A few weeks ago, I received the following question from a SafetyXChange member, who, due to the sensitive issue, wishes to remain anonymous.
“I have found workers to be non-compliant when it comes to working in remote sites. Managers are never around to find out how poorly, and displaced workers often miss out on mentoring to better improve the safety culture. I am attempting to improve the safety culture at these sites, but after I leave I am informed the initiative fell into the ditch. How can I improve this culture?”
Any suggestions? If so, please post them as a comment below or send me a note (catherinej@bongarde.com) and I’ll forward your advice to the member.
Click on the links more information on Safety Compliance or OSHA Compliance.
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Story Comments (2)
just hand out the power to fine/summon to the person in charge...
The industry I am working in also has the line working in remote areas. Three years ago the line also did not work in a safe manner and where not receptive to change. Since my time here I have been successful in changing the company’s perception toward safety.
The so called recipe I used was focusing on middle management. If the line supervisor is rewarded for operations and not safety then they will not work safe. As Dr Peterson said …”the supervisor will do what the boss wants, not the safety specialist preaches.”
How the change is through a crises. This can be through a serious injury (hopefully not), customer relations or through an advocate in upper management. I personally have used the latter two, in several occasions.
You will have push back in the beginning. People are creatures of habit and are comfortable doing the same things over and over again. Doing a task a different way is not a pleasant, so they don’t do it. This is why you need middle management on your side. They are link pin to ensure the line has safety performance.
In my particular case, I made an advocate in upper management by showing him I can make money through; savings in the company’s WCB and insurance premiums; and the line completes all their jobs more efficiently and on time.
Leading indicators were developed and where incorporated in the middle manager’s bonus compensation. How the leading indicators were developed by finding the causes of the incidents and incorporating daily activities that prevent them. For example hazard assessments, workplace inspections etc.
Now I had their attention, I work closely with them so they could be successful. This is by measuring the leading indicators (without measurement you don’t have accountability), training the line, site audits and setting benchmarks.
Once a benchmark has been set celebrate the success. This can be a report to upper management, a BBQ for the branch or as simple as you going to the manager and saying good job. This goes a long way in changing the culture of the company.
The last thing I want to add safety is only a part of the management system. You can’t add “safety” to a process and hope the worker is safe. The worker only has to work safer. Sounds easy, but it really isn’t. But when change occurs, it is sure rewarding.