How can you promote safety leadership at every level of your organization?

Safety leadership isn't just a top-down concept; it's also cultivated through peer influence. Encouraging lateral safety leadership allows employees to engage and support each other in safety initiatives. Leveraging the power of colleagues to reinforce safety norms enhances collective responsibility and vigilance. Introducing safety mentors among employees promotes knowledge sharing and peer support networks. These lateral connections fortify safety culture, creating an interconnected web of vigilance and support that complements traditional leadership, fostering a safety fabric woven by the collective efforts of all employees.

Safety leadership is about influencing others to prioritize safety through actions and decisions. It goes beyond rules, involving hazard identification, incident learning, and continual improvement. Anyone can exhibit safety leadership, contributing to a positive safety culture in the organization. #SafetyLeadership #SafetyCulture

Safety leadership extends beyond sending emails/ notices with safety information; it involves actively raising awareness among all field employees during their routine and non-routine tasks. Emphasizing "No life at Risk, No Mind at Risk, and No asset at Risk" is crucial throughout the workplace, extending to even the employee at the end of the line. Translating this commitment into tangible actions reflects genuine safety leadership, contributing to the development of a robust company health and safety culture. Ultimately, this leadership approach influences the company's reputation and standing in the market.

Promoting safety leadership at every level involves fostering a culture of awareness and responsibility. Implement regular safety training, encourage open communication about safety concerns, and recognize and reward employees for prioritizing safety. Establish clear safety protocols, and ensure that leadership sets a positive example by consistently following safety guidelines. Regularly review and update safety policies to address emerging risks, and involve employees in the decision-making process to increase their sense of ownership and commitment to safety.

An example for perfect leadership is when you have a ship with 100 personnel having One team leader as captain will not be as effective as having everyone willing to work and lead by heart not wanting for instructions from above.

It should be basic, straight and simple enough to follow even to shop floor. Most modern organisation usually come up with fancy wordings and end up on big screen / banners but failed to be socialised

Habla con tus acciones. Se lidera con tus actos. Es la mejor e inequívoca forma de comunicar. Y más en seguridad. Además de comunicar hay que ense?ar, hay que hacerse entender. Porque donde tú ves un riesgo el otro no lo ve. Por eso ense?ar siempre va de la mano de ejemplificar.

Empower and Involve Employees ??: Encourage employees to take an active role in safety initiatives. When they feel a sense of ownership, they are more likely to champion safety practices among their peers. ??

The best two ways to communicate safety expectations and goals are Safety meeting with all the employees and Safety committees.

afety leadership is a form of committee that represented from different specific department specialist or head of the department and those committee members has an important role when outlining the program that is specifically practicable and achievable. To outline a sustainable program that will provide accurate guidance for the workers. Getting feedback from the grass roots evaluating the outcome of the implementation and continual review to improve the identified gaps. Safety Leadership clearly defines teamwork and that there is one goal to focus on. This is how you delegate the task to the core members of the committee. Ex. "You act like a COACH of a soccer football".

I believe this is the single most important factor in developing a safety culture and encourage safety leadership through the organization. Many safety professionals do not spend enough time talking with the individuals on the floor performing the work. Nobody has better ideas on how to stay safe than the person whose taking the risk.

Enhancing the safety culture can be achieved through leadership's acknowledgment of employees and contract manpower as essential contributors to business success. Inclusive practices, such as empowering and engaging/ involving employees in decision-making, conducting debriefings, and soliciting feedback, are instrumental for continual improvement. Empowering employees to report and address unsafe conditions not only boosts morale but also cultivates a secure working environment. The combination of employee empowerment and engagement is not only integral to effective management but also yields noticeable enhancements in quality and safety outcomes. The leadership action shall be reflected from top-bottom.

Nada mejor que ense?ar para involucrar. Nadie hace nada que no entienda, que no haga suyo, que no tenga un sentido. En seguridad hay que tener claros los límites, que por otro lado no pueden axfisiar o descontrolar los riesgos. A partir de ahí, la participación debe realizarse para que tenga sentido y así se involucren todos.

Employee participation is not only essential to safety initiative success, but it is a core value of Z10 and 45001. Empowering employees through positive educational moments with higher-level training to gain more understanding of far-reaching safety concepts will bolster their confidence to speak out as subject matter experts. Engaging employees will also create opportunities for safety ownership that will encourage leadership to own the overall culture.

Hacerlos protagonistas del cuidado de la vida, es parte fundamental para lograr mejores niveles de seguridad en una organización. A través del trabajo colaborativo fortaleciendo el auto y el mutuo cuidado, escuchando las ideas que tengan para aportar, y dise?ando medidas preventivas donde los mismos trabajadores aporten en su creación, eleva el valor y mejora la percepción del riesgo.

ANOTHER WAY TO IMPROVE SAFETY Promoting safety leadership at every organization level involves fostering a culture of accountability and awareness. Encourage open communication about safety concerns, provide regular training, lead by example, and recognize and reward safe practices. Implementing safety protocols, involving employees in decision-making, and conducting regular safety audits also contribute to a robust safety leadership approach.

Wisdom is defined as learning from mistakes and I am first in line for this. For those of you who know me you know that I'm committed to Safety... I literally lived for the safety of those guys that were under my charge. That being said almost like a misled minister or defunct politician it's easy to let the stresses and the burden of caring for people weigh you down and so to model safety begins with modeling self-care. We must take care of ourselves and our families before we can take care of our employees. If there are medications that you must have to be a safe leader you must make sure that you prioritize this and that you prioritize your mental health to prevent burnout. Stay on course!!!

Individualised coaching for giving employees direct feedback is ideal for addressing specific behaviours(right on time) and offering constructive suggestions for improvement on an ongoing basis.

Ask literally everyone to teach a safety training! Not everyone is comfortable standing in front of a class and "teaching" a room full of people, but that doesn't mean they can't use their skills to improve your safety culture. Does the plant manager have personal experience with a specific safety topic? Ask his to talk about it during a morning meeting or a safety stand-down. Do you have a new employee that came from a tower company and worked daily with fall protection? Ask him to assist the EHS department with fall protection inspections. Is there one person that has run a chainsaw on a regular basis for years? Ensure that everyone knows he is the expert and ask him to spend some time with everyone who is expected to run a chainsaw.

Recognize, absolutely! I'm always a little apprehensive on rewarding safety, it's the pinnacle of slippery slopes. If mismanaged it leads to the destruction of safety culture. Employees will hide incidents because they do not want to be the one who reset the clock or lost the prize for everyone, etc. The same thinking applies to "zero goals" a lot of companies, big and small have these "vision of zero" goals that are not attainable, and quite frankly archaic and useless goals. If you have 1 incident, that's it you failed! If you insist on rewards, reward observations that bring an issue forward with a corrective action that's been implemented. Not just the observation. Build the culture through positive interactions.

This is a critical and sensitive part of establishing a sustainable safety program to motivate the good worker with equality. Organize a committee that is usually represented by the department manager or specialist that could easily determine the level of individual qualification. The committee shall develop a detailed criterion that shall be properly communicated to all the employees to encourage them how to become a qualifier. It is highly recommended to consider a complimentary recognition to the newly hired employee (Junior, Mid, and Senior Level). The comprehensive criteria for the major recognition of Core Competency evaluation shall be validated by the committee.

Implement programs that recognize safety leadership among managers, supervisors, and other leaders. Acknowledge individuals who consistently prioritize and demonstrate a commitment to safety.

One way to reward safety leadership is by publicly acknowledging their efforts and contributions. This can be done through a formal recognition program, a shoutout at a team meeting, or even a simple thank-you note. In addition, providing opportunities for professional development or offering incentives, such as bonuses or extra paid time off, can also help incentivize and reward safety leadership.

Safety has to be include corporate level buy in .Making safety a daily issue from the roots of the company right up to the top of the tree is important.make safety a daily topic in meetings and toolbox talks .But also a visible presence in the work place show staff that their health safety and well-being is paramount to the company

"Another effective approach to acknowledge and rewarding safety is through conducting safety moments, where employees engage in discussions and share insights on safety-related topics. Encouraging employees to share stories, lessons learned, or near-miss incidents not only facilitates learning but also fosters safety awareness. Recognizing their contributions and expressing gratitude through a simple 'thank you' is a meaningful way to acknowledge and reward them. Additionally, implementing a good catch/near loss program can further enhance safety recognition. By identifying and highlighting instances where potential risks were averted, employees are motivated to actively participate in maintaining a safe environment."

Use Technology Wisely ??: Leverage technology for safety management. Implement apps or tools that facilitate incident reporting, safety checklists, and real-time communication. ??

Stop work Authority is one way to promote safety leadership in an organization. When employees know they have the mandate to exercise this authority with no exceptions, they become more conscious of unsafe activities around them.

Before anyone can be a true leader in safety; the safety culture of the organization needs to be established. Rules and regulations need to be in place; and consistent enforcement and accountability must take place. I have seen safety programs falter because salaried individuals were not held to the same standards as hourly employees. For instance, personal cell phone usage on a production floor, it was a plant rule. However more and more salaried individuals would walk around using their cell phones (likely for business purposes). Employees would see this and take on the mentality, well if so and so can use their phone, why can't I? Then over time, there is a shift in the culture and team has to battle back to get things back on track.