Establishing and fostering a safety culture has, quite rightly, become a more prominent topic to consider for safety directors. No matter the industry or organization, it is now commonly accepted that safety culture can have a huge influence on the success or failure of a safety management system.
Safety culture is not a program, policy or procedure, it is a reflection of how safety is managed in a workplace. However, it is often difficult to pin down, as it is a somewhat ethereal concept, based on soft components that cannot be easily measured – factors such as accountability, leadership and organizational learning.
This difficulty is at the heart of many safety directors’ struggle – how do you pinpoint your organization’s current safety culture? Which activities are having a positive or negative effect?
In this presentation, Shannon Crinklaw defines safety culture and provide suggestions and ideas around how to recognize and foster a strong safety culture within your organization.
Watch this webinar and learn:
How safety culture can be broken down into components
The different ways that it can be (indirectly) measured
Steps that managers should take to improve it
How using Medgate to automate some safety activities assist in building a safety culture
Learn what is critical to creating a culture of safety in your organization. These 7 keys based on the science of behavior analysis and positive reinforcement will provide the foundation for a sustainable, effective safety system.
Building an effective safety culture editsG&A Partners
Join us as we offer proven solutions and techniques that encourage company-wide buy in for your safety initiatives. We will discuss the benefits of empowering your employees to take personal responsibility for their own safety, as well as the safety of those around them. Topics will include incentive programs, visual safety, and behavioral-based safety programs.
Establishing and fostering a safety culture has, quite rightly, become a more prominent topic to consider for safety directors. No matter the industry or organization, it is now commonly accepted that safety culture can have a huge influence on the success or failure of a safety management system.
Safety culture is not a program, policy or procedure, it is a reflection of how safety is managed in a workplace. However, it is often difficult to pin down, as it is a somewhat ethereal concept, based on soft components that cannot be easily measured – factors such as accountability, leadership and organizational learning.
This difficulty is at the heart of many safety directors’ struggle – how do you pinpoint your organization’s current safety culture? Which activities are having a positive or negative effect?
In this presentation, Shannon Crinklaw defines safety culture and provide suggestions and ideas around how to recognize and foster a strong safety culture within your organization.
Watch this webinar and learn:
How safety culture can be broken down into components
The different ways that it can be (indirectly) measured
Steps that managers should take to improve it
How using Medgate to automate some safety activities assist in building a safety culture
Learn what is critical to creating a culture of safety in your organization. These 7 keys based on the science of behavior analysis and positive reinforcement will provide the foundation for a sustainable, effective safety system.
Building an effective safety culture editsG&A Partners
Join us as we offer proven solutions and techniques that encourage company-wide buy in for your safety initiatives. We will discuss the benefits of empowering your employees to take personal responsibility for their own safety, as well as the safety of those around them. Topics will include incentive programs, visual safety, and behavioral-based safety programs.
Learn how to implement Behavioral Based Safety system (BBS) at your workplace; what are the benefits of BBS, what are the roles of the employees and more.
A real-world introduction to PSM’s 14 Elements360factors
A number of recent incidents in various parts of the world have highlighted the increasing importance of effective Process Safety Management (PSM). This webinar presents a high-level overview of OSHA’s PSM requirements as well as real-world examples of how companies handle compliance.
Objectives
• Describe some of the major catastrophes which led to the formulation of PSM regulations.
• Introduce the 14 Elements of PSM.
• Present examples of various implementation approaches.
Learn how to implement Behavioral Based Safety system (BBS) at your workplace; what are the benefits of BBS, what are the roles of the employees and more.
A real-world introduction to PSM’s 14 Elements360factors
A number of recent incidents in various parts of the world have highlighted the increasing importance of effective Process Safety Management (PSM). This webinar presents a high-level overview of OSHA’s PSM requirements as well as real-world examples of how companies handle compliance.
Objectives
• Describe some of the major catastrophes which led to the formulation of PSM regulations.
• Introduce the 14 Elements of PSM.
• Present examples of various implementation approaches.
Toyota Material Handling Europe (TMHE) and EU-OSHA recently explored the meaning of an organisational health and safety culture together during a benchmark event on 5th and 6th June 2013.
Peter Carlsson, Vice President Production Powered Trucks at TMHE, and Dave Mason, Head of Global Health and Safety at Electrocomponents, define the main points that make a company’s culture and the roles that the Toyota Production System (TPS) and employee engagement play in it.
Visit our website to find out more about our efforts to improve health and safety: http://www.toyota-forklifts.eu/en/company/osha/Pages/default.aspx
Safety culture is the number one indicator of successful injury prevention programs, as discussed in a previous blog post.
But what is safety culture and how do you know where yours stacks up?
According to OSHA, “Safety cultures consist of shared beliefs, practices, and attitudes that exist at an establishment. Culture is the atmosphere created by those beliefs, attitudes, etc., which shape our behavior.”
By definition, safety culture is difficult to measure. How do you measure values, attitudes and beliefs?
Following are 25 ways to tell whether or not you have an awesome safety culture. If you can answer yes to most of these, you’re doing great. Keep it up!
If not, you have some work to do. Don’t be discouraged, culture change takes time and perseverance.
Measuring “Culture of Safety” Tawam’s Experience
Discovery:
Tawam Hospital’s Executive leadership realized the need to establish a “Culture of Safety” within the organization and implemented the Johns Hopkins Medicine “Comprehensive Unit based Safety Program” (CUSP). CUSP was introduced as a pilot project in the Intensive Care Unit (ICU), Neonatal Intensive Care Unit (NNU) and Paediatric Oncology Unit (Peds Onc).
Prior to implementation the leadership decided to measure staff perception of safety using evidence based tool.
Solution:
Tawam partnered with Pascal Metrics to implement the Safety Attitude Questionnaire survey. The SAQ was administered to all Tawam Hospital staff in three phases (2008, 2010 and 2011). In 2010 the pilot CUSP units were also resurveyed to determine the status of safety culture since its introduction in 2008.
An email from the CEO was sent to the participants encouraging them to participate in the SAQ survey.
Physicians, nurses, ward-clerks; respiratory therapist, physiotherapist, dieticians etc were included in the survey.
Those who spent at least 50% of their time in the identified units were only included to participate in the survey.
Survey was administered during departmental meetings to increase response rate.
Conducted separate sessions of physicians.
Staff dropped the completed surveys in an envelope.
82% of staff in the patient care areas of the whole hospital participated in the overall 3 phases of SAQ Survey.
The three CUSP pilot units were re-surveyed in 2010.
Anonymity, privacy and confidentiality were maintained from the beginning till the end.
Outcome:
The survey results were graded against percentage positive responses. Responses that were less than 60% mark were graded in the danger zone and anything above the 80% mark were graded in the goal zone. Teamwork climate and Safety climate scale scores are considered to be primary dependent variables, because they are important in preventing patient harm.
The overall hospital score on all the domain scores were in the danger zone, less than 60%. 20 clinical locations in 2010 and 7 clinical locations in 2011 had less than 60% scores in the primary dependent variables.
The SAQ results were disseminated department wise in the presence of a hospital Senior Executive. Every department did an action plan using the SAQ de-briefer tool. The hospital administrators to bring about the change played a facilitators role and helped the departments to come up with their actionable plans.
The hospital leadership in their pursuit to continuing the culture of safety journey, identified six more units for CUSP implementation based on the Phase 2 SAQ scores of 2010. Accordingly the Medical 1, Medical 2, Surgical 1, Surgical 2, Day Case and OBGYN Units were identified for the CUSP roll out. Senior Executive leaders were assigned to each of these new CUSP units to ensure leadership commi
Improving Safety and Health Management in the Construction Industry.
A safety culture helps to ensure wider adoption of safety practices and allows companies to better reap the benefits of their safety investments. The new findings on the influence of a safety culture at a construction company, along with striking differences from the findings in 2012, demonstrate that encouraging a safety culture is critical, that safety investments in the industry are clearly paying off and that jobsite workers are increasingly recognized as playing a critical role in ensuring high safety performance at construction companies. Procore considers safety to be of utmost importance in the construction industry. To learn more please visit https://www.procore.com/.
Lean Leadership by Dr Prem Jagyasi | carving path for lean culture, ultimate ...Dr Prem Jagyasi
Connect with Dr Prem Jagyasi at http://drprem.com/contact
Every organization has its own set of standards and guidelines that are shared and this culture is followed by all members of the organization. It is based on the work environment and these standards and processes are developed by the organization and established by the management team. However, if the work environment or the overall needs of the organization change, the culture also needs to change. In such cases, the organizations as well as the members need to adapt to the changing trends and adopt innovation in business. Lean culture is this culture that moves towards continuous improvement and embraces change and innovation.
In order to get the right approach and to maximize efforts, managers need to get trained in developing lean culture. With the help of training they can enhance their abilities and adopt lean culture for their organization and take on a completely different mantle. This course can bring about a transformation in their thought and deeds so that they can act as catalyst to facilitate growth of their organization.
Understanding Lean culture
Basics of lean culture and its benefits
Strategies of developing lean culture
Overcoming possible hurdles
Application of Lean culture
Importance of lean culture
Application of lean in today’s competitive world.
Using lean principles to do more with less effort.
Using lean principles to improve overall productivity and profit
Understanding Lean Culture Development Practices
To communicate the purpose and not only the tasks.
To support, inspire, motivate and stimulate the staff.
To find the root cause of errors.
To investigate problems.
To be a role model
To realize that it is important to tackle the process first and not the people.
Practical Solutions of your professionals problems by adopting lean culture
To promote organizational performance by adopting lean culture.
To be much in control by using lean principles and having a better personality.
To develop communication skills.
The course design and the way it is conducted will help the participants to effectively adopt lean culture in their personal and professional life. This will enable them to reach greater heights and can make a distinct position from the rest.
Concrete Maturity | Estimating the Real-Time Concrete StrengthAali R. Alizadeh
The strength monitoring of concrete in the job site is a critical step in the optimization of important operations such as formwork removal, opening traffic on the concrete pavement, post-tensioning, concrete curing, and application of load of concrete elements during construction.
Currently, field-cured cylindrical specimens or CIPPOC samples are cast on most of the job site and are tested in laboratory at various times to monitor strength. This is a relatively inefficient method as it provides delayed results and could be prone to errors as usually one field-cured specimen is tested.
To obtain real-time concrete strength results, a standardized alternative based on the maturity concept has been widely used in the concrete industry. According to the ASTM C1074, the temperature history of concrete is recorded after pouring and using a calibration curve, this information is used to estimate the strength of concrete on the job site.
In this presentation, the concept and measurement techniques of concrete maturity are discussed. You can also watch the video version of this presentation in the following link: http://www.giatecscientific.com/knowledge-center/concrete-news/video-what-is-concrete-maturity/
Top 20 Safety Quotes To Improve Your Safety CultureSafetyCulture
Good quotes are the kind that inspire us to do better. The safety industry is a tough gig. So we thought you might need some extra inspiration to turn to on a bad day. Quotes pick us up when we’re feeling unmotivated and can be a great tool to help keep your employees focussed on safety. Display them around your workplace, or add them to internal newsletters. Make an impact and get your point across. Without further ado, here are those nuggets of wisdom we’ve sought out.
Worker safety trainings are the most essential foundation block for building a safety culture in any organisation. Worker skill training and capacity building is unique and to be designed, developed and delivered with proper competence & focus.
The #KnowledgeReport on Worker Safety Skill Training –foundation for a sustainable safe workplace is here!
Launched at ICC Industrial Safety and Surveillance Conclave 2018
Download the full knowledge report!
https://www.consultivo.in/news-events/knowledge-partner-icc-safety-conclave/
#Consultivo #KnowledgeIsPower #KnowledgeReport #WorkerSafetySkillTraining #SafetyCulture
10 ways to ensure your safety leadership journey towards vision zeroConsultivo
This presentation on Safety Leadership Journey towards Vision Zero is about the path ahead - the ten major ways of establishing a culture of proactive leadership ensuring a safety culture for everyone.
Corporate Safety Governance and Role of LeadeshipConsultivo
Corporate Safety Governance stresses on the need of management intervention to address the issues related to health and safety for the proper functioning of an organisation. High level of health and safety performance is directly linked to business excellence.
This presentation will give you a clear understanding of corporate safety governance and the role of leadership, safety governance pathway, safety culture and factors contributing towards good safety culture within an organisation.
Serious Incident PreventionSM(SIP) provides critical training designed to reduce catastrophic events.
Participants will learn how to:
Identify risks and work practices critical to addressing those risks
Measure and track those work practices
Encourage conversations around those critical work practices
Identify improvement targets and creates action plans
Include an effective Process Safety Leadership
Develop a Team that involves representative engineers, management, operators, and maintenance
Measure behaviors that are critical to serious incidents:
Maintenance of instrumentation and controls
Completion of hazard analysis, inspection, and testing
Compliance with work permits and procedures
Completion of process upset logs and review at shift change
TESTIMONIALS
“Best workshop I have ever been to. I have been struggling for a while as to how I could engage in our safety program in a meaningful way. You have given me the keys.”
“This is exactly what we needed. And it comes at a great time in the development of our safety program”
For full details, download the PDF brochure today OR contact kris@360bsi.com.
BUILDING A SAFETY CULTURE
A safety culture is an organizational culture that places a high level of importance on safety beliefs, values and attitudes—and these are shared by the majority of people within the company or workplace. It can be characterized as 'the way we do things around here'.
It is a subset of the overall organizational or company culture. Many companies talk about 'safety culture' when referring to the inclination of their employees to comply with rules or act safety or unsafely.
A positive safety culture exists when employees understand the importance of safety and exhibit positive safety behaviors. Examples of positive safety behaviors include wearing personal protective equipment (PPE) without being asked, completing risks assessments for all jobs and reporting all incidents.
According to the Occupational Safety and Health Administration (OSHA), developing a strong safety culture has the single greatest impact on accident reduction of any workplace practice. Therefore, developing a safety culture should be a top priority for the managers and supervisors at your organization.
OBJECTIVES OF A SAFETY CULTURE
Safety culture is the set of shared attitudes, beliefs, and practices demonstrated by workers at all levels of the company. A positive safety culture connects everyone in the company around a common goal to measurably reduce near misses and incidents. It goes beyond following safety procedures and rules.
In a positive safety culture, all employees are accountable for maintaining standards and procedures. This means management enforces safety standards and understands the requirements for a safe workplace, while on-site employees follow those standards and ensure their colleagues follow them, too.
Safety Culture is about People, Practices and Environment. As organizations and workplaces we should endeavor to be strong culture based.
What does strong culture-based safety mean?
Let’s take a look at each word in turn…
• Culture: the shared values, beliefs and attitudes of a given group, which show themselves as behavior.
• Based: the main principle or starting point.
• Safety: people not getting injured or killed.
A safety culture consists of shared beliefs, practices and mind-sets that exist at an organization and form an atmosphere of attitudes that shape behavior in a positive way. An organization’s safety culture is a direct result of the following factors:
• Management and employee norms, assumptions, and beliefs
• Management and employee attitudes
• Values, myths, and stories
• Policies and procedures
• Supervisor priorities, responsibilities, and accountability
• Production and bottom line pressure versus quality issues
• Actions, or lack thereof, to correct unsafe behaviors
• Employee training and motivation
• Employee involvement and buy-in during the process
A company’s safety culture is a direct reflection of the organization’s overarching culture and the people who work in it. As a result, most employees will gen
Serious Incident Prevention (SIP) provides critical training designed to reduce catastrophic events.
Participants will learn how to:
Identify risks and work practices critical to addressing those risks
Measure and track those work practices
Encourage conversations around those critical work practices
Identify improvement targets and creates action plans
Include an effective Process Safety Leadership
Develop a Team that involves representative engineers, management, operators, and maintenance
Measure behaviors that are critical to serious incidents:
Maintenance of instrumentation and controls
Completion of hazard analysis, inspection, and testing
Compliance with work permits and procedures
Completion of process upset logs and review at shift change
TESTIMONIALS
“Best workshop I have ever been to. I have been struggling for a while as to how I could engage in our safety program in a meaningful way. You have given me the keys.”
“This is exactly what we needed. And it comes at a great time in the development of our safety program”
For full details, download the PDF brochure today OR contact kris@360bsi.com.
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
NVBDCP.pptx Nation vector borne disease control programSapna Thakur
NVBDCP was launched in 2003-2004 . Vector-Borne Disease: Disease that results from an infection transmitted to humans and other animals by blood-feeding arthropods, such as mosquitoes, ticks, and fleas. Examples of vector-borne diseases include Dengue fever, West Nile Virus, Lyme disease, and malaria.
Basavarajeeyam is a Sreshta Sangraha grantha (Compiled book ), written by Neelkanta kotturu Basavaraja Virachita. It contains 25 Prakaranas, First 24 Chapters related to Rogas& 25th to Rasadravyas.
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
Rasamanikya is a excellent preparation in the field of Rasashastra, it is used in various Kushtha Roga, Shwasa, Vicharchika, Bhagandara, Vatarakta, and Phiranga Roga. In this article Preparation& Comparative analytical profile for both Formulationon i.e Rasamanikya prepared by Kushmanda swarasa & Churnodhaka Shodita Haratala. The study aims to provide insights into the comparative efficacy and analytical aspects of these formulations for enhanced therapeutic outcomes.
Integrating Ayurveda into Parkinson’s Management: A Holistic ApproachAyurveda ForAll
Explore the benefits of combining Ayurveda with conventional Parkinson's treatments. Learn how a holistic approach can manage symptoms, enhance well-being, and balance body energies. Discover the steps to safely integrate Ayurvedic practices into your Parkinson’s care plan, including expert guidance on diet, herbal remedies, and lifestyle modifications.
Muktapishti is a traditional Ayurvedic preparation made from Shoditha Mukta (Purified Pearl), is believed to help regulate thyroid function and reduce symptoms of hyperthyroidism due to its cooling and balancing properties. Clinical evidence on its efficacy remains limited, necessitating further research to validate its therapeutic benefits.
Ozempic: Preoperative Management of Patients on GLP-1 Receptor Agonists Saeid Safari
Preoperative Management of Patients on GLP-1 Receptor Agonists like Ozempic and Semiglutide
ASA GUIDELINE
NYSORA Guideline
2 Case Reports of Gastric Ultrasound
2. Douglas
Borough
Council
Introduction
In order for Douglas Borough Council to
advance in Health & Safety it is vital that
work is carried out to improve the Health &
Safety Culture within the organisation. This
presentation is the first step towards
achieving this.
3. Douglas
Borough
Council
Benefits
A positive health and safety culture has
benefits to the organisation as a whole.
It will in time provide cost saving in several
areas.
The model we are going to look at, is not
just a health and safety model, but a good
business model.
4. Douglas
Borough
Council
Reduction is lost time
If Douglas Borough Council were to
completely eradicate sickness/lost time it
would financially be the equivalent of 10
manual workers pay for a whole year.
In the current economic downturn would it
not be an opportunity to embrace this
concept and reap the rewards?
5. Douglas
Borough
Council
Where do we start
Well the good news is we have already
begun.
We have taken a snap shot of the
organisations perception of health and
safety culture.
This has given us a benchmark of were we
are today.
7. Douglas
Borough
Council
Level One: Emerging
Safety is defined in terms of technical and
procedural solutions and compliance with
regulations.
Safety is not seen as a key business risk and the
safety department is perceived to have primary
responsibility for safety.
Many accidents are seen as unavoidable and as part
of the job.
Most frontline staff are uninterested in safety and
may only use safety as the basis for other
arguments, such as changes in shift systems.
8. Douglas
Borough
Council
Level Two: Managing
The organisation’s accident rate is average for its
industrial sector but it tends to have more serious
accidents than average.
Safety is seen as a business risk and management
time and effort is put into accident prevention.
Safety is solely defined in terms of adherence to
rules and procedures and engineering controls.
Accidents are seen as preventable.
9. Douglas
Borough
Council
Level Two: Managing cont……….
Managers perceive that the majority of accidents
are solely caused by the unsafe behaviour of front-
line staff.
Safety performance is measured in terms of lagging
indicators such as lost time injurys (LTI) and safety
incentives are based on reduced LTI rates.
Senior managers are reactive in their involvement
in health and safety (i.e. they use punishment
when accident rates increase).
10. Douglas
Borough
Council
Level Three: Involving
Accident rates are relatively low, but they
have reached a plateau.
The organisation is convinced that the
involvement of the frontline employee in
health and safety is critical, if future
improvements are going to be achieved.
Managers recognise that a wide range of
factors cause accidents and the root causes
often originate from management decisions.
11. Douglas
Borough
Council
Level Three: Involving cont………..
A significant proportion of frontline
employees are willing to work with
management to improve health and safety.
The majority of staff have a realisation of
their personal responsibility for their own
health and safety.
Safety performance is actively monitored
and the data is used effectively.
12. Douglas
Borough
Council
Level Four: Cooperating
The majority of staff in the organisation are
convinced that health and safety is
important from both a moral and economic
point of view.
Managers and frontline staff recognise that a
wide range of factors cause accidents and
the root causes are likely to come back to
management decisions.
Frontline staff accept personal responsibility
for their own and others health and safety.
13. Douglas
Borough
Council
Level Four: Cooperating cont……..
The importance of all employees feeling
valued and treated fairly is recognised.
The organisation puts significant effort into
proactive measures to prevent accidents.
Safety performance is actively monitored
using all data available.
Non-work accidents are also monitored and
a healthy lifestyle is promoted.
14. Douglas
Borough
Council
Level Five: Continued Improvement
The prevention of all injuries or harm to employees
(both at work and at home) is a core company
value.
The organisation has had a sustained period (years)
without a recordable accident or high potential
incident, but there is no feeling of complacency.
It live with the paranoia that it’s next accident is
just around the corner.
The organisation uses a range of indicators to
monitor performance but it is not performance-
driven, as it has confidence in its safety processes.
15. Douglas
Borough
Council
Level Five: Continued Improvement cont.
The organisation is constantly striving to be
better and find better ways of improving
hazard control mechanisms.
All employees share the belief that health
and safety is a critical aspect of their job
and accept that the prevention of non-work
injuries is important.
The company invests considerable effort in
promoting health and safety at home.
16. Douglas
Borough
Council
How do we achieve this?
Plan Do Check Act
Plan •Identify key problem areas or issues for human factors in your workplace (talk to staff and their
representatives, look at accident and near miss reports, look at risk assessments);
•Prioritise these issues;
•Allocate resources;
•Identify expertise;
•Develop possible solutions or actions plans (consider people, their tasks, the work environment and
organisational attributes); and
•Encourage staff and other people with a stake in the change to participate and solution development.
Do •Raise awareness of the issues and gain acceptance for change;
•Implement solutions;
•Involve staff and their representatives; and
•Communicate about the actions and successes
Check Evaluate the effectiveness of actions by asking for the options of staff and their representatives;
•Check relevant data sources; and
•Observe relevant activities.
Act •If the situation is not satisfactory then identify possible reasons;
•Identify alternative steps; and
•Encourage participation to solve the situation.
17. Douglas
Borough
Council
Example
Key issues include;
Communication
Cooperation between Management and Staff
Active Monitoring ie;
— Near miss reporting
— No injury accident reporting
Information, Instruction, Training & Supervision
Reactive Monitoring
Review
18. Douglas
Borough
Council
Senior Management commitment is crucial to a
positive health and safety culture.
This commitment produces higher levels of
motivation and concern for health and safety
throughout the organisation.
It is best indicated by the proportion of resources
(time, money, people) and support allocated to
health and safety management and by the status
given to health and safety.
The active involvement of senior management in
the health and safety system is very important.
Managers need to be seen to lead by example when
it comes to health and safety.
19. Douglas
Borough
Council
Management style is influential.
A ‘humanistic’ approach to management involving
more regard by managers for individuals’ personal
and work problems is likely to be effective.
This assumes direct and rapid action to identify
and resolve individual problems in an appropriately
caring and concerned manner.
20. Douglas
Borough
Council
Visible management is very important for a health
and safety culture.
Good managers appear regularly on the ‘shop floor’
and talk about health and safety.
Staff need to believe that all their managers are
committed to health and safety.
21. Douglas
Borough
Council
Good communications between all levels of
employee.
An ‘open door’ policy may be helpful with direct
access to the management hierarchy where
appropriate.
In a positive culture questions about health and
safety should be part of everyday work
conversations.
This flows from ownership - the encouragement of
personal responsibility and participation by
everyone in health and safety measures.
22. Douglas
Borough
Council
A balance of health and safety and production
goals.
People may believe that high standards of health
and safety inevitably mean slower work rates.
In contrast, production may be seen to be
increased through ‘cutting corners’.
Excessive production pressure creates an
atmosphere of distraction and a shortage of time
which makes human errors more likely.
23. Douglas
Borough
Council
Excessive pressure may give rise to physical or
mental health effects in some employees, and to a
higher rate of ‘violations’ of health and safety
rules.
In a positive culture health and safety is regarded
as important, is promoted, and is not
compromised.
24. Douglas
Borough
Council
The Ten Elements
Management commitment and visibility
Communication
Productivity versus safety
Learning organisation
Safety resources
Participation
Shared perceptions about safety
Trust
Industrial relations and job satisfaction
Training