Safety Culture Plus

Line management has the controls to help reduce injuries in the workplace. What Does This Tell You? If you review the U.S. Department of Labor Occupational Safety and Administration (OSHA), Draft Proposed Safety And Health Program Rule, 29 CFR 1900.1, Docket No. Safety and Health-0027 , you will note that employee participation is one of the key components of the proposed requirement. The question: How can management get employees involved in safety without tying rewards (recognitions) and punishments to injuries? The bottom line is, no matter how you look at it: injury reduction, for example, reducing the number of employees getting hurt, is what counts for some management, so why should it not be as meaningful to the employees? I will continue to discuss these voluntary safety and heath program in more detail in later posts.

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Management must understand the indicator or warning signs and know how to react. You as part of management are no different. For example, how many times have you approached an employee to tell them that they are doing a good job, but fail to stop and listen to what they have to say because again, “I do not have the time,” a consistent phrase that everyone uses. It is important to take the time. A few seconds can means a lot to the employee.

Staying on Message and Forgotten Communication – Safety Process …
By safetyculture
It is easy to forget messages that have been sent our way with the hyper-competitiveness of today’s communication so how do we stay on message about the criticality of what we are trying to accomplish in safety? …
Safety Culture Excellence – http://safetyculture.podbean.com

I had the privilege of making a presentation to the ASSE Chapter on a number of thoughts and ideas from the Job Hazard Analysis book published with James Roughton (Who manages this great safety blog site!).

We believe that the Job Hazard Analysis should be the centerpiece of the safety program.   How does this fit into a Safety Culture?  As I see it, developing a safety culture, shifting from a priority based effort to values based environment requires presenting to leadership a valid, documented reason to make the shift.  Without some methodology that clearly makes the case for change, management cannot and will not in most cases spend budget or time on what it might view as  extra effort with no real return on investment.  Using risk management techniques and a structured JHAapproach increases your probability for success – not a guarantee, but increased chance to get the support needed.