What will People-Based Safety do for you and your organization?

People-Based Safety™ will have three major organizational impacts.
•First, it will reduce injuries and time lost on the job. In addition to saving costs and maintaining production schedules, the number of close calls or near hits will also be decreased.
•The second, more far-reaching effect is a change in the culture of the workplace. By developing an infrastructure that supports these People-Based Safety™ components, your workplace will experience continuous improvement in all aspects of work life, from production quality to interpersonal relationships. Moreover, it is the moral and ethical obligation of any company to have its employees return home safely at day’s end. It is good business practice to operate a safe facility. Safety is a competitive advantage for a company; it improves profitability. You will have a positive influence on the culture and climate of your organization by applying the principles of People-Based Safety™.
•Thirdly, the People-Based Safety™ approach appropriately locates the point of origin for safety into the operations and production departments rather than in the safety department. Of course, the safety department is a critical player because it adds expertise, direction, information from outside sources, identifies best practices in other industries and organizations, and delivers this information to the relevant operating departments.
While all organizations want to prevent injuries and reduce worker’s compensation costs, safety success can be measured in a variety of other ways. Through a People-Based Safety culture-change initiative, customers have:
Increased:
•Employee ownership of safety
•Quality of safety communications
•Quantity of safety communications
•Feelings of personal control over safety
•Peer support for safe work practices
•Employee responsibility for safety.
Decreased:
•Frequency of at-risk practices
•Frequency and severity of injuries
•Worker’s compensation costs
•“Us vs. them” attitudes and behaviors
•Hiding or under-reporting of incidents.
We also encourage work teams to set goals and hold each other accountable for activities they control. Examples of these measures include:
•Number of behavioral observations conducted
•Percent of participation in an interpersonal coaching process
•Number of peer-coaching sessions per day
•Percent safe vs. at-risk behaviors performed
•Number of employee-led safety meetings
•Number of employee safety suggestions submitted
•Number of safety interactions conducted

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