives only temporarily change behavior
 When incentives are removed behavior reverts
 In Short, Incentives are most effective when combined
with other facets of the program
 WHAT IS RECOGNITION?
GENERALLY INTANGIBLE TO OTHERS
 Recognition is motivational in nature
 Recognition can change behavior
 Recognition is more lasting than incentives
 Recognition must be done before coworkers
 Can be combined with tangible incentives
 Some examples include:
- Public praise
- Certificates of accomplishment
- Personal recognition from management
- Other similar initiatives as appropriate
FACTORS AFFECTING RECOGNITION

 People respond to different types of recognition

 Learn the person, learn what they respond to
 Multiple types of incentive/recognition work best
 Good example:
- Praise the individual before his/her peers (intangible)
- Praise the individual in private (intangible)
- Give a displayable plaque (tangible)
- Give a displayable certificate (tangible)
- Give a bonus or monetary award (tangible)
 SOME ASSUMPTIONS ABOUT INCENTIVES

 Incentives sometimes are construed to mean:

- Workers are careless
- Workers are accident prone
- Workers have bad attitudes
- Accidents can be stopped by giving trinkets
- Accidents are caused exclusively by people
- Machines don’t cause accidents, people do
 Teach employees to understand that:
- Incentives play only a partial role in injury reduction
 WHAT DO STATISTICS TELL US?

STATISTICS
 Based on “injury” statistics only
 Based on “recordable injuries”
 Doesn’t include “close calls”
 Frequency not a good indicator of “risk”
 Provides little information about risk management
 Statistics provide little more than “indicators”
 Statistics provide a starting point
 BEHAVIOR PRINCIPLES

WHAT IS BEHAVIOR?

Behavior Is What a Person Does or Says. What

Causes a Person to Take This Particular Behavior
or Course of Action Depends On Other Influencing
Factors. Attitude and Situational Conditions
Cause The Particular Behavior.
 BEHAVIOR PRINCIPLES
Continued

 What Influences Behavior?

 Motivation.  Desire
 Intelligence.  Need.
 Emotions.  Abilities.
 Experience.  Skills.
 Attitude  Ambition.
 Situational Conditions.

What Else Can You Think Of?

 BEHAVIOR PRINCIPLES
Continued

 When The Reason For Behavior is Not Known.

 Determine What Motivates The Behavior.
-- Lack of Training?
-- Working Conditions?
-- Personal Problems?
 Work-Related Problem? - Try and Fix It.
 Personal Problem? - Work Within Company Resources
 Find Positive Ways To Discourage Unacceptable Behavior.
 BEHAVIOR REINFORCEMENT

WHAT IS BEHAVIOR REINFORCEMENT?

Reinforcement Is Any Consequence That

Increases the Likelihood That the Behavior It
Follows Will Occur in the Future. In Other Words,
If You Promote a Behavior and Make Someone
Feel Good About Performing That Behavior, or
Give Them a Reason to Perform That Behavior, Its
Occurrence in the Future Will Likely Increase.
 BEHAVIOR REINFORCEMENT
Continued

REINFORCEMENT

Acceptable Behavior Must Be

Constantly Reinforced. Never Miss
an Opportunity to Give a Pat on the
Back for Acceptable Behavior.
People usually Respond to Positive
Reinforcement.
 BEHAVIOR REINFORCEMENT
Continued

REINFORCEMENT

Unacceptable Behavior Must Never

be Reinforced. Always Promote the
Acceptable Behavior Required for a
Given Situation.
 BEHAVIOR REINFORCEMENT
Continued

 Reinforcement Considerations:
1. Reinforce Frequently, and In Public.
2. Reinforce ONLY for Acceptable Behavior.
3. Reinforce Immediately, Never Wait.
4. Reinforce During the Safe Behavior if Possible.
5. Be Specific About the Reinforced Behavior.
6. Give Non-Verbal Positive Cues. (Nods, Smiles etc.)
7. Be Totally Positive.
8. Be Sincere. People See a Lot, But Don’t Say a Lot.
9. Accentuate The Positive.
 BEHAVIOR REINFORCEMENT
Continued

 Rewarding For No Accidents.

 Works For a Determinant Period Only.
 Once an Accident Occurs, No Incentive Remains.
 Usefulness Usually Degrades Over a Period of Time.
 Doesn’t Permanently Alter Unacceptable Behavior.
 Diminishes Supervisory Control.
 MOTIVATIONAL TECHNIQUES

 Money and Behavior.

 Is The Individual Due a Raise?
 Is a Salary Review Needed For The Job?
 Is The Amount of “Piecework” Pay Appropriate?
 Is There a Bonus Program?
 Are There Monetary Rewards for Safe Behavior?
 Are There Other Incentive Rewards for Safe Behaviors?
 Is There a Safety Suggestion Program?
 HOW MUCH OF A MOTIVATOR IS MONEY?

What Else Can You Think Of?

 MOTIVATIONAL TECHNIQUES
Continued

 Positive Reinforcement and Behavior.

 This Approach Holds That Individuals Can Be Motivated by Properly
Designing Their Work Environment and Praising Their Performance.
 Holds That: Punishment for Poor Performance Produces Negative
Results.
 Goal Setting With Employee Participation Is Essential.
 Periodic Re-Evaluation Is Essential.
 Requires Frequent Work Environment Adjustments.
 Requires Detailed Planning and Training of Workforce.
 MOTIVATIONAL TECHNIQUES
Continued

 Employee Participation and Behavior.

 People Are Motivated by Being Consulted on Actions That Effect Them.
 People Know Their Jobs. What Safety Program Changes Can They
Bring to the Work Environment?
 People In Many Cases Know the Safety Problems and Safety Solutions.
Just Ask.
 Participation In The Safety Program Satisfies Affiliation and
Acceptance Needs.
 Workers Must Know That Final Decisions Are Reserved to
Management. But Tell Them Why!
 ATTITUDE

MOTIVATION CHANGES ATTITUDE

AND
ATTITUDE DRIVES BEHAVIOR

When a Person’s Attitude Changes, His or Her

Behavior Will Typically Follow. Assuming He or
She Has Adequate Knowledge of the Safe Working
Conditions in the Work Environment. When You
Eliminate Every Other Reason for Unacceptable
Behavior, What Is Left It Attitudinal.
 ATTITUDE IS IMPORTANT

SAFETY AS PART OF THE WORK ENVIRONMENT

If a Person Understands That His or Her Safety at

Work is Controllable in a Measurable Way,
Acceptance of the Safety Culture as an Essential
Part of the Work Environment Will Be Increased.
Safe Attitudes and Behaviors Will Naturally
Follow.

AND!
 ATTITUDE IS IMPORTANT
Continued

SAFETY AND PEER SUPPORT

Once Safe Attitudes are a Normal Element in the

Work Environment, Behavior Will Be Influenced.
Then, Peers and Coworkers Expect Each Other To
Practice Safety as a Part of Work and Not a
Requirement of Work.
When This Moment Occurs
The Safety Culture is Born.
At This Point Co-workers Will Expect Each Other’s
Protection and Accident Rates Will Decrease.
 ATTITUDE IS IMPORTANT
Continued

SUSTAINING SAFE BEHAVIOR

Management Is Responsible to Promote a Safety

Culture. Everyone is Responsible For Sustaining
a Safety Culture. Attitude Is the Key To Sustaining
a Safe Work Environment.
 THE HUMAN FACTOR

HOW DO YOU MOTIVATE THE CORE INDIVIDUAL

Rules, Policies, Schedules, Jobs Etc., Must

Accommodate The Majority.
 Focus on The Individual - But, Try To Please Everyone.

 Good Behavior Can Be Enhanced By Accommodating The Majority. Please As Many People As Is Practical.

 Bad Behavior Should Be Studied To Determine Causation.

 THE HUMAN FACTOR
Continued

PERSONAL DIGNITY IS CRITICAL TO GOOD BEHAVIOR

People Must Be Treated With Respect No Matter
What Their Position In the Company.
 Always Treat People With Respect.
 Always Treat People Equally.
 Assume People Will Talk. It Will Keep You Straight.
 Never Ridicule Good Behavior In Jest.
 Remember, It Takes Two To Argue. Draw a Line.
 Walk Away From Conflict, And Address It Later.
 Argue Constructively If You Must Argue.
 If Safety Is Critical To The Issue, Stand Your Ground.
 THE HUMAN FACTOR
Continued

CONSIDER THE WHOLE PERSON

People Are the Sum Total of Their Experience,

Combined With Their Genetic Make-up.
 Reinforce Good Behavior. Discourage Bad Behavior.
 Learn What Motivates Your Employees
 Learn Your Employees Strengths and Weaknesses.
 Learn Strengths, Reward Them and Use Them.
 Learn Weaknesses and Help To Improve Them.
 Understand That Home Life Can Overflow Into Work.
 Be Prepared To Deal With Unpredictable Situations.
 Understand Group Behavior Verses Personal Behavior.
 ACCIDENT CAUSATION

WHAT CAUSES ACCIDENTS?

 ACCIDENT CAUSATION
Continued

USE OF A BROKEN LADDER RESULTS IN AN ACCIDENT

 Contributing Factors
 Was he or she properly trained?
 Did the employee know not to use it?
 Was he or she reminded not to use it?
 Why did the supervisor allow its use?
 Did the supervisor examine the job first?
 Why was the defective ladder not found?
 Are procedures in place for defective equipment?
 ACCIDENT CAUSATION
Continued

 Behavioristic Causes
 Improper attitude.
 Lack of knowledge or skill.
 Physical or mental impairment.

I’ve Never Been

Hurt Before

Improper Attitude
 ACCIDENT CAUSATION
Continued

 Behavioristic Causes
 Horseplay.
 Defeating safety devices.
 Failure to secure or warn.
 Operating without authority.
 Working on moving equipment.
 Taking an unsafe position or posture.
 Operating or working at an unsafe speed.
 Unsafe loading, placing, mixing, combining.
 Failure to use personal protective equipment.
 ACCIDENT CAUSATION
Continued

 Unsafe Conditions (Environmental)

 Improper PPE.
 Improper tools.
 Improper guarding.
 Poor housekeeping.
 Improper ventilation.
 Defective equipment.
 Improper illumination.
 Unsafe dress or apparel.
 Hazardous arrangement.
 ACCIDENT CAUSATION
Continued

 Unsafe Personal Factors

 Fatigue.
 Defective hearing.
 Defective eyesight.
 Muscular weakness.
 Lack of required skill.
 Lack of required knowledge.
 Intoxication (alcohol, drugs).
 ACCIDENT CAUSATION
Continued

 Types of Accidents
 Slip, Trip.
 Struck by.
 Overexertion.
 Struck against.
 Fall on same level.
 Fall to different level.
 Caught in, on, or between.
 Contact with - heat or cold.
 Contact with - electric current.
 Inhalation, absorption, ingestion, poisoning.
 A FINAL THOUGHT

When you:
 Eliminate Unsafe Environmental Conditions.
 Upgrade Engineering Controls.
 Optimize Administrative Controls.
 Provide Adequate Personal Protective Equipment.

WHAT’S LEFT? ATTITUDE!

ATTITUDE DRIVES BEHAVIOR

 THE END RESULT

When Behavior:
 Causes Management to Fully Support the Program.
 Causes Employees to Promote Safety.
 Contributes To a Safe Work Environment.
 Causes a Measurable Reduction In Accidents.

WHAT’S LEFT? A CORPORATE

SAFETY CULTURE!