Environmental Engineering Reference
In-Depth Information
called “communicating success to the extreme.” When OSHA inspects
one of the organization's facilities, for example, and can find little wrong
(nothing that can be cited), then this information must be passed on to
upper management. Upper management must get the message that its
commitment to spending money on safety has paid off; the organization
has saved money, and it has prevented fines and embarrassment. More
importantly, a strong commitment to an effective safety program can and
will prevent fatalities and injuries. When talking about the organization's
bottom line, the safety person must convince upper management that the
organization's real bottom line is maintaining the health and well-being
of its employees. If upper management's bottom line is putting financial
gain before protecting the employees, then the organization does not need
a safety person and the appropriate safety funding; instead, it needs very
deep pockets to pay for very expert legal counsel.
1.5 safeTy Person's auThoriTy
The degree and extent of the safety person's authority is important;
for example, the safety person must have the authority to conduct in-
house audits. These safety audits are designed to reveal unsafe condi-
tions and practices. More importantly, these audits must be followed up.
In other words, the safety person must have the authority and the back-
ing of upper management to ensure that supervisors correct deficiencies
that are found during the audit. The safety person must have the author-
ity to shut down work in progress on the spot, immediately, whenever
unsafe work practices or unsafe conditions are discovered. Although
this type of authority is important, it should also be stressed that this
is latent authority—authority that is reserved and only to be used with
great discretion. Remember, the safety person must take on the persona
of “Good Neighbor Sam,” not that of a Gestapo agent.
The safety person must have the authority to convene plantwide
mandatory training sessions. Training is at the heart of safety. Employees
cannot be expected to abide by safe work practices if they have not been
properly trained on what is required of them. Safety training is more
effective whenever the training is provided by those who are expert in
the subject matter and by those who take on a personal approach. The
organization's safety person must be viewed by supervisors and employ-
ees as part of the organization. This can be accomplished if the safety
person takes an active role in learning the plant operation.
In large organizations where a number of employees may be working
at several different locations, it is important to train supervisors so they
will be able to recognize safety hazards and to take the correct remedial
actions. Additionally, well-trained supervisors should augment the safety
person's effort in providing employee safety training. Training provided
by a worker's immediate supervisor, who is competent in the subject mat-
ter, is often more effective than training provided by other officials.
The importance of using supervisors in safety training cannot be
overstated. To train workers on the proper and safe performance of
assigned duties, input from the technical expert (i.e., the supervisor) for
