WELCOME

1. ACHIEVING A SAFETY CULTURE CORPORATE SAFETY TRAINING 29 CFR 1910 WELCOME

2. COURSE OBJECTIVES • Define the term “Corporate Safety Culture”. • Discuss the local safety policy. • Discuss responsibilities at all levels. • Discuss the concept “A Corporate Safety Culture”. • Discuss ways to motivate employees. • Discuss Incentives verses Recognition.

3. ABOUT THIS COURSE This course is intended to provide employees with an overview of the actions required to help achieve a “Corporate Safety Culture” within the company. This training will significantly aid employees in understanding this concept. This training is not meant to replace other training required by OSHA.

4. COMPANY SAFETY POLICY The personal safety and health of each employee of a company is of primary importance. The prevention of occupationally-induced injuries and illnesses is of such consequence that it will be given precedence over operating productivity whenever necessary. To the greatest degree possible, this company will provide all mechanical and physical facilities required for personal safety and health in keeping with the highest standards.

5. WHAT IS A SAFETY CULTURE? A safety culture is a behavioral climate within a company that promotes, rewards, and controls safety in such a way as to make safety a part of business instead of a condition of business.

6. Improve Quality. Improve Absenteeism. Maintain a Healthier Work Force. Reduce Injury and Illness Rates. Acceptance of High-Turnover Jobs. Workers Feel Good About Their Work. Reduce Workers’ Compensation Costs. Elevate SAFETY to a Higher Level of Awareness. ACHIEVING A SAFETY CULTURE IS IMPORTANT A GOOD PROGRAM WILL HELP:

7. DEDICATION PERSONAL INTEREST EMPLOYEE SUPPORT MANAGEMENT COMMITMENT PROGRAM IMPLEMENTATION ACHIEVING A SAFETY CULTURE REQUIRES: NOTE: UNDERSTANDING AND SUPPORT FROM THE WORK FORCE IS ESSENTIAL, WITHOUT IT THE PROGRAM WILL FAIL!

8. Considerations: MANAGEMENT’S ROLE • 1. Support the Program. • 2. Get Involved In Safety. Learn! • 3. Ensure Your Support Is Visible. • 4. Implement Ways to Measure Effectiveness. • 5. Attend the Same Training As Your Workers. • 6. Interact With Your Workers, Learn Their Problems. • 7. Insist on Periodic Follow-up & Program Review. • 8. Follow-up on the Actions You Took.

9. Considerations: THE SUPERVISOR’S ROLE • 1. Get To Know Your Workers. • 2. Learn What Motivates Your Workers. • 3. Never Ridicule Any Injury or Near Miss. • 4. Be Positive, Motivate, and Reward. • 5. Find Ways to Measure Safe Behavior. • 6. Attend the Same Training As Your Workers. • 7. Be Proactive - Get Involved in Safety. • 8. Be Professional - You Could Save a Life Today. • 9. Follow-up on the Actions You Took.

10. Considerations: THE EMPLOYEE’S ROLE • 1. Get Involved In The Safety Program. • 2. Contribute to Make Corrective Actions. • 3. Understand How Your Behavior Affects Job Safety. • 4. Report All Accidents and Near-Misses Immediately. • 5. Be Proactive and Professional. • 6. Report All Safety Problems or Deficiencies. • 7. Follow-up With Any Additional Information.

11. Know the differences between incentive and recognition Provide appropriate safety incentives at all levels Promote appropriate safety recognition at all levels Understand “theories” of accident causation Evaluate the different approaches to worker safety Encourage performance & achievement Discourage “injury-based” safety systems SAFETY INCENTIVES & RECOGNITION

12. Incentives are usually physical in nature - Money - Gifts - Time off Incentive programs are only partially effective Incentive programs can create good competition Employees notice what others have gained Incentives only temporarily change behavior When incentives are removed behavior reverts In Short, Incentives are most effective when combined with other facets of the program WHAT IS INCENTIVE? GENERALLY TANGIBLE TO OTHERS

13. Recognition is motivational in nature Recognition can change behavior Recognition is more lasting than incentives Recognition must be done before coworkers Can be combined with tangible incentives Some examples include: - Public praise - Certificates of accomplishment - Personal recognition from management - Other similar initiatives as appropriate WHAT IS RECOGNITION? GENERALLY INTANGIBLE TO OTHERS

14. FACTORS AFFECTING RECOGNITION • People respond to different types of recognition • Learn the person, learn what they respond to • Multiple types of incentive/recognition work best • Good example: - Praise the individual before his/her peers (intangible) - Praise the individual in private (intangible) - Give a displayable plaque (tangible) - Give a displayable certificate (tangible) - Give a bonus or monetary award (tangible)

15. Incentives sometimes are construed to mean: - Workers are careless - Workers are accident prone - Workers have bad attitudes - Accidents can be stopped by giving trinkets - Accidents are caused exclusively by people - Machines don’t cause accidents, people do Teach employees to understand that: - Incentives play only a partial role in injury reduction SOME ASSUMPTIONS ABOUT INCENTIVES

16. Based on “injury” statistics only Based on “recordable injuries” Doesn’t include “close calls” Frequency not a good indicator of “risk” Provides little information about risk management Statistics provide little more than “indicators” Statistics provide a starting point WHAT DO STATISTICS TELL US? STATISTICS

17. BEHAVIOR PRINCIPLES WHAT IS BEHAVIOR? Behavior Is What a Person Does or Says. What Causes a Person to Take This Particular Behavior or Course of Action Depends On Other Influencing Factors. Attitude and Situational Conditions Cause The Particular Behavior.

18. Motivation. Intelligence. Emotions. Experience. Attitude Situational Conditions. BEHAVIOR PRINCIPLES Continued • What Influences Behavior? • Desire • Need. • Abilities. • Skills. • Ambition. What Else Can You Think Of?

19. Determine What Motivates The Behavior. -- Lack of Training? -- Working Conditions? -- Personal Problems? Work-Related Problem? - Try and Fix It. Personal Problem? - Work Within Company Resources Find Positive Ways To Discourage Unacceptable Behavior. BEHAVIOR PRINCIPLES Continued • When The Reason For Behavior is Not Known.

20. BEHAVIOR REINFORCEMENT WHAT IS BEHAVIOR REINFORCEMENT? Reinforcement Is Any Consequence That Increases the Likelihood That the Behavior It Follows Will Occur in the Future. In Other Words, If You Promote a Behavior and Make Someone Feel Good About Performing That Behavior, or Give Them a Reason to Perform That Behavior, Its Occurrence in the Future Will Likely Increase.

21. REINFORCEMENT BEHAVIOR REINFORCEMENT Continued Acceptable Behavior Must Be Constantly Reinforced. Never Miss an Opportunity to Give a Pat on the Back for Acceptable Behavior. People usually Respond to Positive Reinforcement.

22. REINFORCEMENT BEHAVIOR REINFORCEMENT Continued Unacceptable Behavior Must Never be Reinforced. Always Promote the Acceptable Behavior Required for a Given Situation.

23. Reinforcement Considerations: BEHAVIOR REINFORCEMENT Continued • 1. Reinforce Frequently, and In Public. • 2. Reinforce ONLY for Acceptable Behavior. • 3. Reinforce Immediately, Never Wait. • 4. Reinforce During the Safe Behavior if Possible. • 5. Be Specific About the Reinforced Behavior. • 6. Give Non-Verbal Positive Cues. (Nods, Smiles etc.) • 7. Be Totally Positive. • 8. Be Sincere. People See a Lot, But Don’t Say a Lot. • 9. Accentuate The Positive.

24. Works For a Determinant Period Only. Once an Accident Occurs, No Incentive Remains. Usefulness Usually Degrades Over a Period of Time. Doesn’t Permanently Alter Unacceptable Behavior. Diminishes Supervisory Control. BEHAVIOR REINFORCEMENT Continued • Rewarding For No Accidents.

25. Is The Individual Due a Raise? Is a Salary Review Needed For The Job? Is The Amount of “Piecework” Pay Appropriate? Is There a Bonus Program? Are There Monetary Rewards for Safe Behavior? Are There Other Incentive Rewards for Safe Behaviors? Is There a Safety Suggestion Program? HOW MUCH OF A MOTIVATOR IS MONEY? MOTIVATIONAL TECHNIQUES • Money and Behavior. What Else Can You Think Of?

26. This Approach Holds That Individuals Can Be Motivated by Properly Designing Their Work Environment and Praising Their Performance. Holds That: Punishment for Poor Performance Produces Negative Results. Goal Setting With Employee Participation Is Essential. Periodic Re-Evaluation Is Essential. Requires Frequent Work Environment Adjustments. Requires Detailed Planning and Training of Workforce. MOTIVATIONAL TECHNIQUES Continued • Positive Reinforcement and Behavior.

27. People Are Motivated by Being Consulted on Actions That Effect Them. People Know Their Jobs. What Safety Program Changes Can They Bring to the Work Environment? People In Many Cases Know the Safety Problems and Safety Solutions. Just Ask. Participation In The Safety Program Satisfies Affiliation and Acceptance Needs. Workers Must Know That Final Decisions Are Reserved to Management. But Tell Them Why! MOTIVATIONAL TECHNIQUES Continued • Employee Participation and Behavior.

28. ATTITUDE MOTIVATION CHANGES ATTITUDE AND ATTITUDE DRIVES BEHAVIOR When a Person’s Attitude Changes, His or Her Behavior Will Typically Follow. Assuming He or She Has Adequate Knowledge of the Safe Working Conditions in the Work Environment. When You Eliminate Every Other Reason for Unacceptable Behavior, What Is Left It Attitudinal.

29. ATTITUDE IS IMPORTANT SAFETY AS PART OF THE WORK ENVIRONMENT If a Person Understands That His or Her Safety at Work is Controllable in a Measurable Way, Acceptance of the Safety Culture as an Essential Part of the Work Environment Will Be Increased. Safe Attitudes and Behaviors Will Naturally Follow. AND!

30. ATTITUDE IS IMPORTANT Continued SAFETY AND PEER SUPPORT Once Safe Attitudes are a Normal Element in the Work Environment, Behavior Will Be Influenced. Then, Peers and Coworkers Expect Each Other To Practice Safety as a Part of Work and Not a Requirement of Work. When This Moment Occurs The Safety Culture is Born. At This Point Co-workers Will Expect Each Other’s Protection and Accident Rates Will Decrease.

31. ATTITUDE IS IMPORTANT Continued SUSTAINING SAFE BEHAVIOR Management Is Responsible to Promote a Safety Culture. Everyone is Responsible For Sustaining a Safety Culture. Attitude Is the Key To Sustaining a Safe Work Environment.

32. Focus on The Individual - But, Try To Please Everyone. Good Behavior Can Be Enhanced By Accommodating The Majority. Please As Many People As Is Practical. Bad Behavior Should Be Studied To Determine Causation. THE HUMAN FACTOR HOW DO YOU MOTIVATE THE CORE INDIVIDUAL Rules, Policies, Schedules, Jobs Etc., Must Accommodate The Majority.

33. Always Treat People With Respect. Always Treat People Equally. Assume People Will Talk. It Will Keep You Straight. Never Ridicule Good Behavior In Jest. Remember, It Takes Two To Argue. Draw a Line. Walk Away From Conflict, And Address It Later. Argue Constructively If You Must Argue. If Safety Is Critical To The Issue, Stand Your Ground. THE HUMAN FACTOR Continued PERSONAL DIGNITY IS CRITICAL TO GOOD BEHAVIOR People Must Be Treated With Respect No Matter What Their Position In the Company.

34. Reinforce Good Behavior. Discourage Bad Behavior. Learn What Motivates Your Employees Learn Your Employees Strengths and Weaknesses. Learn Strengths, Reward Them and Use Them. Learn Weaknesses and Help To Improve Them. Understand That Home Life Can Overflow Into Work. Be Prepared To Deal With Unpredictable Situations. Understand Group Behavior Verses Personal Behavior. THE HUMAN FACTOR Continued CONSIDER THE WHOLE PERSON People Are the Sum Total of Their Experience, Combined With Their Genetic Make-up.

35. ACCIDENT CAUSATION WHAT CAUSES ACCIDENTS? ?

36. Was he or she properly trained? Did the employee know not to use it? Was he or she reminded not to use it? Why did the supervisor allow its use? Did the supervisor examine the job first? Why was the defective ladder not found? Are procedures in place for defective equipment? ACCIDENT CAUSATION Continued USE OF A BROKEN LADDER RESULTS IN AN ACCIDENT • Contributing Factors

37. Improper attitude. Lack of knowledge or skill. Physical or mental impairment. Improper Attitude ACCIDENT CAUSATION Continued • Behavioristic Causes I’ve Never Been Hurt Before

38. Horseplay. Defeating safety devices. Failure to secure or warn. Operating without authority. Working on moving equipment. Taking an unsafe position or posture. Operating or working at an unsafe speed. Unsafe loading, placing, mixing, combining. Failure to use personal protective equipment. ACCIDENT CAUSATION Continued • Behavioristic Causes

39. Improper PPE. Improper tools. Improper guarding. Poor housekeeping. Improper ventilation. Defective equipment. Improper illumination. Unsafe dress or apparel. Hazardous arrangement. ACCIDENT CAUSATION Continued • Unsafe Conditions (Environmental)

40. Fatigue. Defective hearing. Defective eyesight. Muscular weakness. Lack of required skill. Lack of required knowledge. Intoxication (alcohol, drugs). ACCIDENT CAUSATION Continued • Unsafe Personal Factors

41. Slip, Trip. Struck by. Overexertion. Struck against. Fall on same level. Fall to different level. Caught in, on, or between. Contact with - heat or cold. Contact with - electric current. Inhalation, absorption, ingestion, poisoning. ACCIDENT CAUSATION Continued • Types of Accidents

42. WHAT’S LEFT? ATTITUDE! A FINAL THOUGHT • When you: • Eliminate Unsafe Environmental Conditions. • Upgrade Engineering Controls. • Optimize Administrative Controls. • Provide Adequate Personal Protective Equipment. ATTITUDE DRIVES BEHAVIOR

43. WHAT’S LEFT? A CORPORATE SAFETY CULTURE! THE END RESULT • When Behavior: • Causes Management to Fully Support the Program. • Causes Employees to Promote Safety. • Contributes To a Safe Work Environment. • Causes a Measurable Reduction In Accidents.