2. Humanitarian need
Regulatory compliance
Liability and cost control
Operational risk reduction
Improved productivity
“Valued neighbor”
3. Establish company values
Set and enforce company policies
Consistently demonstrate commitment
Be the “role model” for desired behavior
Communicate expectations
Create desired work culture
Stay on top of things, and follow up
5. “We don’t have time for Safety.”
Do you have time for lost productivity?
Do you have time for increased insurance premiums?
Do you have time for diminished morale & high turn-over among employees?
Do you have time for an OSHA mandated shut-down?
“Can-do” attitude when it comes to safety.
“We CAN improve our processes!”
“We CAN make our environment safer for employees!”
6. Incident Incident
Awareness is generally higher post-incident.
That is…until complacency creeps back in, leading to yet another incident.
We need a progressive awareness level.
7. Lead by example.
Report ALL near misses and injuries (no matter how slight).
If you see an unsafe act or condition, STOP the process.
Give feedback on how things can be improved and made safer.
Consistently coach on the correct and safe way to perform a process.
8. Hold people accountable for their Safety performance.
Use the disciplinary policy. Give me the write-up.
Give verbal coaching to employees.
You ARE your brother’s keeper (all team members responsible for the short-
comings of the individual).
9. Support Management & Employee efforts to establish a solid safety
culture.
Communicate rules and procedures.
Know the work you are supervising.
Inspect what you expect.
Enforce rules and procedures.
NEVER allow deviation from established procedures.
10. Know the rules.
Be familiar with laws, directives and policies mandated by the company and
customers, OSHA and other regulatory agencies.
Play by the rules.
Encourage others to participate.
Be visible.
11. Ensure employees are aware of their expectations.
Do you understand that safety is a condition of employment?
Do you understand your safety responsibilities?
Inform employees of any changes to procedure or expectations.
Be transparent as to the reasons for policy or procedure.
Provide feedback on performance.
Invite feedback on safety concerns.
12. Supervisors being on the floor all day makes this need little
explanation.
13. Develop an eye for “the wrong”.
Is it out of place?
Is it safe?
Is it broken?
Is it according to procedure?
Can it be improved upon?
Is it being done according to my expectations?
14. Take swift action if upon inspecting you see unsafe acts or conditions.
In writing is preferable.
Encourage others to take action against unsafe acts and conditions.
Inspire employees to hold each other accountable for unsafe acts and
conditions.
15. Point out the unsafe act or condition.
Get the employee to acknowledge the act or condition as unsafe .
Have them explain the risks of the unsafe act or condition.
Get the employee to agree that the gains did not outweigh the consequences.
Inspire the employee to suggest a proper, safe behavior.
Establish a formal action plan for improvement.
16. Be consistent and unbiased.
Evaluate the frequency and severity of the act.
Approach employee with his or her best interests in mind.
Remind employee about external effects of incidents.
“Discipline is the instant willing obedience to all orders, respect for authority and teamwork.”
“Through pain comes discipline.”
17. Verbal acknowledgment
“Good job doing that thing you did!”
Public praise
“I’d like to give a shout-out to my homeboy who did that thing yesterday!”
Material rewards
“Thanks for doing that thing, here is a candy bar!”
18. Task planning
Employee education
Enforcement
Leadership by example
Clear communication
