Developing an Effective Safety Culture: A Leadership Approach

Appendix F: Evaluation of Safety and Health Management Programs 451

78. A review of the overall safety and health management system is
conducted at least annually

Continual/frequent monitoring and review is a best management
practice. An effective program evaluation system does not wait until the
end of the year before taking a look at how the safety program is working.
That’s like driving down the road using the rearview mirror to stay in your
lane. Effective management (organizing, planning, controlling, leading)
requires frequent program review.

Source: OR OSHA Web site, Safety and Health Program Evalua-
tion Form, http://www.cbs.state.or.us/osha/consult/evalform.html, public
domain.

TWENTY-SEVEN ATTRIBUTES OF EXCELLENCE OF A
SAFETY AND HEALTH MANAGEMENT PROGRAM

1. Written Safety and Health Policy

• There is a policy that promotes safety and health.
• The policy is available in writing.
• The policy is straightforward and clearly written.
• Top management supports the policy.
• The policy can be easily explained or paraphrased by others in the

organization.
• The policy is expressed in the context of other organizational values.
• The policy statement goes beyond compliance to address the safety

behavior of all members of the organization.
• The policy guides all employees in making a decision in favor of

safety when apparent conflicts arise with other values and priorities.

2. Clear Safety Goals and Objectives Are Established and
Communicated

• A set of safety goals exists in writing.
• The goals relate directly to the safety policy or vision.
• The goals incorporate the essence of “a positive and supportive

management safety system integrated into the workplace culture.”
• The goals are supported by top management and can be easily

explained or paraphrased by others in the organization.

452 Developing an Effective Safety Culture: A Leadership Approach

• Objectives exist that are designed to achieve the goals.
• The objectives relate to opportunities for improvement identified in

a management review or when using other comparable assessment
tools.
• The objectives are clearly assigned to responsible individual(s).
• A measurement system exists that indicates progress on objectives
toward the goal.
• The measurement system is consistently used to manage work on
objectives.
• Others can easily explain the objectives in the organization.
• All employees know measures used to track objective progress.
• Members of the workforce are active participants in the objective
process.

3. Management Commitment and Leadership

• The positive influence of management is evident in all elements of
the safety program.

• Employees of the organization perceive management to be exercis-
ing positive leadership and can give examples of management’s
positive leadership.

4. Authority and Resources for Safety and Health

• Authority to meet assigned responsibilities exists for all employees.
• Authority is granted in writing.
• Authority is exclusively in the control of the individual holding the

responsibility.
• Personnel believe in the authority granted to them.
• Personnel understand how to exercise the authority granted to them.
• Personnel have the will to exercise the authority granted to them.
• Responsibilities are being met appropriately and on time.

5. Resources

• Adequate resources (personnel, methods, equipment, and funds) to
meet responsibilities are available to all personnel.

• Necessary resources are exclusively in the control of the individual
holding the responsibility.

Appendix F: Evaluation of Safety and Health Management Programs 453

• All personnel are effectively applying resources to meet respon-
sibilities.

6. Accountability

• All personnel are held accountable for meeting their safety
responsibilities.

• Methods exist for monitoring performance of responsibilities.
• Failure to meet assigned responsibilities is addressed and results in

appropriate coaching and/or negative consequences.
• Personnel meeting or exceeding responsibilities are appropriately

reinforced for their behavior with positive consequences.
• Data related to key elements of safety performance are accumulated

and displayed in the workplace to inform all employees of progress
being made.
• Individuals and teams to revise goals and objectives so as to
facilitate continuous improvement in safety use accountability data.

7. Management Example

• All managers know and understand the safety rules of the organi-
zation and the safe behaviors they expect from others.

• Managers throughout the organization consistently follow the rules
and behavioral expectations set for others as a matter of personal
practice.

• Members of the workforce perceive management to be consistently
setting positive examples and can illustrate why they hold these
positive perceptions.

• Members of management at all levels consistently address the safety
behavior of others by coaching and correcting poor behavior and
positively reinforcing good behavior.

• Members of the workforce credit management with establishing and
maintaining positive safety values in the organization through their
personal example and attention to the behavior of others.

8. Company-Specific Work Rules

• The rules are clearly written and relate to the safety policy.
• The rules address potential hazards.

454 Developing an Effective Safety Culture: A Leadership Approach

• Safe work rules are understood and followed as a result of training
and accountability.

• Top management supports work rules as a condition of employment.
• Methods exist for monitoring performance.
• All personnel, including managers, are held accountable to follow

the rules.
• Employees have significant input to the rules.
• Employees have authority to refuse unsafe work.
• Employees are allowed access to information needed to make

informed decisions.
• Documented observations demonstrate that employees at all levels

are adhering to safe work rules.

9. Employee Participation

• Employees accept personal responsibility to make sure that there
is a safe workplace.

• The employer provides opportunities and mechanism(s) for employ-
ees to influence the safety program design and operation.

• There is evidence of management support of employee safety
interventions.

• Employees have a substantial impact on the design and operation of
the safety program.

• There are multiple avenues for employee participation. These
avenues are well known, understood, and utilized by employees.

• The avenues and mechanisms for participation are effective in
reducing incidents and enhancing safe behaviors.

10. Structured Safety and Health Forum That Encourages
Employee Participation

• A written charter or standard operating procedure (SOP) outlines
the safety committee structure and other forums.

• There is a structured safety forum in the goals. All employees
throughout the company are aware of the forums.

• Meetings are planned, using an agenda, and remain focused on
safety.

• Safety committees and/or crew hold regularly scheduled meetings.
• Employees on the committee are actively participating and

contributing to discussion.

Appendix F: Evaluation of Safety and Health Management Programs 455

• Minutes are kept and made available to all employees.
• Top management actively participates in committee and crew

meetings.
• A method exists for systematic tracking of recommendations,

progress reports, resolutions, and outcomes.
• Employees are involved in selecting topics.
• Participation in the committee is respected and valued in the

organization.
• The safety committee is supplemented with other forums such as

crew and toolbox meetings as needed.
• Clear roles and responsibility are established for the committee and

officers.
• There are open lines of communication between employees and

forum meetings.
• The Safety Committee analyzes safety hazards to identify deficien-

cies in the injury and illness prevention program.
• The safety committee makes an annual review of the injury and

illness prevention program.
• Reviewed results are used to make positive changes in policy,

procedures, and plans. This review includes all facets of the
facility.

11. Hazard Reporting System

• A system for employees to report hazards is in place and is known
to all employees.

• The system allows for the reporting of physical and behavioral
hazards.

• Supervisors and managers actively encourage use of the system and
employees feel comfortable using the system in all situations.

• The system provides for self-correction through empowerment.
• The system involves employees in correction planning, as appro-

priate.
• The system provides for rapid and regular feedback to employees on

the status of evaluation and correction.
• Employees are consistently reinforced for using the system.
• Appropriate corrective action is taken promptly on all confirmed

hazards.
• Interim corrective action is taken immediately on all confirmed

hazards where delay in final correction will put employees or others
at risk.

456 Developing an Effective Safety Culture: A Leadership Approach

• The system provides for data collection and display as a means
to measure the success of the system in resolving identified
hazards.

12. Hazard Identification (Expert Survey)

• Surveys are completed at appropriate intervals, with consideration
to more frequent surveys in more hazardous, complex, and highly
changing environments.

• These surveys are performed by individuals competent in hazard
identification and control, especially with hazards that are present at
the worksite.

• The survey drives immediate corrective action on items found.
• The survey results in optimum controls for hazards found.
• The survey results in updated hazard inventories.

13. Hazard Controls

• Hazard controls are in place at the facility.
• Hazard controls are selected in appropriate priority order, giving

preference to engineering controls, safe work procedures, adminis-
trative controls, and personal protective equipment.
• Once identified, hazards are promptly eliminated or controlled.
• Employees participate in developing and implementing methods for
the elimination or control of hazards in their work areas.
• Employees are fully trained in the use of controls and ways to
protect themselves in their work area, and utilize those controls.

14. Hazard Identification (Change Analysis)

• Operational changes in space, processes, materials, or equipment at
the facility are planned.

• Planned operational changes are known to responsible management
and affected workers during the planning process.

• A comprehensive hazard review process exists and is used for all
operational changes.

• The comprehensive hazard review process involves competent,
qualified specialists appropriate to the hazards anticipated and the
operational changes being planned.

Appendix F: Evaluation of Safety and Health Management Programs 457

• Members of the affected workforce actively participate in the com-
prehensive hazard review process.

• The comprehensive hazard review process results in recom-
mendation for enhancement or improvement in safety elements of
the planned operational change that are accepted and implemented
prior to operational startup.

15. Hazard Identification (Job Hazard Analysis)

• Members of management and of the workforce are aware that
hazards can develop in existing job task, processes, and/or phases of
activity.

• One or more hazard analysis systems designed to address routine
job, process, or phase hazards are in place at the facility.

• All jobs, processes, or phases of activity are analyzed using the
appropriate hazards analysis system.

• All jobs, processes, or phases of activity are analyzed when there is
a change, when a loss incident occurs, or on a schedule of no more
than 3 years.

• All hazard analyses identify corrective or preventive action to
be taken to reduce or eliminate the risk of injury or loss, where
applicable.

• All corrective or preventive actions identified by the hazard
analysis process have been implemented.

• Upon implementation of the corrective or preventive actions
identified by the hazard analysis process, the written hazard analysis
is revised to reflect those actions.

• All employees of the workforce have been trained on the use of
appropriate hazard analysis systems.

• A representative sample of employees is involved in the analysis of
the job, process, or phase of activity that applies to their assigned
work.

• All employees of the workforce have ready access to, and can explain
the key elements of, the hazard analysis that applies to their work.

16. Hazard Identification (Routine Inspection)

• Inspections of the workplace are conducted in all work areas to
identify new, reoccurring, or previously missed safety hazards and/or
failures in hazard control systems.

458 Developing an Effective Safety Culture: A Leadership Approach

• Inspections are conducted routinely at an interval determined
necessary based on previous findings or industry experience (at
least quarterly at fixed worksites, weekly at rapidly changing
sites such as construction, as frequently as daily or at each use where
necessary).

• Employees at all levels of the organization are routinely involved in
safety inspections.

• All employees involved in inspections have been trained in the
inspection process and in hazard identification.

• Standards exist that outline minimum acceptable levels of safety and
are consistent with federal or state requirements as applicable.

• Standards cover all work and workplaces at the facility and are
readily available to all employees.

• All employees involved in inspections have been trained on the
workplace safety standards and demonstrate competence and their
application to the workplace.

• All inspections result in a written report of hazard findings, where
applicable.

• All written reports of inspections are retained for a period required
by law or sufficient to show a clear pattern of inspections.

• All hazard findings are corrected as soon as practically possible and
are not repeated on subsequent inspections.

• Statistical summaries of all routine inspections are prepared,
charted, and distributed to management and employees to show
status and progress of hazard elimination.

17. Emergency Preparation

• All potential emergency situations that may affect the facility are
identified.

• A facility plan to deal with all potential emergencies has been
prepared in writing.

• The plan incorporates all elements required by law, regulation, and
local code.

• The plan is written to complement and support the emergency
response plans of the community and adjacent facilities.

• The plan is current.
• All employees at the facility can explain their role under the plan

and can respond correctly under exercise or drill situations.
• Community emergency response commanders know the plan.
• The plan is tested regularly with drills and exercises.

Appendix F: Evaluation of Safety and Health Management Programs 459

• Community emergency responders are involved, where appropriate,
in the facility drills and exercises.

• The plan is implemented immediately when an emergency at or
affecting the facility is known.

• The plan is effective at limiting the impact of the emergency on the
facility and the workforce.

18. Emergency Communication

• Emergency communications systems are installed at the facility.
• The communication systems are redundant (such as alarm boxes,

emergency telephones, PA systems, portable radios).
• The communication systems are operational.
• The communication systems are tested at regular intervals (at least

monthly).
• All employees are trained in the use of the communication systems

and can demonstrate their proper use.
• Exit signs, evacuation maps, and other emergency directions are

installed at the facility.
• Emergency directions are available, correct and accurate in all

spaces, corridors, and points of potential confusion.
• Employees are aware of the emergency directions and can accu-

rately describe the action they are to take in an emergency based on
the directions available to them in their work area.
• Emergency equipment appropriate to the facility (including sprin-
kler systems, fire extinguishers, first aid kits, fire blankets, safety
showers and eye washes, emergency respirators, protective clothing,
spill control and cleanup material, chemical release computer
modeling, etc.) is installed or available.
• Emergency equipment is distributed in sufficient quantity to cover
anticipated hazards and risks, is operational, and is tested at regular
intervals (at least monthly).
• All employees are trained in the use of emergency equipment avail-
able to them and can demonstrate the proper use of the equipment.

19. Emergency Medical Assistance

• The facility has a plan for providing emergency medical care to
employees and others present in the workplace.

460 Developing an Effective Safety Culture: A Leadership Approach

• The plan provides for competent emergency medical care that is
available on all work shifts.

• Competent emergency medical care, when needed, is provided in
accordance with the plan.

• All emergency medical delivery is done in accordance with stan-
dardized protocols.

• Competent emergency medical care, if provided on-site, is certified
to at least the basic first aid and CPR levels.

• Off-site medical providers of emergency medical care, if utilized, are
medical doctors, registered nurses, paramedics, emergency medical
technicians, or certified first responders.

• All employees of the workforce are aware of how to obtain compe-
tent emergency medical care.

20. Facility/Equipment Maintenance

• A preventive maintenance program is in place at the facility.
• Manufacturers’ or builders’ routine maintenance recommendations

have been obtained and are utilized for all applicable facilities,
equipment, machinery, tools, and/or materials.
• The preventive maintenance system ensures that maintenance for
all operations in all areas is actually conducted according to
schedule.
• Operators are trained to recognize maintenance needs and perform
or order maintenance on schedule.

21. Incident Investigation and Control

• Workplace policy requires the reporting of all actual and “near miss”
incidents.

• All employees are familiar with the policy on incident reporting.
• All incidents are reported as required by policy.
• Workplace policy requires a thorough investigation of all incidents.
• All incidents are investigated as required by policy.
• Personnel trained in incident investigation techniques conduct all

investigations.
• All investigations include input from affected parties and witnesses,

where possible.
• All investigations determine “root causes.”

Appendix F: Evaluation of Safety and Health Management Programs 461

• Recommendations designed to adequately address root causes are
made as a result of all investigations and result in prompt corrective
action.

• Completed investigative reports are routed to appropriate levels of
management and knowledgeable staff for review and are available
to government officials, as applicable.

22. Injury/Illness Analysis

• A system exists that tracks safety trends at the facility.
• The system addresses trailing indicators, including incidents, injuries

and illnesses, hazards identified, and complaints from employees and
others.
• The system addresses leading indicators of safety effectiveness,
including employee attitudes and employee behaviors.
• All employees are aware of the need to provide incident and activ-
ity information to the system, and do so systematically, accurately,
and consistently.
• An individual, or group, is assigned responsibility for compiling and
analyzing records for safety trends.
• Trend data is consistently provided to all employees.
• All employees are aware of safety trends, causes, and means of
prevention.
• Trend data is utilized to drive improvement and prevention activities.
• Employees are active participants in the determination of collection
methods, collection, analysis, and intervention selection.

23. Employees Learn Hazards, How to Protect Themselves
and Others

• An employee safety-training program exists at the facility.
• The training is provided to all employees, unless proficiency in

the knowledge and skills being taught has been effectively
demonstrated.
• The training covers all legally required subjects.
• The training covers hazards (awareness, location, identification, and
protection or elimination).
• Training covers the facility safety system (policy, goals and objec-
tives, operations, tools and techniques, responsibilities, and system
measurement).

462 Developing an Effective Safety Culture: A Leadership Approach

• Training is regularly evaluated for effectiveness and revised
accordingly.

• Post-training knowledge and skills are tested or evaluated to make
sure of employee proficiency in the subject matter.

• The training system makes sure that employees consistently and
correctly apply knowledge and skills taught.

24. Understanding Assigned Safety and Health
Responsibilities

• All elements of the company’s safety program are specifically
assigned to a job or position for coordination.

• Assignments are in writing.
• Each assignment covers broad performance expectations.
• All personnel with program assignments are familiar with their

responsibilities.

25. Supervisors Know Safety and Health Responsibilities and
Underlying Reasons

• A supervisory safety-training program exists.
• The training is provided to all supervisors, unless proficiency in

the knowledge and skills being taught has been effectively
demonstrated.
• The training covers all subject matter delivered to employees to the
extent necessary for supervisors to evaluate employee knowledge
and skills and to reinforce or coach desired employee safety and
health behaviors.
• The training covers the facility safety system (policy, goals and objec-
tives, operations, tools and techniques, responsibilities, and system
measurement).
• The training covers supervisory safety and health responsibilities.
• Training is regularly evaluated for effectiveness and revised
accordingly.
• Post-training knowledge and skills are tested or evaluated to ensure
supervisory proficiency in the subject matter.
• The training system ensures that supervisors consistently and
correctly apply knowledge and skills taught.

Appendix F: Evaluation of Safety and Health Management Programs 463

26. Managers/Supervisors Learn Safety and Health Program
Management

• A management safety-training program exists at the facility.
• The training is provided to all managers, unless proficiency in

the knowledge and skills being taught has been effectively
demonstrated.
• The training covers all subject matter delivered to employees and
supervisors to the extent necessary for managers to evaluate
employee and supervisory knowledge and skills and to reinforce or
coach desired safety behaviors.
• The training covers the facility safety system (management concepts
and philosophies, policy, goals and objectives, operations, tools and
techniques, and system measurement).
• The training covers management safety responsibilities.
• Training is regularly evaluated for effectiveness and revised
accordingly.
• Post-training knowledge and skills are tested or evaluated to ensure
management proficiency in the subject matter.
• The training system makes sure that knowledge and skills taught are
consistently and correctly applied by managers.

27. Safety and Health Program Review

• The safety and health program is reviewed at least annually.
• The criteria for the review are against established guidelines or other

recognized consensus criteria in addition to the facility goals and
objectives and any other facility-specific criteria.
• The review samples evidence over the entire organization.
• The review examines written materials, the status of goals and objec-
tives, records of incidents, records of training and inspections,
employee and management opinion, observable behavior, and
physical conditions.
• Review is conducted by an individual (or team) determined compe-
tent in all applicable areas by virtue of education, experience, and/or
examination.
• The results of the review are documented and drive appropriate
changes or adjustments in the program.
• Identified deficiencies do not appear on subsequent reviews as
deficiencies.

464 Developing an Effective Safety Culture: A Leadership Approach

• A process exists that allows deficiencies in the program to become
immediately apparent and corrected in addition to a periodic
comprehensive review.

• Evidence exists which demonstrates that program components
actually result in the reduction or elimination of incidents.

Source: Adapted and modified from 25 Attributes of an Effective
Safety & Health Program 24, OR OSHA 116, p. 24, http://www.
cbs.state.or.us/external/osha/educate/training/pages/materials.html,
public domain.

SAMPLE QUESTIONS FOR EVALUATING A
MANAGEMENT SYSTEM

The objective is to ask questions that will help to uncover employee
knowledge, skills, attitudes, and workplace conditions.

Tell Me about Your Safety Policy.

Listen for: how much is known about the policy; whether it reflects
concern for employees’ health and safety; whether the role(s) and broad
responsibilities are defined for management, supervision, employees, and
the safety committee; whether there is a positive and enthusiastic attitude
when talking about it; who was it communicated to on all levels; how it
was communicated (action, example, explanation, writing); whether it is
used as a guide to make decisions; whether the policy is accessible to all
employees; who was involved in developing it; whether it is signed by the
highest decision maker, i.e., employer, CEO, plant manager, or superin-
tendent. Note: Responses should be fairly consistent between manage-
ment, supervision, and employees.

What Are Your Company Goals and Objectives?

Listen for: how much is known about them; whether they are clear and
concise; whether they are talked about with a positive attitude and enthu-
siasm; whether they are written; who they were communicated to; how
they were communicated; who provided input (should include employ-

Appendix F: Evaluation of Safety and Health Management Programs 465

ees); whether and when they are reviewed or reevaluated; who is involved
in the evaluation. Note: Responses should be fairly consistent between
management, supervision, and employees.

What Are the Primary Roles of Upper, Middle, and Lower
Management, and Supervision?

Listen for a clear description of what the roles are; whether it refers to
the safety/health policy; whether each level knows the role of the others
above and below them. Note: Responses should be fairly consistent
between all levels of management and supervision.

Describe Your Safety/Health Responsibilities and
Level of Authority

Listen for a clear description/understanding of what they are; whether
it refers to their job description; whether they give examples confirming
appropriate authority; whether they refer to some form of accountability;
their level of participation.

Tell Me about the General Safety/Health Responsibilities of
Management, Supervision, and Employees

Listen for a clear description/understanding of what they are; whether
they distinguish between upper, middle, and lower management; whether
they refer to their job description and safety/health policy; whether each
level knows the general safety/health responsibilities of the others above
and below them; how they were communicated; how often safety/health
responsibilities are updated; whether individuals are held accountable.
Note: Responses should be fairly consistent between all levels of
management and supervision.

In What Ways Do You Participate in Safety/Health Activities?

Listen for types of activities (i.e., meetings, training, inspections, and
investigations); the level of participation; resources and support provided
(i.e., time, effort, money); whether these are talked about with a positive
attitude and enthusiasm.

466 Developing an Effective Safety Culture: A Leadership Approach

How Do You Get Your Employees Involved in Safety/Health?

Listen for employee input, providing timely feedback on input,
methods of involvement, level of participation, level of communication.

Describe Your Process for Evaluating and Updating Your
Safety/Health System

Listen for a good understanding of the process; reference to policy and
procedure; who is involved; how they are involved; what triggers an
update (i.e., periodic, incident, inspection); who reviews it; writing and
submission of recommendations; what happens to recommendations; how
long it takes for management to respond; the feeling of support by all
levels of personnel; how long it takes to implement recommendations.

Tell Me about Your System for Identifying and Correcting
Safety/Health Hazards

Listen for a good understanding of the system; reference to a policy or
procedure; who is involved; how they are involved; writing and submis-
sion of recommendations; what happens to the recommendations; how
long it takes management to respond; the feeling of support by all levels
of personnel.

Suggested Questions for One-on-Ones

The following questions were generated by discussing safety in a group.
These questions can be used to verify what you hear in the group when
doing one-on-ones.

• What is your job and exactly what do you do?
• What type of work goes on in a typical workday?
• What processes are important to your job?
• How long have you been on this job?
• What kind of training did you get?
• Who taught you to do that?
• When did you last receive training on the process?
• Can you explain this process to me?
• How long has this process been used?

Appendix F: Evaluation of Safety and Health Management Programs 467

• How often do you do this?
• How has the process changed in the last (year, month)?
• How many people do this job?
• Who checks on your work?
• Who is your supervisor? How often?
• How is this organization to work for?
• Why is this a safe place to work?
• Have you been through a safety/health inspection before?
• Have you ever been hurt on this job?
• What types of new chemicals are you working with?
• Have you ever been hurt doing this?
• Who is trained in first aid here?
• What do you do if someone gets hurt here?
• What’s the emergency evacuation plan?
• What is your company’s position/policy on safety and health?
• How do you view the company’s safety program?
• Has anyone on the job been injured in the past year?

Source: Sample Questions for Evaluating a Safety System, OR OSHA
116, p. 34–35, http://www.cbs.state.or.us/external/osha/educate/training/
pages/materials.html, public domain.

SAMPLE REPORT OF FINDINGS

Management Leadership

Findings

Opportunities for Improvements (Next Step)

Rating

Employee Participation

Findings

468 Developing an Effective Safety Culture: A Leadership Approach

Opportunities for Improvements (Next Step)
Rating
Hazard identification and assessment
Findings

Opportunities for Improvements (Next Step)
Rating
Hazard prevention and control
Findings

Opportunities for Improvements (Next Step)
Rating
Information and training
Findings

Opportunities for Improvements (Next Step)
Rating
Evaluation of program effectiveness
Findings

Opportunities for Improvements (Next Step)
Rating

Appendix G

Sample Safety Perception
Survey Form and Questions

Sample
Safety Perception Survey Form and Questions

Safety Perception Survey Location Category
Example Categories
Instructions
Background Information Employee
Complete the boxes to the
Supervisors
right that apply to you.
Managers
Survey Questions Department
Circle either “yes” or “no” to

each question

Questions

1 Do you feel you received adequate job training? YN

2 Do supervisors discuss accidents and injuries with YN
employees involved?

3 Is discipline usually assessed when operating rules are YN
violated?

4 Would a safety incentive program cause you to work more Y N
safely?

5 Do you perceive the major cause of accidents to be unsafe Y N
conditions?

6 Does your company actively encourage employees to work Y N
safely?

7 Is safety considered important by management? YN

469

470 Developing an Effective Safety Culture: A Leadership Approach

8 Are supervisors more concerned about their safety record Y N
than about accident prevention?

9 Do you think penalties should be assessed for safety and YN
health violations?

10 Have you used the safety committee to get action on a YN
complaint or hazard which concerned you?

11 Is high hazard equipment inspected more thoroughly than YN
other equipment?

12 Is amount of safety training given supervisors adequate? YN

13 Have you been asked to perform any operations which you Y N
felt were unsafe?

14 Are records kept of potential hazards found during YN
inspections?

15 Are employees influenced by your company’s efforts to YN
promote safety?

16 Are employees provided information on such things as cost, Y N
frequency, type, and cause of accidents?

17 Does your company deal effectively with problems caused YN
by alcohol or drug abuse?

18 Are unscheduled inspections of operations made? YN

19 Is off-the-job safety a part of your company’s safety YN
program?

20 Does management insist upon proper medical attention for Y N
injured employees?

21 Are safety rules regularly reviewed with employees? YN

22 Are you interested in how your company’s safety record YN
compares with other companies in your industry?

23 Does your company hire employees who do not have the YN
physical ability to safely perform assigned duties?

24 Do your co-workers support the company’s safety program? Y N

25 Do supervisors pay adequate attention to safety matters? Y N

26 Is safe work behavior recognized by supervisors? YN

27 Do employees participate in the development of safe work Y N
practices?

28 Are supervisors supported by management in their YN
decisions affecting safety?

29 Do the people in your department understand the relation- Y N
ship between what they do and the company’s safety
program?

Appendix G: Sample Safety Perception Survey Form and Questions 471

30 Is your family more concerned about off-the-job safety as a Y N
result of the company’s safety program?

31 Did you receive adequate safety training related to your YN
job?

32 Do you think your company has too many rules and YN
regulations governing operations and safety?

33 Are regular contacts made to all employees by supervisors Y N
on safety?

34 Do employees understand the hazards of the operations YN
they perform?

35 Has the Employee Assistance program helped to eliminate Y N
alcohol and drug abuse in this company?

36 Do employees participate in setting goals for safety? YN

37 Do you think your company seeks prompt correction of YN
problems found during inspections?

38 Are you interested in how your division’s safety record YN
compares with other divisions?

39 Can first line supervisors reward employees for good safety Y N
performance?

40 Does alcohol or drug use increase accident risks? YN

41 Do employees caution other employees about unsafe YN
practices?

42 Do you initiate action to correct hazards? YN

43 Is safety stressed in interviews with prospective employees? Y N

44 Are accidents and injuries thoroughly investigated? YN

45 Is discipline usually assessed when safety rules are broken? Y N

46 Do supervisors provide a safety orientation for newly YN
assigned employees?

47 Is safe work behavior recognized by your company? YN

48 Do employees have a regular opportunity to attend safety YN
meetings?

49 Is the Safety Department adequately staffed and funded? Y N

50 Do you feel that safety meetings have a favorable effect on Y N
safety performance?

51 Are employees with personal problems effectively handled Y N
by supervisors?

52 Do you have problems obtaining support for the correction Y N
of hazardous conditions?

472 Developing an Effective Safety Culture: A Leadership Approach

53 Are checks made to be sure required protective equipment Y N
is being used?

54 Does your company have established goals for safety YN
performance?

55 Are employees who are using alcohol or drugs on the job YN
able to work without detection?

56 Are risks involved sometimes overlooked in order to get YN
the job done?

57 Do employees participate in inspections for potential YN
hazards?

58 Does compliance with safety rules and regulations slow YN
down the operation?

59 Are safe workers picked to train new employees? YN

60 Do supervisors discuss safety goals and performance with YN
employees regularly?

61 Do the company’s safety rules and regulations protect the YN
employee?

62 Have your company’s efforts encouraged you to work YN
more safely?

63 Is information that is needed to operate safely made YN
available to employees?

64 Do supervisors relate well to employees of a different YN
generation?

65 Are new employees assigned to work with experienced YN
employees for job instruction?

66 Are employees checked on a routine basis to see whether YN
they are doing their jobs safely?

67 Do unions support safety programs (if applicable) YN

68 Do employees feel free to discuss causes of accidents with YN
investigating officers?

69 Does the safety committee or involvement team have the YN
ability to correct unsafe conditions?

70 Is promotion to higher level jobs dependent upon good YN
safety performance?

71 Do supervisors show a personal interest in having a safe YN
operation?

72 Are maintenance programs at a level that help prevent YN
accidents?

Appendix G: Sample Safety Perception Survey Form and Questions 473

73 Do most supervisors have a good knowledge of the safety YN
aspects of their jobs?

74 Does the company have a uniform procedure for dealing YN
with employees who violate rules?

75 Do you feel overloaded at work? YN

76 Are you often bored on the job? YN

77 Is there a feeling of security that your job will be there in YN
the future? YN

78 Do you feel satisfied with your job?

79 Do you feel you are pushed on the job? YN
80 Are you forced to work overtime? YN

81 Is it clear what you are responsible for? YN
82 Do you feel like you can achieve on your job? YN

83 Are you recognized when you do a good job? YN
84 Are you given enough responsibility? YN

85 Are you given too much responsibility? YN
86 Do you have fun at work? YN

87 Does your boss ask for your input? YN

88 Does your boss use your input? YN

89 Can you set your own pace? YN

90 Do you feel a loyalty to your company? YN

91 Is your company loyal to you? YN

92 Is there a feeling of family at work? YN
93 Have you had enough training? YN

94 Are you judged by things beyond your control? YN
95 Do you have enough authority? YN

96 Is your boss fair? YN
97 Would you like to be more involved on the job? YN

98 Can you see a good future for yourself? YN
99 Does it bother you to be absent from work? YN

100 Do you like working for this company? YN

Peterson, Dan, The Challenge of Change, Creating a New Safety Culture, Implementation
Guide, CoreMedia Development, Inc., 1993, Table 4-1, pp. 21–22, public domain. Reprinted
with permission.

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Index

Above and beyond compliance, 35, Demonstrate, 32
38, 188 Descriptive goals, 83
Direct cause, 228, 254, 255
Accountability, 151 Discipline, 210, 211, 212, 216
Accountable, xxx, 57 Domino Theory, 234, 235, 236
Action plan, 87, 102, 145, 209, 218,
Employee participation, xxiv, 35, 36,
252, 307, 318, 375, 395, 396 113, 116, 125, 136, 216, 270, 332,
Action verbs, 79 335, 428
Activity-based safety system, 163
Administrative, 190, 194, 196 Engineering, 190, 197
At-risk behavior, 168, 318 Evaluation, 41, 290, 358, 368, 376, 425
Authority, 113 Experience modification rate (EMR),

Basic cause, 228, 231, 234 9, 13, 107, 168
Before-the-fact, 162, 168
Behavioral-based safety, xxvii, 16, 124, Face-to-face, 148, 150
Fact-finding, 247
310, 318, 326, 340, 353 Feedback, 283
Behaviors, 96, 112 French, Anne R., 52, 313, 321, 322,
Best management practices, 35, 38,
323
188
Bird, Frank, xix, 4, 9, 10, 70, 234, 235, Geller, Scott, xix, 318, 321, 322, 323
Germain, George, xix, 9, 10, 70, 234,
237, 315, 336
235, 237, 315, 319, 320, 326, 341
Case histories, 407 Goals, 14, 74, 82, 83, 101, 105, 141, 266
Change analysis, 175, 182, 184, 188,
Hawthorne studies, 121
229, 253 Hazard assessment, 128, 129, 185, 231
Climate, 52, 285 Hazard identification, 35, 36, 186, 311,
Commitment, xxi, xxiv
Communication, 64, 71, 73, 80, 110, 398, 399, 428
Hazard inventory, xxvi, 175, 181
268, 275, 374 Hazard prevention, xxvi, 39, 260, 402,
Contractor, 144, 239
Contributing cause, 228 428
Covey, Stephen, 28, 326, 328 Heinrich, H.W., 69, 233, 234, 381
Cox, Sue and Tom, 56, 177, 235, 327
Crosby, Phillip, xxix, xxx, xxxi Iceberg, 8, 9
Incentives, 26
Deming, W. Edward, 321, 322, 324, Incident, xxii, xxvi, 155, 429
357, 382

475

476 Developing an Effective Safety Culture: A Leadership Approach

Independent review, 364 OSHA Web site, xix, 11, 6, 7, 55, 58,
Indirect cost, 79 72, 101, 104, 118, 132, 144, 146, 147,
Interview, 247, 248, 250, 279, 365 148, 149, 153, 154, 156, 176, 196,
247, 250, 273, 298, 303, 351, 352
Job Hazard Analysis (JHA), xxii,
xxvii, 17, 140, 175, 203 OSHA’s VPP, xxii, 5, 11, 42, 54, 103,
358
Journey, xxiii, 31, 64, 66, 376, 383
Perception, 65, 382, 366, 369, 370
Keystone, 97 Performance measurement, 154
Personal Protective Equipment
Leadership, xxiv, xxxv, 36, 51, 54, 61,
100, 113, 334, 347 (PPE), 147, 194, 190, 199
Petersen, Dan, xxii, xxiii, 18, 29, 57,
Lesson learned, 123
Lesson plan, 419 100, 156, 159, 161, 165
Likert, Rensis, 29, 30 Policy, xxi, 71, 118, 266, 392
Luck, 85, 237 Positive, 61, 145, 159, 162, 210 282, 326
Priorities, xxii, 22, 300
Management, xxiv, 35, 36, 51, 97, 100 Proactive, xxiii
Management system, xxi, xxiv, xxx, 3, Process, 68, 72

96, 104, 117, 120 Reactive, 169
Manzella, James, 354 Recognition, 209
Maslow Hierarchy, 326, 327 Reinforcement, 145
Mayo, Elton, 122 Responsibilities, 55, 56, 139, 143, 152,
McGregor, Douglas, 19
Medical provider, 176, 179, 261, 263, 153, 295, 390
Roles, 55, 110, 141
403, 405 Root cause, 16, 68, 228, 251
Medical surveillance, xxvi, 260, 261 Rules, 18, 129, 190, 201, 213
Motivation, 139
Safety committee, 114, 121, 125, 127
NIOSH, 268, 270, 271 Safety culture, xxi, xxii, xxiii, xxvii,
Non-union, 131, 131
Norm, 21, 31, 253 xxix, xxxvii, 3, 31, 51, 64
Numerical goals, 83 Safety meetings, 114
Safety professional, xxi, 16, 26, 99,
Objectives, 60, 74, 75, 101, 141, 154,
266, 277 126, 252
Safety system, 104
Observable, 25 Safety without a management
Observation, 25, 28, 279
Obstacles, 57, 88 process, 106, 169
Oklahoma Web site, 35, 186 Safety work practices, 209
Oregon OSHA Web site, xix, 162, 197, Self-assessment, 91, 364
Superintendents, xxiii
198, 200, 205, 240, 246, 280, 297, Supervisors, xxiii, 62, 96
302, 304, 348, 349, 350, 355, 356,
359, 361, 467 Theory X, 19, 20
OSHA incident rate, 60, 368, 379 Theory Y, 19, 20
Theune, Donald, xxx, 334, 336, 339

Top management, 45, 53, 90, 96, 98, Index 477
102, 113, 114, 142, 143, 159
Value, xxi, xxii, 16, 20, 21, 23, 102, 105,
Topf, Michael D., xix, 54, 267, 312, 140
333, 335
Veazie, Bob, 319, 328, 336
Traditional, 109, 168 Visible, 14, 45
Training, 35, 39, 128, 130, 194, 215, Vision, 91

216, 266, 430 Why, 228, 230, 251
Training needs, xxvii, 136, 268, 273 Work orders, 218
Workers’ compensation, 11, 176, 230,
Union, 130
368

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