Incentives safety-based

Yu Mingjie 2008. Research on Safety Input Incentive Mechanism Based on the Principal-agent Theory of Coal Mine. Xi an Xi an University of Science and Technology Press (in Chinese). 

The smelter workforce has a team-oriented, higher performance organization culture. Performance-based incentives are in place for the employees. These incentives are based on performance areas that the workforce can control, such as environmental performance, safety and hygiene, cost control, production optimization and process improvement. The smelter philosophy is to make tomorrow better than today . 

Provide incentive compensation based on the safety process. 

Based on successful development and implementation on a commercial scale, BMS made the decision in 2002 to discontinue the semi-synthetic Taxoi route and focus solely on the PCF route. The factors influencing this decision were primarily related to the Environmental, Health and Safety (EHS) challenges, although there was also significant financial incentive for BMS to pursue the alternative technology. 

Qualitative ratings for incentive and responsiveness were based on (i) relationship of profits to corrosion cost (ii) quality of product (iii) awareness of corrosion (iv) regulation (v) safety (vi) personal responsibility (vii) consequences of failure. 

In this paper the current situation and existing problems of China s coal mines on the construction of a safety culture, based on human security principle and sphere slope principles of mechanics, a number of specific solutions for existing problems, such as the introduction of new equipment regulations, new technologies, new processes improve and deepen the concept of, regulate employee behavior development of cultural construction was about to incentive and restraint mechanisms organizations safety culture, cultural and recreational activities in the workplace, it is important... 

Common ingredients of a safety culture based on these values include management commitment to safety and the safety values, management involvement in achieving the safety goals, employee empowerment, and appropriate and effective incentive structures and reporting systems. 

The first round of so-called leading indicators was little more than a measurement of safety-related activities hours of safety training, attendance at safety meetings, participation in safety programs, etc. OSHA s crackdown on incentives that could potentially suppress reporting of accidents drove many organizations to base their incentives on these activity metrics rather than simply not... 

Safety professionals should be aware that the Equal Pay Act only prohibits wage differentials for equal job functions based only on sexual differences. Wage differences based on other factors such as merit pay, incentive pay, in accordance with a seniority system, shift differentials, or training programs are usually outside of the requirements of the Equal Pay Act. Safety professionals should also be aware that the Equal Pay Act requires all documents related to the payment of wages, wage rates, job evaluations, merit and incentive pay systems, seniority systems to be maintained for a period not less than two years. ... 

Since every operation is rmique, there is no one-size-fits-all incentive plan. Consequently, this manual will not recommend or provide a specific performance-based or safety reward plan. As the Safety Pro it will be up to you to review your companys performance and safety data, driver turnover rate, exit interview data, and goals to determine what programs will work best for you. 

Your incentive plan must be based on results that drivers have the most direct control over. Examples include customer service, mpg, availability, length of service, safety, and log violations. 

Interventions were simple and low-cost, but aU were based on empirical evidence or sound safety principles, and all targeted communication. To reduce faulty orders, physicians were provided with strong incentives to write their orders according to a standardized method. Nurses and pharmacists were trained to communicate assertively in their interactions with physicians, and they received strong support from the medical leadership for doing so. 

Safety award programs typically do not reinforce safe behavior on the job. As noted above, awards and incentives tend to influence employees not to report injuries. Many organizations base their awards on outcome measures (injury statistics) rather than process measures—people s compliance with safety procedures on the job (McSween, 1995, p. 15). 

The Convention is an incentive instrument. It is not designed to ensure fulfilment of obhgations hy parties through control and sanction but is based on their common interest to achieve higher levels of safety, which will be developed and promoted through regular meetings of the parties. 

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