Safety programs commitment

Although the company has very limited safety resources onsite, management perceives safety as added value and hires individuals from organizations with a good safety culture. The management commitment to safety is clearly evident in each aspect of the safety program. 

If employees understand the intent of the safety program and commit to it, they are more likely to comply with that intention rather than simply follow rules when it is convenient to do so. 

Commitment and involvement are complementary and essential elements of a sound safety and health program. Commitment by management provides the organizational resources and motivating force necessary to deal effectively with ergonomic hazards. 

Obviously many people can be engaged in a safety program with the use of subteams. If a company does not want to develop and engage their employees in safety improvement, they can hire a safety director to accomplish all that is noted above. A single lean champion cannot build a lean culture nor can a safety director build world-class safety alone. It will take a team or a committee. The team can be composed of new volunteers and a few staff members who are committed to developing the volunteers. Another option is that the committee can be composed of some current staff members who will tell others they were voluntold by their bosses to be part of the safety committee. Who is going to get your plant to world-class safety ... 

The SNL Criticaiity Safety program requires the preparation of activity-specific Criticality Safety Assessments (CSAs) for storage and handling of threshold quantities of fissile material. The CSAs are individually reviewed and approved as the Facility mission dictates. The CSA for Mo-99 is typical of the analyses performed to determine criticality safety requirements therefore, references to the Mo-99 CSA in the follovinng sections are intended to provide an example of how the Criticality Safety program generates operational commitments. 

Having a high-quality peer-level inspection program may reduce the need for frequent inspections by supervisory personnel. However, peer inspections should not replace other inspections completely. Walkthroughs by the organization s leadership demonstrate commitment to the safety programs, which is key to their continuing success. 

Measuring is necessary if one is committed to continuous improvement. It indicates variances to goal, and also helps in the evaluation of individuals who have safety-related accountabilities. Timely and consistent measurements in any effective safety program can not be understated. ... 

Successful operations must go beyond regulatory obligations. Recruitment, selection, and training programs must reflect a companies commitment to choosing individuals who will understand their responsibility to safety and commitment to professional driving. ... 

Employee involvement —Your employees have the most to gain or lose from your safety program, so their involvement is critical to your program s success. Get your employees actively involved in — and even excited about — the safety process. Seek their input, encourage safe behaviors, and reward those who report safety problems. Their commitment to personal safety will beneflt the entire company. 

Description Fleet safe driving performance is dependent on management commitment to the implementation of a formal fleet safety program. An effective safety program will interact with most aspects of fleet operations and challenge the skills and knowledge of its supervisors and drivers. 

The collective individual and group values, attitudes, competencies, and patterns of behavior that determine the commitment to, and style and proficiency of an organization s health and safety programs. 

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