1. Behind the Mirror of Safety Steve Danon Director, Risk Control Services Marcotte Insurance Agency

2. “It ain’t what you don’t know that’s a problem…it’s what you know that ain’t so.” - Will Rogers “OurClientsComeFirst”

3. Biased By Our Past Marcotte Risk Services

5. Myth 1 “ Safety is Zero Accidents and Injuries” “OurClientsComeFirst”

6. Safety must go beyond simply reducing injuries “OurClientsComeFirst” 5 injuries this month 2 injuries the next month Is Your Safety Program Working ?

7. The mirror gives a good view of where you’ve been, but provides little assistance in steering toward new destinations. While using past injury data is helpful, it is similar to steering your car by using the rearview mirror to navigate where you are going. “OurClientsComeFirst”

8. MYTH 1: Injury statistics represent the lack of safety A valid program should reflect what safety is not what it is not. “OurClientsComeFirst” Reality: Accident & injury statistics measure the aftermath of unsafe events. “ Safety is Zero Accidents & Injuries”

9. Myth 2 “Correcting Unsafe Conditions Will Eliminate Injuries” “OurClientsComeFirst”

10. “Most injuries are the result of people actions, not unsafe conditions or equipment failures. “OurClientsComeFirst” PeoplePeople HazardsHazards = 90% = 10%

11. Myth 2 Reality: Most injuries result from people actions. “OurClientsComeFirst” “Correcting Unsafe Conditions Will Eliminate Injuries”

12. Myth 3 “If You Create Enough Rules, Policies & Procedures, People Won’t Get Hurt” “OurClientsComeFirst”

13. Mandates and regulations simply fail to address motivational factors that affect compliance. “OurClientsComeFirst”

14. Myth 3 Reality: Rules, policies and procedures may encourage safe actions, but they are only as effective as the consequences they predict. “OurClientsComeFirst” “If You Create Enough Rules, Policies & Procedures, People Won’t Get Hurt” Safety rules only remind people what to do Enforcement efforts are still required to make even the simplest safety rules work.

15. Myth 4 100% Compliance = 100% Safe “OurClientsComeFirst”

16. If people are required to be safe most will comply. The rest will conform if threatened. “OurClientsComeFirst” Logic says: Truth is: Safety procedures should be used as guidelines for behavior. Rules should be reserved for conduct that is vital and strictly enforced.

17. Myth 4 Reality: 100% compliance only achieves a “minimum acceptable” standard of safety. “OurClientsComeFirst” 100% Compliance = 100% Safe Compliance should be a job expectation Working under the threat of penalties people tend to conform to the minimum required standard

18. Myth 5 “Observation Audits Reliably Indicate How Safely Jobs Are Being Performed” “OurClientsComeFirst”

19. Observation audits are usually performed with the employee’s consent, or knowledge which corrupts any data or conclusions regarding the amount of work being performed safely. “OurClientsComeFirst”

20. Myth 5 Reality: Observation audits usually only reveal deficiencies in employee knowledge or skill “OurClientsComeFirst” “Observation Audits Reliably Indicate How Safely Jobs Are Being Performed” Audits only assess employee knowledge and/or skill to work safely. They ignore motivational factors present under normal work conditions

21. Myth 6 “Declining Injury Rates Mean Safety Is Improving” “OurClientsComeFirst”

22. An array of variables interact and combine to yield injury statistics. Measuring safety requires knowing what safety is and how often it is practiced. “OurClientsComeFirst”

23. Myth 6 Reality: Declining injury rates means fewer people have been reported injured (for whatever reason). “OurClientsComeFirst” Declining Injury Rates Mean Safety Is Improving Rates can be reduced by giving immediate negative attention to “high” numbers or positive attention to “low” numbers. Injury rates simply say “who won or lost”, not how the game was played.

24. Myth 7 “Stopping Unsafe Acts Causes Safe Acts To Occur More Often” “OurClientsComeFirst”

25. Stopping unsafe acts is only half the battle. Desired behavior does not automatically occur instead. “OurClientsComeFirst”

26. Myth 7 Reality: For safe acts to occur more frequently, they must be actively acknowledged and recognized. “OurClientsComeFirst” Stopping Unsafe Acts Causes Safe Acts To Occur More Often Research shows that efforts designed solely to stop people from taking some action produce negative side effects. People stopped from performing an unsafe act tend to do only what is needed to “get-by”.

27. Myth 8 “Disciplinary Action and Threats of Discipline Increase Safe Behavior” “OurClientsComeFirst”

28. Disciplinary action frequently drives unsafe acts underground, where they continue unseen by supervisors. The likely response to discipline is an increase in behavior aimed at preventing “inspection & detection” “OurClientsComeFirst”

29. Myth 8 Reality: Disciplinary actions temporarily stop unsafe actions from being observed while fostering resentment and negative attitudes. “OurClientsComeFirst” Disciplinary Action and Threats of Discipline Increase Safe Behavior Sole reliance on disciplinary action to prompt compliance can cause management to think safety is commonplace and under control when, in fact, it is not. To be effective such action must be consistently applied and enforced.

30. Myth 9 “If Trained Properly, People Will Work Safely” “OurClientsComeFirst”

31. Training can only address problems of knowledge or skill, not motivation and behavior. Accident investigations frequently reveal that those who have been injured possess the information and skill needed to work safely. “OurClientsComeFirst”

32. Myth 9 Reality: People are well-trained when they have all the knowledge and skill required to work safely. Training cannot change motivational factors associated with day-to-day work. “OurClientsComeFirst” If Trained Properly, People Will Work Safely Sole reliance on disciplinary action to prompt compliance can cause management to think safety is commonplace and under control when, in fact, it is not. To be effective such action must be consistently applied and enforced.

33. Myth 10 “Safety Incentive Programs Reinforce Safe Behaviors and Attitudes” “OurClientsComeFirst”

34. Because incentives are tied to injury numbers instead of behavior, they often unintentionally pressure people to avoid work or not report injuries. “OurClientsComeFirst”

35. Myth 10 Reality: Incentive programs commonly function as “giveaways” that are unrelated to increased safety. “OurClientsComeFirst” Safety Incentive Programs Reinforce Safe Behaviors and Attitudes Most incentive programs cannot reinforce safe behaviors because their rewards rarely depend on the occurrence of safe actions. Incentive programs usually reward periods of time free of recorded injuries or incidents As long as employees avoid injuries, both their safe and unsafe behavior are credited as acceptable.

36. The steps to improve are simple, but not easy to accomplish 1. Accept the fact that all work-related injuries are preventable. 2. Adopt new measures that focus on safety instead of the lack of safety. 3. Involve all employees. 4. Provide employees with the tools, skills and motivation to positively interact and support safety. “OurClientsComeFirst”

37. Top 10 Safety Truths 1. Accidents and injury statistics measure the aftermath of unsafe acts. 2. Most injuries result from people actions. 3. Rules and procedures may encourage safe actions, but are only as effective as the consequences they predict. 4. 100% compliance only achieves a “minimum acceptable” standard of safety. 5. Observation audits only reveal deficiencies in employee knowledge or skill. “OurClientsComeFirst”

38. Top 10 Safety Truths 6. Declining injury rates mean fewer people have been reported injured. 7. For safe acts to occur more frequently, they must be actively acknowledged and recognized. 8. Discipline temporarily stops unsafe acts from being observed while fostering resentment and negative attitudes. 9. People are well-trained when they have the knowledge and skill required to work safely. Training cannot change motivational factors associated with day-to-day work. 10. Incentive programs often function as “giveaways” unrelated to increased safety. “OurClientsComeFirst”

39. “OurClientsComeFirst” SafetySuccessStairway

40. Management Commitment & Employee Involvement Worksite Analysis Hazard Prevention & Control Safety Education & Training Develop & Maintain An Atmosphere of Safety “OurClientsComeFirst”

41. “OurClientsComeFirst” Our Gift To You !!!

42. Additional Info: sdanon@marcotteins.com “OurClientsComeFirst”

43. You Get The Level Of Safety That You Demonstrate You Want!