bbs safety

Mindset, Attitude and Behaviour

Behaviour Based Safety Notes

Behaviour Based Safety

Safety Orientation Introduction The personal health, safety and well being of each Employee, worker at Company’s site is considered to be one of the most important responsibilities. Our safety objective is to educate each individual through an ongoing safety program and provide the necessary information regarding safety standards. LabourNet is committed to providing quality training and education in an environment that supports and reinforces proper safety practices and procedures. Procedures The following procedures and requirements represent the minimum standard for compliance with a safe environment. All staff must continue to ensure that up-to-date practices are in place.

All potentially dangerous equipment must be in good working order with all safety devices in place. Any piece of equipment not meeting the standards as determined by COMPANY and/or the staff of the area will be immediately shut down and secured until the problem has been rectified.

Managers and Supervisor are responsible and accountable for ensuring that their workers and staff have received instruction on the safe and proper use of the equipment, including the proper use of safety devices, used in their site.

All stationary equipment must have the safety procedures clearly posted next to the machine but mounted in such a way as to not be a distraction to the operator.

Safety rules must be clearly posted in relevant areas. Staff or workers who do not wear the properly prescribed safety equipment will be denied access to the

area. In order to ensure the ongoing safe operation of equipment, there is to be a formal schedule of preventative

maintenance that has been developed by the user staff in conjunction with the supplier. The Company will monitor preventative maintenance schedules as part of the routine inspection process.

Responsibility and Accountability for Safety Worker Responsibilities Every worker shall take reasonable care to protect his/her own health and safety, along with the safety of others who may be affected by his/her actions or omissions at work. This basic responsibility includes but is not limited to, the following:

Use all devices and wear all articles of clothing and personal protective equipment designed and provided for protection, by employer or as required by the safety and health regulations.

Know and comply with all safety rules Know and comply with the safety regulations. Maintain good housekeeping within work area. Promptly report all accidents and injuries and obtain proper medical attention. Report any unsafe work conditions or unsafe practices to the Manager or supervisor. Know and comply with any specific safe work procedures.


Set a good example for fellow workers. Cooperate with the Safety and Health Officer.

Supervisor's Responsibilities The supervisor is responsible for promoting safety awareness and demonstrating that safe job performance is of prime importance in the site. This basic responsibility includes, but is not limited to the following:

Before the start of each new project, discuss any specific hazardous conditions and advise of any precautions to be taken.

Provide personal protective equipment and any other safety equipment required to perform the work safely.

Maintain a housekeeping standard and assign definite responsibilities to individuals for good housekeeping.

Conduct regular inspections, with the safety officer, for unsafe practices and conditions and ensure prompt corrective action is taken to eliminate causes of accidents.

Aid in the investigation of accidents, determine the cause and take corrective action where necessary. Enforce all construction safety rules and maintain compliance with all Rules and Regulations. Take

disciplinary action as necessary to ensure compliance with the rules. Provide a good example for employees by always directing and performing work in a safe manner. Provide safe working conditions for all workers under his supervision.

Hazard Assessment Introduction An important part of our safety program is to identify what hazards exist in the workplace. It is through the assessment and control of these hazards that the frequency and severity of accidents are reduced, resulting in a parallel reduction in human injury and financial costs. Hazard Controls Once all hazards have been identified, this safety program will use 3 different methods for controlling these hazards. Engineering Controls - this is the preferred method of control because they control the hazard at its source. These controls are presented in order of preference below:

Elimination: applied at design stage; guards, scaffolds, etc. Substitution: purchase a non-flammable solvent, etc. Isolation: barriers, shields, etc.

Administration Controls - providing policies, procedures, and training on related topics. Personal Protective Equipment - protective equipment is used for the prevention of injuries. This is the last option used to protect workers. Workers should be properly trained in its use, care, and limitations of the equipment.


Safety Inspections Introduction The identification of unsafe conditions and unsafe work practices by means of safety inspections during working hours is a major means of accident prevention. It is COMPANY policy to maintain a program of safety inspections. Whereby the objective, is to control hazards in the workplace and help prevent accidents and injuries. All sites shall be included in the inspection program. Inspections Informal Inspections: will be conducted by the Safety Officer of the work site. These will be done on an ongoing basis, with corrections of unsafe conditions or unsafe work practices given prompt attention. Formal Inspections: shall be conducted by the safety committee on a regularly scheduled basis. Safety Rules

Wear your safety glasses, hearing protection and any other personal protective equipment required on the job to prevent injury.

Perform all work in accordance with acceptable safe work practices and your officer’s direction. Operate all vehicles and mobile equipment in accordance with site rules and motor vehicle regulations. Do

not operate equipment unless you are trained in its use. Maintain good housekeeping on your machine or in your work area. Report all unsafe acts, unsafe conditions, or near miss incidents to your officer so that corrective action

may be taken. Report any injuries, however small, or accidents immediately to your supervisor. Workers must wear safety glasses or face shields for all operations where the eyes or face are exposed to

any flying objects, intense heat, injurious light or splash from hazardous chemicals. No worker should operate any equipment in a manner that endangers him/her or any other worker. Do not attempt to lift any object that is heavier than your ability to handle safely; get assistance from a

fellow worker. Never leave a machine running while unattended, except for stationary equipment like welders,

compressors or when special precautions have been taken. After shut down, return the machinery to de-energized positions; buckets lowered to the ground, brakes locked, etc.

Do not clean, oil, or adjust any equipment or machinery while it is in motion. Do not remove guards, except for repair or adjustments; replace guards before operating. Only authorized personnel may do electrical work of any kind. Lock-out and tag any equipment before attempting any maintenance or adjustments on it. Only the person

who places the lock-out tag on the equipment has authorization to remove the tag.

The following are prohibited at all times on all sites:

Consuming or being in possession of alcohol or illegal drugs, on company work sites or premises. Arriving for work or remaining at work when your ability to perform the job safely is impaired.


Using defective tools or equipment without guards or safety devices in place. Attempting to operate any equipment unless you are instructed or trained in its use. Theft, vandalism, or any other abuse of company property or equipment.

Personal Protective Equipment Personal Protective Equipment Policy Due to the nature of the work, along with the various hazards that workers are exposed to on a daily basis, it is necessary for the contractor to:

Provide the appropriate protective equipment to all employees Instruct each worker on the proper use and care of such equipment Enforce compliance with this policy The personal protective equipment policy is aimed at the prevention of injury.

PPE is categorized in two ways:

1. Safety equipment that is to be worn at all times, i.e. Safety glasses, safety shoes, etc. 2. Protective equipment used for injury prevention for specific job tasks, i.e. welding helmets with face and

eye protection, gloves when handling sharp objects, etc.

Eye and Face Protection Eye protection shall be worn when the work to be done results in exposure to eye hazards. Sources of injury are:

Flying particles of dust, sand, splinters, and metal fragments, concrete debris, etc. Chemical splashes or eye contact with other toxic materials. Radiation hazards - welding operations are sources of UV radiation which can result in welders flash,

cataracts, or burns on the retina. Blows to the eye - usually from a heavy object.

The following lists the eye and face protection required for various tasks: Welding Welding helmet plus correct shaded lens

with clear safety glasses and side shields under helmet.

Welding Helper Safety glasses with side shields or cutting goggles.

Gas Cutting Welder’s goggles.


Hammering Metal, Sledging, Jack hammering, Drilling or Cutting Concrete

Safety glasses with side shields.

Portable or Bench Grinding Face shields and safety glasses with side shields.

Chipping or Scraping Anything Safety glasses with side shields.

Use Compressed Air or Wire Brushing Safety glasses with side shields.

Hand Chiseling Safety glasses with side shields.

Maintenance Under Vehicles Face shield or safety glasses with side shields.

Handling any Hazardous Material the may Splash

Close-fitting chemical splash goggles.

Respiratory Protection Respiratory protection will be provided to prevent any toxic or hazardous material from being inhaled by workers. Exposure to toxic materials can come from entering excavations or confined spaces that contain gasoline or other vapors or contain carbon monoxide, methane or hydrogen sulfide (poisonous sewer gases). Maintenance workers can be exposed to solvent, paint or adhesive vapors as well as exhaust emissions. Also, compressed gas used in welding operations, acetylene, nitrogen or propane can produce inhalation exposures of concern. Safety & Health The Joint Health & Safety Team must consist of between 4 and 12 members at least one half must consist of non-management workers. The Joint Health & Safety Team shall hold meetings at least quarterly. Function & Duties

The receipt, consideration and disposition of concerns and complaints respecting worker’s safety and health.

Participation in the identification of risks to workers on the job. The development and promotion of measures to protect workers. Co-operation with the Safety Officer The development and promotion of education programs. The maintenance of safety meeting records.


Rights Workers have the right to

Know Participate Refuse

Emergency Preparedness Overview Every workplace is faced with a certain amount of risk despite everyone’s efforts to prevent accidents; we must be prepared for an emergency. Our objective for emergency response is to ensure a quick recovery from a serious accident or incident. Our top priorities should be to:

Minimize injury to staff and students. Minimize damage to the public and property. Assist in restoring normal conditions as directed.

Emergency Priorities In the event of an emergency our initial steps should involve assessing the hazard, evacuating personnel from the area, identifying any resources and delegating priority activities, such as acquiring outside emergency assistance, rendering first aid, crowd control, etc.

Contact key personnel (security dispatch, first aid and safety). Give exact location. Provide a short detailed account of the incident and ask for the required assistance (Fire, Ambulance or

Police). Identify any types of injuries. Remain in contact with security dispatch.

Accident Investigation Accident Investigation Policy It is company’s policy to investigate all:

Accidents resulting in injuries that require time lost from work. Accidents resulting in injuries that require medical assistance. Accidents resulting in damage to equipment, materials, or property. Incidents that may have resulted in a fatality, serious injury or property loss.

Investigation Procedure

Look after the injured first. Secure the accident scene or equipment, and notify the Safety Officer immediately.


Ensure no further injuries or damage can occur. Determine what took place and how the accident occurred. Examine the equipment, activities or materials involved. Collect any physical evidence, take pictures or make a hand sketch. Interview workers or witnesses and make notes as to how the accident occurred. Identify any hazardous conditions, unsafe acts or underlying causes leading to the accident. Take action that will prevent and recurrence of the accident.

Safety Policy Introduction Company believes that a safety and health Accident Prevention Program is unenforceable without some type of disciplinary policy. Company believes that in order to maintain a safe and healthful workplace, the employees must be cognizant and aware of all company, State safety and health regulations as they apply to the specific job duties required. Compliance with the following Safety Policy and all items contained therein is mandatory for all employees of the company. The authorization and responsibility for enforcement has been given primarily to the Responsible Person. The Other Responsible Person(s) share in this responsibility as well. Policy It is company policy that accident prevention be a prime concern of all employees. This includes the safety and well being of employees, subcontractors, and customers, as well as the prevention of wasteful, inefficient operations, and damage to property and equipment. Applicability This Safety Policy applies to all employees regardless of position within the company. The Safety Rules contained herein apply to all subcontractors and anyone who is on a company project site. Every employee is expected to comply with the Safety Policy, and Safety Standards. Implementation Fundamentals of Safety Policy Management commitment to safety Weekly tool box safety meetings at all jobsites. Effective job safety training for all categories of employees. Job hazard analysis provided to all employees. Audio and/or visual safety presentations given at jobsites by Responsible Person. Various incentive awards for exemplary safety performance. The Safety Team will meet at least once a month to evaluate all areas of safety and make recommendations.


Administration The Safety Policy will be carried out in accordance with the guidelines established and published in this and other related procedures. The Supervisor / Manager concerned would be responsible for meeting all of the Safety Policy requirements, and for maintaining an effective accident prevention attempt within his or her area of responsibility. The Supervisor / Manager concerned must ensure that all accidents are carefully investigated and reported to the officer concerned on the same day of the occurrence. Injury Reporting All Employees will be held accountable for filling out a “Injury Notice Form" straight away after an injury occurs, even if medical treatment is not required. (Notice must be made at or near the time of the injury and on the same day of the injury.) Employees must report the injury to their supervisor/Project Manager, etc. Employees should let their Manager / Supervisor know: How the employee think they hurt themselves. What activity the employee was doing at the time. Who were the employees working with at that point of time? When and where the injury happened. Other relevant information that will assist in the investigation of the incident. If the injury is not reported immediately it would be considered as a violation of the Safety Policy, and may result in instant termination, in accordance with company policy. Notifications In Case where there is Serious Injury or Death In case there is an injury on the site; the injured person has to be taken to the hospital, the Supervisor shall inform the main office and the person concerned as soon as possible. Statement from the fellow workers should be taken. Statements should be signed by fellow workers and should include the time and date. Photographs of the area where the accident occurred and any other significant things are to be taken. The person concerned will assist in the investigation. The completed accident report form will sent to the main office. In Case of Inspection by COMPANY Inspector or State Governing Agency The employee must inform the person concerned COMPANY Inspector is on the site. It is the responsibility of all employees to make the inspectors visit on the site as pleasant and timely as possible. Basic Rules of Safety

Compliance with relevant safety rules and regulations is a condition of employment. Regardless of how minor the injuries are, all must be reported to the supervisor and the Safety Office

immediately. An employee who fails to fill the “Injury Notice Form" and send it to the Safety Office can be issued a safety violation notice and may be subject to termination, in accordance with company policy. In


the event of an accident involving personal injury or damage to property, all persons involved in any way will be required to for medical testing.

Appropriate protective equipment must be worn for the task/service being performed Firearms, alcoholic beverages or illegal drugs are not allowed on company property or in company vehicles

at any time. The use or possession of illegal drugs or alcoholic beverages on the site will result in immediate termination.

Housekeeping should be an essential part of every job. The working area should be kept clean and hazard free and it would be the responsibility of Machinist workers and employees. Clean up is required when a job is finished at the end of the day.

Drinking water containers are to be used for drinking water and ice only. Tampering with or placing items such as drinks in the water cooler will result immediate termination.

All tools whether company or personal, must be in good working condition. Defective tools will not be used.

All extension cords, drop cords, and electrical tools shall be checked, properly grounded with ground fault interrupters, and color-coded by a designated competent person each month. This shall be part of the assured grounding program. Cords and equipment that do not meet requirements shall be immediately tagged and removed from service until repairs have been made.

Running on the site is allowed only in extreme emergencies. Report all unsafe conditions and near accidents to the person concerned so corrective action can be taken.

Enforcement of Safety Policy Safety violation notice(s) shall be issued to any employee, subcontractor, or anyone on the site violating the safety rules or regulations by the person concerned.

Any violation of safety rules can result in suspension or immediate termination. Any employee receiving three (3) written general violations within a six (6) month period shall be

terminated. Issuance of a safety violation notice for failure to use fall protection or for failure to report a job injury (at

the time of the injury) may result in immediate termination, in accordance with company policy.

It is understood that Company is not restricting itself to the above rules and regulations. Additional rules and regulations as dictated by the job will be issued and posted as needed.

Safety Culture & Climate Introduction Safety Culture is the enduring value and priority placed on workers and public safety by everyone in every group at every level of an organization. It refers to the extent to which individuals and groups will commit to: Personal responsibility for safety Act to preserve safety Enhance and communicate safety concerns


Strive to actively learn Adapt and modify behavior based on lessons learned from mistakes Be rewarded in a manner consistent with these values. Elements of a Safety Culture Organizational Commitment to Safety Refers to the degree to which an organizations upper management prioritizes safety in decision-making and allocates adequate resources to safety An organizations commitment to safety can be reflected by three major components: Safety Values Safety Fundamentals Going Beyond Compliance Operational Personnel Refers to the degree to which those directly involved in the supervision of employees’ safety behavior are actually committed to safety and reinforce the safety values espoused by upper management. These personnel include Supervisors/foremen Maintenance supervision Safety Trainers Formal Safety System Refers to the processes for reporting and addressing both occupational and process safety hazards. These systems include Reporting systems Feedback and response Safety personnel Informal Safety System Refers to the unwritten rules pertaining to safety behavior including rewards and punishments for safe and unsafe actions These systems include: Accountability Authority Employee professionalism


Safety Climate Safety Climate is the temporal measure of safety culture Subject to commonalities among individual perceptions of the organization It is therefore situational based Key Differences Culture vs. Climate Safety Culture is commonly viewed as an enduring characteristic Safety Climate is viewed as a temporary state that is subject to change depending on current circumstance Safety Culture is the attitudes, values, norms, and beliefs that a particular group of people share with respect to risk and safety Safety Climate can be defined as a “snapshot” of employees’ perceptions of the current environment or prevailing conditions which impact upon safety Safety Culture is a group of individuals guided in their behavior by their joint belief in the importance of safety. Safety Climate varies individually depending on current perceptions and can change daily. Perception of safety procedures and rules are a reflection of safety climate. Safety Cultures build joint responsibility between individuals from management to employee. Creating a Safety Culture 1. Commitment at all levels The organisation adopts safety and health as a core value and actively cares for the workforce. The vision for the organisation is that the workplace will be free of incidents/injuries and safety and health is integrated into every aspect of the work process. This attitude is evident throughout the organisation from the managing director through to the newest and most inexperienced member of the workforce. 2. Safety and health are treated as an investment not a cost Risk management of safety and health issues is not treated as a cost, but as a way to improve the performance of the organisation. Safety and health is reported on as part of the budget development process and funded accordingly. 3. Safety and health is part of continuous improvement If safety and health is integrated into every part of the organisation then it becomes part of the continuous improvement process. This means that resources and time is set aside to ensure that the organisation can identify the weaknesses and develop strategy to resolve and strengthen safety performance. 4. Training and information is provided for everyone People who are provided with regular information about safety and health at work is more likely to be mindful of safety and health issues and the ways in which their actions can affect themselves and others. Posters, warning signs and policies are not enough. Safety and health discussions and information distribution should be built into all aspects of the work process from board meetings to individual interactions. People who are properly trained in their jobs and are aware of the hazards associated with the role they, or those they supervise, perform are less likely to suffer or cause injury. Training can take a variety of forms and should be ongoing throughout an individual’s time with the organisation.


5. A system for workplace analysis and hazard prevention and control is in place Management systems, safety systems and individual attitudes and perceptions can be researched, measured and analyzed to gain a picture of the current state of the organisation and reveal barriers that prevent people from performing at their best. This is often referred to as a climate survey and assists in establishing a base line for the organisation to start from. Climate surveys are conducted at regular intervals in organizations that strive for a good safety culture to measure successes. Reporting systems are easy to use i.e. compact, open-ended, and impersonal and in practice management want to know and learn from hazard identification and near misses before they become accidents. Attention is paid to the details and small events. The way reports are analyzed is agreed to ensure that individual and system issues are revealed and appropriate control measures taken. 6. The environment in which people work is blame free Trust is an essential part of a good safety culture and often the most difficult hurdle to overcome in establishing a safety culture. Everyone in the organisation is encouraged to realize that incidents are worth reporting and feels comfortable in correcting unsafe practice across, down and up the hierarchy. If this is the case, management actually knows what is going on and the workforce tell the truth, even if it is not what management may want to hear. Holding people at all levels accountable for safety means embracing bad news. 7. The organisation celebrates successes Recognition, rewards, incentives, reinforcement and feedback are important. A good safety culture makes it worthwhile for everyone to maintain a state of mindfulness by celebrating success whether big or small. Safety culture is about improving safety and health management with a holistic, whole of organisation, whole of life approach. To develop a safety culture, change needs to be driven from the highest levels. The extent to which you can influence the organisation largely depends on your place within the hierarchy. The first place to start is to talk about the issue to senior management through existing communications structures such as: • Team meetings • Strategic planning sessions • Safety and health representative networks • Safety and health committees • Suggestion schemes Use existing information to support your arguments such as: • Accident/incident rates • Workers compensation costs • Absenteeism rates • Numbers of reported hazards • The existence (or lack of) OSH supporting structures and programs • Budget allocation to safety and health initiatives from annual reports etc


What Should Be Done? Create Awareness. Presumably, that is why you are reading this communications package. Corporate and/or site leadership need an awareness of the importance of safety culture to safety performance. The case histories included in this package should allow you to demonstrate the potential consequences that can result from a weak safety culture. The exercises or workshops that you may choose to conduct based upon the tools and guidance in this communications package should help identify any of the more obvious issues and set the stage for further, more detailed evaluations of your safety culture. Identify a Champion. While every member of the organization should be a supporter of a sound safety culture, your organization may require a Champion if the scope of the cultural transformation is large. Perhaps that is you. Whoever fulfils this role must understand the dynamics of safety cultures and the process for, and obstacles to, implementing cultural change. The Bibliography included in this package lists a number of excellent texts on the topic. Become a student.


Perform a gap analysis. Learn/evaluate how your culture is performing in contrast with the 11 key attributes. Identify where the gaps are and prioritize a risk-based response to closing this gaps. This is simply stated and difficultly done. Gaining a full understanding of the dynamics of your culture and determining the root causes of any problems is likely not an overnight exercise. However, there are likely to be some readily apparent first steps that could be taken to start the process. Steward cultural change. When we talk of “managing culture,” it is important that we recognize that leadership’s potency in this matter is limited to inspiring, enabling, and nurturing cultural change. Since leaders cannot change an organization’s values and beliefs through edict, it is not possible to mandate cultural change. Acceptable behaviors must be modeled at all levels of the organization through leadership by example. Values must be communicated and reinforced frequently. The rationale for, and anticipated benefits of, sanctioned behaviors must be made evident to all. Positive reinforcement and accountabilities for behaviors must be certain. Leadership is Essential How does safety become a value? Consistent demonstrable leadership senior managers should instill “safety is a value” to all employees and design a safety vision. This vision should spell out the entities objectives, standards, and what actions they will be taking to reach it. Upper management need to develop and personally commit to Safety This can be accomplished by:

Leading by example Highlighting an unsafe condition or practice and correcting it on the spot (without casting blame) Don’t allow the “I’m too busy” phrase to impede the process. Set aside ½ an hour to 1 hour a day to visit

operational areas

Focusing on Success and Not Failure Measure proactive successes

Number of weekly safety inspections Number of personnel safety trained Number of personnel receiving safety refreshers Number of SOPs reviewed Number of remedial actions completed Number of near misses reported Number of safety suggestions received

Core Safety Leadership Qualities


Instill respect and command Lead the Team by example Draw on knowledge and experience Remain calm in a crisis Practice ‘Tough empathy’ Be sensitive to different cultures Recognize the worker's limitations Motivate and create a sense of community Place the safety of passengers and crew above everything Communicate and listen clearly

Safety Management is Key for Maintaining a Safety Culture Different from safety leadership, safety management deals with the practical implementation of the espoused vision The importance of safety should be continuously sold to managers and supervisors Middle managers should engage employees in safety conversations Ask what can be done to prevent an injury while performing a certain job. If something is identified be prepared to deal with it as quickly as possible and monitor the status of the remedial action until completion. Proactive Focus on Safety at the Operational Level

One of the primary causes of accidents is poor management control Front line managers play a HUGE role in embedding safety visions within the file and rank employees Front line managers MUST NEVER turn a blind eye to unsafe practices or condition

This will be seen as visionary lip service! Management Responsibilities Front line managers should be vigorously encouraged to:

Correct any and all unsafe acts when seen Identify unsafe conditions Discuss safety with the work group each and every day Close any outstanding remedial actions Conduct safety training and risk assessments Provide feedback on safety issues to the workgroup Praise and or acknowledge people who are doing things safely

Instilling Employee Ownership

How people are approached about safety will generally determine their subsequent behavior and values ALL levels of management must actively show they care about the well being and safety of every employee


Behavioral Safety Behave – to act, react, or function in some specified way Safety – being safe, freedom from risk or danger Behavioral safety – the way in which an individual responds to a decision involving risk or safety Challenges of Tomorrow

Focus on safety behavior, not safety attitudes Entails adopting a collaborative problem solving approach to identifying critical sets of safe and unsafe

behaviors Management and employees MUST participate together

Leadership Responsibility Introduction Safety performance is a challenge for everyone in the construction industry. India has a poor safety record, with injury and fatality rates within the building and construction industry being the third highest across all industries. All levels of management need to provide on-site workers, arguably those at the greatest risk of injury, with the consistent and clear message that safety is critical and safe behaviour needs to be consistently adopted throughout the industry. It is suggested that high injury and fatality rates are due to on-site workers not being advised of these messages in a consistent way, which is in part due to the lack of a consistent industry-wide understanding of the meaning of safety competency, with the sector traditionally not recognizing behaviours such as communication and leadership as integral to safety competency. Understand safety culture

Why is this step important? 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’. A positive safety culture can result in improved occupational health and safety and organizational performance. For a safety culture to be successful it needs to be led from the top — that is, safety culture needs to be embraced and practiced by the Management and Senior Managers. Their behaviour is directly related to safety performance as it demonstrates by example to employees what actions will be rewarded, tolerated or punished, which in turn influences what actions and behaviour employees initiate and maintain. The first part of management commitment is to examine individual attitudes towards safety. Senior managers need to ask themselves:

How important is safety?


Is safety important most of the time or all of the time? Is it OK to compromise on safety if it’s going to be more expensive?

Companies that want to have a positive safety culture, which everyone owns, should develop and promote managers with the right knowledge, skills and attitudes to successfully undertake the responsibilities of the safety critical positions identified In Construction Industry we have identified nine broad behaviours, or culture actions, that are considered essential to the development of a positive safety culture. These are:

1. Communicate company values 2. Demonstrate leadership 3. Clarify required and expected behaviour 4. Personalize safety outcomes 5. Develop positive safety attitudes 6. Engage and own safety responsibilities and accountabilities 7. Increase hazard/risk awareness and preventive behaviours 8. Improve understanding and effective implementation of safety management systems 9. Monitor, review and reflect on personal effectiveness.

Communicate company values Relate behaviours, decisions and attitudes that are expected, supported and valued by the company

Organizational safety values vary from company to company. They can be based on zero incident programs or defined as a general preventive statement (e.g. ‘… prevention of work-related injury and illness by providing a safe and healthy work environment for a company’s employees and subcontractors’). The real message for any safety values approach is safety first. Safety should become a part of your everyday values and action, and not be seen as an ‘extra task’. Messages can be communicated and embedded via:

Company Safety policy statements Safety posters Toolbox talks 'Walk-arounds’ by management Regular reinforcement by all ‘non-safety’ managers

Demonstrate Leadership Act to motivate and inspire others to work towards achieving a particular goal or outcome by sending clear and consistent messages about the importance of Health and Safety. Leading from the top down can be demonstrated by:

Seeking staff engagement and participation when developing ‘safety’ tools (e.g. checklist inspections, safe

work method statements, job safety analyses) Wearing personal protective equipment when on-site


Conducting periodic checklist inspections Conducting periodic risk assessments Conducting periodic toolbox talks.

Leadership attributes can also be fostered among all people on-site based on developing ‘ownership’. Consider seeking staff engagement and participation when developing safety ‘tools’ such as checklist inspections or safe work method statements/job safety analyses. Compliance with these is more likely if the individual has a sense of ownership of the task. Clarify required and expected behaviours Clarify to immediate employees the specific behaviours required and expected of them

Develop and standardize behaviours and actions by clearly communicating via:

Emails Memos Informal conversations Toolbox talks Other communication processes used in your company Addressing inappropriate behaviours, actions or lack of action Reinforcing appropriate behaviours and actions with praise or thanks

Personalize safety outcomes Make Health and Safety more obvious, relevant and emotional for the individual to personalize their role in preventing and eliminating risks and hazards. Managers can personalize the impact of an employee injury or death by communicating:

The personal impact of the risks of a process or distinct task when an individual is injured or becomes ill; or if his or her actions (or lack of them) cause injury, illness or death to a workmate

Why it is important to the individual and the project that employees ensure their own safety and health and that of others

The behaviours your company expects everyone to consistently adopt.

The impact of a death on-site can be personalized by relating that the deceased is not just an anonymous fatality statistic reported in annual workers’ compensation reports, but a workmate who has a name, a partner, children, parents and siblings. Emphasize that the construction industry still has far too many avoidable injuries and fatalities, and that in some Indian jurisdictions; individuals may be held accountable under reckless conduct or workplace death provisions. Consequences of this accountability could include heavy fines and/or imprisonment. Develop positive safety attitudes Foster the development of attitudes and beliefs that support safe behaviour


The significance of ‘driving down’ the safety culture to the site or project, where the risk exposure is the greatest, cannot be overestimated. Companies that encourage managers, employees and subcontractors to challenge unsafe behaviours and attitudes in others, and to also recognize and encourage those who have shown a positive attitude towards safety, will maximize the likelihood of positive attitudes and beliefs becoming shared values, resulting in a positive safety culture. By developing positive behaviours and encouraging open and informed conversations, managers are creating an environment where it is OK for anyone to challenge unsafe behaviours and attitudes in others. The absence of safety policies and procedures or a lack of commitment to safety makes it more difficult to develop and maintain a positive safety culture. Some overall values, beliefs and attitudes that should be fostered and regularly reinforced as personally relevant are: Values

Workforce lives and wellbeing are important — people should go home in the same condition they came to work in

Doing the ‘right’ thing is important.

Beliefs

Speaking up about safety won’t threaten my job If I do speak out, something will be done If I don’t act, I would be responsible if something happened Good construction is about working safely — it is not a separate concern.

Attitudes

My personal safety is more important than money Wellbeing and personal safety in the workplace are more important than money.

Engage and own safety responsibilities and accountabilities Increase input, actions and involvement in the safety management process by individuals On a ‘safe’ site people will:

Understand what they need to do and why they need to do it Think about what they are doing before they do it Look for hazards proactively and manage risks before they cause harm Take care of hazards themselves without needing policing Believe they are responsible and accountable for making sure that they and their workforce remain healthy

and safe Follow site rules

Ownership is one of the indispensable cornerstones of a successful safety culture. To encourage or develop ownership, managers can foster and maintain the following:


Engaging employees

Obtaining employee input into safety management on a daily basis — not just through Safety committees or other formal means

Reducing the ‘us’ versus ‘them’ mentality through building trust Involving all site management in the planning process Sharing the information with on-site workers.

Building relationships

Creating a sense of belonging through team building Providing opportunities for people to meet socially (e.g. BBQs) Having regular conversations at a social level (e.g. enquiring about things important in colleagues’ lives) Generating conversations about safety — subtle weaving of safety into general conversation Providing good site amenities that promote interaction and show that management cares for the wellbeing

of site employees (e.g. clean and tidy crib rooms, tea, coffee and hand washing facilities and clean toilets).

Demonstrating support Trusting people’s judgments on safety and opinions on work matters Having an open-door policy by encouraging people to speak openly about safety breaches Empowering by rewarding those who raise safety issues and helping them to progress and resolve issues.

Increase hazard/risk awareness and preventive behaviours Increase the individual’s (site and office based) understanding of the Health and Safety outcomes associated with their decisions, behaviours and actions. Meaningful two-way communication is key to heightening hazard and risk awareness as it enables necessary preventive behaviours to be generated among employees and contractors. Proactive identification and controlling of hazards and risk exposure are required under Safety Rules laws, but are also cornerstones of a productive safety culture that take safety beyond legal compliance. Managers’ ability to communicate clearly and concisely in oral and written format for formal and informal occasions is vital in ensuring the management of Safety performance. Effective communication for managers is a skill that is based on effective awareness raising, giving feedback and interpersonal skills. Communication competencies

Group communication Giving feedback Interpersonal skills.

Companies that encourage management to obtain these communication competencies will increase their likelihood of successfully increasing hazard/risk awareness and preventive behaviours. Well planned communication is critical if a company wants to increase awareness, and when speaking with people about changing or improving their behaviour. It can also help build mutual trust between management and the site workforce.

Effective communication should:

Be clear and direct


Be relevant to those receiving the message Avoid blame (as this is likely to create defensiveness and the message will not be heard) Emphasize the personal impact of the action or decision.

Communicators are also active listeners. Active listening means really hearing what the speaker is saying, not just waiting for your turn to speak. By confirming the listener understands what is being said, there is an increased likelihood of the speaker and listener having a shared understanding of the matter. An important offshoot of good communication is creating an environment where messages can be listened to and heard. Active and better listening can happen by:

Mirroring (matching/copying language and body language) Reflecting (confirming understanding by repeating key points in sender’s message) Paraphrasing (summarizing what has been said to confirm shared understanding).

Regardless of the circumstances or the language used, the consistent message is always that safety is a shared responsibility.

Safety focused managers will provide

Consistent communication of the consequences of ‘at risk’ behaviours and why they should be avoided

under all circumstances Consistent communication of the company’s values, policies and procedures throughout the project/site,

including management, workforce, contractors and subcontractors A shared understanding of key hazards and their risks, and engagement by everyone throughout the site

and the company to achieve solutions Hazard-specific training to their workforce A collaborative approach to hazard identification/risk assessment and control.

Improve understanding and effective implementation of safety management systems Enable individuals to increase their knowledge of specific ways in which hazards are managed, as well as their ability to apply and implement the actual Health and Safety processes Managers can improve their OH&S knowledge by getting involved with the people who are doing the actual work or specific tasks. Increased knowledge should result in:

The ability to identify unsafe work practices and unsafe behaviours The ability to do things The ability to problem solve to achieve safer work practices and safer behaviours

To increase uniformity, predictability and understanding of safety behaviours and their elements,. Regardless of the developmental stage of your company or the tools it currently uses, it is important that there is the ability to systematically:

Analyze and inspect the entire working environment to identify and assess risks as well as design and implement appropriate safety management systems and evaluate their effectiveness


Assess the resources needed to establish and maintain safety management systems Prioritize hazards and appropriate controls according to assessment and evaluation of risks Consider a range of control measures to address possible inadequacies Consider when to seek expert advice.

Companies can demonstrate their commitment to safety by having senior managers periodically on-site, and taking an active interest in Safety. This, in conjunction with the systems outlined in this and the other culture actions can develop engagement and ownership of safety responsibilities and accountabilities. Monitor, review and reflect on personal effectiveness Frequently use various sources of information to gain feedback on the effectiveness of culture actions and other safety related behaviours This culture action enables managers to fine tune and continually improve their ability and effectiveness in completing the other eight listed culture actions, through the use of various sources of information and communication to gain feedback on the effectiveness of culture actions and other safety-related behaviours. Leadership style is also important in developing and maintaining a positive site safety culture. Central to any leadership approach is the ability to foster good relationships with other managers and the workforce. Better relationships increase the likelihood that people will behave in a way that will achieve the safety goals articulated in the company values. If managers have good relationships with their employees, contractors and subcontractors, and they behave in a manner that promotes working safely, those working on-site are more likely to behave safely. For positive relationships, seek to develop a style that promotes close involvement with site employees to build trust and respect, while still maintaining authority and adherence to the safety processes.