Module 2 – Management Leadership

The words on each slide as the author wrote them, read from the file by software so they can be searched. Layout, pictures and tables are not shown here: the slides above and the download are the original.

1. Slide 1

   Safet y & Healt h M anagement

   • Syst em Training
   • Lesson 2 – M anagement Leadership
2. Slide 2

   Safet y Health M anagement Syst em (SHM S) Webinar Series

   • In this series of webinars developed under the Susan Harwood Grant, you will learn:
   • Lesson 1 - OSHA and the Importance of Having a Safety Health Managem ent System (SHMS)
   • Lesson 2 – M anagement Commit ment & Leadership
   • Lesson 3 – Worksite Analysis
   • Lesson 4 – Hazard Prevention & Control
   • Lesson 5 – Safety & Health Training
3. Slide 3

   Lesson 2 Cont ent s

   • 1. Objectives
   • 2. Managem ent Commitment
   • 3. Safety and Health Policy
   • 4. Goals and Objectives
   • 5. Employee Participation
   • 6. Managem ent Review
4. Slide 4

   Object ives

   • Learn how to achieve support of m anagem ent.
   • Learn the five m ain elem ents of m anagem ent leadership in im plem enting a SHMS:
   • Safety & Health policy
   • Management com mitm ent
   • Em ployee participation
   • Setting goals and objectives
   • Management review
5. Slide 5

   M anagement Commit ment

   • Ultim ate responsibility for the eff ectiveness of your SHMS rest with top m anagem ent
   • Top m anagem ent dem onstrates its com m itm ent by:
   • Ensuring that business is conducted in a safe and healthy way
   • Providing financial, staff and organizational resources
   • Visibly participating
   • Holding employees accountable for their responsibilities
6. Slide 6

   Poll Quest ion #1

7. Slide 7

   M anagement Commit ment

   • Exercise
   • I nst ruct ions: Read the scenario below and determ ine whether or not Cozy Heating and Coolng (CHC) has adequate top m anagem ent com m itm ent to safety and health.
   • Scenario: The Sales Manager (Jim South) at CHC had been trying for weeks to secure a new industrial client for heating and air conditioning services. The potential client called unexpectedly and asked to visit a job site to observe CHC technicians at work. Jim gladly agreed and rushed to m eet him at a nearby location. At the job site, the potential client asked Jim if there were any personal protective equipm ent (PPE) requirem ents prior to proceeding to the work area. Jim , eager to m ake the sale, responded that the two of them were not subject to any requirem ents for PPE, as they were sim ply going to observe.
8. Slide 8

   M anagement Commit ment

   • Exercise
   • The two proceeded to the roof of the building where the CHC technicians were servicing air handling units very close to the edge of the roof (less than 6 feet). The potential client noticed they were wearing safety glasses and safety harnesses that were appropriately secured to an anchor point. Jim walked over to them and asked if they would unlock their lockout devices on the air handling unit so the potential client could observe their com pleted work. The potential client suddenly indicated that he had a m eeting with a com petitor of CHC.
9. Slide 9

   Poll Quest ion #2

10. Slide 10

    M anagement Commit ment

    • Answer: Jim demonstrates a poor commitment to safety and health based on the these behaviors:
    • He proceeded to the work area with a potential client without determ ining the required PPE. Although he and the potential client were not conducting the work them selves, they were entering a potentially hazardous area and were responsible for following all safety work practices and policies.
11. Slide 11

    M anagement Commit ment

    • He proceeded to the work area, located near the edge of the roof, without appropriate fall protection. Either he was unaware of the dangers of working close to the roof edge, or he chose not to follow safe work practices.
    • He asked the technicians to remove their lockout devices from the air handling unit without ensuring that the servicing was complete. Equipm ent is required to be isolated from energy sources, or "locked out", during servicing or m aintenance to prevent unexpected energization during servicing. Locks m ust rem ain in place until maintenance or servicing has been com pleted.
12. Slide 12

    M anagement Commit ment

    • Roles and Responsibilities - All persons involved with the SHMS should have clear assigned roles and responsibilities.
    • An exam ple:
    • Top Management
    • SHMS Coordinator
    • Line Management
    • Em ployees
13. Slide 13

    M anagement Commit ment

    • Top Management
    • Has responsibilities such as authorizing the safety and Health policy
    • Ensuring the SHMS is properly implemented
    • SHMS Coordinator
    • Has responsibilities such as m onitoring the overall operation of the SHMS
    • Reviewing the legal requirem ents and dissem ination the information to relevant staff
    • Developing appropriate safe work procedures and practices
14. Slide 14

    M anagement Commit ment

    • Line Management
    • Has the responsibilities such as im plem enting and enforcing safe work procedures and practices
    • Be a good exam ple
    • Employees
    • Have responsibilities of following safe work procedures and reporting unsafe conditions
15. Slide 15

    M anagement Commit ment

    • Docum entation and Communication
    • Docum ent and com m unicate in a variety of m ethods that reflects your organization (language barriers, disabilities, etc.)
    • Written safety and health procedures - Identify job positions rather than em ployee names to prevent frequent updates.
    • Job descriptions - Include specific safety and health responsibilities within job descriptions.
16. Slide 16

    Poll Quest ion #3

17. Slide 17

    M anagement Commit ment

    • Scenario 1
    • Ben Sm ith of the CHC Company signed and issued the safety and health policy as revised by Mary White.
    • He also recognized the importance of assigning clear responsibilities for safety and health after losing a potential new client.
    • Mary White was named as the Safety & Health (S & H) Coordinator in addition to her role as HR Manager.
    • Her safety and health responsibilities include overseeing the implem entation of the SHMS and disseminating safety and health regulations to the CHC Management Team.
18. Slide 18

    M anagement Commit ment

    • Scenario 1, cont.
    • The Managem ent Team is responsible for ensuring that safety and health policies and procedures are eff ectively im plemented, comm unicated and enforced in their departments.
    • All em ployees are expected to follow the safety and health policies and procedures.
    • To ensure that these responsibilities were clearly understood, all job descriptions at CHC were updated to reflect these responsibilities and were reviewed and signed by the employees.
19. Slide 19

    M anagement Commit ment

    • Your organization should assign clear responsibilities for the SHMS while promoting the idea that everyone is involved in safety and health.
    • Assigning responsibilities ensures there is accountability and clarifies roles.
20. Slide 20

    M anagement Commit ment

    • Below is a strategy to consider when you assign responsibilities for your organization:
    • Identify the positions that ensure the SHMS is properly implemented, undergoes periodic reviews, and appropriate actions are taken where necessary.
    • Identify the positions that oversee the SHMS and develop appropriate safe work procedures and practices.
    • Identify the positions that review the legal requirements and dissem inate the inform ation to relevant personnel.
    • Identify the positions that implem ent and enforce safe work procedures and practices.
    • Identify employee responsibilities.
    • Document the responsibilities and communicate to employees in a method that is clear and eff ective in your organization.
21. Slide 21

    M anagement Commit ment

    • Two ways to establish accountability:
    • Job perform ance evaluations
    • System s for enforcing safety rules
    • Include a set of relevant safety and health perform ance criteria, employee will be evaluated on how safely they are working among other criteria pertinent to their job
22. Slide 22

    M anagement Commit ment

    • System for enforcing safety rules
    • Safety procedures and practices are eff ective only if they are enforced.
    • SHMS should describe a system for enforcing safety rules, such as disciplinary action, so that em ployees understand the consequences of not following these rules.
    • Supervisors and m anagers must recognize the im portant function of enforcing safety rules.
23. Slide 23

    Poll Quest ion #4

24. Slide 24

    M anagement Commit ment

    • Scenario 2
    • CHC takes disciplinary act ion. Following the im plem entation of the new safety and health policy and the defined safety and health responsibilities, Mary White called a m eeting with Jim South, the Sales Manager. She told him that one of his Sales Account Representatives, Mark Rebell, has been seen walking through construction job sites with custom ers without the proper hard hat or safety shoes. Because Jim must follow these safety rules as well as enforce them , Mary asked him to speak directly with Mark about this unsafe act.
25. Slide 25

    M anagement Commit ment

    • Scenario 2, cont.
    • She rem inded him of the new disciplinary policy with respect to not following com pany safety rules:
    • The first instance is a verbal warning,
    • The second instance is a written warning, and
    • The third instance is term ination.
    • Jim South agreed and left im mediately to provide the verbal warning to Mark Rebell, realizing that he, him self, had com m itted a sim ilar unsafe act only days ago.
26. Slide 26

    Safet y & Health Policy

    • Safety and health policy is:
    • A required com ponent of an SHMS
    • Defines your com pany’s com mitm ent to the m anagem ent system
    • Describes the organization’s m ission, core values and belief about safety and health
    • Inform s the external public of the organization’s com m itm ent to address safety and health concerns
    • Strive for continual improvem ent in this area
27. Slide 27

    Safet y & Health Policy

    • A strong safety and health culture is the result of:
    • Positive workplace attitudes
    • Involvem ent and buy-in
    • Safety and health im provem ent goals
    • Policies and procedures
    • Training
    • Responsibility and accountability
    • Used consistently and eff ectively = strong safety and health culture
28. Slide 28

    Safet y & Health Policy

    • When developing your safety and health policy consider including the following elem ents:
    • Managem ent commitment toward safety and health
    • Managem ent commitment towards protection of employees
29. Slide 29

    Safet y & Health Policy

    • Commitment to continual improvem ent
    • Commitment to compliance with safety and health regulations
    • Commitment to eff ective employee participation
30. Slide 30

    Safet y & Health Policy

    • Once your policy is written and is ready to implement follow these guidelines:
    • Obtain approval and signature from top m anagem ent
    • Docum ent policy in visible and accessible format
    • Com m unicate policy to all em ployees
    • Review policy periodically to ensure its relevancy
31. Slide 31

    Poll Quest ion #5

32. Slide 32

    Safet y & Health Policy Exercise

    • I nst ruct ions: Mary White has drafted the safety and health policy provided below. Does her draft policy m eet all of the elem ents listed in the checklist on the left?
    • Draft CHC Policy: The CHC
    • Com pany is com m itted to the safety and health of our em ployees and our com m unity. We will strive to com ply with federal, state and local occupational safety and health regulations. We will com m unicate our policies, procedures and goals to all em ployees to ensure a safe and healthful working environm ent.
33. Slide 33

    Safet y & Health Policy Exercise

    • Revised CHC Policy: The CHC Com pany is com m itted to the safety and health of our em ployees and our com m unity. We will strive to com ply with federal, state and local occupational safety and health regulations and t o cont inually improve our safet y and healt h performance. We promot e employee part icipat ion in t hese eff ort s and will com m unicate our policies, procedures and goals to all em ployees to ensure a safe and healthful working environm ent.
34. Slide 34

    Safet y & Health Policy

    • Strategy to consider when you develop and implement a safety and health policy:
    • Involve top m anagem ent, safety comm ittee or safety team
    • Review existing policies (business or environm ental) that have a standard tem plate that can be used
    • Develop policy content based on required elements
    • Docum ent the policy according to your current docum ent control system
    • Com m unicate the policy to all em ployees in an accessible form at
35. Slide 35

    Safet y & Health Policy – Examples

    • Com pany XYZ is comm itted to m inim izing risks in the workplace to protect our em ployees and our neighbors.
    • Our com m itm ent is supported by managem ent and is the responsibility of each em ployee at Com pany XYZ.
    • We will im plem ent our com m itment through our safety and health management system to ensure continual im provement, to provide em ployee education and training, to com ply with applicable regulations, and to institutionalize the value of safety and health throughout our com pany.
36. Slide 36

    Goals & Object ives

    • Part of its overall management planning process.
    • Each of the models mentioned requires setting S & H goals and objectives
    • Are valuable benchmarks in which to m easure actual S & H performance to determine if improvem ents have been made.
37. Slide 37

    Goals & Object ives

    • Goals refer to a larger, more general target that an organization desires to achieve. (example)
    • Objectives refer to the specific steps that will be taken to achieve the stated goal. (example)
    • Once established communicate them .
38. Slide 38

    Poll Quest ion #6

39. Slide 39

    Goals & Object ives

    • Establishing Goals and Objectives
    • Should be a joint eff ort between your organization's management and employees
    • Should be challenging, yet attainable
    • Should also be stated in quantifi able terms so that progress toward achieving them can be measured
40. Slide 40

    Goals & Object ives

    • Diffi cult to attain goal: Company ABC will reduce its lost workday injuries down to zero in the first year of implementing the SHMS.
    • M ore attainable goal: Company ABC will reduce its lost workday injuries by 50% in the first two years of implementing the SHMS.
    • A more realistic goal + specific objectives to reach that goal = success
41. Slide 41

    Goals & Object ives

    • Example 2 (M easurability)
    • Non-measurable goal: Company XYZ will operate more safely by the end of the year.
    • M easurable goal: Company XYZ will reduce eye injuries by 50% in the manufacturing area by the end of the year.
    • Establishing measurable goals in your company will allow you to track your progress
42. Slide 42

    Goals & Object ives

    • Goals and objectives should be developed following a com prehensive worksite analysis.
    • Establishing priorities for S & H can be difficult because all reductions in hazards are regarded as im provem ents in perform ance.
    • Consider focusing on the goals that achieve the greatest im provem ent in the S& H perform ance rather than setting goals for every issue identified.
43. Slide 43

    Goals & Object ives

    • Prioritization Strategies
    • Establishing priorities for safety and health can be difficult because all reductions in hazards are regarded as im provem ents in performance.
    • Som e organizations develop a ranking process to determ ine which goals to act on first.
    • Occurs after the organization has conducted a com prehensive worksite analysis.
44. Slide 44

    Goals & Object ives

    • Examples of criteria to utilize for ranking schem es include:
    • Likelihood or potential of the hazard occurring (very likely, unlikely, etc.)
    • Severit y of the hazard (death, serious physical harm , etc.)
    • Frequency of the hazard (once per day, once per shift, etc.)
    • Number of employees exposed to the hazard (1,5,10, etc.)
45. Slide 45

    Ranking M et hod for Hazards - Example

    • Hazard: Noise in facility is greater than 85 dB
    • (time-weighted average)
    • Scores:
    • Likelihood of Hazard
    • Severity Of Hazard
    • Frequency
    • Very likely during manufacturing operations
    • Possible Hearing Loss
    • Continuously during manufacturing operations
    • (a) Exposure = Number of employees
    • Exposure
    • (a)
    • Total Score
46. Slide 46

    Ranking M et hod for Hazards - Example

    • Each of the four criteria is rated from 0 to 5 based on the amount of risk the hazard poses.
    • Individual values are added across to obtain a final score for the hazard.
    • If you have many hazards to prioritize:
    • Focus on ones whose scores m eet or exceed a certain value.
    • For exam ple, any score over 12 warrants a high priority.
47. Slide 47

    Goals & Object ives

    • Scenario – CHC tries to Establish Goals and Object ives
    • During CHC’s first Safety Improvem ent Team (SIT) meeting, they decided to recomm end safety and health goals and objectives to managem ent. They realized that they needed more data before they could eff ectively set a goal and objectives. The following action items were established:
    • Mary White will bring the following workplace injury and illness data to the next m eeting: the number of OSHA recordable accidents that have occurred over the past 3 years, and a breakdown of the types of accidents that have occurred over the past 3 years.
    • The SIT will conduct a worksite safety analysis to identify hazards in the workplace and areas that require immediate improvement.
48. Slide 48

    Employee Part icipat ion

    • Value of Em ployee Participation
    • SHMS is eff ective only if all em ployees become involved and feel a responsibility for safety and health at your organization
    • Perform ing work safely is a daily activity for everyone rather than a separate, occasional activity for team s and com mittees
    • Em ployee participation in the SHMS goes beyond the em ployee right to notify m anagers of hazardous conditions
49. Slide 49

    Employee Part icipat ion

    • Managem ent – best way to encourage employees is to:
    • Becom e involved
    • Visibly participate
    • Provide the necessary time and resources for em ployees to participate
50. Slide 50

    Employee Part icipat ion

    • What benefits do employees bring to your SHMS?
    • Em ployees know and understand the hazards of the work they perform .
    • Can provide possibly overlooked suggestions for im provem ent.
    • Well-trained employees can ensure that new em ployees are properly informed of workplace hazards during on-the-job training.
    • Top m anagem ent support generally leads em ployees to minim ize unsafe acts and therefore prevent accidents.
51. Slide 51

    Poll Quest ion #7

52. Slide 52

    Employee Part icipat ion

    • You can involve employees by asking them to:
    • Participate in accident or incident investigations.
    • Conduct workplace or departm ental safety and health inspections.
    • Develop and/or evaluate written safety procedures.
    • Participate in safety and health com mittees.
    • Assist in safety training of other em ployees.
    • Eliminate Barriers
    • Top m anagem ent must “walk the talk”
    • Allow em ployees to attend m eetings or training sessions
53. Slide 53

    Employee Part icipat ion

    • Scenario CHC Focuses on Em ployee Participation
    • Mary White has organized a safety com m ittee to gain em ployee involvem ent in the im plem entation of the SHMS. The com m ittee consists of four service technicians, the Operations Assistant, the Sales Manager and Mary White. The m eetings are scheduled the first Friday of every m onth at 7:30 am .
    • President Ben Sm ith attended the first m eeting to show his support and the value he places on the com m ittee’s eff orts. Mary White presented the first agenda item —to decide the nam e of this com m ittee. After interesting discussions, the com m ittee decided to be nam ed the Safety Im provem ent Team (SIT). For the rem ainder of the m eeting, the SIT discussed their role in the SHMS and the specific responsibilities that they will have going forward.
54. Slide 54

    M anagement Review

    • Requires a periodic management review process to ensure the system is functioning as intended and is adapting to changing circumstances.
    • Review will help determine:
    • Changes are needed to im prove worker protection
    • The organization's safety and health perform ance is continuously im proving.
55. Slide 55

    M anagement Review

    • It's im portant to document your m anagement review process, as you answer the following questions.
    • Is your SHMS suitable, adequate and eff ective?
    • Review the status of the SHMS goals and objectives.
    • Review workplace injuries and illnesses or other safety perform ance m easures.
    • Are your S&H policy, goals and objectives and other SHMS elem ents still relevant?
56. Slide 56

    M anagement Review

    • Each of the models for SHMS requires that a management review be conducted at a determined interval.
    • The organization sets this interval based on organizational needs and structure.
    • Some management reviews are conducted every 6 months.
57. Slide 57

    M anagement Review

    • Managem ent review will be conducted after your SHMS has been implemented for some period of time.
    • This im portant component of management leadership will be revisited at relevant points throughout the rest of the series.
58. Slide 58

    Poll Quest ion #8

59. Slide 59

    Conclusion

    • This is the end of Lesson 2, please take the post-test and complete the lesson evaluation form.
    • Sign up for Lesson 3 and subsequent lessons.
    • In order to get your certificate of com pletion for this series, you must complete all 5 lessons.
60. Slide 60
    • This course, funded by an OSHA-sponsored Susan Har wood grant, is designed to assist small and m edium sized businesses in developing and implem enting an eff ective safety and health m anagem ent system .
    • This m aterial was produced under grant SH-17814-08- 60-F-24 from the Occupational Safety Health
    • Adm inistration, U.S. Department of Labor. It does not necessarily reflect the views and policies of the U.S. Departm ent of Labor, nor does mention of trade nam es, com m ercial products, or organizations im ply endorsem ent by the U.S. Governm ent.