In every organisation, everyone always agrees that safety is important. But then why is it that work safety is often poor?Neglecting safety can lead to high costs for any organisation. Employee attrition, higher absenteeism, high costs and possible legal fines. Yet employer and employee discipline to fully implement and follow safety policies is lacking.
Safety culture
Most important though is the culture in an organisation. How seriously does an organisation take safety? And not only on the shop floor but also at board level. Is it a standing agenda item at the Board? Further improving the organisation's safety culture is by setting targets and celebrating successes. Such as number of days without accidents. Safety should also be a daily focal point during Day Starts. Organisations should also take safety points raised seriously with actual actions and solutions.
Mandatory round
Safety audits should not be a mandatory round, nor is it meant to be a punitive expedition. It is about making departments aware of safety issues and what benefit they have in addressing safety problems. This means that the auditor must also build a relationship with the department concerned to understand how the department functions and how safety aspects best fit into this.
During the audit, it is advisable to take a tour of the department together with the manager and some concerned employees and list all possible aspects. Together with them, draw up a plan of action with clear timelines. The goals may be challenging but realistic and should be agreed with those involved. These goals should also be communicated at the highest level.
Training
It cannot be said often enough, but continuous training is the best way to make an organisation safer. And not just evacuation training, but also machine operation, forklift training, first aid (AED!), keeping passages clear and fire extinguishers.
Personal safety
Improvements only really work if employees feel personally responsible. Employees who bring up safety issues or raise unsafe work should not be 'punished' but rewarded. Also include it in employee appraisals as an extra form of appreciation for their efforts in the organisation.
A good safety programme goes far beyond a mere policy, procedures, posters and training schedule. It involves an organisation-wide culture, focused on all aspects of the operation. Such a culture means continuous attention and is not achieved in a few weeks.
It can take years to achieve a mature culture of safety. A strong,proactive and safety-minded CEO can help shorten this timeline by constantly reinforcing the importance of safety and emphasising the role of each individual employee. Ultimately, safe operations are not created by a few hard-working safety managers but by a broad game of commitment and personal responsibility.
Hans Groen - Supply chain and performance management consultant
