5/27/2014. May 20, OSHA Recordables RIR RWEC RWTS CEI

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1 May 20, 2014 OSHA Recordables RIR RWEC RWTS CEI AUH Consolidated $779,292 in Worker s Compensation claims Lack of Leadership Lack of a Safety-first culture Lack of Accountability Lack of Formal Policies & Procedures Lack of Training This is the way we ve always done it attitude Lack of performance Poor communication Self-serving nature Not looking forward Not invested Lacking vision Safety is the Safety Department s responsibility. I don t have time for that, I need to get the job done. Safety is not in the forefront. 1

2 Unclear responsibility. No follow up. Remembering that accountability can be a positive thing. Unclear goals & expectations. A list of some of the policies/procedures which were missing or inadequate: Safety Manual Employee Manual Driver/Operator Manual We had fallen behind on our OSHA mandated training requirements. Little or no training for new hires. Little or no craft training. This attitude is ingrained over time. Just because we ve always done it this way, does not mean it is safe, correct or profitable. Change is bad. No management training. Safety is the Safety Department s responsibility. Safety is everyone s responsibility. And Taken I don t have time for that, I need to get the job done. What you don t have time for is an accident and/or injury. Safety is not in the forefront. We made safety part of everything we do. 2

3 Hired a highly qualified Director. Implemented DynaQ. Developed a Safety Action Plan. Finalizing an Argos Safety Manual. A never-ending top to bottom evaluation of our program. Lack of performance. We will embrace success. Poor communication. Keep the field informed and listen to them. Self-serving nature. It s not about me, it s about the team. Not looking forward. The status quo is not good enough. Not invested. Be fully committed to those you lead & build a team. Lacking vision. We will have a clear & achievable vision. Where there is no vision, the people perish. Proverbs 29:18 Unclear responsibility Define roles. No follow up - We need to ensure our instructions, policies, etc. are followed. Remembering that accountability can be a positive thing We need to reward those who excel. Unclear goals & expectations How can we hold people accountable when they don t know what is expected of them? We have fallen behind on our OSHA mandated training requirements We identified our shortcomings, developed a plan and have begun training. Little or no training for new hires Developed a more comprehensive New Hire Orientation. Little or no craft training Use NECA, vendors & other organizations to provide free training. No management training We will have management training as part of every meeting. This attitude is ingrained over time It is difficult to change, but we will work on it. Just because we ve always done it this way, does not mean it is safe, correct or profitable We need to evaluate everything we do and make a decision. Change is bad Not always. Change can be positive if we work together. OSHA Recordables RIR RWEC RWTS CEI AUH Consolidated $136,681 in Worker s Compensation claims 3

4 It s the law to comply with OSHA and state OSHA regulations. An effective safety program will lessen incidents, thus reducing costs. Safety has become a huge part of the qualification process. Management must be truly committed to improving safety. Your commitment will be challenged because of: Cost Effects to productivity and/or schedule Inconvenience Outside pressure to compromise It s the morally right thing to do. The management team needs to develop a road map to success. Set timetables. Establish measureable goals. Get buy in. Remember all the clichés: It is a marathon, not a sprint Can t eat the elephant in one bite Key Components of The Plan: Framework for a best-in-class safety culture Leadership Culture & Values Goals, Policies & Initiatives Organization & Structure Employee Engagement & Behaviors Resource Allocation & Performance Management Systems, Standards & Processes Metrics & Reporting A Continually Learning Organization Verifications; Inspections & Audits Inspections & Controls including the Incident Review Committee Training Program Metrics Communication 4

5 The activity of conveying information through the exchange of thoughts, messages, or information, as by speech, visuals, signals, written, or behavior. It is the meaningful exchange of information between two or more living creatures. Management needs to communicate the plan and request feedback. Management needs to communicate its commitment to safety. Allocate time for training. Provide training concerning the plan (i.e. new forms, any new requirements, etc.). Provide safety training per the plan. Provide safety leadership training. Management needs to ensure the policies & procedures put in place are being followed. Establish some type of formal audit or inspection program. Get out to the field and see for yourself. It shows you care and are engaged. 5

6 Managers have to hold employees accountable for their actions. Discipline needs to match the infraction. Managers must be consistent. Management must lead the charge in developing a best-in-class safety program. Without management s commitment, the program is doomed to fail. Communication up & down the chain of command is one of the keys to success. Management must hold employees accountable. 6

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