1. Presented by Mark Norton, MAOM, RSP Norton Safety Services 1 © NSS

2.  Promotes continuous improvement  Helps to shape and form the culture  Improves a variety of workplace issues  Drives down injuries and illnesses  Strengthens organizations  Creates a sense of ownership. (C) NSS2

3.  If I were hurt seriously today it would impact my life How?  Consider all of the following (C) NSS3

4.  Yet employees still get hurt  Injury rates are still elevated  Safety behaviors are still lacking Some companies can’t even spell safety 4 © NSS

5.  Production focused culture “Get -er- Done”  Systematic breakdowns such as failure to train  Failure to speak up when witnessing unsafe acts  I will only take the risk this time  Being a team player for the wrong team (C) NSS5

6.  Or so they thought  2 men buried alive, one died  2 years in court 6 © NSS

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8.  Usually there is more than 1 cause  Most investigations short of being thorough  Sometimes you can have many causes (C) NSS8

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10. Decisions are made for a reason In the mind of the employee it made sense… The important thing is why … 10 © NSS

11. Personal Factors Experience Positive / Negative Knowledge / Skill Age Physical Ability 11 ©NSS

12.  Situational Factors Rushing Control Stress 12 © NSS

14.  Organizational Factors Peer Behavior Leadership behavior Safety System 14 © NSS

15.  Because we allow them to

16. No real commitment Managers Employees No effort to determine hazards No prevention or control No safety or health training What are the odds Safety is common sense We have been doing it this way for 30 years IIR keep climbing Never too late to change Management leadership & employee involvement Worksite analysis Hazard prevention and control Safety & Health Training Constantly improving Employee ownership Safety is a value IIR Rates Reduced © NSS

17.  Atmosphere 17 © NSS

18.  What’s the payoff for the behavior ▪ For example: Eye protection, many excuses as to why its not on. 18 © NSS

19. 19 Organizational behavior

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21. 21 Can you be so sure? What drives this type of behavior?

22.  Even when the risk is great I still may not live up to my role? 22 © NSS

23. 23  What methods do you have in place?  Are they effective?  Can improvements be made  Examples of reporting methods

24. © NSS 24 Management Leadership & Employee Involvement Worksite analysis Hazard Prevention & Control Safety & Health Training

25.  Messages not clear  Messages have hidden meaning  Message sent not received as intended © NSS 25

26.  Clear  I am taken seriously  Follow-up  Action and Deed match up (C) NSS26

27.  How do you demonstrate that value?  What actions  What behaviors (C) NSS27

28.  What have I contributed today?  What did I learn today?  How can I make a difference in the quality of the safety and health management system?

29.  Must understand the work situation  Understand the risks  Be willing to contribute to the overall culture (C) NSS29

30.  There is a difference

31.  Are your priorities in-line with your values?