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Showing posts with label Safety Culture. Show all posts
Showing posts with label Safety Culture. Show all posts

Thursday, 10 October 2019

25 Signs You Have An Awesome Safety Culture



 
25 Signs You Have An Awesome Safety Culture




  1. There is visible leadership commitment at all levels of the organization.
  2. All employees throughout the organization exhibit a working knowledge of health and safety topics.
  3. There is a clear definition of the desired culture the organization wishes to achieve.
  4. There is a lack of competing priorities - safety comes in first every time! 
  5. There is visible evidence of a financial investment in health and safety.
  6. Opportunities for improvement are identified and resolved before a problem occurs.
  7. There is regular, facility-wide communication on health and safety topics.
  8. A fair and just discipline system is in place for all employees.
  9. There is meaningful involvement in health and safety from everyone in the organization.
  10. Managers spend an adequate amount of time out on the shop floor, where the people are.
  11. Participation rates are at an all-time high, indicating that employees are highly motivated and your marketing of health and safety initiatives is effective.
  12. Employees are actively engaged in health and safety initiatives, producing tangible results for your company.
  13. Your employees report high job satisfaction due to the company’s commitment to their health and well-being.
  14. Safety is the first item on the agenda of every meeting.
  15. Employees feel comfortable reporting safety issues to their supervisors.
  16. Regular, detailed audits of the company’s health and safety program are conducted by an external auditor.
  17. Rewards and recognition of good behaviors are regularly given and serve to motivate continued health and safety performance.
  18. Safety is a condition of employment.
  19. Managers and supervisors respond positively to safety issues that are raised.
  20. Safety is viewed as an investment, not a cost.
  21. A high standard exists for accurate and detailed reporting of injuries and illnesses -nothing is swept under the rug!
  22. There is a concrete definition of what success looks like for your health and safety program.
  23. The organization has the will power to make major changes when necessary.
  24. Safety issues are dealt with in a timely and efficient manner.
  25. All employees throughout the organization are empowered with the necessary resources and authority to find and fix problems as they see them.


Wednesday, 9 October 2019

10 Steps Management Can Take to Improve Safety Culture and Prevent Accidents


10 Steps Management Can Take to Improve Safety 

Culture and Prevent Accidents


  1. Define safety responsibilities for all levels of the organization (e.g., safety is a line management function).
  2. Develop upstream measures (e.g., number of reports of hazards/suggestions, number of committee projects/successes, etc.).
  3. Align management and supervisors through establishing a shared vision of safety and health goals and objectives vs. production.
  4. Implement a process that holds managers and supervisors accountable for visibly being involved, setting the proper example, and leading a positive change for safety and health.
  5. Evaluate and rebuild any incentives and disciplinary systems for safety and health as necessary.
  6. Ensure the safety committee is functioning appropriately (e.g., membership, responsibilities/functions, authority, meeting management skills, etc.).
  7. Provide multiple paths for employees to bring suggestions, concerns, or problems forward. One mechanism should use the chain of command and ensure no repercussions. Hold supervisors and middle managers accountable for being responsive.
  8. Develop a system that tracks and ensures the timeliness in hazard correction. Many sites have been successful in building this in with an already existing work order system.
  9. Ensure reporting of injuries, first aids, and near misses. Educate employees on the accident pyramid and importance of reporting minor incidents. Prepare management for initial increase in incidents and rise in rates. This will occur if under-reporting exists in the organization. It will level off, then decline as the system changes take hold.
  10. Evaluate and rebuild the incident investigation system as necessary to ensure that it is timely, complete, and effective. It should get to the root causes and avoid blaming workers.

Tuesday, 8 October 2019

Implemention of a Safety Culture in an Organization

 

Implementation of  a Safety Culture in an Organization

It goes without saying, safety belongs at the top of any organization's priorities, but reaching that objective is a challenge. Organizations face a variety of obstacles when trying to keep their facilities and employees safe including lack of training, changing conditions in the workplace, ineffective communication, and cultural inertia.

To move an organization from safety-maybe to safety-first, managers must fundamentally shift the behaviors, beliefs, and values.  

"Culture"that underpin and drive the organization

Here are several factors to consider when embarking on an effort to implement a culture of safety:

1. Leadership Must Lead

Cultural change always starts at the top. If employees perceive indifference to safety among the leadership team, they will adopt the very same attitude. Conversely, if leaders talk about safety everywhere from formal meetings to water cooler conversations, and perhaps more importantly, if they walk their talk by following safety procedures and leading the charge to implement better ones, employees will take safety seriously and actively contribute to improving it.

2. Document Procedures

To keep everyone in an organization on the same page, safety procedures must be clearly and thoroughly documented. This is especially critical for emergency response issues, when uncertainty and confusion are likely to have serious or even disastrous consequences. Documentation is not a one-and-done exercise, either; procedures must be reviewed, improved, and updated regularly.

3. Effectively Communicate Procedures

To be sure, documentation is a necessary step, but to influence the culture of an organization, safety procedures must be communicated effectively. For instance, static text posters on walls lack the impact of large digital screens that can convey emergency procedures and real-time updates through a combination of video, audio, graphical, and text-based content. Digital communication, centrally controlled through a multi-device network, ensures key safety information is communicated consistently to employees in a way that will be remembered and respected. It also facilitates real-time communication, which is essential for emergency response.

4. Train, Train, Train

Effective communication is a must, but as noted in the discussion of leadership, actions speak louder than words. Ongoing training and drills for employees help them internalize behaviors and attitudes like nothing else — and those are the things that must change to create a new culture. Practice leads to successful outcomes.

5. Establish Accountability

A safety strategy and system must have a clear leader and team accountable for results. If safety is no one's responsibility in particular, it will fall to the bottom of the priority list for everyone. To make the safety team accountable, the organization must establish and report on metrics that define success: accident-free days, days missed due to injury, insurance costs, etc.

6. Reward Success

There's a lot of truth in the adage "people do what you pay them to do, not what you tell them to do." To cover every base when moving to a culture of safety, include a reward program that provides meaningful incentives to individuals and work teams when success is achieved. Bonuses, additional days off, celebratory events, and other incentives keep safety top of mind — day in and day out.

Safety Never Sleeps

Here safety was described as a system rather than a program, department, or initiative. 
The latter three words suggest something with an expiration date or a life of its own. 

However, a safety culture can be neither of those things: In a safety culture, safety ideas and impacts are considered in every organizational program, every department, and every corporate initiative. When safety is dealt with in this way, you will know you have achieved true cultural change.

Monday, 7 October 2019

SAFETY ATTITUDES : IT CAN’T HAPPEN TO ME


SAFETY ATTITUDES : IT CAN’T HAPPEN TO ME 

 
“ It can’t happen to me”, may be you have said it yourself. If not said, most of us have at least thought it sometimes or the other. Usually we think it just before we do something that is little unsafe or may be quite a bit unsafe. We know the safe way to do it, but we take that chance. We are in effect saying , “ I know this could result in an accident, but it can’t happen to me”.

Why can’t it happen to you ? What makes you so special ? Why take chance in the
first place ? Sooner or later the person who keeps saying “It can’t happen to me” will
wind up saying “ If only I had………..”


  1. “ If only I had worn my safety glasses, I wouldn’t have lost my eye ”.
  2. “ If only I had walked instead of run, I wouldn’t have tripped and broken my leg ”
  3. “ If only I had taken my ring off, I wouldn’t have lost my finger on the machine ”.

The next time you find yourself saying, “ It can’t happen to me,” remember that
anything can happen to anybody, anytime, anywhere, if they act in an unsafe manner
or are exposed to an unsafe condition.

All of us should remember that, a person with an “ It can’t happen to me ” attitude is
dangerous. He may escape himself but, he may expose others around him to injury
from an unsafe act or condition. If you see someone acting in an unsafe manner , tell
him about it. If you see an unsafe condition, report it.


A DANGER FORESEEN, IS AN ACCIDENT PREVENTED.

Sunday, 6 October 2019

SAFETY ATTITUDE & 7 GOLDEN TAUGHTS TO DEVELOP SAFETY ATTITUDE



SAFETY ATTITUDE

SAFETY ATTITUDE is difficult to define, but we recognize a good safety attitude and a poor safety attitude when we see it.The quality of one's safety attitude typically is described in terms of behavior. 

A person's actions reflect the attitude.

The worker who always wears prescribed personal protective equipment demonstrates good safety behavior and good safety attitude. One, who does not, demonstrates a poor safety attitude


7 GOLDEN TAUGHT'S TO DEVELOP SAFETY ATTITUDE

1. “Can we make this job safer?”

2. “How can someone be injured here?”

3. “Let's take a minute to make sure that we've got all of the safety equipment we need.”

4. “I wear these PPE’s all the time, just so that I don't forget.”

5. “This stuff is a pain to wear, but without it, there's no other protection.”

6. “Stop! Go get the right tool.”

7. “Before we quit, let's pick up all this scrap.”

Saturday, 5 October 2019

Safety Away From Work


Safety Away From Work




 
Safety at work is hopefully a matter of routine. Just as important as safety on the job, is safety at home. According to one study, you are actually safer at work than at home. For our discussion today, consider driving, home and play.


Driving
  • Don’t speed.
  • Drinking and driving don’t mix.
  • Maintain your vehicle in good mechanical condition.
  • Watch out for other drivers.
  • Allow for proper stopping distances.
  • Be courteous, especially if you’re in a company vehicle.
Home
  • Minimize electrical exposures.
  • Eliminate slipping and tripping hazards.
  • Don’t overextend on ladders.
  • Teach your family to identify hazards.
  • Know basic first aid and, if possible, CPR.
Play
  • Be careful not to overexert yourself.
  • Loosen up before you begin playing a sport.
  • Don’t try to keep up with the children (of all ages).
  • Know any safety rules associated with your forms of recreating (i.e., boating, hunting).
  • Teach your family how to play safely and then enforce the rules.
Our family and friends are very important to us. With a safe driving, living, working and playing environment, we can continue with our friends and family.

Friday, 4 October 2019

Employee Responsibility in Safety


Employee Responsibility in Safety



Employers and supervisors expect employees to be responsible. This starts with getting to work on time, working safely through the day and bringing concerns to their supervisor.

An effective Accident Prevention Program includes defined responsibilities for management, supervisors, and employees.


  • Management is responsible for the safety and health of all employees as well as providing a safe workplace.
  • Supervisors are responsible for providing a safe workplace as well as managing the operations issues.
  • Employees have responsibilities in safety too.
Employee responsibilities include:

  • Listen and learn from any training. Be an active participant in learning a job skill or safety issue.
  • Ask for assistance if training or instructions are not clear or you don’t feel comfortable performing the task.
  • Follow all safety rules, including safe procedures and use of personal protective equipment.
  • Report unsafe acts and near misses immediately. Especially if the unsafe act is ongoing. This will help keep the workplace safe for everyone.
  • Report all injuries to a supervisor immediately.
  • Address problems with the supervisor. Always try to give solutions to a problem. (You may understand more than the supervisor about the problem and how to fix it.)
  • Re-address un-resolved issues with your supervisor. The supervisor may have forgotten about those issues you brought up previously.
  • Be active in the safety of the workplace. Participate in safety committee meetings, safety meetings, and when trained in a safety issue.
The above mentioned are just a few areas where employees have responsibility. There are many others. Look for other areas to assist in safety and operations. Bring these ideas to a supervisor’s attention. This input is appreciated.

Thursday, 3 October 2019

Safety Is Common Sense


Safety Is Common Sense

According to accident statistics, four of five serious injuries are the result of workers not being sensible on the job and taking unnecessary chances. Common sense on the job is irreplaceable. Most of us have worked around people that are accident prone. They aren’t jinxed; they aren’t very common sense smart. Today we want to talk about using common sense to avoid accidents in the workplace.


Common Sense “Smarts”

  • Always wear the proper personal protective equipment.
  • Don’t over exert yourself – get help with heavy tasks.
  • Don’t over extend yourself when on ladders – and risk losing your balance.
  • Always use the proper tool for the job.
  • Concentrate on your work.
  • Look for unsafe acts or unsafe working conditions – and then report them.
  • Watch out for others – remember you are part of a team.
Ask the following questions before you begin to work:
  • Are the conditions safe to do the work?
  • Are the methods we are going to use safe?
  • Does everyone know what to do?
  • Does everyone know how to do it?
  • Can I fall, get struck by, get caught between or under, or get electrocuted on this job?
By remembering and following common sense rules and by asking yourself about the conditions, methods, job site hazards and knowing what to do, you should be able to decrease your chances of being injured. Be “common sense smart” and prevent accidents, not cause them.

Wednesday, 2 October 2019

Characteristics of a Safety Culture



Characteristics of a Safety Culture


Introducing change within an organization can be challenging. Effective and lasting change generally comes about when the board and senior management not only commit to adopting safety as a top priority, but at the same time provides compelling evidence that change must be made now. Evidence is usually provided as the amount of money accidents are costing the nonprofit or as a threat of program reductions. 

Change comes about more quickly when the reward structure is changed to compensate those managers, departments, employees and volunteers whose behavior contributes to safety goals. Similarly, immediate and meaningful consequences need to be applied when careless behavior or negligence causes an accident or injury. 

Just as every organization has its own unique " culture," there is no specific set of standards for a safety culture. However, there are some observable characteristics that identify a safety culture.

Employees and volunteers observe and correct hazards

In a safety culture, employees and volunteers are able to observe and correct hazards. Once a hazard is identified, the correction is made and reported. This level of documentation facilitates an ongoing safety program within the nonprofit.

Correct personal protective equipment is worn
In a safety culture, employees and volunteers always "dress for success" by using the appropriate protective gear and equipment. Employees and volunteers know how to use the appropriate equipment to do the task, and how to keep tools and machinery well maintained.

The safety committee is respected

In a safety culture, there is an active safety committee. The committee meetings are scheduled on a regular basis and well-attended. The overall agenda of the committee is clear with goals and performance expectations presented on at least an annual basis. The committee offers regular training in basic safety methods, and also specialized in-service training to deal with safety issues specific to the nonprofit.

There is buy-in from bottom to top

In a safety culture, the process has been worked within organization over time. Because individual motivations are different, the process of infusing a safety culture needs to address an array of motivations. Management will want to see the safety culture reduce the cost of insurance, and employees and volunteers will want to feel safer and less prone to injuries. Employees and volunteers will want to feel valued for their contributions in terms of identifying and correcting hazards. In determining if you have a safety culture, it is important to have staff at various levels measure activities versus performance.

Tuesday, 1 October 2019

Safety Culture


Safety Culture

The organization's culture provides the framework for introducing safety education and safe practices. Organizational culture is not something that you can photograph or download from the Internet.

However, you can see traces of it, and you can feel it when you enter some workplaces. Here are some clues that you can use to identify your organization's "culture".

Language/customs/rituals

Every organization has its own "language" Â \ terms that are part of what goes on within the nonprofit. These words and ideas also signify the way people are expected to behave in your workplace and with clients. "Customs" can be described as the routines for giving and obtaining service, and "rituals" describe the events that take place on a regular basis, such as an annual volunteer recognition event, a fundraiser or a board retreat. Is "safety" part of the language of your nonprofit? Or is safety considered something that is just the cleaning crew's, building engineer's or safety coordinator's job?

Being part of a team A \ group norms

Group norms describe the ways in which people are expected to work together in groups? What behaviors are OK, what is not OK, and what is completely taboo. Behavioral expectations are some of the key aspects of organizational culture. What types of behavior is expected in the realm of safety?

Values and beliefs

An organization's mission reflects the nonprofit's core values and beliefs. Treatment of clients, community outreach and the stewardship of resources all reflect these values and beliefs. Is safety part of your nonprofit's value structure? Are people rewarded in a tangible, visible way for promoting safety and working safely?

Rules of the game

These are the rules that are not written down, but must be understood if a person is to get along in the organization. These "rules" also indicate what is considered of value within the organization. Are good safety practices among the unwritten rules of your nonprofit?

Climate

"Climate" describes the feeling that is conveyed by the physical layout and the way in which members of the organization interact with each other, clients, donors and members of the public. How does the physical layout of your nonprofit make a statement about your commitment to safety? Are safety concerns evident in the interaction among employees and volunteers and in staff interaction with clients, donors and members of the public?

The Way Things Are Done  \ Patterns of Problem Solving

The ways people are "shown the ropes" of the organization including how problems are identified and solved within the organization illustrate patterns of problem solving. How are newcomers told about the nonprofit's commitment to safety? Are new employees briefed on safety procedures? Do they know that there are consequences for ignoring safety practices or engaging in unsafe behavior? Are the consequences enforced?

Checklist

Answer "Yes" or "No."
"Safety" is part of the language of the nonprofit.
Safety is part of your nonprofit's value structure.
Safety is considered something that is the cleaning crew's, building engineer's or safety coordinator's and everyone else's job.
People are rewarded in a tangible, visible way for promoting safety.
Safe practices are part of the unwritten rules of your nonprofit.
Safety concerns are evident in the interaction among staff and volunteers and in their interaction with clients, donors and members of the public.
New employees are briefed on safety procedures.
New employees know that there are consequences for ignoring safety practices or engaging in unsafe behavior.
Consequences for ignoring safety practices or engaging in unsafe behavior are enforced.