Making Safety Part

of your Corporate
Culture
Presented By Chris Budzich

www.a-m-c.ca
 What is Safety?
Î Identification and control of hazards
to obtain an acceptable level of risk
Î Specific attitudes and behavior

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 What is Culture?
ÎShared values, beliefs, attitudes
and knowledge of a group that
define and shape the way
individuals in the group feel, act
and make decisions
ÎCan be positive or negative

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 Safety Management System

Î3 main components
Î Administrative
Î Operational
Î Cultural
Î All 3 sides must receive equal time
and effort

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 Administrative
Î Most commonly contains
Management activities
Î Building strategic plans and setting
objectives
Î Performance management
Î Compliance with regulatory bodies
Î Record keeping

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 Operational
Î Inspections
Î Job Hazard Analysis
Î Workplace design
Î Incident reporting and investigation
Î Emergency Planning
Î PPE
Î Etc.

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 Cultural
Î Making safety a value
Î Communication
Î Training
Î Orientations
Î Safety meetings
Î Employee involvement
Î Rewarding behavior

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 Phases of Safety Excellence
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6
What is Don’t shut Costs are Safety is a Safety is a Safety
Safety? us down too high top priority shared excellence
value is
instinctive

Inju
ry Rate
s

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 Safety Culture Model

Culture
Stories, Legends, Myths
Priorities, Decisions, Actions
Policies, Practices, Procedures

Beliefs, Attitudes, Values, Principles

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 Safety Culture Model
Î Itis essential that leaders believe in
safety as a priority
Î Their actions must consistent with
the stated values
Î Policies and procedures must back
up the safety values

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 Safety Culture Model
Î Policies and procedures must be
backed up with resources, training,
accountability and follow through
Î Failing to do so will result in a
negative culture
Î Employees must see the new
policies and procedures in action
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 Is Safety Part of your
Strategy?
Î What does your organization value?
Î Is it related to safety?
Î What are your leaders’ attitudes
towards safety?
Î Do you have consistent safety
practices?

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 Is Safety Part of your
Strategy?
Î When a decision has to be made
between safety and production,
which one wins?
Î What stories or myths about safety
exist at your facility?
Î Are they positive or negative?
Î What is your Culture?

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 Key Requirements
1. Management commitment
and leadership
2. Employee involvement
3. Measurement
4. Continuous improvement

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 Management Commitment
and Leadership
Î Create the safety vision
Î Communicate it to everyone in the
organization
Î Create policies, procedures and practices
that support it
Î Keep priorities consistent with it
Î Allocate resources
Î Make decisions that are consistent with
the vision

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 Create the Vision
Î Leaders must sincerely believe in the
importance of safety
Î The safety vision must be in writing
Î Safety must be equal to production and
quality
Î Senior manager must have the ultimate
responsibility for providing a safe and
healthy workplace

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 Communicate the
Vision
Î Distribute written vision to all employees
Î Leaders should talk with employees about
it regularly
Î Keep safety in written communications
consistently
Î Train Managers and Supervisors on how
to communicate the vision
Î Publish regular health and safety reports
for all to see

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 Create Policies, Procedures
and Practices
Î Policies MUST support the vision
Î Have regular safety meetings
Î Leaders must track safety performance
Î Leaders must have safety contact to learn
about issues and concerns
Î Involve employees when creating
procedures
Î Perform JHA’s
Î Perform Inspections
Î Perform investigations

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 Set Priorities
Î Make safety responsibilities part of
job descriptions
Î Hold everyone accountable
Î Analyze data gathered
Î Set goals for all levels
Î Require action plans from
departments
Î Redesign workplace to minimize risk

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 Allocate Resources
Î Have a safety budget
Î Include training costs
Î Give time to complete JHA’s,
inspections, etc.
Î Require minimum safety training for
employees annually
Î Allow Supervisors time for regular
safety meetings

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 Decisions
Î When production schedules are tight,
safety activities must still be required
Î Redesign work areas rather than
compromise safety
Î Safety must be the highest priority in
emergency situations
Î Employees must be taught that safety is
more important than getting the product
out the door.

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 Employee Involvement
Î Have employees assist in the work
planning, problem solving and
decision making
Î Use them when performing JHA’s
and writing procedures
Î Set goals for involvement
Î Encourage employees to voice
opinions
Î Leaders must act on employee
suggestions
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 Measurement
Î The process of assessing an
organization’s activities and
assigning them a value
Î Helps to focus efforts and set
priorities
Î Allows you to track the progress of
your safety management system
Î Must be done at all levels

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 Proactive Measures
Î Proactive measures can give information
about the quality, efficiency and/or
effectiveness of your activities
Î Could include:
¾ Inspections

¾ Training

¾ Safety meetings

¾ JHA’s completed

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 Reactive Measures
Î After the fact measurements that
focus on past failures and incidents
Î Could include:
¾ Near misses

¾ First Aids

¾ Lost time accidents

¾ Costs

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 Proactive vs. Reactive
ÎBoth measures should be used
ÎThey should be inversely
proportional
ÎIf the number of safety activities
for a particular group goes up,
the incident rate should go down

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 SMART Measurement
Î Measurements should be:
¾ Specific
¾ Measurable

¾ Aligned with your vision

¾ Reliable

¾ Time bound

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 Continuous Improvement
PLAN

ACT DO

CHECK

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 Plan
Î Effective safety management will not
happen by chance
Î It must be built into all other
business plans
Î Set goals and identify strategies

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 Do
ÎThis is making the plan happen
ÎEveryone needs to know that
safety is just as important as
production and quality
ÎKeep the employees involved

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 Check

Î Learn what works and what doesn’t

Î Use the measurements previously
established

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 Act
Î Discardwhat didn’t work
Î Come up with a new plan
Î Continue the cycle

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 Questions?

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