Mission Possible Series: How to Obtain Zero Tolerance for Injury in the Workplace - Part 1

Instructor: Michael Aust
Product ID: 704739
  • Duration: 60 Min

recorded version

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Read Frequently Asked Questions

This first part training program in the series will discuss what it means to have a safety culture on site. It will also identify the four steps of the safety maturity curve and discuss employee and employer rights and responsibilities at each step of the maturity curve. The instructor will explain the benefits of sustaining a safety culture in the workplace.

Why Should You Attend:

A company with a strong safety culture typically experiences few at-risk behaviors, consequently they also experience low incident rates, low turn-over, low absenteeism, and high productivity. They are usually companies who are extremely successful by excelling in all aspects of business and excellence.

Creating a safety culture takes time. It is frequently a multi-year process. This webinar will explore a series of continuous process improvement steps that can be followed to create a safety culture. Employer and employee commitment are hallmarks of a true safety culture where safety is an integral part of daily operations.

Learning Objectives:

  • Explain what it means to have a safety culture on site.
  • Identify the four steps of the safety maturity curve.
  • Discuss employee and employer rights and responsibilities at each step of the maturity curve.
  • Explain the benefits of sustaining a safety culture in the workplace.

Areas Covered in the Webinar:

  • Definition of a safety culture.
  • The safety maturity curve process.
  • Roles and responsibilities within the safety maturity curve.
  • Benefits of establishing a safety culture within your workplace.

Who Will Benefit:

  • HR Managers
  • Attorneys
  • Plant Managers
  • Plant Foremen
  • Safety Committee Members
  • Engineers
  • Operations Managers
  • Construction Foreman
  • Occupational Safety Consultants
  • General Industry Business Owners
  • Construction Business Owners
  • Plant Supervisors
  • Subcontractors
  • Project Managers
  • Safety Managers

Instructor Profile:

Michael Aust, CECM, MS, is the president and owner of 1030 Communications, LLC. Mr. Aust has a Master of Science in Occupational Safety, Health and Environmental Management degree and is a certified environmental compliance manager #5678. He also served as the management representative for various safety and environmental management systems throughout his career. He is an Authorized OSHA Outreach Instructor for both General Industry and Construction Industry.

He has provided safety management expertise since 1995. He has developed and implemented safety management systems for organizations without such processes and helped mature management systems for Fortune 50 and Fortune 100 companies.

Some highlights of his involvement in professional organizations include: Security Committee Louisiana Chemical Association (LCA), Safety Committee Louisiana Chemical Association (LCA), American Society of Safety Engineers, South Louisiana S.T.E.P.S. AdHoc Committee Member, Greater Baton Rouge Industrial Alliance (GBRIA) Owner Entry Requirements Committee, and American Society of Safety Engineers Grapevine Chapter Section Chairperson.

Mr. Aust has provided safety auditing and training services for companies such as US Fusion, The TopCor Companies, BP North America, Honeywell, Gulf South Safety Consultants, The Commodore Corporation – Indiana Division, JE Spear Consulting, and Ivy Tech Corporate College only to name a few. He is also a content contributor for various safety newsletters and blogs.

Topic Background:

This is how OSHA defines the importance of establishing a safety culture in the workplace and the benefits of doing so:

Safety cultures consist of shared beliefs, practices, and attitudes that exist at an establishment. Culture is the atmosphere created by those beliefs, attitudes, etc., which shape our behavior. An organizations safety culture is the result of a number of factors such as:

  • Management and employee norms, assumptions and beliefs;
  • Management and employee attitudes;
  • Values, myths, stories;
  • Policies and procedures;
  • Supervisor priorities, responsibilities and accountability;
  • Production and bottom line pressures vs. quality issues;
  • Actions or lack of action to correct unsafe behaviors;
  • Employee training and motivation; and
  • Employee involvement or buy-in.

In a strong safety culture, everyone feels responsible for safety and pursues it on a daily basis; employees go beyond the call of duty to identify unsafe conditions and behaviors, and intervene to correct them. For instance, in a strong safety culture any worker would feel comfortable walking up to the plant manager or CEO and reminding him or her to wear safety glasses. This type of behavior would not be viewed as forward or over-zealous but would be valued by the organization and rewarded. Likewise coworkers routinely look out for one another and point out unsafe behaviors to each other.

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