Behavior-Based Safety Training for Supervisors

1. BEHAVIOR-BASED SAFETY TRAINING FOR SUPERVISORS CORPORATE SAFETY TRAINING 29 CFR 1910 WELCOME

2. BASIS FOR THIS COURSE • Statistically, safe attitudes result in accident prevention. • Safe attitudes result in safe behaviors at work. • Development of improved safe attitudes toward work. • Elimination of workplace injuries & illnesses where possible. • Reduction of workplace injuries & illnesses where possible. • OSHA Safety Standards require: • Training be conducted • Workplace Hazards be assessed • Hazards and precautions be explained • Accidents be investigated • Job Hazards be assessed and controlled

3. COURSE OBJECTIVES • Discuss the local safety policy. • Discuss supervisor responsibilities. • Discuss the concepts of behavior - based safety. • Introduce 29 CFR 1910, the industrial safety standards. • Discuss the OSHA penalties policy for safety violations. • Discuss methods and techniques used to protect workers.

4. COMPANY SAFETY POLICY The personal safety and health of each employee of this company is of primary importance. The prevention of occupationally-induced injuries and illnesses is of such consequence that it will be given precedence over operating productivity whenever necessary. To the greatest degree possible, this company will provide all mechanical and physical facilities required for personal safety and health in keeping with the highest standards.

5. INITIAL TRAINING THE EMPLOYER MUST PROVIDE TRAINING: • Train in Safety Related Work Practices. • Conduct Training Prior to Job Assignment. • Explain The Specific Regulations That Apply. • Teach The Local Hazard Reporting Procedures. • Explain The Hazards Associated with Their Work Area.

6. RETRAINING REQUIREMENTS • REQUIRED WHEN THERE IS A: • New Work Area Hazard. • Program Related Injury. • Change in Job Assignment. • New Equipment Introduced. • New Hazard Control Methods. • Failure in Written Work Procedures. • Failure in the Safety Work Practices. • Reason to Doubt Employee Proficiency.

7. Improve Quality. Improve Absenteeism. Maintain a Healthier Work Force. Reduce Injury and Illness Rates. Acceptance of High-Turnover Jobs. Workers Feel Good About Their Work. Reduce Workers’ Compensation Costs. Elevate SAFETY to a Higher Level of Awareness. BEHAVIORAL-BASED SAFETYIS IMPORTANT A GOOD PROGRAM WILL HELP:

8. DEDICATION PERSONAL INTEREST MANAGEMENT COMMITMENT PROGRAM IMPLEMENTATION IMPLEMENTATION OF A BEHAVIOR- BASED SAFETY PROGRAM REQUIRES: NOTE: UNDERSTANDING AND SUPPORT FROM THE WORK FORCE IS ESSENTIAL, WITHOUT IT THE PROGRAM WILL FAIL!

9. MGMT. SUPERVISION LABOR FORCE AUTHORITY & ACCOUNTABILITY RESPONSIBILITY IS IMPORTANT EFFECTIVE ASSIGNMENT OF RESPONSIBILITY TWO WAY STREET

10. WHAT IS BEHAVIOR - BASED SAFETY? Behavior-based safety is a safety management system that specifies exactly which behaviors are required from each employee. These behaviors are geared toward a safer work environment. The system must have controls in place which will measure whether or not these behaviors exist as a routine element in the work environment. Acceptable behaviors must be positively reinforced frequently and immediately as the behavior occurs.

11. Considerations: MANAGEMENT’S ROLE • 1. Get Involved. Learn! • 2. Ensure Your Support Is Visible. • 3. Support the Program. • 4. Implement Ways to Measure Effectiveness. • 5. Attend the Same Training As Your Workers. • 6. Interact With Your Workers. • 7. Insist on Periodic Follow-up & Program Review. • 8. Follow-up on the Actions You Took.

12. Considerations: THE SUPERVISOR’S ROLE • 1. Get Involved. • 2. Get Your Workers Involved. • 3. Never Ridicule Any Injury or Near Miss. • 4. Be Positive, Motivate, and Reward. • 5. Find Ways to Measure Behavior. • 6. Attend the Same Training As Your Workers. • 7. Be Proactive - Get Involved in Safety. • 8. Be Professional - You Could Save a Life Today. • 9. Follow-up on the Actions You Took.

13. SUPERVISOR RESPONSIBILITIES • THE SUPERVISORS PRIMARY JOB: • Control the work environment. • Enforce existing work rules. • Constantly reassess conditions. • Improve the system or process. • Involve employees. • Bring safety concerns to management. • Serve as company liaison.

14. SUPERVISOR RESPONSIBILITIES Continued Regarding Safety Training! • THE SUPERVISOR MUST: • Know the training needs of his or her workers. • Be aware of changing conditions requiring new training. • Be constantly aware of safety conditions in the workplace. • Ensure workers are included in the safety process. • Solicit ideas for safety improvements from workers. • Interact closely with the Company Safety Officer. • Halt any operation where personal injury could result.

15. SUPERVISOR RESPONSIBILITIES Continued Regarding Near Misses! • THE SUPERVISOR MUST: • Treat all “Near Misses” as an accident. • Report it. • Investigate the cause. • Determine corrective measures. • Update and annotate! • Follow up to ensure compliance.

16. SUPERVISOR RESPONSIBILITIES Continued Regarding Flow of Safety Information! • THE SUPERVISOR MUST: • Act as a conduit, upward and downward. • Act as a filter, use your experience. • Inform the sender if you change the message. • Be proactive, look for problems. • Be thorough, follow up on the actions you took. • Ask your employees to ensure comprehension. • If it doesn’t make sense to you. It won’t to your people.

17. SUPERVISOR RESPONSIBILITIES Continued • ELIMINATE BEHAVIOR THAT IS DRIVEN BY: • LACK OF - • Appropriate Safety Training. • Knowledge of Personal Responsibility. • Knowledge of Safety Procedures. • Knowledge of Safety Information. • Knowledge of Machines or Equipment. • Knowledge of Facility Operations. WHAT’S LEFT, IDEALLY IS ATTITUDINAL, WHICH DRIVES BEHAVIOR

18. ACCOUNTABILITY RESPONSIBILITY SUPERVISOR AUTHORITY DELEGATION SUPERVISOR RESPONSIBILITIES Continued Regarding Your Ability to Supervise!

19. RESPONSIBILITY ACCOUNTABILITY AUTHORITY SUPERVISOR RESPONSIBILITIES Continued Regarding Your Ability to Supervise! REMOVE ANY ONE AND YOU CANNOT EFFECTIVELY SUPERVISE

20. SUPERVISOR RESPONSIBILITIES Continued Regarding Your Ability to Supervise! • RESPONSIBILITY • Safety is one of your specific duties. • You are responsible for controlling your work area. • You must be knowledgeable of your responsibilities. • AUTHORITY is needed to carry out responsibilities.

21. SUPERVISOR RESPONSIBILITIES Continued Regarding Your Ability to Supervise! • AUTHORITY • Authority is absolutely critical. • Authority must be commensurate with responsibility. • Authority allows you to take action. • Authority allows you to correct deficiencies. • Authority must be controlled. • ACCOUNTABILITY is needed to control Authority.

22. SUPERVISOR RESPONSIBILITIES Continued Regarding Your Ability to Supervise! • ACCOUNTABILITY • Accountability is the check and balance. • Accountability must be appropriate. • Accountability measures compliance. • Accountability must be used in consonance with Responsibility and Authority.

23. TO VARYING DEGREES ALL EMPLOYEES HAVE: RESPONSIBILITIES, AUTHORITY AND ARE ACCOUNTABLE FOR SAFETY. SUPERVISOR RESPONSIBILITIES Continued

24. Considerations: THE EMPLOYEE’S ROLE • 1. Get Involved. • 2. Contribute to Make Corrective Actions. • 3. Understand How Your Behavior Affects Job Safety. • 4. Report All Accidents and Near-Misses Immediately. • 5. Be Proactive and Professional. • 6. Report All Safety Problems or Deficiencies. • 7. Follow-up With Any Additional Information. • 8. Understand the Reason Work Must be Observed.

25. Document Meetings. Encourage Employee Involvement. Provide Feedback Without Fear of Reprisal. Make Recommendations for Corrective Action. Analyze Statistical Data Concerning Accidents. Hold Regular Safety Review Meetings. Bring Employee Concerns to Management's Attention. Follow-up Is Critical. SAFETY COMMITTEE • Safety Committees Should:

26. WORKSITE ANALYSIS INCLUDES: WORKSITE ANALYSIS 1. Gathering Behavior Information From Available Sources. 2. Observing Behavior of Employees During Varying Conditions. 3. Developing Lists of Acceptable Behavior for Specific Jobs. 4. Conducting Baseline Screening Surveys to Determine Which Jobs Are High Risk and Need a Closer Analysis. 5. Performing Job Hazard Analyses of High Risk Jobs. 6. After Implementing Control Measures, Conducting Periodic Surveys and Follow-up to Evaluate Changes in Behavior.

27. WORKSITE ANALYSIS Continued TANGIBLE INDICATORS: • Accident Records • Behavior Observations • Production Records • Personnel Records • Employee Surveys • Policies and Procedures

28. BEHAVIOR PRINCIPLES WHAT IS BEHAVIOR? Behavior Is What a Person Does or Says. What Causes a Person to Take This Particular Behavior or Course of Action Depends On Other Influencing Factors. Attitude and Situational Conditions Cause The Particular Behavior.

29. Motivation. Intelligence. Emotions. Experience. Attitude Situational Conditions. BEHAVIOR PRINCIPLES Continued • What Influences Behavior? • Desire • Need. • Abilities. • Skills. • Ambition. What Else Can You Think Of?

30. Determine What Motivates The Behavior. -- Lack of Training? -- Working Conditions? -- Personal Problems? Work-Related Problem? - Try and Fix It. Personal Problem? - Work Within Company Resources Find Positive Ways To Discourage Unacceptable Behavior. BEHAVIOR PRINCIPLES Continued • When The Reason For Behavior is Not Known.

31. OBSERVING BEHAVIOR OBSERVING BEHAVIOR Behavior Must Be Observed to Begin to Understand Current Behavior and Develop Lists of Acceptable (Safe) Behaviors. The Lists of Acceptable Behavior Will Be Used in Determining Safe Behaviors in the Future.

32. To Effectively Observe Behavior: OBSERVING BEHAVIOR Continued • 1. Establish Criteria For Observations. • 2. Observe Workers Frequently at Various Work Times. • 3. Observe Workers For a Few Minutes Each Time. • 4. Employees Should Know They Are Being Observed. • 5. Employees Should Know Their Behavior is Recorded. • 6. Know the Safe Behaviors You Are Looking For. • 7. Develop a Checklist If Necessary. • 8. Constantly Compile and Compare Observations. • 9. Follow-up on Observations.

33. REMEMBER OBSERVING BEHAVIOR Continued Someone Is Always New or Young or Unfamiliar With Why They Are Being Observed. Determining Safe Behaviors Is a Never-Ending Process. Your List of Safe Behaviors Will Vary by Job or Department and Will Change As Work Conditions or Equipment Change.

34. EXAMPLES OF SAFE BEHAVIORS - FORKLIFT SAFETY OBSERVING BEHAVIOR Continued • Approaches load slowly and straight-on • Stops when forks are about a foot from load • Safely engages pallet • Checks mast height for obstructions • Slowly/safely picks up load with load against backrest • Checks rear for pedestrians, traffic, obstructions • Stops when forks are about a foot from load • Checks mast height for obstructions • Safely raises forks to desired height • Safely engages pallet and tilts to safe angle • Slowly and safely picks up load and lowers to safe height

35. EXAMPLES OF SAFE BEHAVIORS - FORKLIFT SAFETY OBSERVING BEHAVIOR Continued • Approaches slowly and straight-on • Stops when forks are about a foot from load • Checks mast height for obstructions • Safely raises forks to desired height • Safely drives forward until load is squarely over stack • Safely tilts to safe angle and places load on stack • Slowly and safely levels forks within inside of pallet • Checks rear for pedestrians, traffic, obstructions • Slowly and safely backs out and lowers to safe height • Plans load route based on current path obstructions • Carries load with load tilted back to safe angle

36. BEHAVIOR REINFORCEMENT WHAT IS BEHAVIOR REINFORCEMENT? Reinforcement Is Any Consequence That Increases the Likelihood That the Behavior It Follows Will Occur in the Future. In Other Words, If You Promote a Behavior and Make Someone Feel Good About Performing That Behavior, or Give Them a Reason to Perform That Behavior, Its Occurrence in the Future Will Likely Increase.

37. REINFORCEMENT BEHAVIOR REINFORCEMENT Continued Acceptable Behavior Must Be Constantly Reinforced. Never Miss an Opportunity to Give a Pat on the Back for Acceptable Behavior. People usually Respond to Positive Reinforcement.

38. Reinforcement Considerations: BEHAVIOR REINFORCEMENT Continued • 1. Reinforce Frequently, and In Public. • 2. Reinforce ONLY for Acceptable Behavior. • 3. Reinforce Immediately, Never Wait. • 4. Reinforce During the Safe Behavior if Possible. • 5. Be Specific About the Reinforced Behavior. • 6. Give Non-Verbal Positive Cues. (Nods, Smiles etc.) • 7. Be Totally Positive. • 8. Be Sincere. People See a Lot, But Don’t Say a Lot. • 9. Accentuate The Positive.

39. Works For a Determinant Period Only. Once an Accident Occurs, No Incentive Remains. Usefulness Usually Degrades Over a Period of Time. Doesn’t Permanently Alter Unacceptable Behavior. Diminishes Supervisory Control. LOST TIME ACCIDENTS 0 BEHAVIOR REINFORCEMENT Continued • Rewarding For No Accidents.

40. Is The Individual Due a Raise? Is a Salary Review Needed For The Job? Is The Amount of “Piecework” Pay Appropriate? Is There a Bonus Program? Are There Monetary Rewards for Safe Behavior? Are There Other Incentive Rewards for Safe Behaviors? Is There a Safety Suggestion Program? HOW MUCH OF A MOTIVATOR IS MONEY? MOTIVATIONAL TECHNIQUES • Money and Behavior. What Else Can You Think Of?

41. This Approach Holds That Individuals Can Be Motivated by Properly Designing Their Work Environment and Praising Their Performance. Holds That: Punishment for Poor Performance Produces Negative Results. Goal Setting With Employee Participation Is Essential. Periodic Re-Evaluation Is Essential. Requires Frequent Work Environment Adjustments. Requires Detailed Planning and Training of Workforce. MOTIVATIONAL TECHNIQUES Continued • Positive Reinforcement and Behavior.

42. People Are Motivated by Being Consulted on Actions That Effect Them. People Know Their Jobs. What Safety Program Changes Can They Bring to the Work Environment? People In Many Cases Know the Safety Problems and Safety Solutions. Just Ask. Participation In The Safety Program Satisfies Affiliation and Acceptance Needs. Workers Must Know That Final Decisions Are Reserved to Management. But Tell Them Why! MOTIVATIONAL TECHNIQUES Continued • Employee Participation and Behavior.

43. ATTITUDE MOTIVATION CHANGES ATTITUDE AND ATTITUDE DRIVES BEHAVIOR When a Persons Attitude Changes, His or Her Behavior Will Typically Follow. Assuming He or She Has Adequate Knowledge of the Safe Working Conditions in the Work Environment. When You Eliminate Every Other Reason for Unacceptable Behavior, What Is Left It Attitudinal.

44. ATTITUDE IS IMPORTANT SAFETY AS PART OF THE WORK ENVIRONMENT If a Person Understands That His or Her Safety at Work is Controllable in a Measurable Way, Acceptance of Safety as an Essential Part of the Work Environment Will Be Increased. Safe Attitudes and Behaviors Will Naturally Follow. AND!

45. ATTITUDE IS IMPORTANT Continued SAFETY AND PEER SUPPORT Once Safe Attitudes are a Normal Element in the Work Environment, Behavior Will Be Influenced. Then, Peers and Coworkers Expect Each Other To Practice Safety as a Part of Work and Not a Requirement of Work. At This Point Coworkers Will Expect Each Other’s Protection and Accident Rates Will Decrease.

46. ATTITUDE IS IMPORTANT Continued SUSTAINING SAFE BEHAVIOR Management Is Responsible to Promote Safety. Everyone is Responsible For Sustaining a Safe Work Environment. Attitude Is the Key To Sustaining a Safe Work Environment.

47. GOOD ATTITUDE IS PREVENTION “It is estimated that in the United States, 97% of the money spent for medical care is directed toward treatment of an illness, injury or disability. Only 3% is spent on prevention.” Good Attitude = A Healthier Workforce. Self-Help Manual For Your Back H. Duane Saunders, MSPT by Educational Opportunities

48. Focus on The Individual - Try To Please Everyone. Good Behavior Can Be Enhanced By Accommodating The Majority. Please As Many People As Is Practical. Bad Behavior Should Be Studied To Determine Causation. THE HUMAN FACTOR NO ONE IS AS AN AVERAGE PERSON Rules, Policies, Schedules, Jobs Etc., Must Accommodate The Majority.

49. Always Treat People With Respect. Always Treat People Equally. Assume People Will Talk. It Will Keep You Straight. Never Ridicule Good Behavior In Jest. Remember, It Takes Two To Argue. Draw a Line. Walk Away From Conflict, And Address It Later. Argue Constructively If You Must Argue. If Safety Is Critical To The Issue, Stand Your Ground. THE HUMAN FACTOR Continued PERSONAL DIGNITY IS CRITICAL TO GOOD BEHAVIOR People Must Be Treated With Respect No Matter What Their Position In the Company.

50. Reinforce Good Behavior. Discourage Bad Behavior. Learn Your Employees Strengths and Weaknesses. Learn Strengths, Reward Them and Use Them. Learn Weaknesses and Help To Improve Them. Understand That Home Life Can Overflow Into Work. Be Prepared To Deal With Unpredictable Situations. Understand Group Behavior Verses Personal Behavior. THE HUMAN FACTOR Continued CONSIDER THE WHOLE PERSON People Are the Sum Total of Their Experience, Combined With Their Genetic Make-up.