Ansbro Safety Culture Spectrum Where Are You Now? Where Would You Like to Go? We’Ll Help You Get There
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Ansbro Safety Culture Spectrum Where are you now? Where would you like to go? We’ll help you get there. Reactive Compliant Managed Comprehensive Informal program Focus on OSHA rules Leadership driven Ownership at every level Leadership Desires to stay out of trouble Follows OSHA rules as foundation for Promotes injury prevention and health Upholds mutual respect, trust, and open Lacks a formal approach to safety safety program improvement through changes to communication Thinks common sense is a safety principle Defines success as avoiding OSHA fines management systems Values safety as a deeply ingrained habit and keeping insurance costs down Uses safety as a measurement in Leads a self-sufficient and sustainable Uses number of injuries as the basis performance reviews organization for incentives Observes behavior and tracks results Measures activities that lead to Expects safety modeling only from those Identifies trends using historical information positive results responsible for safety Expects safe and healthy behaviors, starting Challenges employees to improve safety with management Shares responsibility Considers employee impact when making operational decisions Sustains safe behavior at all levels Accountability Holds employees accountable for not using Sees OSHA and workers’ compensation Gives supervisors clear responsibility Rewards and recognizes positive behaviors, common sense (instead of best practices) as negative for safety not results Disciplines employees most often after an Disciplines by policing and as a way to Holds employees accountable to defined Balances discipline with coaching for incident or accident ensure compliance responsibilities and procedures learning and improvement Designs incentives in a way that might Incorporates safety expectations into annual Promotes peer-to-peer coaching and discourage injury reporting performance reviews observation in individuals and teams Bases incentives on improving results such as incident rate or lack of claims Employee Sets no expectations for employee behavior Expects employees to follow OSHA Believes safety and health improvement are Engages in open communication; involvement regulations important to the company and should be demonstrates mutual trust and respect valued by all employees at all levels Responds to employee concerns Takes an active role in workplace improvement Seeks employee input and involvement Empowers employees at all levels to communicate concerns Measures employee perceptions Leverages employee strengths Risk Believes that outcomes are often beyond Investigates accidents superficially Investigates the root cause of incidents Improves systems continually assessment control; systems fail Assesses risk (job hazard analysis, for and accidents Identifies emerging or unrecognized hazards Assesses hazards only after an incident example) to a small degree Assesses hazards and controls during and takes action Disregards industrial hygiene exposures Applies OSHA limits to industrial hygiene preplanning and on a regular basis exposures Uses health-based limits to protect employees from industrial hygiene exposures Evaluates ergonomics on a systematic level Programs, Relies on worker experience without Considers implementation of Integrates safety and improved well-being Fosters risk-taking and innovation in procedures, verification of skills and knowledge OSHA-mandated programs adequate into entire culture problem-solving policies, and Emphasizes informal on-the-job training Trains as required by OSHA, often Implements and maintains programs that Creates opportunities for learning at all levels training Focuses on production at the expense through videos effectively address systems improvement Shares responsibility and collaborates at of safety Uses OSHA-required template as generic Develops training based on job hazards all levels written program Emphasizes new employee training and Transforms itself as improved practices Assigns one person or a committee to be ongoing coaching are discovered responsible for safety Applies written policies at all levels Equipment, Demonstrates indifference to safety; may Uses personal protective equipment as Uses engineering controls and equipment Considers employee safety and health in budget, and have a poster the key safety measure to manage hazards budget and purchasing decisions environment Considers hazards, injuries, and unsafe Provides safeguards based on Builds safety procedures into every process Plans safety and well-being into every processes as the cost of doing business OSHA-compliance Includes safety items in every budget process, including ergonomics Uses outdated equipment Responds after the fact rather than Continually updates equipment, environment, Neglects safety and health in budget thinking proactively and materials to the most current technology Funds industrial hygiene and safety fixes for compliance only Dedicated to the memory of Trevor Ansbro, SAIF senior safety management consultant, who developed this model Safety Culture Model | S952, 8.5 x 11, SAIF, 3.18 Safety Culture Spectrum worksheet Please provide examples of what you are currently doing well, and opportunities for improvement. Doing well Room for improvement Leadership Accountability Employee involvement Risk assessment Programs, procedures, policies, and training Equipment, budget, and environment S952-WS | Safety Culture Model safety consultant worksheet | SAIF, 3.18.