Building Your Building Your Safety CultureSafety CultureBuilding Your Building Your Safety CultureSafety Culture

Paul J. Miller, CSPPaul J. Miller, CSP

Risk ConsultantRisk Consultant

What is Culture?What is Culture?

CULTURECULTURECULTURECULTURE

The atmosphere, an invisible force or “way of working” within a company that shapes behavior. A culture consists of shared beliefs, practices and attitudes.

Safety CultureSafety CultureSafety CultureSafety Culture Management and Employee Attitude Policies and Procedures Supervisor Responsibility and Accountability Safety Planning and Goals Actions in Response to Safe & Unsafe

Behavior Employee Training and Motivation Employee Involvement or “Buy-in” Safety as a value, not a priority.

Creating a Safety Creating a Safety CultureCulture

Creating a Safety Creating a Safety CultureCulture

Culture Safety is an integral part of

operations – It’s a Value Management Commitment Employee Commitment

Accountability Measurements Performance Appraisals Charge Back of Costs

Top Mgmt. Support Safety Director Accident Investigation Training

Recognition Inspections Safety Committees Incentive Programs

Awareness Safety Posters Safety Handouts Warning Signs

Time

Co

mm

itm

ent

Obstacles to Cultural ChangeObstacles to Cultural ChangeObstacles to Cultural ChangeObstacles to Cultural Change

15% 70% 15%

Super Motivated, movers and shakers

Go along with the flow

CitizensAgainstVirtuallyEverything

Moral/Ethical ImplicationsMoral/Ethical Implications

Fatalities Family Friends

Safe work practices Safe work practices needs to be a value and needs to be a value and should be a core should be a core principle.principle.

Legal Legal ImplicationsImplicationsLegal Legal ImplicationsImplications Company

Liability Individual

Liability Fines Jail

Under section 17(e) of the OSHA Act

Behaviors are recognizable actions which can be observed.

Behaviors are either proper or improper depending on circumstances.

Recognition and InvestigationRecognition and Investigation

Balanced TriangleBalanced TriangleBalanced TriangleBalanced Triangle Unbalanced Unbalanced TriangleTriangle

Unbalanced Unbalanced TriangleTriangle

Kno

wle

dge

Skill

Desire Desire

Skill

Kno

wle

dge

Behavior TriangleBehavior Triangle

Consequence-Feedback ModelConsequence-Feedback Model

Impact on Behavior Type of Consequence

Strongest Soon CertainPositiveStrong Late CertainPositive

Soon UncertainPositive

Soon CertainNegativeWeak Late UncertainPositive

Soon UncertainNegative Late Certain

NegativeWeakest Late UncertainNegative

Rewards Shape BehaviorRewards Shape Behavior

Behavior or Action

Positive Consequence

(Reward)

Negative Consequence (Punishment)

I’ll do that again!

I’m not doing that again!

Material Handling Tool usage Working at height Work area set-up Walking/working

surfaces

What are your key behaviors?What are your key behaviors?

Major Areas

Injuries since 5/1/2010

Fall from Scaffold (3) - $174,173 Manual Material Handling (9) - $33,750 Slip/Trip (7) - $4,816 Erecting/Dismantling Scaffold (3) - $3,024 Repetitive Motion (2) - $27,385 “Struck By” (7) - $1,791

The Incident PyramidThe Incident PyramidThe Incident PyramidThe Incident PyramidFatality

Severe Injury

Minor Injury

Near Miss

Unsafe Acts

1

29

300

2,000

20,000

STRESS

Education and MotivationEducation and Motivation What is the

extent of your new employee orientation?

How is safety communicated?

What is covered?

Do they understand the “Big Picture”?

How do you train?How do you train?

Reading Handout Literature (10%) Watching Videotapes (30%) Watching a Presentation (50%) Participating in a Discussion (70%) Doing the Real Thing (90%)

The Training SequenceThe Training SequenceThe Training SequenceThe Training Sequence

Tell Them Show them Have Them Do It Follow up

LeadershipLeadershipLeadershipLeadership

The art of accomplishing change through people.The art of accomplishing change through people.

Be a leader - Set a personal example for safe behavior and communicate your expectations regarding safety.

Responsibility Vs. AccountabilityResponsibility Vs. Accountability

Someone is accountable when their performance is measured in relation to goals or standards.

When someone is responsible, their performance is not necessarily measured.

“To assign responsibility without also assigning accountability is safety’s greatest failing.”

Dan Peterson

Accountability

Goals Charge Backs Activities

Three Steps to AccountabilityThree Steps to Accountability

1. DEFINE

2. MEASURE

3. REWARD

““What Gets MeasuredWhat Gets MeasuredGets Done”Gets Done”

““What Gets MeasuredWhat Gets MeasuredGets Done”Gets Done”

DISCIPLINEDISCIPLINEDISCIPLINEDISCIPLINEDiscipline is not the first and only option, but constructive discipline is one method to modify behavior. Verbal Warning Written Warning Suspension Termination

Use Incentives With Care!Use Incentives With Care!Use Incentives With Care!Use Incentives With Care! Rewarding large groups of people for meeting goals

might be rewarding some of them for working unsafely.

To effectively change behavior, the rewards must always follow a safe act and at risk behavior must be corrected at the time of the observation.

Positive immediate feedback = behavior changePositive immediate feedback = behavior change

What’s In It for Me?

Fewer Injuries

Lower Overhead

Better Pay/BenefitsBetter Equipment

Reduced Medical/Insurance Cost

MotivatedEmployees

GreaterProductivity

ImprovedQuality

Increased Efficiency

More SatisfiedCustomers

More Opportunity

ENHANCED CULTURE

Profit

Brainstorming SessionBrainstorming SessionBrainstorming SessionBrainstorming Session