The corporate safety training document outlines key concepts and responsibilities related to behavior-based safety protocols for supervisors, emphasizing the importance of safe attitudes to prevent workplace accidents. It covers OSHA standards, the necessity for training, and the roles of management, supervisors, and employees in maintaining workplace safety. Effective behavior reinforcement and continuous observation are highlighted as crucial for fostering a safety-oriented culture within the organization.

1. WELCOME
CORPORATE SAFETY TRAINING
29 CFR 1910
BEHAVIOR-BASED SAFETY
TRAINING FOR SUPERVISORS

2. BASIS FOR THIS COURSE
 Statistically, safe attitudes result in accident prevention.
 Safe attitudes result in safe behaviors at work.
 Development of improved safe attitudes toward work.
 Elimination of workplace injuries & illnesses where possible.
 Reduction of workplace injuries & illnesses where possible.
 OSHA Safety Standards require:
 Training be conducted
 Workplace Hazards be assessed
 Hazards and precautions be explained
 Accidents be investigated
 Job Hazards be assessed and controlled

3. COURSE OBJECTIVES
 Discuss the local safety policy.
 Discuss supervisor responsibilities.
 Discuss the concepts of behavior - based safety.
 Introduce 29 CFR 1910, the industrial safety standards.
 Discuss the OSHA penalties policy for safety violations.
 Discuss methods and techniques used to protect workers.

4. COMPANY SAFETY POLICY
The personal safety and health of each employee of
this company is of primary importance. The
prevention of occupationally-induced injuries and
illnesses is of such consequence that it will be given
precedence over operating productivity whenever
necessary. To the greatest degree possible, this
company will provide all mechanical and physical
facilities required for personal safety and health in
keeping with the highest standards.

5. INITIAL TRAINING
 Train in Safety Related Work Practices.
 Conduct Training Prior to Job Assignment.
 Explain The Specific Regulations That Apply.
 Teach The Local Hazard Reporting Procedures.
 Explain The Hazards Associated with Their Work Area.
THE EMPLOYER MUST PROVIDE TRAINING:

6. REQUIRED WHEN THERE IS A:
 New Work Area Hazard.
 Program Related Injury.
 Change in Job Assignment.
 New Equipment Introduced.
 New Hazard Control Methods.
 Failure in Written Work Procedures.
 Failure in the Safety Work Practices.
 Reason to Doubt Employee Proficiency.
RETRAINING REQUIREMENTS

7. BEHAVIORAL-BASED SAFETY
IS IMPORTANT
 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:

8. PROGRAM IMPLEMENTATION
 DEDICATION
 PERSONAL INTEREST
 MANAGEMENT COMMITMENT
IMPLEMENTATION OF A BEHAVIOR- BASED
SAFETY PROGRAM REQUIRES:
NOTE:
UNDERSTANDING AND SUPPORT FROM THE WORK FORCE
IS ESSENTIAL, WITHOUT IT THE PROGRAM WILL FAIL!

9. RESPONSIBILITY IS IMPORTANT
EFFECTIVE ASSIGNMENT OF RESPONSIBILITY
AUTHORITY & ACCOUNTABILITY
LABOR FORCE
SUPERVISION
MGMT.
TWO WAY STREET

10. WHAT IS BEHAVIOR - BASED SAFETY?
Behavior-based safety is a safety management
system that specifies exactly which behaviors are
required from each employee. These behaviors are
geared toward a safer work environment. The
system must have controls in place which will
measure whether or not these behaviors exist as a
routine element in the work environment. Acceptable
behaviors must be positively reinforced frequently
and immediately as the behavior occurs.

11. MANAGEMENT’S ROLE
 Considerations:
1. Get Involved. Learn!
2. Ensure Your Support Is Visible.
3. Support the Program.
4. Implement Ways to Measure Effectiveness.
5. Attend the Same Training As Your Workers.
6. Interact With Your Workers.
7. Insist on Periodic Follow-up & Program Review.
8. Follow-up on the Actions You Took.

12. THE SUPERVISOR’S ROLE
 Considerations:
1. Get Involved.
2. Get Your Workers Involved.
3. Never Ridicule Any Injury or Near Miss.
4. Be Positive, Motivate, and Reward.
5. Find Ways to Measure 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.

13. THE SUPERVISORS PRIMARY JOB:
 Control the work environment.
 Enforce existing work rules.
 Constantly reassess conditions.
 Improve the system or process.
 Involve employees.
 Bring safety concerns to management.
 Serve as company liaison.
SUPERVISOR RESPONSIBILITIES

14. THE SUPERVISOR MUST:
 Know the training needs of his or her workers.
 Be aware of changing conditions requiring new training.
 Be constantly aware of safety conditions in the workplace.
 Ensure workers are included in the safety process.
 Solicit ideas for safety improvements from workers.
 Interact closely with the Company Safety Officer.
 Halt any operation where personal injury could result.
Regarding Safety Training!
SUPERVISOR RESPONSIBILITIES
Continued

15. THE SUPERVISOR MUST:
 Treat all “Near Misses” as an accident.
 Report it.
 Investigate the cause.
 Determine corrective measures.
 Update and annotate!
 Follow up to ensure compliance.
Regarding Near Misses!
SUPERVISOR RESPONSIBILITIES
Continued

16. THE SUPERVISOR MUST:
 Act as a conduit, upward and downward.
 Act as a filter, use your experience.
 Inform the sender if you change the message.
 Be proactive, look for problems.
 Be thorough, follow up on the actions you took.
 Ask your employees to ensure comprehension.
 If it doesn’t make sense to you. It won’t to your people.
Regarding Flow of Safety Information!
SUPERVISOR RESPONSIBILITIES
Continued

17. ELIMINATE BEHAVIOR THAT IS DRIVEN BY:
LACK OF -
 Appropriate Safety Training.
 Knowledge of Personal Responsibility.
 Knowledge of Safety Procedures.
 Knowledge of Safety Information.
 Knowledge of Machines or Equipment.
 Knowledge of Facility Operations.
SUPERVISOR RESPONSIBILITIES
Continued
WHAT’S LEFT, IDEALLY IS ATTITUDINAL, WHICH DRIVES BEHAVIOR

18. SUPERVISOR
RESPONSIBILITY ACCOUNTABILITY
DELEGATION
AUTHORITY
SUPERVISOR RESPONSIBILITIES
Regarding Your Ability to Supervise!
Continued

19. RESPONSIBILITY ACCOUNTABILITY
AUTHORITY
SUPERVISOR RESPONSIBILITIES
Regarding Your Ability to Supervise!
REMOVE ANY ONE AND YOU CANNOT EFFECTIVELY SUPERVISE
Continued

20. RESPONSIBILITY
 Safety is one of your specific duties.
 You are responsible for controlling your work area.
 You must be knowledgeable of your responsibilities.
 AUTHORITY is needed to carry out responsibilities.
SUPERVISOR RESPONSIBILITIES
Regarding Your Ability to Supervise!
Continued

21. AUTHORITY
 Authority is absolutely critical.
 Authority must be commensurate with responsibility.
 Authority allows you to take action.
 Authority allows you to correct deficiencies.
 Authority must be controlled.
 ACCOUNTABILITY is needed to control Authority.
SUPERVISOR RESPONSIBILITIES
Regarding Your Ability to Supervise!
Continued

22. ACCOUNTABILITY
 Accountability is the check and balance.
 Accountability must be appropriate.
 Accountability measures compliance.
 Accountability must be used in consonance with
Responsibility and Authority.
SUPERVISOR RESPONSIBILITIES
Regarding Your Ability to Supervise!
Continued

23. TO VARYING DEGREES
ALL EMPLOYEES HAVE:
RESPONSIBILITIES,
AUTHORITY
AND ARE ACCOUNTABLE
FOR SAFETY.
SUPERVISOR RESPONSIBILITIES
Continued

24. THE EMPLOYEE’S ROLE
 Considerations:
1. Get Involved.
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.
8. Understand the Reason Work Must be Observed.

25.  Document Meetings.
 Encourage Employee Involvement.
 Provide Feedback Without Fear of Reprisal.
 Make Recommendations for Corrective Action.
 Analyze Statistical Data Concerning Accidents.
 Hold Regular Safety Review Meetings.
 Bring Employee Concerns to Management's Attention.
 Follow-up Is Critical.
SAFETY COMMITTEE
 Safety Committees Should:

26. WORKSITE ANALYSIS
 WORKSITE ANALYSIS INCLUDES:
1. Gathering Behavior Information From Available Sources.
2. Observing Behavior of Employees During Varying Conditions.
3. Developing Lists of Acceptable Behavior for Specific Jobs.
4. Conducting Baseline Screening Surveys to Determine Which
Jobs Are High Risk and Need a Closer Analysis.
5. Performing Job Hazard Analyses of High Risk Jobs.
6. After Implementing Control Measures, Conducting Periodic
Surveys and Follow-up to Evaluate Changes in Behavior.

27.  Accident Records
 Behavior Observations
 Production Records
 Personnel Records
 Employee Surveys
 Policies and Procedures
WORKSITE ANALYSIS
Continued
TANGIBLE INDICATORS:

28. BEHAVIOR PRINCIPLES
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?

29. BEHAVIOR PRINCIPLES
 Motivation.
 Intelligence.
 Emotions.
 Experience.
 Attitude
 Situational Conditions.
 What Influences Behavior?
What Else Can You Think Of?
 Desire
 Need.
 Abilities.
 Skills.
 Ambition.
Continued

30. BEHAVIOR PRINCIPLES
 Determine What Motivates The 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.
Continued

31. OBSERVING BEHAVIOR
OBSERVING BEHAVIOR
Behavior Must Be Observed to
Begin to Understand Current
Behavior and Develop Lists of
Acceptable (Safe) Behaviors. The
Lists of Acceptable Behavior Will
Be Used in Determining Safe
Behaviors in the Future.

32.  To Effectively Observe Behavior:
1. Establish Criteria For Observations.
2. Observe Workers Frequently at Various Work Times.
3. Observe Workers For a Few Minutes Each Time.
4. Employees Should Know They Are Being Observed.
5. Employees Should Know Their Behavior is Recorded.
6. Know the Safe Behaviors You Are Looking For.
7. Develop a Checklist If Necessary.
8. Constantly Compile and Compare Observations.
9. Follow-up on Observations.
OBSERVING BEHAVIOR
Continued

33. REMEMBER
Someone Is Always New or Young or
Unfamiliar With Why They Are Being
Observed. Determining Safe Behaviors
Is a Never-Ending Process. Your List of
Safe Behaviors Will Vary by Job or
Department and Will Change As Work
Conditions or Equipment Change.
OBSERVING BEHAVIOR
Continued

34. EXAMPLES OF SAFE BEHAVIORS - FORKLIFT SAFETY
OBSERVING BEHAVIOR
Continued
• Approaches load slowly and straight-on
• Stops when forks are about a foot from load
• Safely engages pallet
• Checks mast height for obstructions
• Slowly/safely picks up load with load against backrest
• Checks rear for pedestrians, traffic, obstructions
• Stops when forks are about a foot from load
• Checks mast height for obstructions
• Safely raises forks to desired height
• Safely engages pallet and tilts to safe angle
• Slowly and safely picks up load and lowers to safe height

35. OBSERVING BEHAVIOR
Continued
• Approaches slowly and straight-on
• Stops when forks are about a foot from load
• Checks mast height for obstructions
• Safely raises forks to desired height
• Safely drives forward until load is squarely over stack
• Safely tilts to safe angle and places load on stack
• Slowly and safely levels forks within inside of pallet
• Checks rear for pedestrians, traffic, obstructions
• Slowly and safely backs out and lowers to safe height
• Plans load route based on current path obstructions
• Carries load with load tilted back to safe angle
EXAMPLES OF SAFE BEHAVIORS - FORKLIFT SAFETY

36. BEHAVIOR REINFORCEMENT
Reinforcement Is Any Consequence That
Increases the Likelihood That the Behavior It
Follows Will Occur in the Future. 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?

37. 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.
BEHAVIOR REINFORCEMENT
Continued

38.  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. Accentuate The Positive.
BEHAVIOR REINFORCEMENT
Continued

39. BEHAVIOR REINFORCEMENT
 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.
Continued
LOST TIME
ACCIDENTS
0

40. MOTIVATIONAL TECHNIQUES
 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?

41. MOTIVATIONAL TECHNIQUES
 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.
Continued

42. MOTIVATIONAL TECHNIQUES
 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.
Continued

43. 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 It Attitudinal.
MOTIVATION CHANGES ATTITUDE
AND
ATTITUDE DRIVES BEHAVIOR

44. ATTITUDE IS IMPORTANT
If a Person Understands That His or Her Safety at
Work is Controllable in a Measurable Way,
Acceptance of Safety 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

45. ATTITUDE IS IMPORTANT
Once Safe Attitudes are a Normal Element in the
Work Environment, Behavior Will Be Influenced.
Then, Peers and Coworkers Expect Each Other To
Practice Safety as a Part of Work and Not a
Requirement of Work.
At This Point Coworkers Will Expect Each Other’s
Protection and Accident Rates Will Decrease.
SAFETY AND PEER SUPPORT
Continued

46. ATTITUDE IS IMPORTANT
Management Is Responsible to Promote Safety.
Everyone is Responsible For Sustaining a Safe
Work Environment. Attitude Is the Key To
Sustaining a Safe Work Environment.
SUSTAINING SAFE BEHAVIOR
Continued

47. “It is estimated that in the United States, 97% of the
money spent for medical care is directed toward
treatment of an illness, injury or disability. Only 3%
is spent on prevention.” Good Attitude = A
Healthier Workforce.
Self-Help Manual For Your Back
H. Duane Saunders, MSPT
by Educational Opportunities
GOOD ATTITUDE IS PREVENTION

48. THE HUMAN FACTOR
NO ONE IS AS AN AVERAGE PERSON
Rules, Policies, Schedules, Jobs Etc., Must
Accommodate The Majority.
 Focus on The Individual - 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.

49. THE HUMAN FACTOR
PERSONAL DIGNITY IS CRITICAL TO GOOD BEHAVIOR
People Must Be Treated With Respect No Matter
What 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 Jest.
 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.
Continued

50. 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 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 Verses Personal Behavior.
Continued

51. TRANSACTIONAL ANALYSIS
Transactional Analysis or TA Was Originated by
Eric Berne (Games People Play, New York: Grove
Press, Inc., 1964). TA Assumes That Each of Us
Reside in a Particular Mental (Ego) State at All
Times. These States Are:
1. Parent 2. Adult 3. Child
WHAT IS TRANSACTIONAL ANALYSIS?

52. TRANSACTIONAL ANALYSIS
WHY IS TRANSACTIONAL ANALYSIS IMPORTANT?
TA Is Important Because When You Are
Interacting With Co-Workers You Can Quickly
Recognize Which Ego State They Are Operating in
and Then You Can Adjust Your Behavior With the
Individual Accordingly. This Will Optimize Your
Interaction and Keep the Work Environment
Professional and Safe.
1. Parent 2. Adult 3. Child
Continued

53. TRANSACTIONAL ANALYSIS
STIMULUS VERSES RESPONSE
Effective Use of TA Requires That You Understand
the Meaning of “Stimulus” and “Response”.
 Stimulus: What Is Said or Done to Initiate a Response.
 Response: Behavior As a Result of Stimulus.
Note: All of us interact this way every day.
Continued

54. TRANSACTIONAL ANALYSIS
CROSSED TRANSACTION
 Stimulus (SUPERVISOR): Jim, I’ve Got Another Press Down, Get the Work Done on This Press Immediately,
I Don’t Care How You Do It.
 Response (WORKER): I Know What I’m Doing, I Was Working Here When You Were Still in Grade School!
Note: Completely Ineffective Transaction. Transaction
is Crossed. Each Person Assumes A “Parental” State
and Speaks to The Other Persons “Child”.
Continued

55. P
C
A
P
C
A
1. Parent 2. Adult 3. Child
STIMULUS RESPONSE
TRANSACTIONAL ANALYSIS
CROSSED
TRANSACTION
NOT VERY
EFFECTIVE
Continued

56. TRANSACTIONAL ANALYSIS
PARALLEL TRANSACTION
 Stimulus (SUPERVISOR): Jim, Another Press Just Went Down, I’m Concerned About Production. How Long
Do You Feel It Will Take to Safely Make Repairs on This Press?
 Response (WORKER): I Still Have to Replace a Drive Gear. Should Be About 2 Hours. Is the Other Press a
Higher Priority Than This One?
Note: Each Person Understands The Higher Need.
Behavior Is Consistent With Safe Requirements of the
Job. Transaction Is “Adult” to “Adult” (Optimal)
Continued

57. P
C
A
P
C
A
1. Parent 2. Adult 3. Child
STIMULUS
RESPONSE
TRANSACTIONAL ANALYSIS
PARALLEL
TRANSACTION
OPTIMAL
Continued

58. Understanding Which Ego State a Person Is
Operating in Will Allow You To Positively Affect
Their Behavior. Safety and Professionalism on
The Job Can Then Be Improved. Its a Simple
Concept, With a Little Practice You Will Be Able to
Integrate This Technique Into Your Management
Style. Your Personal Life May Also Be Positively
Affected.
DO YOU SEE THE VALUE IN TA?
TRANSACTIONAL ANALYSIS
Continued

59. ACCIDENT CAUSATION
WHAT CAUSES ACCIDENTS?

60.  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?
ACCIDENT CAUSATION
 Contributing Factors
USE OF A BROKEN LADDER RESULTS IN AN ACCIDENT
Continued

61.  Improper attitude.
 Lack of knowledge or skill.
 Physical or mental impairment.
ACCIDENT CAUSATION
 Behavioristic Causes
Improper Attitude
I’ve Never Been
Hurt Before
Continued

62.  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.
ACCIDENT CAUSATION
 Behavioristic Causes
Continued

63.  Improper PPE.
 Improper tools.
 Improper guarding.
 Poor housekeeping.
 Improper ventilation.
 Defective equipment.
 Improper illumination.
 Unsafe dress or apparel.
 Hazardous arrangement.
ACCIDENT CAUSATION
 Unsafe Conditions (Environmental)
Continued

64.  Fatigue.
 Defective hearing.
 Defective eyesight.
 Muscular weakness.
 Lack of required skill.
 Lack of required knowledge.
 Intoxication (alcohol, drugs).
ACCIDENT CAUSATION
 Unsafe Personal Factors
Continued

65.  Slip, Trip.
 Struck by.
 Overexertion.
 Struck against.
 Fall on same level.
 Fall to different level.
 Caught in, on, or between.
 Contact with - heat or cold.
 Contact with - electric current.
 Inhalation, absorption, ingestion, poisoning.
ACCIDENT CAUSATION
 Types of Accidents
Continued

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

67. You Can’t Influence Employee Behavior If Contact Is
Too Infrequent or Limited. Reinforcement Must
Happen Frequently. If Acceptable Behavior Is Not
Reinforced As It Happens, and If Corrective
Instruction Is Not Direct and Specific, Behavior May
Not Be Changed.
Also, Responsibility for Safety Is in No Way Shifted
Entirely From Management to the Employee. Safety
Is Still the Shared Responsibility Between
Management and All Other Company Employees.
A WORD OF CAUTION