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Positive safety culture

An organization, corporation, or company with a positive safety culture is one that gives appropriate priority to safety and realizes that occupational safety and health [Pg.101]

The key to achieving a positive safety culture is recognizing that all accidents are preventable by following correct procedures and established best practices, and maintaining constant awareness and thinking about safety. [Pg.102]

An organization, corporation, or company with a positive safety cnltnre is one that gives appropriate priority to safety and realizes that occnpational safety and health has to be managed like other areas of the bnsiness. Safety culture is more than just avoiding accidents or even reducing the nnmber of accidents, althongh these are most likely to be the outcomes or measurment of a positive or successful safety culture. [Pg.329]

Recognizing that aU accidents are preventable by following correct procedures and established best practices [Pg.329]

Maintaining constant awareness and thinking about safety Trying to improve safety on a continuous basis [Pg.329]

OCCUPATIONAL HEALTH AND SAFETY MANAGEMENT A PRACTICAL APPROACH [Pg.330]


Identify weaknesses and performance deficiencies Hold responsible parties accountable Conduct periodic management review of the system Cultivate a positive safety culture Commit to managing the safety culture Communicate to reinforce objectives... [Pg.121]

Trust plays a central role in safety (Conchie et al. 2006). Studies have shown links between positive safety outcomes, and tmst in management (e.g., DePasquale and Geller 1999 Kath et al. 2010 Luria 2010), and tmst in co-workers (e.g., Tharaldsen et al. 2010). Tmst is also a key aspect of a positive safety culture (Bums et al. 2006), influences safety attitudes (Walker 2013), and influences the effectiveness of risk communication (Conchie and Bums 2008 Twyman et al. 2008). While there are clear safety benefits associated with tmst, safety benefits can also come from distmst (Conchie and Donald 2008), and this is likely to particularly be the case in relation to new employees in their initial period of employment. Tmst can reduce an... [Pg.101]

A dynamic safety culture recognizes these near-miss incidents as warnings as well as opportunities, and encourages employees to report them so that action can be taken on the warnings before they recur, perhaps with disastrous results. Not only will an organization be addressing what are in many instances accident precursors, but it will also create a communication network from employees directly to the chief executive officer. This communication channel, in many cases anonymous, is one of the key factors in forging a positive safety culture. [Pg.25]

A positive, proactive safety culture recognizes the fact that accidents and other downgrading events are caused by a sequence of events that can be interrupted and the accident prevented. Risk assessment will help predict potential loss events. This requires a culture wherein high-risk workplace conditions are not tolerated and high-risk behaviors are not condoned or accepted. This, after all, should be the object of a positive safety culture—safe working conditions and safe work behaviors. [Pg.37]

Poor management control or lack of management control is what invariably leads to accidents, which in turn cause loss. The key to a positive safety culture, a weak safety culture, or a change in safety culture is management s commitment, involvement, and leadership of the safety drive. [Pg.39]

The first question posed was, What things contribute most to a positive safety culture The results were as follows. [Pg.39]

All these functions entail the managanent of anployees, materials, machinery, the environment, and processes. These four basic functions of safety management, if integrated into a manager s normal functions, could provide for better management, leadership, and involvement in the safety program and its elements. A positive safety culture can only be obtained by positive proactive leadership. [Pg.41]

Some critical safety elements help control the physical conditions and the health and safety of the environment that would contribute to the reduction of losses as a result of an unsafe workplace. The act of cleaning up a workplace helps to clean up the thought processes of those in the workplace. The physical conditions of the workplace have a major effect on the attitudes and behaviors of anployees. Positive safety culture cannot be nurtured in a dirty, disorderly work area. [Pg.49]

Taking action on reported hazards and deviations from standard will indicate to the workforce that management is indeed taking safety action. Reporting back on the number and nature of safety-related reports generates tremendous interest in safety. This contribntes to building a positive safety culture. [Pg.59]

Tenacity around the encouragement of reporting and safety feedback from the workplace should be encouraged on an ongoing basis. Eventually the reporting and rectification of problems will become integrated into the day-to-day work process and will become part of normal activities rather than an added burden. This will indicate a positive safety culture improvement. [Pg.61]

One of the biggest obstacles to safety efforts, the prevention of accidents, and change interventions is the fear factor that snrrounds all aspects of safety at the workplace. Unless this fear factor is identified and the root canses of it eliminated by changing the safety philosophies of the organization, all efforts to introduce a positive safety culture will fail. [Pg.63]

Because of the safety fear factor there is almost invariably a cover-up after an accident. This most certainly happens after a fatal accident, where employees are terrified of becoming involved in the investigation, especially if legal agencies are involved. This cover-up is another spin-off of the fear factor in industry that hampers the process of creating a positive safety culture. It is a result of years and years of blaming the worker for accidents and will not be changed in a hurry. [Pg.70]

A safe space now needs to be created where employees can feel comfortable about discussing and reporting safety-related issues. This employee empowerment enables management to get a realistic picture of what the safety concerns are in the workplace. Real solutions can only come from the experts in the workplace—the employees. Employees need to be listened to. Reporting systems should be anonymous. In a positive safety culture it is not who reported, but what was reported. Focusing on the what is important because that is the risk that needs to be remedied. [Pg.72]

An organization s safety culture is ultimately reflected in the way safety is managed in the workplace. If the day-to-day business incorporates safety functions and activities on an ongoing basis, then safety has been integrated into the normal business process. That is an indicator of a positive safety culture. [Pg.77]

According to the ACSNl Study Group on Human Factors (HSC, 1993), a written corporate statement on the safety policy and organization should be a crucial element in the promotion and maintenance of a positive safety culture within the organization. Its objective should be to establish the corporate attitude to safety and the organizational framework through which the safety objectives can be assured. (Health and Safety Executive, 2001, p. 8)... [Pg.82]

A positive safety culture requires strong, dynamic, and proactive management leadership. Poor or weak management cannot manage a good safety culture and is often the reason for a poor cnltnre despite the blame put on employees for this. [Pg.83]

One of the attributes of a positive safety culture is when safety items receive prompt attention. High-risk practices and acts that are reported should receive attention, and remedial measures should be forthcoming. Reports of near-miss incidents should be recorded, tracked, and feedback given to everyone, not only the reporter. A system of risk ranking is useful in allocating resources and priorities to safety action items. If not ranked, all safety items will be considered as priority, and with all items being the priority, none will be handled in a timely manner. [Pg.85]

Existing research is clear that leadership must be one of the first priorities for the establishment of a positive safety culture. (HSE, 2005, p. 3)... [Pg.102]

Encourage employees to develop a positive safety culture... [Pg.105]

Establishing the status of the safety systems, controls, degree of management, and employee and union participation via means of risk assessment, and evaluating the physical risks in the woikplace, is a vital part of the safety culture shift process. This forms the foundation on which a positive safety culture is built. Risks in the workplace can only be managed once they have been assessed. Ongoing risk assessment is an important component of safety culture. [Pg.121]

The proactive activities required by the safety system change the way safety is traditionally viewed and managed. Once employees see that effort is directed into proactive activities, and that the sole focus of safety is not them and the injury rate, they feel confident to become a part of the process. Getting employees on board is a major change in safety culture, and normally one of the biggest hurdles to overcome. When employees see that the executive has signed a safety policy, meets monthly to direct the safety of the workplace, appoints employees as health and safety representatives, does plant inspections, and has safety as part of its personal key performance areas, then they know that safety is part and parcel of the organization, and that is an indication of a positive safety culture. [Pg.160]


See other pages where Positive safety culture is mentioned: [Pg.126]    [Pg.126]    [Pg.126]    [Pg.177]    [Pg.60]    [Pg.66]    [Pg.67]    [Pg.75]    [Pg.4]    [Pg.19]    [Pg.40]    [Pg.45]    [Pg.50]    [Pg.62]    [Pg.77]    [Pg.79]    [Pg.81]    [Pg.82]    [Pg.83]    [Pg.85]    [Pg.86]    [Pg.87]    [Pg.87]    [Pg.87]    [Pg.89]    [Pg.106]    [Pg.114]    [Pg.137]    [Pg.141]    [Pg.177]   
See also in sourсe #XX -- [ Pg.172 ]




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