5. Attitudes
• It won’t happen to me!
• I’ve been doing this job for 15 years…
• I’m CAREFUL!
• I don’t want to get (someone) in trouble!
6. BETARI BOX MODEL
MY ATTITUDE
AFFECTS
MY BEHAVIOR
AFFECTS
YOUR ATTITUDE
AFFECTS
YOUR BEHAVIOR
AFFECTS
7. What’s Your Excuse?
Address Unsafe Work Practices
1. Get it done
2. Undiscussed incompetence - unsafe practices that
stem from skill deficits that can’t be discussed
3. Just this once - unsafe practices that are justified
because they are exceptions to the rule
4. This is overboard - unsafe practices that bypass
precautions management or workers consider
excessive
5. Are you a team player? - unsafe practices that are
justified for the good of the team, company or
customer
8. Communication
Principles of Health & Safety Communication
• Address communication barriers
• Effective communication increases motivation
• The more people a “communication” goes
through, the more distorted it becomes
10. Employee Buy-In
How to get employees engaged in your workplace
safety message:
• Watching it (training videos)
• Hearing it (discussion and feedback on safety
issues)
• Reading it (posters, email newsletter)
11. Employee Buy-In
Employee Involvement – Why?
• Provides the means for everyone to develop and
express their own commitment to safety and health
• Involves the persons most in contact with potential
safety and health hazards
• Utilizes everyone’s wide range of experience
Everyone is more likely to support and use
programs in which they have input
12. Employee Buy-In
Employee Involvement - How?
How do you get employees involved in the safety
and health process at your workplace?
Key question:
What is keeping employees from participating in
the safety and health process?
13. Employee Buy-In
• Recognition for Achieving Goals (individual and/or
facility)
• Safety Events
• Discussion of and feedback on safety issues
• Questionnaires/Suggestion Boxes
• Build safety into your facility’s communications
Potential Ways to Get Employee Involvement
14. Employee Buy-In
Protect employees’ voices
Give employees something meaningful to do
Show results
Provide positive consequences
Make people aware of their impact on safety
17. Safety Excellence
What is “Safety Excellence”
• Safety means prevention of injury or loss
• Excellence means superiority
18. Safety Excellence
Why Move to Safety Excellence?
• An average of 4,713 people annually are killed on
the job over the past 4 years.^
• Over 250,000 productive years of life lost
annually – more than from cancer and
cardiovascular disease combined
^ According to the Bureau of Labor Statistics
19. Statistics
2008 – 5,214 on the job fatalities
2009 – 4,340 on the job fatalities
2010 – 4,690 on the job fatalities
2011 – 4,609 on the job fatalities
According to the Bureau of Labor Statistics
20. Compliance
Why not be satisfied with compliance?
Won’t it get the job done?
What more do we need?
21. Compliance
There are still too many incidents in the
workplace costing too many lives
The traditional compliance-based approach
doesn’t seem to be doing the job
WHY NOT?????
22. Compliance
Is it the safety program?
or
Is it the management system driving
the organization’s behavior?
23. It is the culture
Culture is the major determinant in the behavior
of an organization and it’s people
Implementing a behavior-based safety process
without a solid cultural foundation to support it is
cause of most behavior-based safety failures
34. Culture Study
Major Disasters
Common Threads
Space Shuttle Challenger
Space Shuttle Columbia
Three Mile Island
Chernobyl
Deepwater Horizon Oil Spill
Edwin L. Zebrowski, “Lessons-Learned from Man-Made Catastrophes” 1991
35. Culture Study
• The Common threads that emerge from these
accidents identify cultural elements that
allowed them to happen
• Do any of these common threads exist in your
workplace?
36. Shuttle Culture Study
• Unclear who was responsible for what
• Rigid communication channels
• Decision-makers too distant from the field
• Mindset that success is routine, fortifying a
belief that everything is ok, “we’re in good
shape”
37. Deepwater Horizon Oil Spill
Excerpts from Tangled Oily Mess by Mark Pynes, published
June 20, 2010, in The Sunday Patriot-News, Harrisburg,
PA
“ …
The six-member panel of Coast Guard and Minerals
and Management Services officials pressed for answers
about what occurred on the rig on April 20 before it
exploded. They wanted to know who was in charge,
and heard conflicting answers.
They pushed for more insight into an argument on
the rig that day between a manager for BP, the well’s
owner, and one for Transocean, the rig’s owner, and
asked Curt R. Kuchta, the rig’s captain, how the crew
knew who was in charge.”
38. Shuttle Safety Culture
• Safety is not a priority – it is a corporate value
• All levels of management accountable
• Safety performance measured & tied to
compensation / incentives
• Safety integrated into all operations
39. Shuttle Culture Study
• Safety resources and techniques were
available but not used
• There was undefined responsibility, authority,
and accountability for safety
40. Why is Culture Important?
• It is an atmosphere we work in that
shapes our behavior
• Unwritten rules that define what’s really
important in an organization
• Invisible force that largely dictates the
behavior of employees & management
41. Tangled, oily mess continued:
’It’s pretty well understood amongst the crew
who’s in charge,’ he said
‘How do they know that?’ a Coast Guard
investigator asked.
‘I guess, I don’t know,’ Kuchta said. ‘But it’s
pretty well – everyone knows.’”
…
“Amid this tangle of overlapping authority and
competing interests, no one was solely responsible
for ensuring the rig’s safety, and communication
was a constant challenge.”
Deepwater Horizon Oil Spill
42. Shuttle Culture Study
• Belief that rule compliance is enough for
safety (If we’re in compliance – we’re ok)
• Team-player emphasis with no tolerance for
whistle-blowers
o “culture of silence”
43. Taken from Tangled, oily mess
“…
Steve Bertone, the chief engineer for Transocean,
wrote in his witness statement that he ran up to the
bridge where he heard Kuchta screaming at a worker,
Andrea Fleytas, because she had pressed the distress
button without authorization.
Bertone turned to another worker and asked him if
he had called to shore for help but was told he did
not have permission to do so. Another manager tried
to give the go-ahead, the testimony said, but
someone else said the order needed to come from
the rig’s offshore installation manager.”
Deepwater Horizon Oil Spill
44. Shuttle Culture Study
Emergency drills & procedures for severe
events were lacking
Design and operating features were confusing
and complex but were allowed to exist
although recognized as hazardous elsewhere
45. Taken from Tangled, oily mess
“…
…they asked for and received permission from
federal regulators to exempt the drilling project
from federal law that requires a rigorous type of
environmental review, internal documents and
federal records indicate.
…
Regulations have not kept up with the risks that
deepwater drilling poses.
…regulators have not required technology and
strategies for deepwater spills to be improved.”
Deepwater Horizon Oil Spill
46. Shuttle Culture Study
• Problems experienced from other locations not
applied as “lessons learned”
• Lessons learned not built into the system
– Defects / errors became acceptable
47. Taken from Tangled, oily mess
“… a hodgepodge of oversight agencies granted
exceptions to rules, allowed risks to accumulate and
made a disaster more likely on the rig, particularly
with a mix of different companies operating on the
Deepwater whose interests were not always in sync.…
… As early as June 2009, BP engineers had expressed
concerns in internal documents about using certain
casings for the well because they violated the
company’s safety and design guidelines. But they
proceeded with those casings.”
Deepwater Horizon Oil Spill
48. Culture Study
Would you agree that what was true of
the NASA culture study of 1991 would
also be true of a study of this oil spill in
2010?
All of us need to do better - NOW
49. Employee Perception Survey
• “Perceptions are reality”
• The ultimate “customer” of safety, is the
employee
• Measures differences in the way employees &
management think about safety
• Gaps in perceptions provide starting point for
improving safety culture
50. Notice to Participants: This is a confidential survey. Please do not put your
name on the form. Please answer each question by circling the most accurate
answer using a scale of 1 to 5.
Employee Perception Survey
Never Seldom Sometimes Often Always or
or Almost
Rarely Always
1 Unsafe conditions are corrected immediately 1 2 3 4 5
2 When I see a hazard I correct it or report it to 1 2 3 4 5
a supervisor
3 Management measures the safety efforts of 1 2 3 4 5
supervisors
4 Supervisors actively look for safety hazards 1 2 3 4 5
5 Supervisors face consquences for poor safety 1 2 3 4 5
performances
6 Management recognizes and rewards good 1 2 3 4 5
safety efforts
7 My supervisor lets me know if I am working 1 2 3 4 5
safely
8 Supervisors regularly observe employees to 1 2 3 4 5
make sure they are working safely
9 I receive positive feedback from my supervisor 1 2 3 4 5
for working safely
10 I receive adequate training about how to do my 1 2 3 4 5
job safely
11 Employees are free to bring up safety concerns 1 2 3 4 5
without worry for their job
12 I regularly hear about the importance of safety 1 2 3 4 5
from managers
52. • Safety is a separate
“add-on” program
• Safety committee
members are
policemen
• Safety generally
viewed as negative by
employees
• Safety is integrated
into all operations
• Safety committee
members are resources
& advisors
• Safety viewed as
positive
Reactive vs. Proactive
53. • Accidents are believed
to be caused by
careless employees &
are unavoidable
• Focus on OSHA
compliance
• Safety is dictated
down to employees
• Accidents are seen as
defects in the system
& can be prevented by
fixing the system
• Focus on continuous
improvement
• Employees are
empowered & involved
in the process
Reactive vs. Proactive
55. What Ails An Organization
Symptoms
• Uncorrected hazards
• Low employee
involvement
• Fear
• Lack of feedback
• Poor safety practices
• Near-misses
• Leaders not walking the
talk
Signs
• High incident rates
• High frequency rates
• Low safety audit
scores
• Increased cost per
employee work-hour
56. First Thing First
You have to know where you are
before you can plot a course for
improvement
57. Where are you?
Awareness
Safety Handouts
Warning Signs
Recognition
Written Safety & Health Program
Training
Safety Responsibilities Assigned
Management Support
Safety Inspections
Accident Investigations
Incentive Programs
Shift
Management View of Safety
Management Commitment
Accountability
Safety Goals Established
Safety Activities Measured
Culture
No longer a program, it’s a culture
Safety is an integral part of operation
Leadership & Employee involvement
Low Risk
High Risk
58. 3 Steps to a REAL Safety Culture
• To get there you must take AIM
Assess your current culture
Implement changes
Maintain the culture change
59. PPT-063-01 59
Safety Inspections
Inspection vs. Audit
Are you AUDITING or INSPECTING?
• Safety Inspections examines physical facilities –
looking for unsafe conditions, safe behavior,
housekeeping responsibilities….
• Safety Audits examines procedures & policies
60. Research
• Identify incident potential through research
o Look at workplace layout
o Look at all operations
o Consider standards, policies and procedures
o Analyze past losses and trends
o Understand the safety concerns of employees
Safety Inspections
61. Safety Inspections
Organize
• Inspection objective and procedure
• Use a checklist for a guide
• List potential hazards
• Locate hazards in the work area
• Check your list with employees
• Update your list with new items
62. Safety Inspections
Organize
• Equipment and tools
• Work environment
• Work practices and procedures
• Employees
• Behaviors (at risk or unsafe)
• System/equipment
• Process/procedure
• Safety training
• Personal/stress
63. Analyze
Safety Inspections
• Address systems not just symptoms
• Determine if there are any system failures
• Look for causes or potentials for injury
• Job Hazard Analysis
65. Safety Inspections
Follow Up
• Develop practical effective solutions
• Hierarchy of controls
• Develop an action plan
• Determine immediacy of solution
• Implement
• Act on solutions and follow up to ensure
effectiveness
66. Safety Inspections
Individual(s) conducting the inspection:
• Experienced with the facility & operation
• Knowledgeable of relevant regulations, codes &
company policies
• Competent of the inspection steps
• Capable of collecting, evaluating & reporting the
data
67. Safety Inspections
Individual(s) conducting the inspection:
• Must be equipped with the proper PPE
• Knowledgeable on how to locate safety & health
hazards
• Should have the authority to act and make
recommendations
68. Job Safety Analysis
• Definition:
Process used to:
– Review Task Methods,
– Identify Hazards and
– Develop & Specify Control Measures
69. Job Safety Analysis
The process…
Break a job or task into specific steps
Analyze each step for hazardous conditions &
unsafe practices
Develop preventive measures in each step to
eliminate or reduce the hazards
Integrate preventive measures into training &
SOP’S
71. Job Safety Analysis
WHY?
Individuals are given training in safe, efficient
procedures
Reduce costs
“Pre-job” instructions are given on irregular jobs
Leads to recommended action or procedure to
perform the job safely
72. Personal Protective Equipment (PPE)
• Part of a series of protection controls:
1. Engineering (example: installation of an
exhaust system over a machine producing
hazardous vapors)
2. Administrative (example: rotating people
through a certain job function)
3. PPE (example: leather gloves, safety shoes)
74. PPE Requirements
• Must be kept in serviceable condition:
- No rips/tears/cuts
- Adjustment straps in place/usable
- Viewing lenses not overly-scratched
- Not deformed or misshaped
• Training must be provided and documented
(includes equipment-specific training).
• Hazard assessment must be conducted
and certified in writing.
OSHA 29 CFR 1910.132-138 SUBPART I
75. Hazard Assessment
• Employers must assess the workplace to
determine if hazards requiring PPE use are
present or likely to be present.
• If hazards requiring PPE are found or are
likely, employers must:
- Select and have affected employees use
appropriate PPE,
- Inform affected employees as to which PPE
was selected,
- Select PPE that properly fits each affected
employee.
77. Types of PPE
• Eye (example: safety glasses)
• Face (example: face shield)
• Head (example: hard hat)
• Ear (example: ear plugs)
• Hand (example: rubber gloves)
• Foot (example: safety shoes)
• Body (example: rubber apron)
• Respiratory (example: respirator)
78. Housekeeping
• Workplaces must be kept
clean, orderly and
sanitary
• Workroom floors must be
maintained as clean and
dry as possible
79. Housekeeping Tips
Immediately clean up anything
on the floor that creates a slip
hazard: water, grease, paper,
dust or other debris
Keep walkways clear of boxes
and other obstructions
Close cabinets used for storage
when not in use
Never block fire exits or fire
equipment
80. Housekeeping Tips
Make sure stacked materials do
not impede vision
Don’t store items in or on
electrical panels or control
boxes
Pick up and store tools in their
proper location immediately
after use
Keep ventilation systems clear
of dust and debris and stored
materials
81. Housekeeping Tips
Make sure receptacles for waste
and debris are conveniently
located
Remove combustible waste
often to minimize the fire
hazard
Set a good example for other
employees by maintaining good
housekeeping in your work area
82. Definition
• Organized process using written procedures
that are applied every time an incident
occurs regardless of its severity.
Who – What – When - Where – How & Why
Incident Investigation
83. Incident Definition
An unplanned & uncontrolled event that led to,
or could have led to injury to persons, damage
to property/plant/equipment, impairment to
the environment or some other loss to the
company
84. Purpose
Assist workers’ comp claims process
Be the “eyes and ears” in the field
Gather facts on-site
Preserve evidence that may be lost over time
Determine cause of the incident
Identify ways to prevent incidents from recurring
86. Incident Prevention
• Control measures
– Safety procedures/work instructions
– Adequate training
– Effective communications
– Good housekeeping
– Guards/safety devices/warning signs
– Regular safety inspections
– Risk Assessment
87. Incidents
What Incidents Should be Investigated?
• Serious or Disabling
• Minor (First Aid) injuries
• Property damage
• “Near-miss” incidents
88. PPT-063-01 88
Investigations
Who should do the investigation????
First Line supervisor
Safety Committee
Safety Director / Safety Person
All of the above
A combination of the above
89. What is the Investigator’s Role?
• Do:
– Go to the incident site
– Investigate and document the cause
– Document supervisor and witnesses
– Preserve the evidence
– Gather the facts
– Conduct formal interviews
– Give advice
Investigations
90. Investigations
Guidelines for Investigators
Agency investigator should:
Survey, secure and document the site
Identify the cause
Look for contributory hazards
Report conclusions and recommendations
91. Investigative Techniques
• INVESTIGATE IMMEDIATELY!
• Don’t assume anything-obtain all possible
facts
• Preserve the evidence
• Take photographs of the site
• Take measurements and diagram if necessary
92. Interview Techniques
Some DOs
DO…
Put upset witnesses at ease
Emphasize reason for investigation
Let witnesses talk, while you listen
Confirm you have the statement correct
Make short notes only during interview
Express appreciation
93. Interview Techniques
Some DON’Ts
DO NOT…
Intimidate witnesses
Interrupt
Prompt
Ask leading questions
Listen to ‘hearsay’ evidence
Make lengthy notes while witness is talking
96. Investigation
Secure the Scene
Gather Information
Collect Facts
Develop Sequence
Analyze The Facts
Determine Causes
Recommendations
Implement Solutions
Write the Report
98. • ID tag
• Flashlight
• PPE (gloves, safety glasses, etc.)
• Incident checklist
• Interview statement form
• Company’s policy & procedure
Tool Kit
99. Incident Investigation
Root Cause
The Root Cause is the initiating event. Take
that away and the sequence of events that
follows does not happen
What is the initiating event in this picture?
Root Cause
Causal Factor
Superficial
Cause
100. The Real Cost of Accidents
• The Real costs rarely get calculated
• They rarely get mentioned
• Most discussions of accident costs stop with the
impact to the company
101. The Real Cost of Incidents
• Destroys families
– Divorce
– Suicide
– Financial Ruin
– Kids get in trouble
• Impact on Society (social security?)
• Impact on Co-workers
102. Preserve the Evidence
Evidence is data, which helps to prove the event
• Decide what evidence is important
• Immediate photographs are critical
• The site could change the next day and evidence
would be lost
103. Photographs
• Why are photographs so important
– Support facts
– Document scene
– Become the “eyes” for people not in the field
– May be required if litigated
104. Photo or Video
What Do You Photograph or Videotape?
• Defects and Hazards
• Unusual Conditions
• Conditions that differ from what the employee
describes
• Areas or furniture in need of
maintenance
• Housekeeping issues
106. Personal Factor Warning Signs
• Death of spouse
• Marital separation
• Personal injury/illness
• Change in financial
state
• Change in work
• Foreclosure of loan
• Son/daughter leaves
home
• Change in work hours
• Change in social
activity
• Poor overall morale
• Fatigue
• Drinking/drugs
107. Resources
• OSHA
– Federal Regulations (29 CFR 1910)
– Available at www.osha.gov
• PA Department of Labor & Industry
– www.dli.state.pa.us
• PA Department of Environmental Protection
– www.depweb.state.pa.us/portal/server.pt
• Other technical standards
– (NFPA, ANSI, ASTM, ASME, etc.) – get help
if necessary!
