How do you involve and empower your safety leaders and champions with SMS?

é essencial que os líderes comuniquem claramente a importancia da seguran?a e os valores associados a ela. Eles devem demonstrar comprometimento com a seguran?a em todas as suas a??es e comunica??es. Incentive a equipe a se envolverem ativamente em atividades relacionadas à seguran?a, como inspe??es de seguran?a, análises de riscos, investiga??es de incidentes e campanhas de conscientiza??o.

é importante promover uma cultura de seguran?a onde líderes e campe?es se sintam capacitados a liderar pelo exemplo, refor?ando a importancia da seguran?a no local de trabalho e reconhecendo os esfor?os das equipes em manter um local seguro. Realizar treinamentos e fornecer recursos para implementar ideias de melhoria também é uma ótimo maneira de capacitar essas pessoas chave da equipe.

Engagement in safety (and SMS) is all about the emphasis and value placed on this by the organisation at its most senior level. It needs to be talked about in the same breath as financial result, it needs good examples showcasing and rewards systems that fully recognise contributions. If it's not perceived as a value, then that is exactly how the organisation will view it - a nice to have or option. Efforts have to be relentless and consistent.

Providing Specialized Training: Offer training on safety management systems specific to waste management operations. Assigning Clear Roles: Define responsibilities and authority for safety leaders within the SMS framework. Encouraging Participation: Involve them in safety audits, risk assessments, and policy development. Recognizing Contributions: Acknowledge and reward proactive safety initiatives and leadership. Facilitating Communication: Establish regular meetings and feedback channels to discuss safety issues and improvements.

?Hola a todos!, Quiero compartir con ustedes un insight importante basado en mi experiencia personal. Para alcanzar un alto estándar de seguridad en cualquier organización, es fundamental establecer una línea base que nos indique el nivel de conocimiento sobre seguridad de nuestros líderes. Es crucial que estén convencidos de que la seguridad no es solo un requisito legal, sino una convicción profunda. Nuestra fuerza laboral es nuestro activo más valioso, y nuestros líderes deben entender que proporcionar un entorno de trabajo seguro y saludable es fundamental. El liderazgo efectivo en seguridad implica predicar con el ejemplo y tener arraigada la convicción de que la seguridad es una prioridad no una obligación. Slds Jean Pierre Jimenez

I believe all (senior) managers and supervisors have the potential to be great safety leaders. Unfortunately, we often don't give them the tools they need to unleash their potential, so they stick to what they see and experience from others, i.e. telling, expecting, instructing, judging, even blaming, and having only superficial safety conversations ('think about your family' etc.). Giving our leaders the opportunity to see and experience what else is possible (e.g. asking powerful questions, listening) to raise safety awareness and create real safety ownership and to demonstrate genuine care, is typically enlightening for them and will result in high levels of trust, speaking up, engagement and ultimately in high-level safety performance.

In my experience, enhance onboarding via hands-on experience. Set clear goals. Provide step-by-step guidance. Encourage active participation. Seek regular feedback. Foster knowledge sharing. Accelerate learning, improve performance, boost satisfaction. Create efficient onboarding.

Training should cover SMS fundamentals, regulatory requirements, risk assessment methodologies, incident investigation techniques, and effective communication skills. For instance, conducting workshops on hazard identification using real workplace scenarios empowers leaders to proactively mitigate risks. Support involves offering resources like access to safety data, tools for conducting audits, and mentoring from senior HSE professionals. Regular refresher courses and seminars keep them abreast of industry best practices. An example would be organizing a training session on incident reporting software, ensuring leaders understand its use and benefits for enhancing data-driven decision-making and proactive safety measures within the SMS.

Providing training and support to safety leaders and champions within an SMS framework is crucial for their effectiveness. Offer comprehensive initial and ongoing training on SMS principles, safety regulations, and advanced safety management techniques. Equip them with the latest tools and resources, and ensure continuous access to support from management. This approach enhances their skills, ensures compliance, and empowers them to lead safety initiatives confidently and effectively.

Mentorship and coaching are essential for developing high-performing safety leaders. Mentors impart expertise and accelerate learning, while coaches target specific skill enhancement. Both foster confidence, enabling leaders to tackle challenges effectively. Mentorship expands professional networks, promoting collaboration, and both contribute to career advancement by providing guidance and support

To effectively empower safety leaders and champions, fostering open, honest, and timely communication is crucial. Encourage them to share safety information, experiences, and lessons learned across the team. Collaboration should be rooted in mutual trust, respect, and cooperation, enabling collective problem-solving and solution implementation. Safety leaders must work closely with others to monitor outcomes and adapt strategies as needed. It’s also vital for these leaders to actively seek and provide feedback, suggestions, and ideas, which will enhance both safety performance and the overall safety culture. This inclusive approach ensures continuous improvement and a safer workplace.

Open and honest communication among safety leaders and champions fosters a culture of trust and teamwork, ultimately leading to safer work environments for everyone

Establishing regular meetings where leaders can discuss safety trends, share best practices, and address emerging risks promotes collaboration. For example, organizing monthly safety forums where leaders from different departments discuss near misses and lessons learned encourages cross-functional learning and collaboration. Using digital platforms or tools for real-time incident reporting and communication enhances transparency and responsiveness. Encouraging open-door policies where employees feel comfortable reporting concerns directly to safety leaders ensures timely intervention and continuous improvement.

Uma vez estabelecidos os papéis e o treinamento adequado, é importante promover uma cultura de comunica??o aberta e colabora??o entre os líderes e campe?es de seguran?a. Utilizando uma matriz de comunica??o, pode-se definir os canais e as frequências de intera??o entre esses membros da equipe. Isso facilita o compartilhamento de informa??es relevantes, experiências e melhores práticas, contribuindo para uma abordagem mais eficaz na gest?o de seguran?a.

Promover la comunicación entre líderes de Seguridad es clave y necesitamos que sea transparente, generando un clima de confianza. En este sentido, son muy importantes tanto las comunicaciones individuales como grupales y siempre transmitiendo un único mensaje que permita alinear el desempe?o de los líderes, cada uno en su rol y con un espíritu colaborativo.

Para envolver e capacitar efetivamente os líderes e campe?es de seguran?a, é essencial delegar autoridade e capacitar a tomada de decis?es. Isso envolve conceder autonomia para agir dentro de suas responsabilidades e competências, promovendo responsabilidade e aprendizado com os resultados. Além disso, é crucial empoderá-los, proporcionando confian?a e apoio para enfrentarem desafios de seguran?a com criatividade e julgamento informado. Essas práticas n?o só fortalecem a eficácia das iniciativas de seguran?a, mas também cultivam uma cultura de responsabilidade e inova??o dentro da organiza??o.

Delegar trabajo es muy importante porque maximiza los resultados de las tareas que realiza el personal y es una gran demostración de confianza. El grupo es más poderoso que el trabajo individual de cada persona, algo que se logra delegando. En el caso específico de Seguridad, es clave que el personal esté entrenado, capacitado, que entienda su rol y responsabilidad dentro de la organización, con lo cual, se podrá complementar el trabajo de cada integrante del equipo de acuerdo a su especialidad en el área, por ejemplo, realizar inspecciones y auditorías, dictar charlas de 10 minutos, difundir las novedades de Seguridad en la empresa, llevar a cabo observaciones comportamentales de tareas, entre otras tareas.

How about a shift from 'safety from the ivory tower' to 'safety by the experts at the sharp end'? How about trusting the ones on the shop floor, at site, seeing them as the solution, not as a problem? Seeing them as the safety leaders and champions? Once we try and dare, usually we experience excellent results, in terms of performance, empowerment and ownership for safety. Invite teams to develop procedures, risk assessments (experienced safety managers report about goose bumps they had, when they opened the floor for employee participation), let them design, run and facilitate safety campaigns, let them do inspections of their or their colleagues' work areas etc. Let us defer to expertise, and unleash the potential for safety excellence.

Com base nos papéis e na capacita??o, é essencial delegar autoridade aos líderes e campe?es de seguran?a para que possam tomar decis?es relacionadas à seguran?a no local de trabalho. Uma matriz de autoridade pode ajudar a definir os limites e a extens?o dessa autoridade, garantindo que todos saibam até onde podem agir. Ao capacitar esses profissionais a tomar decis?es, promove-se uma resposta mais rápida e eficaz a quest?es de seguran?a, contribuindo para um ambiente mais seguro.

Do you prefer telling people what to do? Or sharing insights about a challenge? When you share insights, autonomous people will come up with solutions, now or later, and will feel empowered.

Involve safety leaders and champions in continuous improvement efforts within a Safety Management System (SMS) by soliciting their feedback and insights regularly. Engage them in reviewing safety performance data, identifying trends, and proposing enhancements to existing protocols. This collaborative approach ensures that the SMS evolves to address emerging risks and adapt to changing conditions effectively. By empowering these key stakeholders to contribute to ongoing improvements, organizations can foster a culture of innovation and excellence in workplace safety.

Involving safety leaders and champions in continuous improvement is vital for enhancing your organization's safety culture. Encourage their active participation in safety meetings and feedback sessions, where they can share insights and identify areas for enhancement. By engaging them in evaluating safety protocols and proposing solutions, you leverage their expertise and passion. Recognizing their contributions not only motivates them but also inspires others to take ownership in their roles. This collaborative approach ensures that your Safety Management System evolves effectively to address emerging risks and challenges.

Considero que la Mejora Continua es un Pilar para elevar el nivel de atención en Seguridad y en particular, en la implementación de un SMS. Además, el involucramiento del personal es esencial para aumentar su sentido de pertenencia. Una forma de lograrlo es asignar roles en la implementación práctica, por ejemplo, un gerente de planta haciéndose cargo de temas de Liderazgo, alguien responsable de Recursos Humanos colaborando en temas de capacitación, personal del departamento de Ingeniería involucrado en mejoras de Seguridad en las instalaciones, entre otras funciones. De ese modo, estamos dando participación a personas que no forman parte del Departamento de Seguridad, en tareas que permitirán enriquecer la implementación del SMS.

Involving safety leaders and champions in continuous improvement efforts within Safety Management Systems (SMS) is vital for enhancing safety outcomes. This includes regularly gathering feedback from leaders on existing safety practices, soliciting their ideas for improvement, and involving them in root cause analyses of incidents. By engaging them in these processes, organizations leverage their frontline expertise to identify areas for enhancement, implement effective solutions, and continuously evolve safety protocols. This collaborative approach fosters a culture of continuous learning and improvement, driving ongoing advancements in workplace safety.

Involve in Continuous Improvement: Engage safety leaders and champions in evaluating and improving the SMS regularly. Encourage them to take active roles in identifying areas for improvement and leading initiatives that drive innovation and system enhancements.

Before thinking about gifts, certificates etc. (which might be useful), we should ensure that recognition and reward comes from everyday experience. Feeling respected and valued, being heard and listened to, experiencing genuine care and curiosity are vital for well-being, motivation and performance. A donut or a fancy coffee machine will never make up for 1 million incident-free hours of being judged, lectured, corrected or reprimanded.

Celebrate Achievements and Acknowledge Challenges: Recognize the successes of safety leaders and champions, and be transparent about challenges and failures. Celebrating achievements motivates teams, while acknowledging challenges fosters learning and resilience.

Célébrer et reconna?tre, bien au delà de goodies, c’est d’abord mettre en lumière, communiquer, échanger. C’est surtout mettre en avant le collectif qui a su, grace à la vigilance partagée, un état d’esprit, de la bienveillance, obtenir un résultat remarquable. C’est aussi permettre à chacun de s’exprimer et proposer à tous de partager ses bonnes pratiques et d’en faire des pratiques reconnues de l’organisation, LA méthode de travail de tous. C’est aussi organiser la convivialité et renforcer le lien de l’équipe pour qu’elle soit encore plus soudée et solide pour se challenger encore et encore et atteindre de sommets !

In my experience, celebrating achievements and acknowledging challenges are vital steps in fostering a culture of safety leadership and empowerment. By recognizing the successes and contributions of safety leaders and champions, as well as the teams they work with, we reinforce positive behaviors and motivate continued dedication to safety initiatives. Similarly, openly acknowledging challenges and failures demonstrates transparency and encourages a growth mindset, where setbacks are viewed as opportunities for learning and improvement. Together, these actions cultivate trust, resilience, and engagement within the organization, driving ongoing progress toward our safety goals.

How about starting a standdown meeting (after an incident) like this: 'Gents, we have a decision to make: We can blame, or we can learn. We can't do both. So, what should we do?' Sounds uncomfortable to do this, right? However, I have seen it. These were the exact words. And it worked. Not only that, it was the most exciting standdown meeting I and others have ever attended. Give it a try!

En mi experiencia, es clave definir roles y responsabilidades para comprometer a los líderes en la implementación de un SMS. Considero que el cumplimiento de los requerimientos legales es esencial, certificar la Norma ISO 45001 también contribuye, pero pienso que además, debemos tener en cuenta las buenas prácticas que surgen a lo largo de nuestra experiencia laboral y cualquier otro aporte, que agregue valor al SMS a medida de nuestro ámbito laboral. En este sentido, las campa?as para incrementar el sentido de pertenencia con la empresa, son una herramienta muy poderosa para mejorar el desempe?o en prevención de accidentes.

Role of leaders is well defined in ISO 45001 (Safety & Health Management System). Almost in every clause, leader needs to be involved. # Safety Start from Top Leadership training, understanding the role of leaders & the requirement of Safety. # Involve leaders in shop floor GEMBA & KAIZEN activities. # Regular messages should be communicated thru Leaders. # Leader should also be involved in Incident Investigation. Safety Management System can not be successfully implemented without involving all.

In my experience, involving and empowering safety leaders and champions with SMS begins with defining clear roles and responsibilities, providing comprehensive training and ongoing support, and fostering open communication and collaboration. Delegating authority and empowering decision-making enable them to effectively address safety challenges. Involving them in continuous improvement ensures the SMS remains effective and efficient. Lastly, celebrating achievements and acknowledging challenges fosters a culture of trust, motivation, and resilience. Together, these steps create a robust safety culture where leaders are actively engaged and empowered to drive safety excellence.