You’re creating a safety culture. What are the most important things to consider?

Alright, so first things first, before you start sprucing up your safety culture, you got to know where you stand. Take a good, hard look at what's going on with your safety policies, practices, and how things are running. Figure out what you're doing well and where you're dropping the ball. Look out for any gaps or risks that need fixing pronto. Get feedback from everyone - your employees, managers, customers, the whole crew. Use surveys, audits, interviews, whatever works. Also, check out how you stack up against others in the industry. That way, you know what needs fixing and what's already top-notch.

Importante é analisar o ambiente que se encontra no momento, para a partir de ent?o, iniciar os tramites de seguran?a ou até mesmo implementa??o. Importante verificar quais ferramentas de seguran?a precisam realizar ajustes. Também é fundamental ver os pontos fortes, positivos, para sim se espelhar para pluralizar em outros aspectos. Para finalizar, é crucial o acompanhamento da abrangência de modo a garantir eficácia nas a??es estabelecidas.

For instance, conduct job satisfaction surveys to obtain direct feedback from employees regarding their perceptions of safety. Additionally, analyze incident and accident records to identify trends and areas for improvement. Don't stop there; involve employees in the assessment process. Organize brainstorming sessions or focus groups to discuss safety-related ideas and concerns. This will not only provide valuable insights but also foster a sense of ownership and commitment to the safety culture.

I remember reviewing the results of a safety audit, with the manager and her district manager. The audit didn't go well, the culture in that location was poor. We heard a knock at the door, it was a courier dropping off a box. The courier automatically walked over, bent her knees, kept her back straight and placed the box on the floor before thanking us and leaving the office. I didn't even have to say anything, as soon as the courier left, the district manager asked their manager if she saw how the woman handled the box. I added that the courier company has a strong safety culture. She didn't work safe to avoid getting in trouble, her boss wasn't there. She did it because of the values that had been instilled in her by her employer.

Of course, you need to know where you stand. In my opinion, this is the basis for everything you need to improve. What is the level of safety culture in the company and if there is any. Use all the internal options available to you to find out the level of safety culture. For example, audit results, meetings with employees, observation of employee behavior, various performance indicators and many others can help you. Nevertheless, be careful what kind of data you work with if you have not created it by yourself.

Após ter conhecimento dos pontos positivos e negativos, inicia-se o plano de a??o em prol da melhoria no aspecto dos quesitos que est?o negativos. Nessa circunstancia, é indubitável deixar claro, o benefício desta meta favorecerá ao empreendimento e, que é importante que todos interajam quando o assunto seja melhoria no ambito laboral .

Criar uma cultura de Seguran?a em uma empresa que n?o tem essa rotina no seu dia a dia é bem desafiador, pois vai contar com alinhamentos das hierarquias, envolvimento da equipe e toda estrutura fisica e emocional que envolve a cultura de seguran?a Primeiramente precisamos ter uma vis?o clara e objetiva do que se pretende alcan?ar e em quanto tempo, sempre trabalhando em cima de métricas alcan?áveis e estratégicas Depois é preciso alinhar valores e miss?o da empresa para saber de que forma a estratégia será conduzida Em seguida estudar o melhor método, sempre considerando a possibilidade de mudan?as e adapta??es no decorrer do processo.

You can assess your culture easily and accurately by asking yourself one question and by answering it honestly. "How do my employees view Safety"? do they view it as something important, a priortity or is it a waste of time, something that slows them down. If you know Safety isn't important to your employees. Your main goal should be to change that perception. The most important change is that senior leaders and managers must lead by example 100% of the time, every second of every day. The second most important thing is for managers and supervisors not to walk by a safety violation, it must be addressed. When you walk by and do nothing, you condone it without saying a word. You just told everyone that it's acceptable.

Now that you've got the lowdown on where you're at, it's time to map out where you want to go with your safety vibe. Picture this: your vision should be punchy and make folks go, "Yeah, that's where we want to be!" Make it clear what you're aiming for and why it matters. Next up, your goals got to be SMART - specific, measurable, achievable, relevant, and time-bound. They need to line up with what your organization stands for and where it's headed. Like, maybe you want to be the go-to guys for safety in your hood. Cool. So, your goals could be cutting your injury rate by half next year or scoring some fancy certification. Keep it real and keep it focused.

I really like the title. Vision and goals. You have to understand the difference among this two words and determine your clear picture right. SMART methodology is really smart. Most common mistake in my experience is ignoring the measurable and achievable rule. Communicate your picture to management and supervisor level. You need to be sure you re align with those who need lead by example and support you.

Criar uma cultura de Seguran?a efetiva em um ambiente corporativo é um objetivo que deve envolver toda a equipe A come?ar do alinhamento das hierarquias, pois uma cultura de seguran?a somente se torna efetiva se for pautada no exemplo. Os objetivos do processo devem ser transmitidos de forma clara para que todos possam se envolver de forma tranquila e sem dúvidas Outro ponto é capacitar a equipe para assumir responsabilidades e metas alcan?áveis durante todo o processo Recompensar, premiar, festejar as conquistas também fazem parte do engajamento, afinal, todos gostam de sentir que de alguma forma foram responsáveis pelos resultados de uma boa cultura de seguran?a no local de trabalho

Building a safety vibe isn't a one-time thing or just for the bigwigs. It's an ongoing gig where everyone's got a part to play. Get everyone involved - from the top dogs to the folks on the front lines. Share what you're aiming for loud and clear, and listen to what they've got to say. Let them take charge of safety and look out for each other. Give props when they step up and shout out their wins. It's all about making safety a team effort that everyone's proud to be part of.

It will be a long story from my point of view. Definitely you have to engage all people. You have to find the best way how to do it. There is no unique way for all organization and their employees. The most successful method for me so far has been practical demonstration, long and repeated conversation about hazards and what effect it can have on a person's life in general. By engaging people in a variety of EHS topics you will change their attitudes. Prepare for this to take a long time.

Creating a safety culture does involve everyone however, i don't agree with saying it's not a top down approach. Your senior managers and supervisors have to be on board first. They must lead by example and address safety concerns to change the behaviour of their employees and create that strong culture. Another important step is for managers to recognize people for working safe. Saying "thank you for lifting that box safely" does two things, it shows your employees that your watching how they work, it also shows that you appreciate when they work safely. The last piece is to celebrate your success. When your safety audit score goes up or your accident frequency starts to drop, celebrate it. These are signs your culture is getting stronger.

Para crear y fomentar una cultura de seguridad efectiva, es necesario que se quede grabada en el ADN de las personas. Ha de ser un pilar fundamental de la compa?ía. Sin darle esa importancia, nunca será efectiva.

So, you've got your vision and goals all mapped out - now it's time to make it happen. Put together a solid plan laying out who's doing what, when, and what they need to get it done. Use what you found out from your assessment to fill in the gaps and cover the risks. Set up ways to keep track of how you're doing and tweak things as needed. Make sure your plan's doable, ready to roll with any curveballs, and backed up with enough time, cash, and people power. Let's turn those goals into reality!

For example, setting specific goals such as reducing accidents by a certain percentage or improving participation in wellness programs. Next, assigning clear roles and responsibilities. For instance, appointing a safety team responsible for implementing and monitoring the plan, as well as individual responsibilities for team leaders in promoting safe practices. Moreover, it is crucial to provide adequate resources. From regular safety training to investments in personal protective equipment and risk prevention tools. Establishing realistic and measurable deadlines is another key aspect. For example, defining milestones for the implementation of new policies or conducting periodic safety assessments.

Your plan is likely to involve several and possibly all departments in the company. Implement your plan through the all organization as a part of company strategy. I fully agree that you also need a time to evaluate the implementation of each step. That is why you need indicators which show you if you are in the line with your goals and vision.

A cria??o de uma cultura de seguran?a somente se torna efetiva se depois de implantada, mantiver um plano de revis?o e treinamentos constantes Analisar o que está funcionando e o que precisa ser modificado e o que precisa ser melhorado Envolver toda a equipe, colher depoimentos, feedback s?o essenciais para ter dados suficientes para tomar a melhor decis?o, afinal, a cultura de seguran?a n?o se faz sozinha Metas alcan?áveis, objetivos claros, envolvimento da equipe e bons exemplos hierárquicos s?o essenciais para se manter uma cultura de seguran?a que realmente funcione.

Creating a safety culture is a continuous cycle. Even if you do what i mentioned above and begin to see an improvement, when you stop, you will stop seeing the benifits. A strong safety culture changes people's perception of Safety. When you have a strong culture your employees will work safe whether their manager is around or not. They work safe consistently, for the right reasons. One piece that is constantly evolving is training your people, teach and train them on how to work safe, educate them on the hazards that exist and how to protect themselves. Show them that you value them as an employee and care about their well being. That will not only strengthen your culture, it will also have a huge positive impact on employee engagment.

For example, conduct regular security audits and use the findings to update policies and procedures. Foster employee engagement through regular meetings to discuss improvement suggestions and conduct updated training based on identified risks. Utilize technological tools such as mobile applications for employees to report risks in real-time, and analyze the data to identify trends and areas for improvement. Remember, a strong safety culture is built through the continuous commitment of all levels of the organization.

Creating safety culture is a continuous cycle. There is important made a review for minor activities as well and regularly check with management team and frontline workers. Many times you will find that your expectations do not come true but don't stop your efforts. Explain to all why are you do that and don't be discouraged. I regularly meet people who don't want to change their attitude to safety until they have an accident. I don't like to see attitudes change until it's too late.

Wondering why it's so important for managers/supervisors to address safety concerns and not simply walk by. I was with a Safety Manager at work when we walked by a manager working with one of their employees. The employee was about to move a pallet using a pallet jack, however, he wasn't wearing his safety shoes. He called the manager over. As a young Safety Manager, I'll never forget what he said. He said "your employee isn't wearing his boots, then added, if you allow people to work unsafe or don't address a safety concern, you might as well stand there with a sign that says, using a pallet jack without safety boots is not a problem", That is the loud message you sent to that employee and anyone else who saw you two working together.

O que mais considerar: Mantenha linhas de comunica??o claras e abertas sobre quest?es de seguran?a. Isso inclui a comunica??o de expectativas, mudan?as nas políticas, e celebra??o de sucessos em seguran?a. Implemente um sistema para reconhecer e recompensar comportamentos seguros, o que pode ajudar a refor?ar a importancia da seguran?a e incentivar a participa??o ativa de todos os funcionários. Desenvolva planos para lidar com emergências e crises, garantindo que a organiza??o possa responder eficazmente a incidentes e recuperar-se rapidamente. Criar uma cultura de seguran?a forte requer comprometimento, colabora??o e um foco contínuo na melhoria.

If you are in trouble to set a plan for creating a safety culture find the balance not perfection. The important thing is to start even if it's not perfect. Lead by example.