“old and new” the old way = safety program the new way = safety culture
TRANSCRIPT
“Old and New”
The Old Way = Safety Program
The New Way = Safety Culture
A High Performing Contractor will…
“…systematically pursue, achieve, and maintain increasingly higher levels of company and individual competence.”
A High Performing Contractor looking to implement a safety culture
will…
“…systematically pursue, achieve, and maintain increasingly higher levels of company and individual competence…” in safety.
Leadership
Process Management
Strategic Planning
Customer Focus
Employee Focus
Keeping Score (Results)
Management Improvement Model
Safety Program vs Safety Culture
Program…A plan outlining how the company will addressOSHA compliance issues.
Culture…“The sum total of the way things are done in acompany. Culture includes values and beliefs.”
Progression of a Safety CultureFive Levels of Progression Towards a Safety Culture
(not a goal, but a guideline)
Level Five: Continuous Improvement
Level Four: Cooperating
Level Three: Involving
Level Two: Managing
Level One: Emerging(source: Vincent Theobald – University of New Castle)
Progression of a Safety CultureLevel One: Emerging
Safety activities defined in achieving compliance Accidents are seen as unavoidable, part of the job Front line staff are uninterested in safety Safety used as an “issue” to be argued Management ignores safety and leaves it up to the safety folks
Level Two: Managing
EMR average for the industry Safety is seen as a business risk – management has input Safety is based on engineering controls as main focus Accidents are seen as preventable Lagging indicators used to measure performance
Progression of a Safety CultureLevel Three: Involving
Accident rates / EMR are low…but reached a plateau Involvement of frontline employees seen as critical Accidents causes are varied and root cause is
investigated All employees accept responsibility for safety
Level Four: Cooperating
Safety is seen as a moral and economic benefit Significant pro-active measures are in place A healthy lifestyle (non-work) is promoted
Progression of a Safety Culture
Level Five: Continuous Improvement
Prevention of all injuries and illnesses is a core corporate value… with top management leading the way
Sustained period of “zero injury” status but no complacency A range of indicators are used to measure performance and
improvement Striving to find new hazard control mechanisms All employees accept the belief that safety is a part if their job Considerable investment in promoting safety and health (on
and off the job)
Progression of a Safety Culture
Small/Medium Sized Contractors vs Large Contractors…different levels of a “culture”
A Systematic Approach to Improved Safety Performance:
Nine Essential Parts of a Safety Culture
1. Demonstrated Management Involvement 2. Staffing for Safety 3. Safety Education: Orientation and
Specialized Training 4. Encouraged Worker Involvement
Source: Construction Industry Institute - Safety Plus: Making Zero Accidents a
Reality
A Systematic Approach to Improved Safety Performance:
5. Evaluation and Recognition/Reward
6. Planning: Pre-Project and Pre-task
7. Accident/Incident Investigations
8. Drug and Alcohol Testing
9. The 3 Ps…Policies, Procedures, and Programs
Source: Construction Industry Institute - Safety Plus: Making Zero
Accidents a Reality
Management Involvement
Old Way…Management Commitment
New Way…Management Involvement
Management Involvement
The first step in a safety program is the full support and involvement of upper management
Establishes the corporate philosophy on safety (Safety Culture)
Communicates the shared interests to workers (Team Effort)
Ensures that “safety” is included in the company mission statement.
Management Involvement
Management Should Be ACCOUNTABLE for:
Being role models (do as I do…)
Safety inspections (at least monthly)
Safety orientation and training
Accident / incident investigations
Project planning for safety issues
Management Involvement
Old Way…Safety is No 1 priority
New Way…Safety is an integral part of businesssuccess
Staffing for Safety Full time safety representative on each large
project (GC, consultant, etc.)
Small projects – one rep can serve several projects
Safety rep involved in all project planning meetings
Involved in all project functions
Safety Education Orientation and Specialized Training
The most important aspect of safety communication
A well-trained workforce are the “eyes and ears” of a safety system
More then just “toolbox talks”
Safety training is a “line item” in each project budget
Safety Education All employees know and understand the
safety HAZARDS
All employees know and understand the safety SYSTEM
All employees know and understand their safety RESPONSIBILITIES
Safety EducationOrientation Done for all employees (inc. office workers) Upon initial hire Can be done for each project (New Project
Oritentation) Company and project management involved Formal training (not just a “toolbox talk”)
Safety EducationSpecialized Training
Specific for management, supervisors and/or workers
Covers issues on an “as-needed” basis (based on recent trends, new equipment or processes, etc.)
Conducted at various times of the day/week to break up the schedule (surprise training = emphasis)
Safety EducationSpecialized Training
Keep it “short and sweet”
Include visuals (CD-Rom, videos, charts)
Handouts are good reminders
Hands-on exercises
Worker InvolvementOld Way…
Reminding someone to work safely is usually
considered “getting into their business”
New Way…
Reminding someone to work safely is
appreciated and considered normal
Worker Involvement
Safety Committee
Allows exchange of ideas and input at all levels
Communication between key personnel
Promotes a “team” concept
Requires management commitment to ensure issues are addressed
Worker InvolvementBehavior-Based Safety
Try to understand “why workers do what they do”
Identify and change “bad” behavior
Reinforce good safety practice
Talk about safety everyday
Use of “safety observers”
Worker InvolvementSafety Perception Survey
Creates a “feedback loop” which results in continuous improvement in the system
Seek information from workers
Provides an overview of how workers feel
Conduct monthly (or as appropriate)
Encourage participation (incentive program)
Hazard Identification (Recognition)
Need to recognize hazards
Develop a “system approach” to hazards
Job Hazard Analysis (JHA) for each project
Don’t forget non-routine tasks (What If…!)
Primary hazard inspections conducted regularly by a safety team
Encourage participation from everyone
Hazard Identification (Recognition)
Hazard control is the key to prevention
Assess…the workplace, equipment, and procedures Identify…hazards Eliminate…abatement program Control…if not eliminated, set controls
(engineering and administrative, PPE, preventative maintenance, frequent inspections, emergency procedures, hazard reporting, training, etc.)
Evaluation and Recognition/Reward
Safety Incentive Programs
Pros and Cons
Should be for proactive responses rather then reactive responses(i.e., safety suggestions vs no recordable injuries)
Progressive – the longer the situation occurs (i.e., continuous decline in EMR), the bigger the reward
Cumulative – once a goal is reached, the award is given (i.e., EMR reached 0.85)
Frequency = shows commitment
Evaluation and Recognition/Reward
Old Way…
Incident rates are the primary measure of
success
New Way…
Safety behavior, safety skills, and
contributing to the safety process are used to
measure safety success
Evaluation and Recognition/Reward
EMR = 1.0
That sounds great…but,
That is AVERAGE for the industry and
unacceptable to the high performing
contractor.
Lagging vs Leading Indicators
Lagging indicators occur “after the fact”
Examples of lagging indicators are number of injury and illness cases and workdays without injury
Measures problems and system failures
Lagging vs Leading Indicators
Lagging indicators do not measure what has not happened(risks taken by employees but no accident)
No measure of doing preventative measures
Can drive reporting “underground”(i.e., incentive programs for “zero injuries”…no one wants to stop the contest)
Lagging vs Leading Indicators
Leading indicators are proactive, performance based measures that are implemented to prevent accidents
Leading indicators measure impact on future events, measure risk reduction activities, and demonstrate improvements to the safety system
Lagging vs Leading Indicators
Examples of leading indicators are
attendance at training sessions
safety inspections conducted
safety-related work orders completed
safety suggestions reported and implemented.
Lagging vs Leading Indicators
A combination of lagging and leading indicators may be best for your system
Indicators must be measurable
Indicators must be flexible and open for revision based on results (or lack of)
Evaluation and Recognition/Reward
Old Way …
Safe behavior is encouraged through
slogans and posters
New Way…
Safe behavior is rewarded as part of the
performance process
Evaluation and Recognition/Reward
Data Review
Use data to prove / disprove theories about your safety culture...Timing - most of our accidents occur on MondaysAge - our younger workers get injured more frequentlyInjury Type – cuts are our most common injury
Use data to make decisions…>> Give toolbox talks on Wednesdays>> Be sure that older workers are trained on ladder use>> Review glove use to prevent cuts
Accidents by Day of Week
3228 25 25
16
72
05
101520253035
2000 YTD - Strains & Sprains By Day of Week
0
2
4
6
8
10
12
14
2000 YTD Accidents: By Time with company
22%
31%
11%
28%
8%
0%
29%
25%
16%
21%
5%
3%
0%
5%
10%
15%
20%
25%
30%
35%
1 month 2 to 6 months 7 to 12 months 1 to 5 Years 5 to 10 years greater than 10
S&S
All
2000 YTD Accidents by Time of Day
8%
13%
21%
9%
12%
6%
1%
30%
17%
6%
11% 11%
6% 6%
0%
44%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
6 - 8 AM 8 - 10 AM 10 - noon Noon - 2PM
2 - 4 PM 4 - 6 PM After 6 PM N/G
All
S&S
Planning: Pre-Project and Pre-Task
Conduct a job hazard analysis (JHA)
Safety part of constructability reviews
Prepare jobsite-specific safety and health programs (based on JHA)
Accident/Incident Investigations
Accident = unplanned event resulting in injury or illness to employees and/ or
property damage
Incident = Near Miss (Near–Hit…!) Almost an accident
BOTH need to be investigated for “root cause”
Also need program to identify and address (abate)POTENTIAL incidents and accidents
The Hidden Costs of Accidents
Far Exceed Costs of
a Safety Culture
Safety Culture
Accidents
Accident/Incident Investigations
All Accidents are Preventable Accidents are “Triggered” by Behavior Accident Causes are Systemic Accidents are Not “Accidental” Accidents are Symptoms, not Problems Accident Causes Rarely Exist at the Scene Accidents are Not the Target of HPCs
Accident/Incident InvestigationsThe Old Way…
Unsafe acts and unsafe conditions are the
two primary categories of incident investigation.
The New Way…
Root causes are determined and analyzed
for opportunities to improve the system.
Accident/Incident Investigations
The Old Way…
Individuals are afraid to report incidents for fear
of blame and hassle
The New Way…
Incident investigations focus on root cause.
Hassle is minimized. The value of investigations
is recognized and rewarded by management.
Accident/Incident Investigations
Investigation of a near-hit or employeeobservation/complaint reveals that a primarymachine guard has been removed.
The guard need to be replaced, but don’t just put itback…find out why it was removed (root cause)
Identifying the root cause will help fix the “system”
Drug and Alcohol TestingDrug and alcohol testing has been on the rise in recent years. Why?...
Statistics show that testing programs result in a decrease in work-related accidents and incidents
Testing procedures are more accurate
Confidentiality has been addressed
The benefits are more obvious(source: SMACNA Safety Survey Profile Report)
Written Policies and Procedures
Provide a “roadmap” to a successful program
Communicates the rights and responsibilities of employer and employees
Written Policies and Procedures
Prioritze Your Efforts
Review Your OSHA Injury and Illness Logs (trends)
Top 10 Most Frequently Cited OSHA Standards
Frequency VS Severity
Industry Facts (SMACNA reports cuts, sprains and strains, eye injuries, and falls)
OSHA Special Emphasis Programs(falls, motor vehicles, electrical, machinery)