“Old and New” The Old Way = Safety Program The New Way = Safety Culture.

“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


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 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


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


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


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 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)


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


Examples of leading indicators are

attendance at training sessions

safety inspections conducted

safety-related work orders completed

safety suggestions reported and implemented.


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)


Old Way …

Safe behavior is encouraged through

slogans and posters

New Way…

Safe behavior is rewarded as part of the

performance process


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


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.


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.


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)

“Old and New” The Old Way = Safety Program The New Way = Safety Culture.

Documents

Transcript of “Old and New” The Old Way = Safety Program The New Way = Safety Culture.