Achieving a safety culture requires dedication from all levels of an organization. It involves management commitment to supporting safety programs, supervisors prioritizing safe behaviors, and employees actively participating in safety. A strong safety culture improves quality, health, and reduces costs from injuries when safety becomes integral to the work instead of an afterthought. Changing attitudes so safety is expected and reinforced by peers can help sustain a safety culture over the long term.

1. Achieving Safety Culture

2. 2
Injury and Illness Prevention
 What do we need to know to avoid injury and
illness in our workplace?

3. 3
What is Safety Culture
A safety culture is a behavioral climate
within a company that promotes, rewards,
and controls safety in such a way as to
make safety a part of business instead of
a condition of business.

4. 4
Achieving Safety Culture
 Improve Quality
 Improve absenteeism
 Maintain a healthier work force
 Reduce injury and illness rates
 Acceptance of high-turnover jobs
 Workers feel good about their work
 Reduce workers compensation costs
 Elevate SAFETY to a higher level of awareness
A GOOD PROGRAM WILL HELP:

5. 5
Program Implementation
 Dedication
 Personal Interest
 Employee Support
 Management Commitment
ACHIEVING A SAFETY CULTURE REQUIRES:
NOTE:
Understanding and support from the work force
Is essential, WITHOUT IT THE PROGRAM WILL FAIL!

6. 6
Responsibilities
 Management should:
1. Support the program
2. Get involved In safety. Learn!
3. Ensure your support is visible
4. Implement ways to measure effectiveness
5. Attend the same training as your workers
6. Interact with your workers, learn their problems
7. Insist on periodic follow-up & program review
8. Follow-up on the actions you took

7. 7
Responsibilities
 Supervisor should:
1. Get to know your workers
2. Learn what motivates your workers
3. Never ridicule any injury or near-miss
4. Be positive, motivate, and reward
5. Find ways to measure safe behavior
6. Attend the same training as your workers
7. Be Proactive - get involved in safety
8. Be Professional - you could save a life today
9. Follow-up on the actions you took

8. 8
Responsibilities
 Employees should:
1. Get Involved In The Safety Program
2. Contribute to Make Corrective Actions
3. Understand How Your Behavior Affects Job Safety
4. Report All Accidents and Near-Misses Immediately
5. Be Proactive and Professional
6. Report All Safety Problems or Deficiencies
7. Follow-up With Any Additional Information

9. 9
Safety Incentives and Recognition
 Know the differences between incentive and
recognition
 Provide appropriate safety incentives at all levels
 Promote appropriate safety recognition at all levels
 Understand Theories of accident causation
 Evaluate the different approaches to worker safety
 Encourage performance & achievement
 Discourage Injury-based safety systems

10. 10
What is Incentives?
 Incentives are usually physical in nature
 - Money - Gifts - Time off
 Incentive programs are only partially effective
 Incentive programs can create good competition
 Employees notice what others have gained
 Incentives only temporarily change behavior
 When incentives are removed behavior reverts
 In Short, Incentives are most effective when
combined with other aspects of the program
GENERALLY TANGIBLE TO OTHERS

11. 11
What is Recognition?
GENERALLY INTANGIBLE TO OTHERS
 Recognition is motivational in nature
 Recognition can change behavior
 Recognition is more lasting than incentives
 Recognition must be done before coworkers
 Can be combined with tangible incentives
 Some examples include:
 - Public praise
 - Certificates of accomplishment
 - Personal recognition from management
 - Other similar initiatives as appropriate

12. 12
Factors Affecting Recognition
 People respond to different types of recognition
 Learn the person, learn what they respond to
 Multiple types of incentive/recognition work best
 Good example:
- Praise the individual before his/her peers (intangible)
- Praise the individual in private (intangible)
- Give a displayable plaque (tangible)
- Give a displayable certificate (tangible)
- Give a bonus or monetary award (tangible)

13. 13
Assumptions About Incentives
 Incentives sometimes are construed to mean:
- Workers are careless
- Workers are accident prone
- Workers have bad attitudes
- Accidents can be stopped by giving trinkets (small things)
- Accidents are caused exclusively by people
- Machines don’t cause accidents, people do
 Teach employees to understand that:
- Incentives play only a partial role in injury reduction

14. 14
What Do Statistics Tell Us?
STATISTICS
 Based on Injury statistics only
 Based on Recordable injuries
 Doesn’t include Close calls
 Frequency not a good indicator of Risk
 Provides little information about risk management
 Statistics provide little more than Indicators
 Statistics provide a starting point

15. 15
Behavior Principle
Behavior Is What a Person Does or Says. What
Causes a Person to Take This Particular Behavior
or Course of Action Depends On Other Influencing
Factors. Attitude and Situational Conditions
Cause The Particular Behavior.
WHAT IS BEHAVIOR?

16. 16
Behavior Principle
 Motivation
 Intelligence
 Emotions
 Experience
 Attitude
 Situational Conditions
What Influences Behavior?
What Else Can You Think Of?
 Desire
 Need
 Abilities
 Skills
 Ambition

17. 17
Behavior Principle
 Determine What Motivates Behavior
-- Lack of Training?
-- Working Conditions?
-- Personal Problems?
 Work-Related Problem? - Try and Fix It
 Personal Problem? - Work Within Company Resources
 Find Positive Ways To Discourage Unacceptable Behavior
When The Reason For Behavior is Not Known.

18. 18
Behavior Enforcement
Behavior reinforcement is an increase in the
strength of a response following the
implementation of safe behavior program. In
other words, If you promote a behavior and make
someone feel good about performing that
behavior, or give them a reason to perform that
behavior, Its occurrence in the future will likely
increase.
WHAT IS BEHAVIOR REINFORCEMENT?

19. 19
Behavior Enforcement
REINFORCEMENT
Acceptable Behavior must be
constantly reinforced. Never miss
an opportunity to Give a Pat on the
back for acceptable behavior.
People usually respond to positive
reinforcement.

20. 20
Behavior Enforcement
REINFORCEMENT
Unacceptable behavior must never
reinforced. Always promote the
acceptable behavior required for a
given situation.

21. 21
Behavior Enforcement
Reinforcement Considerations:
1. Reinforce frequently, and in public
2. Reinforce ONLY for acceptable behavior
3. Reinforce immediately, never wait
4. Reinforce during the safe behavior if possible
5. Be specific about the reinforced behavior
6. Give non-verbal positive cues (nods, smiles etc.)
7. Be totally positive.
8. Be sincere. People see a lot, but don’t say a lot
9. Emphasize the positive

22. 22
Behavior Enforcement
 Works for a determinant period only.
 Once an accident occurs, no incentive remains.
 Usefulness usually degrades over a period of time.
 Doesn’t permanently alter unacceptable behavior.
 Diminishes supervisory control.
Rewarding For No Accidents.
LOST TIME
ACCIDENTS
0

23. 23
Motivational Technique
 Is the individual due a raise?
 Is a salary review needed for the job?
 Is the amount of piecework? Pay appropriate?
 Is there a Bonus Program?
 Are there monetary rewards for safe behavior?
 Are there other incentive rewards for safe behaviors?
 Is there a safety suggestion program?
 HOW MUCH OF A MOTIVATOR IS MONEY?
Money and Behavior.
What Else Can You Think Of?

24. 24
Motivational Technique
 This approach holds that individuals can be motivated by
properly designing their work environment and praising
their performance.
 Holds that: Punishment for poor performance produces
negative results.
 Goal setting with employee participation is essential.
 Periodic re-evaluation is essential.
 Requires frequent work environment adjustments.
 Requires detailed planning and training of workforce.
Positive Reinforcement and Behavior.

25. 25
Motivational Technique
 People are motivated by being consulted on actions that
effect them.
 People know their jobs. What safety program changes
can they bring to the work environment?
 People in many cases know the safety problems and
safety solutions. Just ask.
 Participation in the safety program satisfies affiliation and
acceptance needs.
 Workers must know that final decisions are reserved to
management. But tell them Why!
Employee Participation and Behavior.

26. 26
Attitude
When a persons attitude Changes, His or Her
behavior will typically follow. Assuming He or She
has adequate knowledge of the safe working
conditions in the work environment. When you
eliminate every other reason for unacceptable
behavior, what is left will be attitudinal.
MOTIVATION CHANGES ATTITUDE
AND
ATTITUDE DRIVES BEHAVIOR

27. 27
Attitude
If a person understands that his or her safety at work
is controllable in a measurable way, acceptance of the
safety culture as an essential part of the work
environment will be increased. Safe attitudes and
behaviors will naturally follow.
AND!
SAFETY AS PART OF THE WORK ENVIRONMENT

28. 28
Attitude
Once safe attitudes are a normal element in the
work environment, behavior will be influenced.
then, peers and co-workers expect each other to
practice safety as a Part of Work and Not a
Requirement of Work.
When this moment occurs The Safety Culture is
Born.
At this point co-workers will Expect each other’s
protection and accident rates will decrease.
SAFETY AND PEER SUPPORT

29. 29
Attitude
Management is responsible to promote a safety
culture. Everyone is responsible for sustaining a
safety culture. Attitude is the key in sustaining a
safe work environment.
SUSTAINING SAFE BEHAVIOR

30. 30
The Human Factor
HOW DO YOU MOTIVATE THE CORE INDIVIDUAL
Rules, Policies, Schedules, Jobs Etc., Must
Accommodate The Majority.
 Focus on the individual - but, try to please everyone.
 Good behavior can be enhanced by accommodating
the majority. Please as many people as is practical.
 Bad behavior should be studied to determine causation.

31. 31
The Human Factor
PERSONAL DIGNITY IS CRITICAL TO GOOD BEHAVIOR
People must be treated with respect no matter what is
their position In the Company.
 Always treat people with respect.
 Always treat people equally.
 Assume people will talk. It will keep you straight.
 Never ridicule good behavior in joke.
 Remember, it takes two to argue. Draw a line.
 Walk away from conflict, and address it later.
 Argue constructively if you Must argue.
 If safety is critical to the issue, stand your ground.

32. 32
The Human Factor
CONSIDER THE WHOLE PERSON
People are the sum total of their experience, combined
with their genetic make-up.
 Reinforce good behavior. Discourage bad behavior.
 Learn what motivates your employees
 Learn your employees strengths and weaknesses.
 Learn strengths, reward them and use them.
 Learn weaknesses and help to improve them.
 Understand that home life can overflow into work.
 Be prepared to deal with unpredictable situations.
 Understand group behavior versus personal behavior.

33. 33
Accident Causation
WHAT CAUSES ACCIDENTS?

34. 34
Accident Causation
 Was he or she properly trained?
 Did the employee know not to use it?
 Was he or she reminded not to use it?
 Why did the supervisor allow its use?
 Did the supervisor examine the job first?
 Why was the defective ladder not found?
 Are procedures in place for defective equipment?
Contributing Factors
USE OF A BROKEN LADDER RESULTS IN AN ACCIDENT

35. 35
Accident Causation
 Improper attitude.
 Lack of knowledge or skill.
 Physical or mental impairment.
Behavioristic Causes
Improper Attitude
I’ve Never Been
Hurt Before

36. 36
Accident Causation
 Horseplay.
 Defeating safety devices.
 Failure to secure or warn.
 Operating without authority.
 Working on moving equipment.
 Taking an unsafe position or posture.
 Operating or working at an unsafe speed.
 Unsafe loading, placing, mixing, combining.
 Failure to use personal protective equipment.
Behavioristic Causes

37. 37
Accident Causation
 Improper PPE
 Improper tools
 Improper guarding
 Poor housekeeping
 Improper ventilation
 Defective equipment
 Improper illumination
 Unsafe dress or apparel
 Hazardous arrangement
Unsafe Conditions

38. 38
Accident Causation
 Fatigue.
 Defective hearing.
 Defective eyesight.
 Muscular weakness.
 Lack of required skill.
 Lack of required knowledge.
 Intoxication (alcohol, drugs).
Unsafe Personal Factors

39. 39
Accident Causation
Slip, Trip or Fall on same level
Types of Accidents
Overexertion
Struck against / Struck by

40. 40
Accident Causation
Fall to Different Level
Types of Accidents

41. 41
Accident Causation
Contact with - heat or cold
Types of Accidents
Contact with - electric current

42. 42
Accident Causation
Caught in, on, or between
Types of Accidents
Inhalation, absorption,
ingestion, poisoning

43. 43
Summary
WHAT’S LEFT? ATTITUDE!
When you:
 Eliminate Unsafe Environmental Conditions.
 Upgrade Engineering Controls.
 Optimize Administrative Controls.
 Provide Adequate Personal Protective Equipment.
ATTITUDE DRIVES BEHAVIOR

44. 44
Summary
WHAT’S LEFT? A CORPORATE
SAFETY CULTURE!
When Behavior:
 Causes Management to Fully Support the Program.
 Causes Employees to Promote Safety.
 Contributes To a Safe Work Environment.
 Causes a Measurable Reduction In Accidents.