Building a Safety Culture Rich Gaul Safety Technical

Building a Safety Culture Rich Gaul Safety Technical Advisor Ohio Bureau of Workers Compensation Division of Safety and Hygiene

National Safety Council Model Safety Management System Leadership commitment n System management and communication n Assessments, audits and performance measures n Hazard identification and risk reduction n Workplace design and engineering n Operational processes and procedures n Worker and management involvement n Motivation, behaviors and attitudes n

OSHA’s Injury and Illness Prevention Plan (I 2 P 2) Management Leadership n Worker Participation n Hazard identification and assessment n Hazard prevention and control n Education and training n Program evaluation and improvement n

ANSI Z-10 Management leadership n Employee participation n Planning n Implementation and operation n Evaluation and corrective action n Management review n

What is Culture? n n n Values Beliefs Norms Behavior patterns Shared Ideas Customs n n n n Signs Symbols Stories Learned Shared Transmitted Way of Life

Culture Defined n integrated pattern of human knowledge, belief and behavior n shared ideas, beliefs, values, customs and way of life of a certain people or group at a certain time. n the set of shared attitudes, values, goals, and practices that characterizes an institution or organization.

Organizational Culture Vs. Safety Culture

What are the day-to-day organizational factors and work activities that influence employee performance and ultimately shape the organization’s culture?

5 common operational areas Performance Goals n Job Methods n Job Based Supports n Social Supports n Rewards n

(Safe) Performance Goals n The extent to which the organization communicates to employees that employee safety and health is an organizational value.

(Safe) Job Methods n The extent to which the organization integrates safety into all work practices and provides employees with the tools, equipment and training to work safely.

(Safe) Job Based Support n The extent to which the organization provides employees with job standards, expectations and demands that allow them to work safely. Work overload n Work role ambiguity n Work role conflict n Empowerment n

(Safe) Social Support n The extent to which supervisors and coworkers communicate positive attitudes for creating a safe work environment. Trust in management n Supervisor relationship quality n Group cohesion n

Rewards (for Safety) n The extent to which the organization provides recognition or rewards for employees who practice safe behaviors.

Summary Don’t manage safety separately from the rest of the operations. n Rather, integrate safety into every aspect of your current organizational culture. n Leadership drives organizational culture. n

Key to a Safety Culture LEADERSHIP “Management commitment to safety is the major controlling influence in obtaining success. ” NIOSH Study

“Leadership is crucial to safety results, as leadership forms the culture that determines what will and will not work in the organization’s safety efforts. ” Dan Petersen

BWC Division of Safety & Hygiene n n n Greg Younglas – Industrial Safety Consultant Dave Godenswager – Loss Prevention Supervisor Rich Gaul –Safety Technical Advisor (440) 9352421

Questions?