Trainer Contact Information Wes Horton CET STS

Trainer Contact Information • Wes Horton, CET, STS – 951 -252 -7704 – wes. horton@outlook. com – https: //www. linkedin. com/in/wesley-horton-cet-sts-094170102 • OSHA Authorized Outreach Provider (10 & 30 Hour Courses) • Environmental, Health and Safety Consultant – – Custom Safety Training Job Site Analysis OSHA compliance and inspection preparation Program Development

Integrating Safety Into Your Shop Culture Wes Horton, CET, STS EHS Consultant OSHA Authorized Outreach Trainer

Why Do I Want A Strong Safety Culture? • OSHA Volunteer Protection Program (VPP) sites and independent EHS research companies repeatedly confirm that developing strong safety cultures has the single greatest impact on incident reduction of any process.

What Is A Safety Culture - How Will It Impact My Company? • Safety cultures consist of shared beliefs, practices, and attitudes that exist at an establishment. • Culture is the atmosphere created by those beliefs, attitudes, etc. , which shape our behavior. • An organizations safety culture is the result of a number of factors…

Cultural Factors • Management and employee norms, assumptions and beliefs; • Values, myths, stories (misconceptions); • Management and employee attitudes; • Policies and procedures; • Supervisor priorities, responsibilities and accountability;

Cultural Factors • Management involvement or "buy-in. " • Production and bottom line pressures vs. quality issues; • Actions or lack of action to correct unsafe behaviors; • Employee training and motivation; and • Employee involvement or "buy-in. "

Where Do We Begin? Always start at the top… • Obtain Top Management "Buy-in“ – Safety & Health vs. Production & Profitability – Show costs in dollars (direct and indirect losses) – Organizational losses (fear, lack of trust, feeling of being used) – Success breaks down barriers

Management’s On Board…Now What? • Continue Building “Buy-In” – A compelling reason for change must be spelled out to everyone. – People have to understand WHY they are being asked to change and what it will look like if they are successful. – If people hear that things are changing and haven't been formally told anything, they naturally tend to resist.

Everyone Knows…and Now They’re Waiting • Conduct assessments and bench marking – Visit OSHA Star VPP sites – Use independent consultants – Perform internal inspections/audits – Visit businesses with similar models

Knowledge Is Power • Initial Training of… – Management-Supervisory staff – Union Leadership (if present) – Safety and health committee members – Employee representatives • May include… – Safety and health training (various levels) – Management and/or team building – Communication

Who’s Driving This Train? • Establish a Steering Committee – Comprised of management, union (if one exists), safety staff and employees – Facilitate, support and direct change processes Provide overall guidance and direction and avoid duplication of efforts – To be effective, they must have appropriate authority from Top-level management

Can Anyone See Where We’re Going? • Develop Site Safety Vision • Key policies, goals, measures and operational plans, including… – Hazardous Communication Program – Injury & Illness Prevention Program – Emergency Action Plan – Respiratory Protection Program – Fire Prevention Plan – Lock Out, Tag Out Program

Let’s Make Sure Everything’s Straight • Align the Organization – Establish a shared vision of safety and health goals and objectives vs. production – Upper management must support with resources, time and holding managers and supervisors accountable for doing the same – The entire management and supervisory staff need to set the example and lead the change

I Thought That Was Your Job? • Define Specific Roles – Set responsibilities for safety and health at all levels – Safety and health must be viewed as everyone's responsibility – How does the organization deal with competing pressures and priorities? (production vs. safety and health)

I Want To Speak To Your Supervisor! • Develop a System of Accountability – Everyone plays by the same rules – Everyone is held accountable for their areas of responsibility – Signs of a strong safety culture is when individuals hold themselves accountable

How Much Are We Doing To Improve? • Develop Measures – Use upstream activity measures that encourage positive change and feedback (good and bad)… – # of hazards reported and/or corrected – # of employee safety violations by department – # of random inspections – # of good & bad equipment checks – # of Job Site Analyses & results

Awards Ceremonies? We have those? • Develop Policies for Recognition – Top-level management should always present – Reward employees for doing the right things and encourage participation safety programs – Continually reevaluate rewards and incentives for effectiveness

Wait…What Are We Doing? • Awareness Training and Kick-off – Conduct awareness-level training for the entire organization – A kick-off celebration can be used to announce it's a "new day" and reinforce buy-in for new procedures and programs

Ready? Set? Go! • Implement Process Changes – Management, union (if present) and employees – Program of Action & Milestones (POA&M)

Stay The Course • Continually Measure Performance – Feedback, reassessment, mid-course corrections, and on-going training • Communicate Results – Progress reports during normal shift meetings • Celebrate Successes – Publicizing positive results sustains efforts and maintains motivation.

Summary • • Safety culture and its importance Cultural factors Top-level management buy-in Building buy-in Conducting assessments and benchmarks Initial training Establishing a Steering Committee Developing a safety vision

Summary • • Aligning the organization Defining roles Develop a system of accountability Develop Measures Policies of recognition Awareness training and kick off Implement process changes Staying the course