🚀 go-pugleaf

On safety, I have learned it at ESSO, what works is the constant attention.
Monthly safety inspections carried out on a rotation basis by all employees,
monthly status review meetings and periodic safety presentations on
different subjects, with a heavy dose of personal and family safety. Our ~40
people department clocked over one million hours without an accident during
this program. Few months after the program was stopped by the new owners we
had an important accident.

The rationale is that accidents are mainly caused by people not paying
attention. Just like in quality, where constant measurement, analysis and
audits keep us on our toes, the same thing works in safety. Team efforts pay
back in a similar way also, adding to the weight of the recognition of value
from safety.

becky knight wrote:

> Claire Smith wrote:  (excerpted)
>
> As part of the process, of imagining and defining this future state,
> it would be important to define competnecies - including those of
> leadership & management.
>
> What are some of the competencies for supervisors to have or learn so
> thay they can encourage employee participation in health and safety
> behaviors on the job?
> How would we teach those competencies? Could we make a side by side list
> of behaviors that are not desireable and those that are as well?
> Thanks in advance to Claire for any input as well as all of my esteemed
> peers on the list!
> Later,
> Becky Knight
> wilson11@flash.net



--
Eric Stern
Tel/Fax: (514) 483-6264
5386 West Broadway
Montreal, QC, Canada, H4V 2A4
eric@cam.org