Safety performance expectations

The company should have set standards for all employees to indicate the quality/safety performance expected of them. The quality manual, improvement plan and performance standards should be available to be seen by all employees. Check that this is the case... 

The company should have set standards for all employees to indicate the quality/safety performance expected of them. 

A good reference on contractor selection procedures and the key safety, health, and environmental protection provisions to which contractors should adhere are discussed in the first chapter in Construction Safety Management and Safety Engineering. In addition, an Internet search (entering contractor safety requirements into any search engine) will yield a large number of downloadable procedures established by a variety of entities with respect to contractor selection and the safety performance expected of contractors while on an organization s premises. 

There are, in effect, two plans - the pre-tender health and safety plan and the construction phase health and safety plan. The pre-tender plan is sent to prospective principal contractors so that they are fully aware of the health and safety risks associated with the project and the standard of health and safety performance expected of them. The response of prospective contractors to the plan should provide an indication of health and safety competence of the contractor. The main contents of the pre-tender plan will be ... 

Make sure your proposal fits the corporate style and culture. Make sure your expectations for senior management are consistent with your company s operating style. For example, a CEO who is accustomed to delegating most decisions is unlikely to accept a role that seems to take away divisional authority, while a facility manager with little functional autonomy will probably be leery of taking a highly visible role without approval from a superior. Of course, the CEO retains overall accountability for environmental and safety performance—that cannot be del ated ... 

Perhaps, even more important, is the stagnation in our safety and environmental performance in the last five years. Until five years ago, we had seen dramatic year on year improvement in every aspect of safety and environmental performance. This has slowed down in all areas and ceased altogether in occupational safety. I expect that these changes will invigorate all our programs. Our current safety and environmental performance costs us at least 30 million each year in avoidable costs such as capital damage and clean-up costs. If we could put a dollar value on injuries to our work-force, the savings would likely be ten times this amount. 

Design evaluation of performance, reliability, durability, maintainability, and safety under expected operational and storage conditions is carried out. 

The data presented above are based on criteria established by OSHA and kept by all employers. Dow has long had extensive reporting of its safety performance to all levels of management and employees. Continuous improvement is both a hallmark as well as a company expectation. 

Every employee is expected to comply with established rules and procedures as a condition of employment and to participate in the Safety, Loss Prevention and Security program. Safety performance and attitude shall be considered major and essential employee job performance measurement criteria. 

It is understandable that due to the increased use of polymers under demanding conditions, an increase in the permanent resistance of polymers to degradation has been deemed necessary. Articles are now expected to withstand more severe attacks of chemical and physical deteriogens. Moreover, a safety performance for longer periods of time than ever before has been called for in materials for the construction and automotive industries. 

Corporate Leaders—those providing the leadership commitment, setting the expectations, for a process safety performance and the supporting metrics system including the resources necessary to develop and implement such a program throughout the corporation to improve process safety. 

A demonstrated commitment to process safety by an organization s senior leadership is essential. The organization s leaders must set the process safety tone at the top of the organization and establish appropriate expectations regarding process safety performance. Those expectations must reflect an unwavering commitment to process safety and infuse into the organization s work force the mind-set that process accidents are not acceptable. 

As described in Chapter 4, in an ideal process safety system, the organization s goals, objectives, and metrics should be reflected across the organization and, as appropriate, in the performance expectations and contracts of individuals with responsibilities under the system. A key factor in ensuring that systems perform as intended is to hold responsible personnel accountable for desired results—objective metrics are one way to measure and document... 

Worldwide, society is increasingly risk-averse and demanding more information and improved performance from economic entities perceived as high risk. Governments and citizens around the world will expect and require an ever-higher level of process safety performance and a demonstrated commitment to continuous performance improvement. A commitment to process safety borne out by relevant and effective metrics will increasingly become part of the license to operate everywhere. 

Each chemical company that implements Responsible Care is expected to collect and report data for a core set of environmental, health and safety performance measures. Each national association is expected to collect, collate and report this data from its members in each country. The data will also be collated and reported publicly at the international level and be updated every two years at a minimum. 

Sandia National Laboratories (SNL) is committed to performing work safely and ensuring the protection of the workforce, the public, and the environment. Sandia is also committed to performing work effectively and efficiently, ensuring that its customers receive the best possible value for each dollar spent. Through implementation of ISMS, Sandia expects to achieve improved safety performance and a consistent set of safety policies, objectives, principles, and management fimctions. 

Every job has some form of performance expectation. While a performance expectation or performance goal can be motivating for an employee, and clearly has advantages for the organization, initially the performance expectations need to be balanced against the increase in safety risk which may be associated with them. Performance expectations create work pressure, for example to achieve a specified degree of output in a certain time. Thus, performance expectations are closely related to workload, although the relationship is not exclusive. 

There are a number of very good books which deal with job analysis methods (e.g., Brannick et al. 2007 Prien et al. 2009 Wilson 2012), and also very good guidelines on how to avoid error in job analysis data (e.g., Morgeson and Campion 1997). In general, the aim of job analysis is to produce two documents, a job description and a person specification. The job description document contains aU of the information relating to a job s roles and tasks, a description of the context within which these are performed, and performance expectations, and benefits. Where appropriate, the job description should also include a specific section on the job safety risks and hazards (see Fig. 3.1 in Chap. 3). The other main document that... 

Supervisors will relax performance expectations for new employees to ensure their safety Supervisors relax performance expectations for new employees to ensure their safety... 

Performance expectations and workload Control performance expectations and workload to allow adaption and avoid safety violations 4.2.5... 

ABSTRACT At present, researches on the relationship between coal mine safety input and safety performance focus on the static description. Results of the assessment on these studies lack in follow-up and dynamic management. In this paper, based on the analysis of factors that have impacts on coal mine safety performance in the process of coal production, one model about the relationship between coal mine safety input and safety performance is established using a system dynamics approach. In the process of computer simulation, coal mine safety performance is dynamically forecast by changing the initial safety level value and safety input increase rate of factors which affect system safety performance. The results show that the safety level of coal mine enterprises in the early period influences the coal mine expectant safety performance. The safety level of human factors and management factors in the coal mine enterprises is a positive correlation of coal mine safety performance. These provide a theoretical basis for management decision-making. 

Safety level of coal mine production factors is affected by safety input which includes staff, funding, technology equipment, etc.. The more investment in safety, the higher level of safety factor and the safety performance make better. When safety performance is close to the expected, the safety investment is reduction. The causality diagram is shown in Fig. 2. 

Generally, 90 is optimum standard for enterprise s safety performance. It s assumed that the expected safety performance is 90 in coal mine... 

From the Fig. 4, it s shown that the time to achieve expected safety performance is affected by safety initial level of each factor. The higher the initial safety level is, the less time is used to an expected safety performance after increasing safety input of each factor. 

As can be seen from Fig. 5, in the second sixth simulation, the impact of human factors on safety performance whose time cut down more than six months to achieve an expected safety performance is the most obvious. The next impact is management factors. The adjustment of other three factors is no significant difference. The impact of human and management factors on safety performance become more and more strong. Because staff s increased safety awareness can build safety culture, which can t be matched by other physical factors. 

Higher performance expectations have resulted from changes that have taken place in the business climate in recent years. How safety professionals can respond effectively to those expectations is discussed. Changes that have occurred also promote the development of personal career enhancement plans, for which an outline is provided. Opportunities... 

Each company had been through at least one downsizing, and staffs were lean. Throughout their operations, more is expected of fewer people. Although their safety achievements were superior, in all five companies executive-led improvement activity was in progress. I discussed how, at that time, the model companies achieved outstanding safety performance, and I set forth the comments I would make to safety professionals on what is necessary with respect to specific elements of safety systems to achieve superior results. 

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