Building Your Safety Culture Paul J. Miller, CSP Paul J. Miller, CSP Risk Consultant Risk Consultant

What is Culture?

CULTURECULTURE 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 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 Culture Culture n Safety is an integral part of operations – It’s a Value n Management Commitment n Employee Commitment Accountability n Measurements n Performance Appraisals n Charge Back of Costs Top Mgmt. Support n Safety Director n Accident Investigation n Training Recognition n Inspections n Safety Committees n Incentive Programs Awareness n Safety Posters n Safety Handouts n Warning Signs Time Commitment

Obstacles to Cultural Change 15%70%15% Super Motivated, movers and shakers Go along with the flow Citizens Against Virtually Everything

Moral/Ethical Implications  Fatalities  Family  Friends Safe work practices needs to be a value and should be a core principle.

Legal Implications  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 Investigation

Balanced Triangle Unbalanced Triangle Knowledge Skill Desire Skill Knowledge Behavior Triangle

Consequence-Feedback Model Impact on Behavior Type of Consequence StrongestSoonCertainPositive StrongLateCertainPositive SoonUncertainPositive SoonCertainNegative WeakLateUncertainPositive SoonUncertainNegative LateCertainNegative WeakestLateUncertainNegative

Rewards 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? 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 Pyramid Fatality Severe Injury Minor Injury Near Miss Unsafe Acts ,000 20,000

STRESS

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

The Training Sequence  Tell Them  Show them  Have Them Do It  Follow up

LeadershipLeadership 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. 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 Accountability 1. DEFINE 2. MEASURE 3. REWARD

“What Gets Measured Gets Done”

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

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 change

What’s In It for Me? Fewer Injuries Lower Overhead Better Pay/Benefits Better Equipment Reduced Medical/ Insurance Cost Motivated Employees Greater Productivity Improved Quality Increased Efficiency More Satisfied Customers More Opportunity ENHANCED CULTURE Profit

Brainstorming Session