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SAFETY MANAGEMENT MEETING

SAFETY MANAGEMENT MEETING. November 1, 2004. Rutgers University 2003 Accident Data - All Campuses Incident Rate. BLS - Bureau of Labor Statistics. Accident Data All Campuses Recordable Accidents. Accident Data - All Campuses Lost Work Time Incidents.

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SAFETY MANAGEMENT MEETING

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  1. SAFETY MANAGEMENT MEETING November 1, 2004

  2. Rutgers University2003 Accident Data - All CampusesIncident Rate BLS - Bureau of Labor Statistics

  3. Accident Data All CampusesRecordable Accidents

  4. Accident Data - All CampusesLost Work Time Incidents

  5. Accident Data – All CampusesTotal Number of Days Away From Work

  6. How do we compare?

  7. How do we compare?

  8. “Good is the enemy of great.” • From the book “Good to Great,” 2001. Jim Collins

  9. Why should we be great? • Protection of our employees • Cost of injuries, illnesses • Reputation, university goal of excellence

  10. Accident Data All CampusesRecordable Accidents

  11. Accident Data - All CampusesLost Work Time Incidents

  12. Accident Data – All CampusesTotal Number of Days Away From Work

  13. Significant Accidents 2003/2004

  14. Significant Accidents 2003/2004

  15. Significant Accidents 2003/2004

  16. Significant Accidents 2003/2004

  17. Worker’s Compensation Costs

  18. Worker’s Compensation Costs

  19. Worker’s Compensation Costs

  20. Worker’s Compensation Costs

  21. “Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice.” • “Good to Great,” 2001. Jim Collins

  22. Is “culture important?”

  23. Columbia Shuttle Accident • “In the boards view, NASA’s organizational culture and structure had as much to do with this accident as the external tank foam.” • (Columbia Accident Investigation Board; Report Vol. 1, Chap. 7. August 2003)

  24. Columbia Shuttle Accident • NASA must be committed to: • A strong safety culture • A view that serious accidents can be prevented • A willingness to learn from mistakes & others • A realistic training program that empowers employees

  25. Leadership for Safety

  26. Leadership is at its best when: The vision is strategic; The results are tangible; The voice is persuasive. (“The Leadership Moment” by M. Useem, 1998)

  27. VISION FOR A SAFETY CULTURE • Management is responsible, Everyone is accountable • All incidents are preventable • Training is critical • Strive for continuous improvement • Safety is good business

  28. WHAT ARE THE RESULTS? • Protection of our employees (OSHA triple bottom line) • Compliance • Cost savings (workers compensation, regulatory penalties)

  29. ARE YOU PERSUASIVE? • Discuss your expectations for safety performance • Demonstrate good safety behaviors • Audit your performance • Review incident reports • Have functional safety committees with employees at all levels.

  30. People respect what management expects.

  31. “There are going to be times when we can’t wait for somebody. Now, you’re either on the bus or off the bus.”(from the Electric Kool-Aid Acid Test by Tom Wolfe)

  32. OSHA INITIATIVES • Motor Vehicle Safety • Construction Safety • Voluntary Protection Program • Partnerships

  33. CURRENT ISSUES • Air Permits • 3 month lead time • New, modified equipment • Stormwater • >5,000 ft2 need permit, site controls • Management of leaves (collect/dispose off-site) • Backflow preventer on hydrants • No dumping cleaning buckets in storm drains

  34. CURRENT ISSUES • GLD (Radioactive sources) • Self-Illuminating exit signs • SPCC • Updated plans/locations • New compliance binders for monthly inspections

  35. CURRENT ISSUES • Universal Waste • Standard collection dates/forms • Container management/labeling issues • Consumer electronics recycling day • CERT • Contact James Zawistowski – RUPD

  36. Good enough never is!

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