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1 Safety Training for Managers & Supervisors Accountability and Safety Culture – Fundamentals Part 1 Disclaimer: These safety materials, resources and.

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Presentation on theme: "1 Safety Training for Managers & Supervisors Accountability and Safety Culture – Fundamentals Part 1 Disclaimer: These safety materials, resources and."— Presentation transcript:

1 1 Safety Training for Managers & Supervisors Accountability and Safety Culture – Fundamentals Part 1 Disclaimer: These safety materials, resources and PowerPoint ® presentations are not intended to replace your company's health and safety policies or to substitute for specific state and federal standards. We do not guarantee the absolute accuracy of the material contained within these resources. Please refer to applicable state and federal standards for regulatory compliance.

2 2 The Business Case for Safety  Humanitarian need  Regulatory compliance  Liability and cost control  Operational risk reduction  Improved productivity  “Valued neighbor”

3 3 Leadership – The Starting Point  Establish company values  Set and enforce company policies  Consistently demonstrate commitment  Be the “role model” for desired behavior  Communicate expectations  Create desired work culture  Stay on top of things, and follow up

4 4 The Four A’s  Attitude  Awareness  Action  Accountability

5 5 Incident Awareness Relaxation Awareness Relaxation Awareness level that steadily rises Safety Awareness Level

6 6  What is your attitude toward safety?  Do your actions reflect a steady awareness?

7 7 Management Responsibilities  Assume primary responsibility for the safety program  Establish policies, goals, objectives and measurements  Push authority and accountability down to supervisor level

8 8 Manager Tips Do you really hold your supervisors accountable?  Supervisors will only perform to the level they are measured:  Tie accountability to incentives and performance evaluations  “Provide training on cost basis so they better understand the direct and indirect costs” – Doyle Weldon, roundtable member

9 9 Peer pressure can leverage accountability  “Measure supervisors amongst their peers in a group setting” – David Etchelecu, roundtable member Manager Tips

10 10 Supervisor Responsibilities  Know all safe work practices/rules pertaining to his / her job  Accept responsibility to ensure the application of safe work practices  Explain all applicable safe work practices  Ensure employees are trained and competent

11 11 Supervisor Responsibilities  Consistently enforce safety regulations  Perform daily inspections of his/her respective work  Report / correct unsafe conditions  Assist in incident investigations

12 12 Supervisor Responsibilities  Support management and employees in their efforts to establish a proactive safety culture  Be familiar with laws, directives and policies mandated by the company and customers, OSHA and other regulatory agencies  Be visible to your employees

13 13 Supervisor Tips  Review policies and procedures, and make sure you understand  Freely ask questions of management for clarity  “Do it once instead of twice – it can cost 125% more”- Bill Flynt, roundtable member  Lose production  Lose efficiency  Lose customer rapport

14 14 Communicate Responsibilities to Your Employees  Do you understand that safety is a condition of employment?  Work safely to the best of his / her ability  Report unsafe conditions immediately  Obey safe work rules, and follow safety instructions  Do you understand your safety responsibilities?

15 15 Communicate Responsibilities to Your Employees  Regardless of the type of work you are doing, do you know that you can never deviate from an established safe work procedure?  Do you know you have the right to discuss any work assignment with your supervisor that you think is unsafe or you are unsure of?  Assist in correcting the problem  Do I have your complete commitment to work safely at all times?

16 16 Who Should Be Held Accountable?  Managers and supervisors  Employees  Pay attention to employees who deviate from known safe work procedures either before, during or after completion of their assigned tasks

17 17 Accountability: Intervention  Whenever an employee is behaving in an unsafe or unhealthy way, supervisors have a moral and legal obligation to intervene immediately  The employee may get hurt  If the employee knows the supervisor has seen the unsafe behavior and has not intervened, the employee (and everyone else watching) will think the supervisor does not regard working safely as essential

18 18 Accountability: Intervention  Intervention should accomplish several goals:  Stop an unsafe act before it leads to an incident or illness  Replace an unsafe behavior with a safe one  Help employees learn to make better choices about working safely

19 19 Supervisor Tips Key steps in performing an effective intervention:  Point out the unsafe behavior  Get the employee to acknowledge the unsafe behavior  Get the employee to suggest proper safe behavior

20 20 Supervisor Tips Key steps in performing an effective intervention:  Have the employee explain the risks of working unsafely  Get the employee to agree that the gains were not worth the consequences  Establish a formal action plan for improvements

21 21 Accountability: Positive Reinforcement Reinforcing safe work habits is just as important as eliminating unsafe behavior  Most people tend to repeat behaviors that result in positive consequences and discontinue those that result in negative consequences  Positive reinforcement is the only means available to maintain existing good behavior

22 22 Accountability: Positive Reinforcement There are several ways in which supervisors can reward safe behavior  Verbal acknowledgment  Public praise  Material rewards

23 23 Accountability: Disciplinary Actions Keys to Success  Be consistent and unbiased  Evaluate the frequency and severity of the act  Approach employee with his or her best interests in mind  Remind employee about external effects of incidents

24 24 Supervisor Tips How do you communicate with your employees?  You will get less mileage if you yell and shout at your employees when you spot unsafe behaviors  “Don’t automatically draw conclusions”- Rick Webb, roundtable member

25 25 Creating a Culture How do we define a culture?  A common set of attitudes, values and beliefs shared by an organization  The way things are around here

26 26 More Than a Regulation By developing a strong safety culture, we ultimately create an environment where each employee becomes responsible for their safety and the safety of their fellow employees

27 27 Safety Culture Benefits  Unsafe behavior stands out  Unsafe behavior is unacceptable  Safe work is influenced through peer pressure  Consistent planning and task execution  Cost avoidance

28 28 Common Beliefs Safe work cultures start with simple, common beliefs that are supported by all employees in an organization  Every incident could have been avoided  No job is worth getting hurt over  Every job will be done safely  Most importantly, we believe that safety is everyone’s responsibility  “I am my brother’s keeper” – Joann Natarajan, roundtable member

29 29 A safety culture is built through the establishment of a fundamentally sound safety program  Management commitment  Policy statement  Program goals  Employee recognition  Employee training  Hazard analysis / correction  Behavior-based safety Safety Program Fundamentals

30 30 Supervisor Role in a Safety Culture  Task planning  Employee education  Enforcement  Leadership by example  Clear communication

31 31 Safety Culture: What it Isn’t  Created in the absence of visible leadership  Exclusive  Created by mandate  A regulatory requirement  Created in a short time  Created with little effort  Maintenance-free

32 32 Transforming a Safety Culture Who does it start with? Everyone, including You

33 33 Signs of a Safety Culture  Management leading by example  Reduced injury rates  Changes in employees’ attitudes regarding safety

34 34 Signs of a Safety Culture  Heightened participation by employees in safety meetings  More conversations regarding safety  Employees adhering to safe work practices in the absence of the supervisor

35 35 How Can We Get There? Long-term achievement is a product of day-to-day effort

36 36 Safety Culture Asking me to overlook a simple safety violation would be asking me to compromise my attitude toward the value of your life

37 37 Quiz All Questions True or False Q: Management responsibilities do not include assuming primary responsibility for the safety program. A: False

38 38 Quiz All Questions True or False Q: Supervisor responsibilities include ensuring the application of safe work practices. A: True

39 39 Quiz All Questions True or False Q: Safety is a condition of employment. A: True

40 40 Quiz All Questions True or False Q: Regardless of the type of work you are doing, you can deviate from an established safe work procedure if you want to. A: False

41 41 Quiz All Questions True or False Q: Managers, supervisors and employees should all be held accountable. A: True

42 42 Quiz All Questions True or False Q: Reinforcing safe work habits is just as important as eliminating unsafe behavior. A: True

43 43 Quiz All Questions True or False Q: A safety culture is a regulatory requirement. A: False

44 44 Quiz All Questions True or False Q: Everyone adhering to safe work practices in the absence of the supervisor is a sign of a safety culture. A: True

45 45 Safety Safety has no final destination……… ….. It is a constant journey

46 46 Resources  Safety Pays: http://osha.gov/dcsp/smallbusiness/safetypays/in dex.html http://osha.gov/dcsp/smallbusiness/safetypays/in dex.html  Stop Work Card Stop Work Card  Behavior-Based Safety Behavior-Based Safety

47 47 Lower Incidents No one gets hurt at work through LOWER* incidents *(Limiting Oilfield Workers' Exposures and Risks) Go to next presentation


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