The Safety ProfessionalThe Safety Professional & &

The Bottom LineThe Bottom Line

ASSE SF PDC 2010ASSE SF PDC 2010

Steve Bowers, CSPSteve Bowers, CSPPresidentPresident

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Safety Professional DefinedSafety Professional Defined

• ASSE defines a Safety Professional as:

“an individual who by nature of academic preparation, work experience, and accredited certification or licensing has

mastered and applies a recognized body of knowledge to prevent injury, illness, property and environmental damage, while adhering to the code

of professional conduct.”2

Safety Professional RequirementsSafety Professional Requirements

– Education, training and experience in a common body of knowledge;

– A fundamental knowledge of:• Physics• Chemistry• Biology• Physiology• Statistics• Mathematics• Computer science• Engineering mechanics• Industrial processes• Business• Communication • Psychology. 3

Safety Professional QualificationsSafety Professional Qualifications

• Expertise– Specialist– Generalist

• Experience• Knowledge• Leader• Educator• Creator/Writer• Coach & Mentor• Change Agent• Improvement Oriented

• Skills– Technically Proficient– Interpersonal Intelligence– Management– Computer literacy

• Word, Excel, PowerPoint, etc.

– Communicator– Strategist– Statistician– Tactician– Motivator– Visionary

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Safety Professional KnowledgeSafety Professional Knowledge Industrial Hygiene and

Toxicology Design of Engineering Hazard

Controls Fire Protection Ergonomics Risk Assessment/Mitigation System and Process Safety Safety and Health Program

Management Accident Investigation and

Cause Analysis Product Safety Construction Safety

Education and Training methods

Measurement of Safety Performance

Human Behavior Environmental Safety and

Health Insurance Current knowledge of EHS

Laws, Regulations and Standards

Management and Business Administration

Engineering Physical, Social Sciences and…

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Safety Professional RoleSafety Professional Role• Protect PPE:–People–Property– Environment

• Serve the Public, Employees, Employers, Clients and the Society with Fidelity, Honesty and Impartiality.

• Achieve & Maintain Competency• Avoid Conflicts of Interest and Compromise of

Professional Conduct.• Maintain Confidentiality of Privileged Information.

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What About Our Industry?What About Our Industry?

• Everyday in construction we are Challenged with:– Problems, Incidents, Near Misses– Employee Injuries & Illness– New Projects/Staffing Issues– New Regulations/Interpretations– Communication Issues

• Our companies look to us to do all the right things• We are responsible to do what Safety Professionals do

So… How are WE doing in the Construction Industry?

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Construction Safety TodayConstruction Safety Today

• ~ 1,200 workers die each year in the Construction Industry, the highest of all industries.

• In contrast we lost 750-800 service men and women every year in Iraq at the peak!

• The construction industry reported 155,420 disabling work-related injuries in 2005.

• Of these, 109,400, or 70 percent, fell into five categories: overexertion, same-level falls, bodily reaction, falls from heights, and struck by object.

• Falls continue to be the leading cause of death.• Hispanic workers and Laborers are the most “at risk”.

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How WE Compare!How WE Compare!

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Death Rates by IndustryDeath Rates by Industry

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4.2

1.0

2.1

2.3

3.0

4.5

11.1

12.7

20.7

30.9

All industries

Finance

Services

Manufacturing

Wholesale and Retail

Public admin

Construction

Transportation

Mining

Agriculture

Rate per 100,000 full-time workers

Total Annual DeathsTotal Annual Deaths

11

0

100

200

300

400

500

600

700

800

900

1,000

1,100

1,200

1,300

Year

Nu

mb

er o

f d

eath

s

Self-employed Wage-and-salary

Death Rate by TradeDeath Rate by Trade

1211.6

5.67.27.68.58.78.89.1

11.011.1

16.320.121.0

25.526.5

29.657.3

68.9

All constructionDrywall

CarpenterPlumberPainter

Construction managerBrickmason

Heat A/C mechElectrician

ForemanOp engineer

HelperWelder

LaborerTruck driver

RooferPower installer

IronworkerNumber of deaths per 100,000 full-time workers

Total Deaths by Trade Total Deaths by Trade 2003-20052003-2005

365354656570

98108

143152159

198202220

297316

884

DrywallBrickmason

Power installer WelderHelper

Heat A/C mechIronworker

PlumberPainter

Op engineerTruck driver

RooferElectrician

Construction managerForeman

CarpenterLaborer

Number of deaths

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Leading Causes of DeathsLeading Causes of Deaths

14

50

100

150

200

250

300

350

400

450

1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005

Year

Nu

mb

er o

f d

eath

s

Fall to lower level Contact with electric current

Highway accident Struck by object

DAWC Rate TrendDAWC Rate Trend

15

100

200

300

400

500

600

1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005

Year

Ra

te p

er 1

0,0

00

fu

ll-t

ime

wo

rker

s

Construction Agriculture Mining Manufacturing

Recordable Injury TrendRecordable Injury Trend

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Challenges or Excuses?Challenges or Excuses?• Many reasons are given for the poor safety

performance in today’s Construction Industry:– Lack of substantial safety training of workforce– Old School methods & mentalities – Shortage of skilled & experienced workers– Acknowledgement of OSHA as a maximum, not minimum compliance– Meeting Customer & Industry Demands– Failure of management to accept responsibility for current safety

performance– Workforce failing to take responsibility for their own safety– Owners not understanding their responsibility to a safe project.– Not enough training!– ???

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Acceptable Performance?Acceptable Performance?

• What is “acceptable” performance?– Average construction RIR is 4.7 (2008)

• Do you think that the actual number of injuries reported is higher or lower? Why?

• How many use safety incentive programs to reduce injuries?

• How do you calculate your injury/incident rates?– Include management & administrative hours?

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Performance DiscussionPerformance Discussion

• Why have injury rates dropped while death rates remain steady?– Is construction just Inherently Dangerous?– Can we eliminate ALL of the risk?– Are we doing everything possible?– Are employee acts and behaviors the real problem?

Could WE be part of the problem?19

Our Current StateOur Current State• Over 50% of the “safety people” I have worked with

are not Safety Professionals!• Too many “Safety Professionals” are ineffective• Need for more “expertise” in Construction• Many lack knowledge/understanding of regulations

& best known methods:– silo effect– failure to benchmark

• Many companies don't see safety as an expertise• WE are not aligned on critical safety management

practices20

What is our Greatest Value?What is our Greatest Value?

LEADERSHIP

OUR ABILITY TO AFFECT CHANGE!

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Safety Leadership QualitiesSafety Leadership Qualities

• Safety Leaders are responsible for:– Establishing Corporate Goals/Vision– Creating Safety Leaders/Role Models– Implementing World Class Safety Programs– Developing Safety Expertise of Staff & Management – Evaluating Cultures, Behaviors & Trends– Enabling Change at ALL levels– Role Modeling Trust & Respect– Taking Ownership for Cultural Change!

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SAFETY’S ROLE IN THE VISIONSAFETY’S ROLE IN THE VISION• Successful Safety Leaders possess:– Excellent Leadership Skills– Excellent Management Skills– Ability to Coach & Mentor Project Executives– Even Keel and Cool Demeanor– Trust & Respect of Workforce– Vision, Passion and Tenacity

THE ABILITY TO AFFECT CHANGE!23

VisionVision & & ChangeChange

• Vision is the ability to look ahead and define what you want the future to look like.• Vision is about establishing Change • A defined & shared Vision empowers

both Leaders & Followers to embrace Change• We can Change our industry thru a

Collective Vision!24

Changing a Safety CultureChanging a Safety Culture

• Culture Change is dependent on 5 Critical Elements:–Co-Created & Shared Vision of the Change–Demonstrated Executive Leadership–100% Commitment from all levels– Effective Communication–Accountability to Embrace the Change!

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Our Role in Leading ChangeOur Role in Leading Change• Which role will you assume in embracing Cultural

Change?

–Domain Defender? –Reluctant Reactor? –Anxious Analyzer? –Or… Enthusiastic Prospector?

Which of these describe a LEADER?

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Managements RoleManagements Role

• Executive Leadership is vital to creating Change– Nearly impossible to sustain without it. (flavor of the month)

• Executive Management MUST be responsible for:– Sharing the Vision– Establishing Success Criteria/Performance Goals– Communicating Expectations– Role Modeling Expected Behaviors– Holding Management Accountable– Rewarding & Recognizing Acceptable Performance– Leading the Organization to Success!

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Management & Safety CultureManagement & Safety Culture

• Once leadership establishes its commitment to safety, Cultural Boundaries are formed.

• Your Leaders Actions demonstrate their commitment:– What management pays attention to:

• SAFETY vs. SCHEDULE vs. CO$T• Decisions that are made & why

– What management ignores:• Employee concerns, feedback, suggestions• Production or Schedule overriding safety issues

– What management measures and how they respond:• What does management really care about?

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Culture, Behavior & LeadershipCulture, Behavior & Leadership

• Culture is to a group as personality is to an individual.

• Cultural behaviors are learned… from the beliefs, values and shared assumptions of both the workforce and management.

• Cultures, like humans, strive for stability, consistency and meaning.

• Mutual Trust & Respect between leadership and workforce is the foundation for a thriving, participative and engaged culture.

GSMC/CCWD 29

Management EngagementManagement Engagement

• Key Management Leadership Qualities– Personal Commitment to Safety

– Positive Role Model of Safe Behaviors

– Open 2-way Communication at all levels

– Demonstrated Engagement in all aspects of the Safety Program

– Understanding of “Behavior Based Safety”

– Management Accountability

– Active Participation in the Recognition Program

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Employee EngagementEmployee Engagement

• Key employee needs:– Appreciated– Respected – Feel that management “cares” about their safety

• Employee perceptions represent the true safety culture• The employees at greatest risk of injury must be:– Engaged– Enabled– Empowered

Before Cultural Change will be realized!

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The 3 E’s in EmployeeThe 3 E’s in Employee

• Engaged in the development, implementation and continuous improvements of the safety program

• Enabled to participate in safety committees, task forces, provide direct feedback, recognize other employees, provide feedback on supervisors

• Empowered to coach peers, subordinates and supervisors, to stop unsafe acts and correct unsafe conditions.

High levels of Trust and Respect must exist between management and employees before sustainable change can occur!

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Effective Safety TrainingEffective Safety Training

• Most training programs are dry, boring and ineffective in educating the workforce

• Effective Training must be designed to address the needs of the employees, not to satisfy regulatory requirements

• Training should include feedback from trainees to enable continuous improvements

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Elements of Effective TrainingElements of Effective Training

• Key Elements of an Effective Safety Training Program include:– Trainers have the Greatest Impact on Effectiveness!Trainers have the Greatest Impact on Effectiveness!– Delivery is EVERYTHING! Delivery is EVERYTHING! - the average attention span

is 12 minutes– InteractionInteraction - employees must be engaged to learn– Clear, Concise & To The Point Clear, Concise & To The Point - remove non value

added material– Test for Competence Test for Competence – ensure that knowledge has

been transferred

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Best Known MethodsBest Known Methods

• World Class Results depend on utilizing Best Known Methods

• Improve your methods by Benchmarking:– World Class Organization– Competitors– Trade Organizations– Consultants

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Executive Safety StructureExecutive Safety Structure

• Ideal Safety Structure:– VP level or higher with Safety Responsibilities– Safety department Head is a VP or reports directly to

President… but NEVER to operations• Safety is embedded as a Core Value• Safety staff are highly respected and recognized as an

integral component of the corporation • Safety is acknowledged as a

Strategic Business Partner

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Setting GoalsSetting Goals

Effective Goals & IndicatorsEffective Goals & Indicators

• Setting safety goals other than zero sends the wrong message to your employees

• Reactive or lagging indicators measure what happened to Prevent Recurrence

• Proactive or leading indicators measure Culture, Leadership, Behaviors & Conditions to Prevent Occurrence

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Proactive IndicatorsProactive Indicators• Behaviors– Behavioral Observation Process

• Conditions– Collecting data from field walks and employee feedback

• Training– Competency, Compliance and Retention testing of

employees• Work Planning– Use of JHA’s, Pre Task Planning, permits

• Management Leadership & Commitment– Measure time in field, Classroom Instruction, Leadership

efforts, % complete of assigned safety tasks• Project’s Cultural Maturity– Project team performance assessments, contractor

feedback, Safety Self Assessments, 3rd party audits

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Recognition not IncentivesRecognition not Incentives

• Incentives create undesired results:– Non reporting of incidents– Hiding of injuries– Creates feelings of entitlement

• Positive Recognition Benefits:– Rewards Observed/Desired Behaviors and Performance– Effective as Spontaneous and Milestone Recognition– Encourages Employees to Maintain Recognized Behaviors– Employees Feel Appreciated– Engages Management and Field Personnel– Helps Sustain Functioning Culture

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Continuous Improvement ProcessesContinuous Improvement Processes

Keys to Sustaining a World Class Safety CulKeys to Sustaining a World Class Safety Cultureture• All Injuries & Incidents must be analyzed to

determine Root Cause & Preventative Measures• Review (include employees) all Programs, Policies

& Procedures annually to ensure material is up to date and useful to end users

• Self-performed or 3rd party assessments should be conducted to ensure the overall safety culture is healthy and program is meeting the needs of the organization

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World Class Safety ProgramsWorld Class Safety Programs

• Most organizations have safety programs that are designed to meet regulatory requirements…

NOT EMPLOYEE NEEDS!NOT EMPLOYEE NEEDS! • Safety Programs should:– Go above and beyond OSHA requirements– Engage employees in their development– Be living documents that change as conditions and

needs change– Protect your most valuable asset, your employees!

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Value to the Bottom lineValue to the Bottom line

• World Class Safety Cultures instill loyalty and caring among employees.

• Managements role is to Empower, Engage & Energize Employees through committed leadership!

• Committed employees work harder, longer, more efficiently and have better attitudes about their job!

• Employees that BELIEVE their company cares about them, care about their company and the quality of the work they perform!

Benefits of World Class Safety Benefits of World Class Safety

• Many studies* show a direct link between World Class Safety & Organizational Excellence in:– Quality– Reliability– Competitiveness– Employee Morale– Profitability

• But How & Why?*Improving Safety Culture, Dominic Cooper.

Safety Culture & TeamworkSafety Culture & Teamwork

• Survey of over 600 companies found that the quality of the safety culture was directly related to:– Advanced Work Methods (Competitive Advantage)– Reduced Absenteeism (Improved Productivity).– Improved Organizational Performance (Quality, Reliability &

Teamwork)– Employee Commitment & Trust of Management

• World Class Safety:– Enables high performing teams that will improve profitability.– Motivates employees to work harder, longer and with less errors.– Makes employees feel like their company cares about them.

World Class ProgramsWorld Class Programs

• World Class Safety Programs demand excellent processes, procedures and policies to exist.

• Surveys of companies with World Class Safety Cultures show:– Safety process expectations are mirrored across all other

functional areas.– Reliability improvements as high as a factor of 10 due to:

• Fewer human errors• Continuous Improvement Processes• Feedback Mechanisms

– Improvements in employee attitudes towards safety transferred over to all other functional areas.

Proof is in the NumbersProof is in the Numbers

• A World Class Safety Culture:– Can cost up to 2.5% of total labor costs… – Can save an average of 6.5% in overall costs, netting a 4%

savings. • Savings result from reduced:– Injuries & Incidents– Employee errors & production losses– Insurance rates– Absenteeism– Medical expenses– Morale & Motivation performance issues

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In ReviewIn Review

• Obtaining the FULL value from a World Class Safety Culture depends on:– Knowledgeable, Engaged, Committed & Respected Safety

Leadership– Executive Leadership & Commitment– World Class Processes & Best Known Methods– Employee Engagement, Trust & Respect – Recognition of Desired Behaviors– Leading & Lagging Indicators– Effective Goals– Effective Training & Communication

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How Do We Add to the Bottom Line?How Do We Add to the Bottom Line?

By Being the Best Safety Professional

Possible!49

So What Will MatterSo What Will Matter

From From ““A Life That Matters”A Life That Matters”

Ready or not, some day it will all come to an end.There will be no more sunrises, no minutes, hours or days.

All the things you collected, whether treasured or forgotten,

will pass to someone else.

Your wealth, fame and temporal power will shrivel to irrelevance

Your grudges, resentments, frustrations and jealousies will finally disappear.

So, too, your hopes, ambitions, plans and to-do lists will expire.

The wins and losses that once seemed so important will fade away.

It won’t matter where you came from, or on what side of the

tracks you lived at the end.

It won’t matter whether you were beautiful or brilliant.Even your gender and skin color will be irrelevant.

So, what will matter? How will the value of your days be measured?

What will matter is not what you bought, but what you built.

What will matter is not what you got, but what you gave.

What will matter is not your success, but your significance.

What will matter is not what you learned, but what you taught.

What will matter is every act of integrity, compassion, courage or sacrifice that enriched,

empowered or encouraged others to emulate your example.

What will matter is not your competence, but your character.

What will matter is not how many people you knew, but

how many will feel a lasting loss when you’re gone.

What will matter is not your memories, but the memories that live in those who loved you.

What will matter is how long you will be remembered,

by whom and for what.

Living a life that matters doesn’t happen by accident.

It’s not a matter of circumstance… but of choice.

Choose to live a that matters!