Safety Legislation Project

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Using all that you have learned in this course plus the course resources, explain how you would establish a safety and health management system that assures compliance with OSHA regulations? How would you go beyond OSHA compliance to create safety performance that would gain your organization recognition as one of the safest places to work in America?

Welcome!
SFTY 314
Safety Legislation
October 2, 2012

Today

DATE TOPIC Reading
10/2 #3 Most Cited General Industry Standard
Respiratory protection, general industry (29 CFR 1910.134) Read the Standard 

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Respiratory Protection
Video

Discussion Questions
1. Explain the importance of employee referrals to Hautelook’s recruiting.
 
Having been referred by an existing employee is an excellent indicator that the referred individual has good skills for the job and good character. Hautelook views referrals as the way to recruit the best new employees.
 
2. Why does Hautelook prefer internal candidates for promotion rather than hiring from outside?
 
Internal candidates already know the company’s business and values well, and know the people they will be working with, and do not have to go through a learning process to find out how the company functions and how to succeed in the company.
 
3. How does Hautelook recommend that job-seekers use employment agencies?
 
They recommend that job-seekers use private employment agencies that deal with a lot of the kinds of jobs in one’s own field, and that have recruiters that the job-seeker wants to work with.
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What would you most like to learn about in our class on 10/4?
Team 1 Safety
Team 2 Career Development
Team 3 Professional Development
Team 4 Other topics
10/4  Student Choice

Next Assignment
Due Thursday, October 18
50 Points

Coming Up…

DATE TOPIC Reading
10/4  Student Choice  

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Minute Paper
SFTY 314
Date: 10/2/12

Welcome!
SFTY 314
Safety Legislation
October 16, 2012

Today
DATE TOPIC PREPARATION FOR CLASS AND ASSIGNMENTS DUE
10/16 Guest Presenters
Jeff Carter – Retired Deputy Commissioner of the Indiana Department of Labor, Indiana OSHA
Tim Maley – New Deputy Commissioner of the Indiana Department of Labor, Indiana OSHA

Coming Up
DATE TOPIC PREPARATION FOR CLASS AND ASSIGNMENTS DUE
10/18 Guest Presenter – Bill Oliver, AET

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Welcome!
SFTY 314
Safety Legislation
November 13, 2012

Today
DATE TOPIC
11/13 OSHA Inspections

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What does an OSHA Inspector do?
What skills are needed?

How do future safety professionals learn how to develop safety radar?

Your Safety Radar

Class Discussion

How do you develop your safety radar?

Techniques for Hazard
Recognition
2 Days / 1.4 CEUs
Learn to:
Use a variety of hazard recognition methods
select the appropriate hazard recognition method for your organization
Establish a management system that develops, implements and audits routinely the various hazard recognition techniques needed
Train your workforce on a variety of techniques for hazard recognition

What’s wrong with this photo?

Exit must not be blocked by storage. 
Exit door must swing outward. 
Exit door should have panic hardware or open with minimal force. 
Looks like there are unapproved temporary wires run from electric line servicing exit sign.  
Other observations: a) poor housekeeping; b) uncovered telecommunications panel and disorderly arrangement of phone lines.

Video

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What is Behavior-Based Safety?

Behavior-Based Safety
Behavior-Based Safety is a process that helps employees identify and choose a safe behavior over an unsafe one.
Handout

Behavior Based Safety
Gary Peacock
Safety Consultant
Ohio BWC

Objectives
The benefits of behavior-based systems.
The basic principles of how to motivate safe behavior.
A company’s readiness for behavior-based safety.
Compare and contrast the different behavior-based systems on the market today.

Why Safety Programs Do Not Work:

Safety is a priority, not a value!
Safety is not managed in the same manner as production, quality, and cost issues!
Safety is not driven through continuous improvement!

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“Fallacies or Realities” in Safety Fables?
Conditions cause accidents!
Enforcing rules improves safety!
Safety professionals can keep workers safe!
Low accident rates indicate safety programs are working well!
Investigating to find the root cause of accidents will improve safety!
Awareness training improves safety!
Rewards improve safety!

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Core Elements in Successful Safety Programs
A culture that says “safety” is important around here!
A tight accountability system!

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An excellent tool for collecting data on the quality of a company’s safety management system
A scientific way to understand why people behave the way they do when it comes to safety
Properly applied, an effective next step towards creating a truly pro-active safety culture where loss prevention is a core value
Conceptually easy to understand but often hard to implement and sustain
Behavior Based Safety: What Is It?

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In summary then, what is Behavior-Based Safety? It is……
(discuss each of these bullet points)
Emphasize the last bullet point about being easy to understand but difficult to do. Aubrey Daniels has often said “If you think performance management (or behavior-based safety) is easy, you’re doing it all wrong!”

Only about observation and feedback
Concerned only about the behaviors of line employees
A substitution for traditional risk management techniques
About cheating & manipulating people & aversive control
A focus on incident rates without a focus on behavior
A process that does not need employee involvement
Behavior Based Safety: What It Is Not!

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What Behavior-Based Safety is not……
elaborate on each point

Obstacles To Success:
Poorly Maintained Facilities
Top-down Management Practices
Poor Planning/Execution
Inadequate Training

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Keys to Success:
Meaningful Employee Empowerment
Designing a Well Planned and Supported BBS Process
Managing BBS Process with Integrity

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What percentage of accidents are a result of:
Unsafe conditions, OSHA violations, dangerous equipment? _____%
Unsafe actions, at-risk behaviors, poor decisions? _____%

What percentage of accidents are a result of:
Unsafe conditions, OSHA violations, dangerous equipment? 6%
Unsafe actions, at-risk behaviors, poor decisions? 94%

Therefore, compliance is necessary but not sufficient for great safety.
Safety is about people, and behavior is the challenge.

Traditional Safety
Fewer Accidents
Safety Training
Policies
Slogans
Safety Meetings
Contests & Awards
Committees & Councils
Reprimands
Regulations

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9

Behavior Based Safety
Fewer at-risk Behaviors

Safety Activities
Fewer Accidents

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10

What Behavior-based is…
Safe People vs
Safe Places
Injuries Equal
Management Errors
Behavior
Management
Measure Behaviors
vs Results

Observation & Feedback
Positive
Reinforcement

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2

Organizational Performance Model
Great Performance
Systems
Behaviors
Climate

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Systems
Accountability

Communication

Decision Making

Measurement
Orientation

Training

Employment

Auditing

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Behaviors
Honesty and Integrity
Ask for help without taking responsibility
Recognition

Observation and feedback
Trust
Listen with empathy

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Climate Variables
Confidence/trust
Interest in people
Understanding problems
Training/helping
Teaching to solve problems
Much information
Approachability
Recognition
– Rensis Likert

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Turn & Talk
What is the primary purpose of a supervisor?
What is the most effective way to motivate people?

ð Activators (what needs to be done)
ð Competencies (how it needs to be done)
ð Consequences (what happens if it is done)

Human Behavior is a function of :

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Implementing change in organizations requires that management tap into the vast, underutilized talents of the people within the organization. In order to do that, management needs to understand the forces that drive human behavior.

The three forces are: activators, competencies, and consequences.

Activators precede behavior. If activators are effective then they get the right behaviors started.

Competencies are the skills and abilities that people possess now or will need to posses in order to perform the desired functions. Competencies are demonstrated on the job in the form of behaviors.

Consequences are the most powerful force. The consequences of a person’s actions determine whether he or she will continue or increase the desired behavior or discontinue or decrease it.

The challenge is to use consequences in a strategic and honest way in order to create a win/win situation for everyone, not a win/win for some and a win/lose situation for others.

Human behavior is both:

ð Observable
ð Measurable
therefore
Behavior can be managed !

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Behavior, in its simplest definition, is anything that you see a person do. Typing at a computer terminal is behavior. Driving a car is behavior. Playing a piano is behavior. Taking out the trash is behavior. Brushing your teeth is behavior. If you can see it, you are seeing BEHAVIOR.
Because we can easily see most people’s behavior we can therefore count or measure behavior if we want to. If you are driving in a car with someone you can easily count how many times they went over the posted speed limit. You can count how many times they actually came to a complete stop for a stop sign. At work you can count how many people in a shop area are wearing safety glasses. You can count how many times a person performs a repetitious job in accordance with the recommended steps listed on a safe job procedure. You can count how many times forklift operators enter a semi-trailer without bothering to check if the trailer wheels are chocked or the trailer is restrained.
Because behavior is both observable and measurable, we can therefore manage behavior. For example, if you were a truck driver’s supervisor and you were riding with him/her you could observe if they were driving at or below the posted speed limit. You could manage the at risk behavior of exceeding the speed limit through the use of warnings such as “Slow down, you are exceeding the speed limit”, or “If I see you exceed the speed limit again I’ll give you a written warning” (negative reinforcement), or “If you don’t go over the speed limit any more on this trip today, when we return to the terminal I will let you go clock out early” (positive reinforcement).

Attitudes

Are inside a person’s head -therefore they are not observable or measurable

Attitudes can be changed by changing behaviors
however

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We often hear managers talk about an employee having a “bad attitude towards safety” or a “bad attitude about work in general” or that an employee “has a good attitude towards his/her job.” These statements reflect an overall perception that has been formed by observing a series of behaviors over time. Unfortunately they are not precise enough statements to allow us to pinpoint the specific behaviors that were being observed over time that led to this perception.

You cannot see a person’s attitude. You can see his/her behaviors and form an opinion on what is causing that “attitude” but you can never be 100% certain that you are right.

If our perception of a person’s attitude is based on our observation of his/her behaviors, remember that we just said that we can manage behaviors. If we can manage behaviors effectively enough we can get people to perform differently. If they perform differently long enough and are provided with positive reinforcement for their behavior changes, their attitude towards a particular work task will begin to change. How we manage behaviors will determine if that attitude change takes place quickly or slowly. If we use the technique of positive reinforcement we are likely to see the most rapid change. If we use mostly negative reinforcement and punishment we will probably see a slow change in attitude or perhaps very little change at all.

ABC Model
Antecedents
(trigger behavior)
Behavior
(human performance)
Consequences
(either reinforce or punish behavior)

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The ABC model of behavior change has 3 components that lend it it’s name:

Antecedents (also frequently referred to as activators) are objects, people, sensory perceptions, or environmental stimuli that serve as the trigger for a particular behavior. For example, seeing a stop sign is a trigger for a driver to slow down and cover the brake before coming to a stop.
Behavior, as we have already said, is anything that you are able to observe a person do – walk, sit, stand, grasp, lift, read, sleep, etc..
Consequences are what the person who performs the behavior perceives or actually receives when he/she demonstrates a particular behavior. Consequences can either reinforce behavior (leading to an increase in performance) or punish or work to make the behavior extinct (leading to a decrease in performance).
We will cover these three components in more detail now.

Definitions:
Activators: A person, place, thing or event that happens before a behavior takes place that encourages you to perform that behavior.

Activators only set the stage for behavior or performance – they don’t control it.

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Let’s look at the formal definition of activator. Can you give me some examples of activators? After you have given me the activator, tell me what behavior it triggers in you. I stress “in you” because what is an activator for you may not be an activator for another person.

Examples of activators include:
Stop sign
Speedometer
Car horn
Alarm clock
Signs: No Parking, Smile You Are on Radar, Caution, Danger Thin Ice
Any training event
A flat tire
Ringing telephone
Policy/procedure manual
Suggestion box
At a Cambridge Center for Behavioral Studies forum on Executive Leadership it was estimated that executives spend 80% of their time working on activators such as policy, strategy, planning, budgets, etc. If activators only set the stage for performance but don’t control it is this a good use of their time?

Some examples of activators

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What does seeing the road sign on the top left cause you to do when you are driving? Does your behavior change when this activator is combined with another activator such as whether it is daylight or in the night time? When the roads are dry or icy? When you see dead deer by the side of the road in the area where these signs are placed?

How about the sign on the top right? What does this cause you to do? Does it make a difference in your behavior if it is night or day? If you are driving in an area that you are familiar with and have passed this sign many times before or in a new, unfamiliar area?

What about the speed checked by radar sign? Does this cause you to slow down? Turn up the volume on your radar detector? Trigger a memory of a recent speeding ticket that you got? Become more vigilant to scan the horizon for signs of unmarked or hidden police cruisers?

And what about that Caution sign? Would that cause you to change your behavior? Become more aware of where you are walking?

As we said earlier, activators only the set the stage for behavior – they don’t control it. The influence that an activator has on a person’s behavior is heavily dependent on the consequences that occurred in the presence of that activator in the past.

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Behavior: Any directly measurable thing that a person does, including speaking, acting, and performing physical functions.
Definitions:

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Let’s now look at the formal definition of BEHAVIOR.

When we say ‘pinpoint’ what do you think we mean?

A pinpoint is a specific description of a person’s behavior. For example, if you say you observed “someone working” that would not be a pinpoint.

A pinpoint description of someone working might be “sitting at a computer terminal and typing data from paper copies into a software data spreadsheet”.

A better pinpoint description might be “sitting at a computer terminal with proper workstation setup including 5 caster, adjustable chair with lumbar support, arms at about a 90 degree angle to the keyboard, feet flat on the floor, monitor placed between 37” and 43” high, and typing data from a properly positioned document holder into a software data spreadsheet.”

Some examples of behavior:

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Here are some other examples of behavior – writing, going for a layup, checking cartons for proper contents, and reading. You could observe and measure these behaviors. Can anyone tell me what is going in the people’s minds? Can you tell me what their ‘attitude’ is?

Definitions:
Consequences: Events that follow behaviors.
Consequences increase or decrease the probability that the behaviors will occur again in the future.
Oh please let it be Bob!
If you don’t send in that payment we’ll take you to court

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A consequence always follows any given behavior.

The consequence may not be obvious to the observer of the behavior but it is very much present for the person performing a behavior.

Because consequences happen so many times a day and are so common, we have learned in many situations to ignore them. They have become automatic, natural consequences.

What are some examples of typical consequences that follow specific behaviors?
Behavior – coin in soda machine / Consequence – can of soda comes out
Behavior – turn on the water faucet / Consequence – water comes out
Behavior – pick up ringing phone / Consequence – you talk to other person
Behavior – sit on the toilet / Consequence – you feel relieved
Behavior – eat a 9 course meal / Consequence – you feel full

Consequences can either increase or decrease the likelihood of that behavior occurring in the future. Can you give me some examples of consequences that increase the likelihood of future behavior? Decrease the likelihood?

Behavioral Model
B = f (c)
Antecedents
Behaviors
Consequences

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Some example of Consequences:

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Man on scale. The consequences of his getting on the scale may be that he is bummed out the rest of the day over how much weight he is putting on. On the other hand he may get on the scale and see that he’s lost a few pounds so he knows that he can go out for burgers and beers with the boys tonight!

Crying child. Children quickly learn how to shape the behaviors of their parents. By crying the child’s consequences may be that Mom and Dad come running to soothe them, or try to bribe the child by saying they can stay up late and watch TV or that if they stop crying they will buy her a new toy tomorrow. These are all positive consequences for the child. What might be some negative consequences?

Traffic cop. Usually we associate cops with negative consequences or punishment. The consequence for parking in a No Parking zone or for failing to feed the parking meter or for speeding may be a ticket. On the other hand for the police officer the consequences of this behavior may be highly reinforcing – a feeling of authority, power, got another bad guy.

As you can see it is not easy to try and guess what the consequences of a particular behavior are for the person receiving those consequences. You generally have to ask.

Consequences – How would you view them?
Sunbathing
Aggressive Drivers

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Note: this overhead and the following one should be used by the instructor to develop a list of positive and negative consequences (as seen through the eyes of the sunbather, aggressive driver, battery handler, and errant parker). From this list the instructor will then use some of the consequences to perform an ABC analysis to gain a better understanding of why the behaviors may be occurring and how easy or hard it may be to change the behavior.

Sunbathing: what are some of the consequences of this behavior? Let’s list them on the board under the headings of Positive and Negative. Some might be:
Positive Negative
Relaxing Hot sun
Good tan says “healthy” Sand flies, sand and oils
Perceived more beautiful Skin cancer potential increased
Socializing with other sunbathers Traffic driving to beach
Watch the hunks & babes Embarassed by my naked body
Aggressive Driver:
Positive Negative
Feeling of power May get ticket or accident
Forcing poor drivers off the road May get shoot by another motorist
Teaching others how to drive Hard on car – brakes, gas, shocks

Positive Reinforcement (R+)
(“Do this & you’ll be rewarded”)

Negative Reinforcement (R-)
(“Do this or else you’ll be penalized”)
Punishment (P)
(“If you do this, you’ll be penalized”)
Extinction (E)
(“Ignore it and it’ll go away”)
Only 4 Types of Consequences:
Behavior

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Key Concepts
There are 4 types of consequences: 2 (positive and negative reinforcement) tend to increase behavior; 2 (extinction and punishment) tend to decrease behavior.
Extinction (essentially there’s no consequence). Seldom used in business to decrease undesired safety behaviors, but commonly (unknowingly) used to decrease desired safety behaviors.
Punishment: Very effective & essential — there always will be behaviors which cannot be tolerated. We need to understand how the punishment affects the person being punished. WHEN WOULD YOU USE PUNISHMENT?
Positive and Negative Reinforcement can both increase behavior, but Positive gives the benefit of discretionary effort.
Positive Reinforcement is not necessarily always beneficial: it can increase undesired behavior as well (ex: peer support for violating safety rules)
Consequences are negative or positive based upon receiver’s perception, not sender’s intent

Consequences Influence Behaviors Based Upon Individual Perceptions of:
Timing – immediate or future
Consistency – certain or uncertain
Significance – positive or negative
{
Magnitude – large or small
Impact – personal or other

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Consequences influence behavior based upon three factors: timing, consistency, and significance. Significance is dependent on magnitude and impact. The different combinations of these factors will determine the likelihood of behavior increasing or decreasing in the future.
Timing: Is the consequence immediate or does it happen in the future? For example, the consequence of putting your hand on a red hot burner on the stove is immediate – pain!! The consequence of not exercising for most of your adult life is not so immediate. Poor health in old age may come years down the road from now.
Consistency: Is the consequence certain to happen or is there uncertainty? For example, if everyone who smoked cigarettes was guaranteed that by the time they had smoked their third cigarette they would have developed lung cancer, you’d have a lot less smokers. Because of the high degree of uncertainty of contracting lung cancer due to smoking, many people still smoke.
Significance refers to whether the consequence is viewed as positive or negative by the person who receives the consequence. If I find that a friendly pat on the back by my boss is a positive stroke, another female co-worker may see that hand on her shoulder as a sign of sexual harassment – very negative. Significance means is the consequence of large or small magnitude and what impact does it have on the person receiving it.

Consequences need to be …
Soon vs Delayed
Certain
vs
Uncertain
Positive vs Negative
Personal
vs
Organizational

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Both Positive (R+) & Negative (R-) Reinforcement Can Increase Behavior
R+ : any consequence that follows a behavior and increases the probability that the behavior will occur more often in the future – You get something you want
R- : a consequence that strengthens any behavior that reduces or terminates the behavior – You escape or avoid something you don’t want

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Positive reinforcement increases the likelihood of future behavior because the person who receives the consequences gets something they want. Positive reinforcement maximizes performance.

It is important to note that if you are the person who is delivering the consequence for another person’s actions (behavior) and what you are delivering would be positive if it were given to you, it may not be positive for the receiver.

For example, you are the supervisor of an employee who has put in tremendous extra effort to get a project completed ahead of schedule and under budget. You want to provide some positive reinforcement to that person so you give him two tickets to the opera (which you love to attend). Unbeknownst to you the person hates the opera and would have preferred 2 tickets to the monster truck show. The 2 opera tickets may actually now be viewed as punishment.

Negative reinforcement increases behavior because a person is trying to avoid or escape something they don’t want. For example as a supervisor you have a deadline to meet and it doesn’t look like the project will make it. You tell everyone on the project team that they will be expected to devote 2 nights a week and every Saturday for the next month to working more hours. Suddenly work gets caught up and the project is back on schedule. Negative reinforcement only gets you compliance!

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Good safety suggestion Joe! Keep bringing ‘em up!
R+
R-
One more report like this and you’re outa here!!

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Points to remember on positive reinforcement:
1. it is determined to be positive by the person receiving it
2. it must be delivered contingent on the desired behavior
3. it is the only way to maximize performance
4. anything is reinforcing to somebody, somewhere in the world nothing is reinforcing to everybody in the world
Points to remember about negative reinforcement:
1. it gets you only enough improvement in performance to escape or avoid punishment
2. use of R- has negative side effects, such as escape and avoidance
3. R- never maximizes performance
4. it is only effective when it is followed by positive reinforcement
One way to tell if you are using positive or negative reinforcement to drive performance is to remove the requirement for the performance and see if performance drops. If it does then you were using negative reinforcement. For example, you have a requirement to conduct weekly safety inspections by each supervisor in his/her department and you are currently getting 80% compliance. If you then say the weekly inspections are no longer required, although still a good idea, does the compliance rate drop off?

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Performance
Time
R+
The effects of positive reinforcement

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This chart is a graphical representation of the effects of positive reinforcement on performance improvement – rather dramatic.

Planning and delivery of positive reinforcement is not a natural act for most people. Therefore we need to plan our use of R+ as well as provide R+ to those who use it.

Everybody gets thousands of R+ everyday. Remember that R+ follows behavior and increases its frequency.

Common errors in the use of R+:
Forgetting that what is reinforcing to one person may not be reinforcing to another. You can’t reinforce a team – you can only reinforce the members. Vince Lombardi said “Nothing is more unequal than the equal treatment of unequals.”
Not understanding the relationship between a behavior and a reinforcer. You may be trying to reinforce one thing but actually reinforcing another. See Dilbert comic about $10 paid for every software bug found and fixed.
Forgetting that all reinforcement is immediate. Delayed reinforcement is called a reward. When there is a delay between behavior and its consequences you may get behavior that you don’t want to reward. The best supervisors spend significantly more time out on the floor. Supervision needs to be where the performers are.
Not understanding that you need a high number of R+ to change a single behavior and make sure that change becomes truly embedded. Figuring that one R+ will do it!

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Performance
Time
P
The effects of punishment

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This graph represents the effects of punishment for decreasing performance.

With some safety problems the use of punishment is appropriate because you don’t have time to wait to begin applying positive or negative reinforcement. You need an immediate change in poor performance for the safety of the employee and others.

What are some examples of punishment that have been used for dealing with safety problems?

Some points to remember about punishment:
P weakens or stops behavior
P may cause undesired behaviors to increase
P never solves the root cause of the problem
P has many negative side effects, including hostility, fear, avoidance, escape, sabotage
The person receiving the consequence is the one who determines if it is P, not the consequence itself

Why is one sign often ignored, the other one often followed?

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Think sign – this type of sign is often ignored because people naturally assume that they are always thinking that way. In the absence of any systematic job safety training they may not have been told the safe way so they improvise what they feel is the safe way. Lack of reinforcement from supervisors and co-workers about taking a few seconds to think things through – what are the hazards, how can I protect myself – before acting then becomes another example of extinction. While management may want employees to Think About Safety, lack of feedback and reinforcement causes that thinking habit to extinguish.

The stop sign on the other hand is frequently obeyed because the consequences if you don’t stop are likely to be negative, immediate, and almost certain, particularly if you are in downtown Manhattan during the morning rush hour. If you are out in the back roads of North Dakota at 10 AM the benefits of driving right through without stopping may outweigh the remote possibility of another car being at the intersection and running into you. Past consequences – accidents, near misses, tickets – may be powerful. Lack of these three things – associated with stop signs – is more common. How many of us come to a complete stop – behind the stop sign at every intersection? How many of us come to a “rolling stop” where we slow down to 5 miles an hour, cover the brake and then blast on through?

To create conditions that encourage people to collaborate because they want to
not because they have to
Let’s do it!!
The Behavior Based Safety Challenge:

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Our challenge then is go from a negative reinforcement environment to a positive reinforcement environment.

I am sure we would all like to see everyone at our workplace showing up for work because they want to, not because they have to just to receive a paycheck.

The more we can increase the amount of discretionary effort expended by employees, the more rapidly we can tap into the reservoir of human potential that often lies dormant in most companies.

Performance
Motivation
Motivation Model
Ability

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Performance
Motivation
Selection –
Can they do it
Training –
Do they know
how
Motivation Model
Ability

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14

Performance
Motivation
Job Climate –
Boss & Peer relationships,
Work environment
Selection –
Can they do it
Training –
Do they know
how
Motivation Model
Ability

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15

The Job Itself –
Any fun, challenge
Performance
Motivation
Job Motivational Factors
Achievement, Promotion, Recognition, Responsibility
Job Climate –
Boss & Peer relationships,
Work environment
Selection –
Can they do it
Training –
Do they know
how
Motivation Model
Ability

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The Job Itself –
Any fun, challenge
Performance
Motivation
Union –
Norms,
Pressures
Peer Groups –
Norms, Pressures
Job Motivational Factors
Achievement, Promotion, Recognition, Responsibility
Job Climate –
Boss & Peer relationships,
Work environment
Selection –
Can they do it
Training –
Do they know
how
Motivation Model
Ability

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Accident Causation
DOTS Model

Logical decision in his/her situation

Workstat’n design
Incomp’ble displays/ Controls or job design
Capacity with Load in a State
Decision to err
Traps
Overload or
mismatch
Human Error
Acc or incid’t
Injury or loss
Systems Failure
Causation Model
D
O
T
S
Perceived low
probability

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Peer pressure
Measures of the boss
Perceived priorities
of mgt
Of the incident occurring
Of a loss resulting
Logical decision in his/her situation
Perceived low probability
Decision to Err
S
Causation Model
D
O
T
S

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Natural endowment
Physical capability
Knowledge skill
Drugs / alcohol
Information
processing
Environment
Worry / stress
Fatigue
LCUs
Capacity

with

Load

in a

State
Overload
or a
Mismatch
Causation Model
D
O
T
S

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20

Size, force,
feel, repetition
reach
Stereotypes,
Human capabilities,
Expectations,
Inconsistencies
Workstation or
Job design
Incompatible displays or controls
Traps
Causation Model
D
O
T
S

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Lack of Policy / Guidelines / Practices
Poorly defined responsibility
No authority to act
Little accountability or measurement
No analysis of incidents
No orientation of new / transferred staff
Lack of clear SOPs / Standards
Systems Causes
Causation Model
D
O
T
S

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Traps
Overload or
mismatch
Human Error
Acc or incid’t
Injury or loss
Systems Failure
Decision to
Err
Causation Model
D
O
T
S

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Benefits
of
Behavior-based Approaches

Average Reduction
of Injury Frequency
Implementation of BBS
After 1 year 34%
After 2 years 44%
After 3 years 61%
After 4 years 71%

Safety Intervention Strategies
(By NSC)
Approach # of Studies # of Subjects Reduction %
Behavior Based 7 2,444 59.6%
Ergonomics 3 n/a 51.6%
Engineering Change 4 n/a 29.0%
Problem Solving 1 76 20.0%
Gov’t Action 2 2 18.3%
Mgt. Audits 4 n/a 17.0%
Stress Management 2 1,300 15.0%
Poster Campaign 2 6,100 14.0%
Personnel Selection 26 19,177 3.7%
Near-miss Reports 2 n/a 0%

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Why Implement BBS?
Safety is about people.
Compliance is not sufficient.
Consequences drive behavior.
Motivating
Performance Feedback

Why Implement BBS?
Truly proactive
Broad awareness
Deep Involvement
Proven effective
Transcends workplace safety

Three Essential Questions
What behaviors are being observed?
Why are those behaviors present?
Now What will be done to correct the system deficiencies?

BBS Features
Strengths / Weaknesses
Peer to peer observation
Supervisory observation
Behavior audit
Snapshot
Software support
Customized behavior inventories
General behavior inventories
Emphasis on skilled coaching and feedback

Roles and Responsibilities
Workers
Observers / Supervisors
Safety Staff
Managers
Safety Involvement Team

Are You Ready
for
Behavior-Based Safety?

Safety Culture Wheel

Rate Each Statement on a Scale from 0 to 3
0= Weakness
1=Some aspects covered
2=Could be improved
3=Strength

Leadership
Leadership commitment to safety is active, visible, and lively
A clear and inspiring vision has been established for safe performance
Safety is viewed and treated as a line management responsibility
Safety is clearly perceived as an organizational value on the same level with productivity and quality

Systems & Processes
Supervisors and workers partner to find and correct systems causes of incidents
Communication systems are abundant, effective and flow well in all directions
Training systems deliberately and systematically create competency for the right people at the right time
Safe operating procedures and policies are clearly defined and communicated

Involvement
Workers are skilled at problem solving and decision making
Labor and management work together to address safety systems issues
Team orientation achieves involvement and cooperation
Innovation, participation and suggestions are encouraged at all levels

Organizational Style
Trust and openness are the norm
Positive reinforcement is used regularly
Bureaucratic obstacles are removed
There is formal and informal recognition for great performance at all levels

Measurement and Accountability
All levels of the organization have safety goals and process responsibilities clearly defined
The process of achieving results is a key safety measure
Performance reviews include accountability for safe performance at all levels
Supervision is accountable to perform safety observations and feedback

How Do You Deal with Safety?
Leader
culture that strongly values & supports EHS
continuous improvement
Follower
compliance minded
view safety as a legal responsibility with little or no value
Gambler
lack knowledge, resources, will to even achieve compliance
manage safety with eyes closed and fingers crossed

*

How Is Your Organization Managed?
Safety must be in harmony with the way the organization is managed
Do we want production and safety?
Do we want production with safety?
Do we want safe production?
Goal: Efficient production which maximizes profit
Integrated or artificially introduced program?
How we do business – a state of mind that must become an integral part of each and every procedure in the company

*

Behavior Based Safety
Three major sub-systems to deal with:
The physical, the managerial, the behavioral
Identifying critical at-risk behaviors and the systems that support them
At-Risk Behavior
normal human behavior
people reacting to their environment
Deal with the causes of the at-risk behavior, not the behavior
change the environment that leads to the at-risk behavior

*

There is no one right way to achieve safe production in an organization. For a safety system to be effective it must fit the organization’s culture and it must:
Force supervisory performance
Involve middle management
Have top mgt. visibly showing their commitment
Have employee participation
Be flexible
Be perceived as positive
Dan Petersen

*

Are You Ready?
LEADERSHIP
Organization needs to be fundamentally prepared for it
Success = taking on and resolving central organizational issues
Major change initiative for most companies
Change
not easy
often resisted w/ vigor and ingenuity
failed change efforts create skepticism, cynicism and apathy
Whether in production, quality, or safety the ultimate responsibility rests with leadership.

*

Are You Ready?
SYSTEMS
Basic systems must be in place:
Safety – AI, hazard recognition, recordkeeping, etc…
Management – decision-making, inventory, budgeting, etc…
Facilities/Equipment – design, maintenance, etc…
If BBS is not integrated as a system it is likely to burn-out

*

Are You Ready?
INVOLVEMENT
Engaging and sustaining employee involvement is the driving mechanism
When employee involvement is not adequately engaged, BBS becomes just another program
Management involvement is crucial
often subvert implementation by not understanding BBS principles

*

Are You Ready?
ORGANIZATIONAL STYLE
Must be functioning at a high level of effectiveness or be willing to address obstacles to high level functioning
Effective organizational functioning includes:
Communication
Trust and credibility between management and workers
Respect
Vision

*

Are You Ready?
MEASUREMENT & ACCOUNTABILITY
What gets measured gets done
Clearly defined roles and responsibilities at every level
Accountability v Responsibility
Performance v Results
Safety Director – a lot of responsibility, very little authority
Not everyone is responsible for safety until they are held accountable

*

Assessment
Process

People?

Time?

Facilities?

Outcome?

Perception Survey

· 100 yes/no opinion oriented questions
· Pencil & paper survey
· Anonymous responses
· All

· Maximize size of group
· 30 min
· Lunch room

· Auditorium
· Percent positive response in 21 safety related categories

· By location by level

Structured Interviews

· Facilitated group discussion

· 2 safety process questions
· Confidential
· Focus groups of 10-12 people (25% of pop.)

· Representing the whole organization

· Segregate mgmt & labor
· 75 min per group
· Private conference area with ample room and table to write
· Ranked list of improvement recommendations

•

System strengths

•

System weaknesses

•

Recommendations

•

Next steps

EXECUTIVE

SUMMARY

Deliverable

Sample
Survey

The Ohio Division of Safety & Hygiene

PERCEPTION SURVEY

PART 1

A. Enter your work location:

B. Enter your shift: _____________

(Example: production, office, etc.)

___________________________

C. Circle your job function:

D. Enter years with company: ____

Line worker, supervisor, or manager

___________________________

PART 2

Y N
1. Do you feel you received adequate job training?
Y N
2. Do supervisors discuss

accidents and injuries with employees involved?
Y N
3. Is discipline usually assessed when operating procedures are violated?

Y N
4. Would a safety incentive program cause you to work more safely?
Y N
5. Do you perceive the major cause of accidents to be unsafe conditions?
Y N
6. Does your company actively encourage employees to work safely?

Y N
7. Is safety considered important by management?
Y N
8. Are supervisors more concerned about their safety record than about accident prevention?
Y N
9. Do you think penalties should be assessed for safety and health violations?

Y N
10. Have you used the safety involvement teams to get action on a complaint or hazard which concerned you?
Y N
11. Is high hazard equipment inspected more thoroughly than other equipment?
Y N
12. Is the amount of safety training given to supervisors adequate?

Y N
13. Have you been asked to perform any operations which you felt were unsafe?
Y N
14. Are records kept of potential hazards found during violations?
Y N
15. Are employees influenced by your company’s efforts to promote safety?

Y N
16. Are employees provided information on such things as cost, frequency, type and cause of accidents?
Y N
17. Does your company deal effectively with problems caused by alcohol or drug abuse?
Y N
18. Are unscheduled inspections of operations made?

Y N
19. Is off-the-job safety a part of your company’s safety program?
Y N
20. Does management insist upon proper medical attention for injured employees?
Y N
21. Are safe operating procedures regularly reviewed with employees?

Y N
22. Are you interested in how your company’s safety record compares with other companies in your industry?
Y N
23. Does your company hire employees who do not have the physical ability to safely perform assigned duties?
Y N
24. Do your co-workers support the company’s safety program?

Y N
25. Do supervisors pay adequate attention to safety matters?
Y N
26. Is safe work behavior recognized by supervisors?
Y N
27. Do employees participate in the development of safe work practices?

Survey Results

Sheet: ALL
Sheet: Engineering
Sheet: CLERICAL
Sheet: Line_Mech
Sheet: Meter_Elec
Sheet: Substation_Relay
Sheet: Marketing
Sheet: MeterRdg
Sheet: Stores
Sheet: InstrOper
Sheet: Sheet11
Sheet: Sheet12
Sheet: Sheet13
Sheet: Sheet14
Sheet: Sheet15
Sheet: Sheet16
ALL
Manager
Supervisor
Employee
Accident Investigation
Quality of Supervision
Alcohol/Drug Abuse
Attitude Toward Safety
Communication
New Employees
Goals for Safety Performance
Hazard Correction
Inspections
Involvement of Employees
Awareness Programs
Recognition for Performance
Discipline
Safety Concerns
Operating Procedures
Supervisor Training
Support for Safety
Employee Training
Safety Climate
Management Credibility
Stress
ENGINEERING
Manager
Supervisor
Employee
Accident Investigation
Quality of Supervision
Alcohol/Drug Abuse
Attitude Toward Safety
Communication
New Employees
Goals for Safety Performance
Hazard Correction
Inspections
Involvement of Employees
Awareness Programs
Recognition for Performance
Discipline
Safety Concerns
Operating Procedures
Supervisor Training
Support for Safety
Employee Training
Safety Climate
Management Credibility
Stress
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
CLERICAL_ET_AL
Manager
Supervisor
Employee
Accident Investigation
Quality of Supervision
Alcohol/Drug Abuse
Attitude Toward Safety
Communication
New Employees
Goals for Safety Performance
Hazard Correction
Inspections
Involvement of Employees
Awareness Programs
Recognition for Performance
Discipline
Safety Concerns
Operating Procedures
Supervisor Training
Support for Safety
Employee Training
Safety Climate
Management Credibility
Stress
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
LINE MECHANIC
Manager
Supervisor
Employee
Accident Investigation
Quality of Supervision
Alcohol/Drug Abuse
Attitude Toward Safety
Communication
New Employees
Goals for Safety Performance
Hazard Correction
Inspections
Involvement of Employees
Awareness Programs
Recognition for Performance
Discipline
Safety Concerns
Operating Procedures
Supervisor Training
Support for Safety
Employee Training
Safety Climate
Management Credibility
Stress
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
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0.0
0.0
0.0
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0.0
0.0
0.0
0.0
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0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
METER_ELECTRICIAN
Manager
Supervisor
Employee
Accident Investigation
Quality of Supervision
Alcohol/Drug Abuse
Attitude Toward Safety
Communication
New Employees
Goals for Safety Performance
Hazard Correction
Inspections
Involvement of Employees
Awareness Programs
Recognition for Performance
Discipline
Safety Concerns
Operating Procedures
Supervisor Training
Support for Safety
Employee Training
Safety Climate
Management Credibility
Stress
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
SUBSTATION/RELAY
Manager
Supervisor
Employee
Accident Investigation
Quality of Supervision
Alcohol/Drug Abuse
Attitude Toward Safety
Communication
New Employees
Goals for Safety Performance
Hazard Correction
Inspections
Involvement of Employees
Awareness Programs
Recognition for Performance
Discipline
Safety Concerns
Operating Procedures
Supervisor Training
Support for Safety
Employee Training
Safety Climate
Management Credibility
Stress
Accident Investigation
Accident Investigation
Accident Investigation
Quality of Supervision
Quality of Supervision
Quality of Supervision
Alcohol/Drug Abuse
Alcohol/Drug Abuse
Alcohol/Drug Abuse
Attitude Toward Safety
Attitude Toward Safety
Attitude Toward Safety
Communication
Communication
Communication
New Employees
New Employees
New Employees
Goals for Safety Performance
Goals for Safety Performance
Goals for Safety Performance
Hazard Correction
Hazard Correction
Hazard Correction
Inspections
Inspections
Inspections
Involvement of Employees
Involvement of Employees
Involvement of Employees
Awareness Programs
Awareness Programs
Awareness Programs
Recognition for Performance
Recognition for Performance
Recognition for Performance
Discipline
Discipline
Discipline
Safety Concerns
Safety Concerns
Safety Concerns
Operating Procedures
Operating Procedures
Operating Procedures
Supervisor Training
Supervisor Training
Supervisor Training
Support for Safety
Support for Safety
Support for Safety
Employee Training
Employee Training
Employee Training
Safety Climate
Safety Climate
Safety Climate
Management Credibility
Management Credibility
Management Credibility
Stress
Stress
Stress
0.0
81.0
59.0
0.0
79.0
47.0
0.0
65.0
60.0
0.0
81.0
62.0
0.0
78.0
68.0
0.0
77.0
46.0
0.0
54.0
46.0
0.0
59.0
52.0
0.0
71.0
49.0
0.0
64.0
59.0
0.0
83.0
65.0
0.0
52.0
37.0
0.0
50.0
66.0
0.0
90.0
72.0
0.0
76.0
67.0
0.0
58.0
50.0
0.0
76.0
58.0
0.0
80.0
57.0
0.0
62.0
52.0
0.0
75.0
58.0
0.0
63.0
60.0
MARKETING
Manager
Supervisor
Employee
Accident Investigation
Quality of Supervision
Alcohol/Drug Abuse
Attitude Toward Safety
Communication
New Employees
Goals for Safety Performance
Hazard Correction
Inspections
Involvement of Employees
Awareness Programs
Recognition for Performance
Discipline
Safety Concerns
Operating Procedures
Supervisor Training
Support for Safety
Employee Training
Safety Climate
Management Credibility
Stress
METER READING/CSI
Manager
Supervisor
Employee
Accident Investigation
Quality of Supervision
Alcohol/Drug Abuse
Attitude Toward Safety
Communication
New Employees
Goals for Safety Performance
Hazard Correction
Inspections
Involvement of Employees
Awareness Programs
Recognition for Performance
Discipline
Safety Concerns
Operating Procedures
Supervisor Training
Support for Safety
Employee Training
Safety Climate
Management Credibility
Stress
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
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0.0
0.0
STORES
Manager
Supervisor
Employee
Accident Investigation
Quality of Supervision
Alcohol/Drug Abuse
Attitude Toward Safety
Communication
New Employees
Goals for Safety Performance
Hazard Correction
Inspections
Involvement of Employees
Awareness Programs
Recognition for Performance
Discipline
Safety Concerns
Operating Procedures
Supervisor Training
Support for Safety
Employee Training
Safety Climate
Management Credibility
Stress
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
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INSTRUMENT OPERATOR
Manager
Supervisor
Employee
Accident Investigation
Quality of Supervision
Alcohol/Drug Abuse
Attitude Toward Safety
Communication
New Employees
Goals for Safety Performance
Hazard Correction
Inspections
Involvement of Employees
Awareness Programs
Recognition for Performance
Discipline
Safety Concerns
Operating Procedures
Supervisor Training
Support for Safety
Employee Training
Safety Climate
Management Credibility
Stress
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
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0.0
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0.0
0.0
0.0
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Safety Observation Process
Step 1: PLAN where and when to make observations and recall what to look for
Step 2: OBSERVE worker behavior for safe and at-risk performance
Step 3: COACH for improved performance by positively reinforcing or redirecting
Step 4: RECORD what was observed, why it occurred, and now what will be done

Step 1: PLAN
Determine a time and place to observe
Review the Observation Memory Jog-R (Tab 6)
Review Feedback and Coaching Tips (Tab 7)

Step 2: OBSERVE
Snapshots of behavior
Allow no distractions
Observe people and surroundings
Stop any at-risk behavior immediately
Stop observing after 30 seconds or at-risk behavior is observed, which ever comes first

Step 3: COACH
Provide positive reinforcement (R+) if safe
Coach by shaping behavior if at-risk
Ignore what you saw
Discipline

Step 4: RECORD
Anonymous, specific, timely
Safe and At-Risk behaviors on Memory Jog-R
What, Why, Now What
Take Action

Observation Exercises

Continuous Improvement
Data Compilation
Safety Involvement Team
Problem solving
Implement solutions
Successful?

Ohio BWC
BBS Software Demo

OBSERVATION
Reactive Behavior
Personal Protective Equipment
Specific Job Risks
Tools and Equipment
Safe Work Practices
Ergonomics

Reactive Behavior
Adjusting PPE
Changing position / Turning away
Stopping work / Attaching safe guards
Rearranging job

Personal Protective Equipment
Head gear
Eye protection and face shielding
Hearing protection
Respiratory protection
Arm and hand covering
Foot and leg protection

Specific Job Risks
Strike against or caught
Line of fire
Fall, slip hazard
Contact hot, chemical or electric
Inhale or swallow hazardous substance

Tools and Equipment
Wrong for the job
Used incorrectly
In need of repair or maintenance
Clutter & poor housekeeping

Safe Work Practices
Not defined
Not known or understood
Ignored or done poorly
Not compatible with task

Ergonomics
Forceful exertions
Awkward postures
High repetition
Long duration w/o rest

Coaching and Feedback
for the skilled observer

Positive Reinforcement
Give praise
Explain why this behavior is right and/or safe
Encourage continued behavior

Shaping Behavior
Communicate the behavior you saw
Check for understanding of the job
Coach for improved performance
Contract for safe behavior

Coaching Tips
Use “I” vs. “You” language
Appeal to other’s interests and goals
Reflect feelings or emotions that go beyond the words
Set limits to clarify expectations
Talk about the behavior, not the person

Coaching Tips Continued…
Keep calm
Don’t personalize emotion of others
Move to problem solving
Focus on interests rather than position
Find common ground

Today
DATE TOPIC
11/15 Guest Presenter – Robert Lynch
Virtual OSHA Inspection

*

People?
Time?
Facilities?
Outcome?

Perception Survey
·

100 yes/no opinion oriented questions
·

Pencil & paper survey
·

Anonymous responses
·

All
·

Maximize size of group
·

30 min
·

Lunch room
·

Auditorium
·

Percent positive response in
21 safety related categories
·

By location by level
Structured Interviews
·

Facilitated group discussion
·

2 safety process questions
·

Confidential
·

Focus groups of 10-12
people (25% of pop.)
·

Representing the whole
organization
·

Segregate mgmt &
labor
·

75 min per
group
·

Private
conference area
with ample room
and table to write
·

Ranked list of improvement
recommendations

•
System strengths
•
System weaknesses
•
Recommendations
•
Next steps
EXECUTIVE
SUMMARY
Deliverable
The Ohio Division of Safety & Hygiene
PERCEPTION SURVEY
PART 1
A. Enter your work location:
B. Enter your shift: _____________
(Example: production, office, etc.)
___________________________
C. Circle your job function:
D. Enter years with company: ____
Line worker, supervisor, or manager
___________________________
PART 2
Y N
1. Do you feel you received adequate
job training?
Y N
2. Do supervisors discuss
accidents and injuries with employees
involved?
Y N
3. Is discipline usually assessed when
operating procedures are violated?
Y N
4. Would a safety incentive program
cause you to work more safely?
Y N
5. Do you perceive the major cause of
accidents to be unsafe conditions?
Y N
6. Does your company actively
encourage employees to work safely?
Y N
7. Is safety considered important by
management?
Y N
8. Are supervisors more concerned
about their safety record than about
accident prevention?
Y N
9. Do you think penalties should be
assessed for safety and health violations?
Y N
10. Have you used the safety
involvement teams to get action on a
complaint or
hazard which concerned
you?
Y N
11. Is high hazard equipment
inspected more thoroughly than other
equipment?
Y N
12. Is the amount of safety training given
to supervisors adequate?
Y N
13. Have you been asked to perform
any
operations which you felt were
unsafe?
Y N
14. Are records kept of potential
hazards found during violations?
Y N
15. Are employees influenced by your
company’s efforts to promote safety?
Y N
16. Are employees provided
information on such things as cost,
frequency, type and cause of accidents?
Y N
17. Does your company deal
effectively with problems caused by
alcohol or drug abuse?
Y N
18. Are unscheduled inspections of
operations made?
Y N
19. Is off-the-job safety a part of your
company’s safety program?
Y N
20. Does management insist upon
proper medical attention for injured
employees?
Y N
21.
Are safe operating procedures
regularly reviewed with employees?
Y N
22. Are you interested in how your
company’s safety record compares with
other companies in your industry?
Y N
23. Does your company hire
employees who do not have the
physical ability to safely perform
assigned duties?
Y N
24. Do your co-workers support the
company’s safety program?
Y N
25. Do supervisors pay adequate
attention to safety matters?
Y N
26.
Is safe work behavior recognized
by supervisors?
Y N
27. Do employees participate in the
development of safe work practices?
0
20
40
60
80
100
120
Accident InvestigationQuality of Supervision
Alcohol/Drug Abuse
Attitude Toward Safety
Communication
New Employees
Goals for Safety Performance
Hazard Correction
Inspections
Involvement of Employees
Awareness Programs
Recognition for Performance
Discipline
Safety Concerns
Operating Procedures
Supervisor Training
Support for Safety
Employee Training
Safety Climate
Management Credibility
Stress
% Positive Responses
ManagerSupervisorEmployee
0
4
8
12
Leadership
Systems & Processes
Involvement
Organizational Style
Measurement &
Accountability
The ESPM Culture Wheel