EMPLOYEE PARTICIPATION IN

SAFETY

3/25/2019 2:04 AM 1
INTRODUCTION
 Employee’s participation in management decision
making is a highly complex concept.
 Participation is a psychological concept which
essentially denotes power equalization.
 It is a mental and emotional involvement of a
person in a group situation which encourages him
to contribute to group goals and share
responsibility in them

3/25/2019 2:04 AM 2
  It increase work satisfaction.

 It decreases work apathy.

 By offering freedom and opportunity of expression it

may also create a feeling of belonging to the workplace
and organization.

3/25/2019 2:04 AM 3
AIM / PURPOSE
 Establish a good communication system.
 To promote mutual understanding to improve the
quality of work life and job satisfaction.
 To improve the efficiency and productivity of the
enterprise.
 To prevent alienation and exploitation.
 To create proper climate for cordial and
harmonious employer- employee relations.

3/25/2019 2:04 AM 4
 PARTICIPATIVE SAFETY ??

3/25/2019 2:04 AM 5
PARTICIPATIVE SAFETY
 It is essential to run an organization most effectively
with prime objective of cutting down all possible
expenditures in various functions.

 For this prevention of occupation injuries and

maintenance of safe work station with the motivated
and efficient work force is necessary.

3/25/2019 2:04 AM 6
  Active participation of all concerned starting from the
blue collar and white collar workers to managerial staff
including owner of the premises.

 Participative approach is most effective.

3/25/2019 2:04 AM 7
PARTICIPATIVE APPROACH
 Opportunity for active involvement in planning,
coordinating, and controlling the work and its related
factors making it more meaningful and relevant for
the people at work.

 Basic assumption is that most employees are

responsible and will react positively to a real
opportunity of having some control over their lives.

3/25/2019 2:04 AM 8
  For Promotion of Participative safety in the
organization, the following may be considered

Don’t
 Make example of people who violate safety rules.

Impose safety standards and procedure on employees

Check to see if people are working safely

Ignore safe work practices

Make safety exclusively for the safety professionals.

3/25/2019 2:04 AM 9
 Do

Help employees see the need for rules and

consequences of violation.

Involve employees in solving safety

problems and setting standards.

Provide self monitoring system.

3/25/2019 2:04 AM 10
 Make improving safety procedures part of
each person’s job.

Recognize safe work practices.

Stimulate safe work as a part of everyone’s

job

Share responsibility for safety with all

employees
3/25/2019 2:04 AM 11
Area of Participation
 Operational area

 Economic and Financial area

 Personal area

 Welfare area

 Environmental area
3/25/2019 2:04 AM 12
Operational area
 Evolution of productivity schemes taking into account
the local conditions.

 Planning, implementation, fundamental and review of

monthly targets and schedules.

 Materials supply and its shortfall.

 Storage and inventories

3/25/2019 2:04 AM 13
  Housekeeping

 Improvements in productivity in general and in critical

areas in particular
 Encouragement to and consideration of suggestions

 Quality and technological improvements

 Machine utilization, knowledge and development of

new products
3/25/2019 2:04 AM 14
  Operational performance figures.

 Matters not resolved at shop level or concerning

more than on shop.

 Review of the working of the shop level bodies

3/25/2019 2:04 AM 15
Economic and financial areas
 Profit and loss statement, balance sheets.

 Review of operating expenses, financial results, cost of

sale.

 Plant performance in financial terms, labour and

managerial costs, market conditions

3/25/2019 2:04 AM 16
Personal area
 Absenteeism

 Special problem of women workers

 Initiation and supervision of worker’s training

programmes

 Administration of social security system

3/25/2019 2:04 AM 17
Welfare area
 Operational details.

 Implementation of welfare schemes, medical

benefits and transport facilities.

 Safety measures.

 Sports and games.

3/25/2019 2:04 AM 18
  Housing

 Township administration, canteen etc

 Control of gambling, drinking, indebtedness etc

3/25/2019 2:04 AM 19
Environmental areas
 Extension activities and community development
project.

 Pollution control

3/25/2019 2:04 AM 20
METHODS OF PARTICIPATION
 Encourage workers to participate in the program

 Encourage workers to report safety and health

concerns.

 Give workers access to safety and health information

 Involve workers in all aspects of the program

 Remove barriers to participation

3/25/2019 2:04 AM 21
Encourage workers to participate in
the program
 Give workers the necessary time and resources to
participate in the program.

 Acknowledge and provide positive reinforcement to

those who participate in the program.

 Maintain an open door policy that invites workers to

talk to managers about safety and health and to make
suggestions.
3/25/2019 2:04 AM 22
Encourage workers to report safety
and health concerns
 Establish a process for workers to report injuries,

illnesses, close calls/near misses, hazards, and other

safety and health concerns, and respond to reports
promptly.

 Report back to workers routinely and frequently about

action taken in response to their concerns and

suggestions.
3/25/2019 2:04 AM 23
  Empower all workers to initiate or request a temporary
suspension or shut down of any work activity or
operation they believe to be unsafe.

 Involve workers in finding solutions to reported issues.

 Emphasize that management will use reported

information only to improve workplace safety and
health and that no worker will experience retaliation
for bringing such information to management's
attention
3/25/2019 2:04 AM 24
Give workers access to safety and
health information
 Give workers the information they need to understand
safety and health hazards and control measures in the
workplace. Some OSHA standards require employers
to make specific types of information available to
workers, such as:
 Safety Data Sheets (SDS)
 Injury and illness data
 Results of environmental exposure monitoring
conducted in the workplace

3/25/2019 2:04 AM 25
  Other useful information for workers to review can
include:
 Chemical and equipment manufacturer safety
recommendations
 Workplace inspection reports
 Incident investigation reports (prevent disclosure of
sensitive and personal information as required)
 Workplace job hazard analyses

3/25/2019 2:04 AM 26
Involve workers in all aspects of
the program
 Provide opportunities for workers to participate in all
aspects of the program, including, but not limited to
helping: Develop the program and set goals.

 Report hazards and develop solutions that improve

safety and health.

 Analyze hazards in each step of routine and

nonroutine jobs, tasks, and processes.
3/25/2019 2:04 AM 27
  Define and document safe work practices.

 Conduct site inspections.

 Develop and revise safety procedures.

 Participate in incident and close call/near miss

investigations.

 Train current coworkers and new hires.

 Develop, implement, and evaluate training programs.

 Evaluate program performance and identify ways to

improve it.

 Take part in exposure monitoring and medical surveillance

associated with health hazards.
3/25/2019 2:04 AM 28
Remove barriers to participation
 Ensure that workers from all levels of the
organization can participate regardless of their
skill level, education, or language.
 Provide frequent and regular feedback to show
employees that their safety and health concerns
are being heard and addressed.
 Authorize sufficient time and resources to
facilitate worker participation; for example, hold
safety and health meetings during regular working
hours.
3/25/2019 2:04 AM 29
Role of Trade union in HSE
Protection
 Can co-operate with government agencies and with

employers in the investigation of causes of accident

and diseases.

 Can struggle to legally defined minimum safety

standards for their members.

3/25/2019 2:04 AM 30
  The effort of trade union to reduce the toll of accidents
must be part and parcel of a combined effort to
improve working conditions and any initiative in this
regard deserves the closest possible co-operation of all
trade unionists.

 Employer can take the active help and participation of

trade union inn overhauling the procedures and
formulating the safety policy and organizing safety
training classes.
3/25/2019 2:04 AM 31
  Representatives of trade union should meet the
representatives of management regularly and be free
to discuss every aspect of accident prevention.

 Trade union can play vital role in smooth running of

safety committee and should generate positive will to
accept the safety promotion attitude.

 Trade union can play vital role in smooth running of

safety committee

3/25/2019 2:04 AM 32
  All trade unions must motivate members for proper
safety consciousness in the industry, irrespective of
intra-rivalry amongst ourselves.

3/25/2019 2:04 AM 33
Safety Committee
 As per rules prescribed under SECTION 41 and 41(G)
of the FACTORIES ACT 1987 in every factory wherein
250 or more workers are ordinarily employed or which
carried on any process or operation declared to be
dangerous under section 87 of the act or which carried
on “hazardous process” as defined under section 2(cb)
of the act, there shall be a safety committee

3/25/2019 2:04 AM 34
  SENIOR OFFICIAL: IT SHALL BE A CHAIRMAN.

 A SAFETY OFFICER: SECRETARY

 A FACTORY MEDICAL OFFICER

 REPRESENTATIVE FROM PRODUCTION,

MAINTENANCE AND PURCHASE DEPARTMENT

3/25/2019 2:04 AM 35
  The worker’s representative on this committee shall be
elected by the workers

 The tenure of the committee shall be two years

 It shall meet as often as necessary but at least once in

every quarter.

3/25/2019 2:04 AM 36
FUNCTIONS AND DUTIES
 Assisting and cooperating with the management in
achieving the aims and objectives outlined in the
‘HEALTH AND SAFETY POLICY’ of the occupier.

 Dealing with all matters concerning health, safety and

environment and to arrive at practicable solutions to
problems encountered.

3/25/2019 2:04 AM 37
  Creating safety awareness amongst all workers.

 Undertaking educational, training and promotional

activities.

 Discussing reports on safety, environmental and

occupational health surveys, safety audits, risk
assessment, emergency and disaster management
plans and implementation of the recommentation
3/25/2019 2:04 AM 38
  Carrying out health and safety surveys and identifying
causes of accidents.

 Looking into any complaint made on the likelihood of

an imminent danger to the safety and health of the
workers and suggesting corrective measures.

 Reviewing the implementation of the recommentation

made by it.
3/25/2019 2:04 AM 39
 TOOL BOX TALK

3/25/2019 2:04 AM 40
 Short talks that focus on a specific topic e.g. manual
handling, working at heights etc.

 Allow you and your workers to explore the risks of

specific health and safety issues and think about
ways to deal with them.

 Help inform inexperienced workers and provide

reminders to experienced workers of correct control
measures.
 Encourage worker engagement.

 Help support a planned series of site

observations.

 Encourage health and safety to become

everyone’s responsibility.
Preparing for your Toolbox
Talk
 Who should present?

TT’s:

 Don’t need to be an expert but…

 Some experience of training is useful.

 Good presentation skills are essential.

 Presenter needs to be serious about health

and safety and take the TT seriously.
 What should a TT cover?

 TT should cover specific issues that you have

identified from walking around the site, issues raised
during SB’s or those which cause the most accidents
or near misses on site.
 Examples:

 Manual handling

 Slips and trips

 Asbestos

 Noise induced hearing loss

 Bad backs

 Hand Arm Vibration Syndrome

 How to structure and
deliver your Toolbox Talk
 How to structure your TT:

 Allow enough time e.g. 10-15 minutes.

 Have a beginning, middle and an end.
 Tell workers you will be asking if they have any
questions as you go along.
 Tell them not to be afraid to ask.
 Do not assume you need to know all the
information – draw on others’ experience.
 Do not read from a script. You will lose the
interest of your audience if you do!
 How to begin a TT:
 Get the attention of workers quickly by showing
enthusiasm and professionalism.
 Give them a reason for being there which will
mean something to them.
 Give them some numbers to think about such as
the number of days lost due to injury or the
number of fatalities.
 Let them know which hazards are associated
with the site.
 How to deliver a TT – TOP TIPS!

 Know your material.

 Don’t get side tracked by other topics.
 Make eye-contact.
 Involve staff using open questions.
 Summarise key points.
 Make sure your voice carries to the back of
the room.
 Avoid talking like a robot.
 Don’t speak too quickly or too slowly.
 If you get nervous breathe slowly and deeply.
 Keep an eye on your timings.
 How to follow-up a TT

 Give out feedback sheets at the end of the

sessions.
 Talk about some of the issues raised during
the TT during your walkabouts.
 Focus your site observations on the specific
topic presented at the TT.
 SAFETY KAIZEN

3/25/2019 2:04 AM 51
Conducting a Kaizen
Content:
• What is a Kaizen?
• Why Kaizen?
• Stages of Kaizen
• Planning and Preparation
• Event
• Report out
• Follow-up
• Appendix
What is Kaizen?
Kaizen
• is a tool to rapidly improve work as part of the PDCA cycle
• is a tool for implementing Rule 4 of the Rules-In-Use
• goals must align with the business objectives

2. Design 3. Do
(Plan)

1. Customer
Needs
5. Improve 4. Feedback
(Act) (Check)

Meeting Customer Needs:

• Internal/External
• Shareholders
• Employees
• Community
Why Kaizen?
Content:
• What is a Kaizen?
• Why Kaizen?
• Stages of Kaizen
• Planning and Preparation
• Event
• Report out
• Follow-up
• Appendix
Planning and Preparation

There are 5 basic steps:

• Identify the business case.

• Set goals.

• Select the team.

• Collect baseline data.

• Plan to support the Kaizen activity.

Identify the Business Case

The business case is the launching pad for a kaizen and is defined as a
discrepancy between our customer's expectations and our current processes.

The business case creates the focus for the kaizen and is documented on an
A3. Examples of a business case for a kaizen include:

• Reduce lead times

• Increase delivery performance
• Eliminate scrap
• Reduce inventories Eliminate the Gap!
• Increase capacity
• Eliminate bottlenecks
• Reduce changeover time
• Reduce machine failures
• Quality improvements

Customer
Set Goals

• Measurable
•Examples: Time, Money, Defects

• Align with the company’s strategic goals and identified by the

Plant A3 and Value Stream Map
•Safety, Quality, Delivery, Cost

• Stretch but realistic (target at least 50% improvement)

• Should result in a new process or new standard

• Documented on the an A3

• 1 improvement idea per team member, PER

OBSERVATION (6-7 ideas per person total)
Select the Team

• Team size should be based on the area(s) being kaizened.

• A trained Facilitator and a Team Leader for each Team

• Typically 4-6 people per machine or process

• Every team member should be chosen for a specific reason

•Management
•“Different Set of Eyes”
•Customers and Suppliers (internal or external)
•Experts (people who actually do the work)
•Maintenance
•Change Agents and “CAVE Men”
Collect Baseline Data

Baseline data is collected to document the current condition and assist in

setting the goals. This information may include the following:

Space Constraints Lead Time

Inventory Scrap Rate
Productivity Takt Time
Cycle Time Safety/Ergonomics - Loss
5-S Visual Measurement
Customer Satisfaction (NPS) Current Standard Work

The background information is used to produce a Value-Stream Map or

Process Map by the Facilitator or Team Leaders for the problem being
addressed by the Kaizen.
Plan to Support Kaizen
While the goal of a Kaizen is to work around the process, interruptions are
inevitable as improvements are implemented. Success requires action prior
to the Kaizen. Items to consider:

• Set maintenance support to cover Kaizen needs

• Perform moves that can be identified prior to Kaizen
• Set labor to cover customer needs during the Kaizen or work
ahead
• Adjust work scheduled and flowed through selected area
during Kaizen
• Create a “claw-back” or “recovery” plan to be instituted after
Kaizen if necessary
Content:
• What is a Kaizen?
• Stages of Kaizen
• Planning and Preparation
• Event
• Report out
• Follow-up
• Appendix
Schedule for the Kaizen
Monday Tuesday Wednesday Thursday Friday

7:30 AM Preparation / Group Meeting Preparation / Group Meeting

8:00 AM Introduction and Training Report out Preparation

Kaizen Activity Kaizen Activity

9:00 AM
Kaizen Activity Report Out - Plant and Senior
Leadership / Sametime
10:00 AM Meeting

Kaizen Trial Kaizen Trial

11:00 AM Kaizen Trial
Report Out follow-up

12:00 PM
Travel Lunch Lunch Lunch

(Pre-Event meeting with

1:00 PM
Facilitators/Team Leaders)

Kaizen Activity Kaizen Activity

2:00 PM Verification and Final
Implementation

3:00 PM Travel

Kaizen Trial Kaizen Trial

4:00 PM Report out Preparation

5:00 PM
Daily Summary Daily Summary Daily Summary

6:00 PM
Stages of the Kaizen
The Standard Work elements of a Kaizen are:

Start Document
Reality
Document Reality

Document the Current Process. We need to understand how processes are

performed today (may be done prior to Kaizen as well).

Document
Documentation Includes: Reality

• Spaghetti Chart
• Observation Sheet *
• Standard Work Combination Table *
• Balance Table
• Layout
• 5S & Safety Audit
• Process definition (volume, mix, difficulty levels)
* One for each operator

Take the time to validate the baseline information and understand what is
happening in the area.
Stages of the Kaizen
The Standard Work elements of a Kaizen are:

Start Document
Reality

Identify
Waste
Identify Waste

Those eight elements that do not increase the value of a product or

service, but only increase cost.

Identify
Attack items that impact Waste
• Process Flow
• Material Flow
• Information Flow
Stages of the Kaizen
The Standard Work elements of a Kaizen are:

Start Document
Reality

Identify
Waste

Plan
Countermeasures
Plan Countermeasures

• Focus on the things that can be done within the kaizen

• Bias for action vs. planning and analysis

• Think within the boundaries of the Lean Plan

process (IDEAL) Countermeasures
• Single-piece flow
• Minimum inventory
• At TAKT time
• Pull production vs. Push production

• Low cost solutions, creativity before money

• Right-sized resources

• Maximum waste elimination

Stages of the Kaizen
The Standard Work elements of a Kaizen are:

Start Document
Reality

Identify
Waste

Plan
Countermeasures
Reality
Check
Reality Check

Reality
Check
Problem/Countermeasure Tracking

• The Facilitator and Team Leaders review the countermeasures

and the to-do list to ensure:

• Proper Direction
• Countermeasures are the proper Lean solutions

• If necessary, course corrections are made

• The plant Lean Facilitator approves the plan

Stages of the Kaizen
The Standard Work elements of a Kaizen are:

Start Document
Reality

Identify
Waste

Plan
Countermeasures
Reality Make Changes
Check
Make Changes

• Bias for action, Just Do It!!

• Use the Kaizen Implementation Report to document the change

• Do not dictate how things will be done. Ask team members, build coalition

• Hold progress meetings each day: morning, afternoon, or end of day

• Keep Kaizen homework updated with the use of the Kaizen Newspaper

• Remember: Pre-kaizen planning for possible “moves” may be needed to

prepare support services
Make Changes
Stages of the Kaizen
The Standard Work elements of a Kaizen are:

Start Document
Reality

Identify
Waste

Plan
Countermeasures
Reality Make Changes
Check Verify Change
Verify Change

Verify Change

• Observe again

• Results Achieved?

• If not, go back and make additional changes

• Repeat the cycle – observe, implement changes, evaluate

Stages of the Kaizen
The Standard Work elements of a Kaizen are:

Start Document
Reality

Identify
Waste

Measure
Results

Plan
Countermeasures
Reality Make Changes
Check Verify Change
Measure Results

Measure
Results

• Did waste get eliminated?

• Can improvements be sustained?

• Are improvements aligned with business objectives?

• Is there a possibility of negative unintended consequences?

• Were kaizen and individual improvement objectives achieved?

Stages of the Kaizen
The Standard Work elements of a Kaizen are:

Start Document
Reality
Make this
the Standard
Identify
Waste

Measure
Results

Plan
Countermeasures
Reality Make Changes
Check Verify Change
Make this the Standard

• Establish visual controls (boards, taping, signs, etc.) to ensure

progress is maintained.

• Make visual controls understandable to the casual observer.

• Visibly post open actions (Kaizen Newspaper) and leave posted

until completed.

• Lean Facilitator to help establish control and counsel on the

kaizen closure.
Make this
• Results must be repeatable and sustainable. the
standard
Celebration

Celebrate the success (but not too long) because now you

Do It
Again
Stages of the Kaizen
The Standard Work elements of a Kaizen are:
Do It
Again Celebrate
Start Document
Reality
Make this
the Standard
Identify
Waste

Results:
A new way of work Measure
Results

Plan
Countermeasures
Reality Make Changes
Check Verify Change
Content:
• What is a Kaizen?
• Stages of Kaizen
• Planning and Preparation
• Event
• Report out
• Follow-up
• Appendix
Report Out Content

• Title page
• Team Participants with Photo
• A3, Value Stream Map, or Progress Control Board information to
ensure alignment with business objectives.
• Goals of Kaizen
• Information or Examples showing Lean tool usage that may include:
• Before / After Photos
• Kaizen Implementation Reports
• Spaghetti Diagrams
• Control Charts
• Homework (Kaizen Newspaper)
• Lessons Learned
• Summary

Sample slides from previous report outs are in the appendix

Content:
• What is a Kaizen?
• Stages of Kaizen
• Planning and Preparation
• Event
• Report out
• Follow-up
• Appendix
Follow-up

After the kaizen, the focus must be placed on ensuring that the improvements
continue.

This is done by:

• Reflection with the participants to determine where the kaizen needs

improvement.

• Aggressive follow-up on open Kaizen Newspaper action items by

Black Belt and plant management
• Establish post-kaizen ownership team, include on the Kaizen
Newspaper, and leave in place until open items are closed.

• Development of an “Information Control Center,” providing a visual

and immediate observation of continuous improvement

• Random reviews by plant management. GEMBA

• Floor walkthroughs
• Plant assessments
ONE POINT LESSON

3/25/2019 2:04 AM 88
What is an OPL?
 A tool to convey information.

 Designed to enhance knowledge and skills in a short

time, at the right time, whenever needed.

 To upgrade levels of expertise by having individuals

study, learn and then train others in the knowledge or
skill.

3/25/2019 2:04 AM 89
Who Creates OPL’s?
 Everyone!

 Operators, Mechanics, Managers, Supervisors,

Engineers, Office staff, etc.

 We are all responsible for upgrading the knowledge

and skills of each other.

3/25/2019 2:04 AM 90
When Do You Create A OPL?
 Anytime it makes sense to convey some knowledge or
skill to others.
 Safety, Health or Environmental issues.
 Quality requirements/improvements.
 Productivity requirements/improvements.
 To reinforce existing procedures.
 To explain new procedures or equipment.
 Anything from how to wash hands to how to handle a
changeover on a specific line.

3/25/2019 2:04 AM 91
Guidelines to create OPL
 Make it clear.

 A picture is worth a thousand words

 Know who your audience is.

 If possible show correct vs. incorrect

process/method/etc.
 Keep it simple.

 Hand drawn where possible.

3/25/2019 2:04 AM 92
PARTICIPATIVE SAFETY ACTIVITIES
 In general, the greater the employee participation in
the safety programming ,the more effective it will be.
There fore the organized safety program should
include as many activities in which workmen can take
part. Such activities include
 Safety campaign.
 Safety contests
 Safety meetings
 Safety suggestion systems
 Safety posters
 Safety signs and symbols
3/25/2019 2:04 AM 93
SAFETY CAMPAIGNS
 The value of occasional safety campaigns to
accomplish a specific purpose has been much
discussed
 Campaigns are of undoubted value if properly timed
and properly conducted
 They are in need when a special situation arises that
calls for a general quickening of safety interest
 Good planning and good leadership are required
 The major drawback is after it is over, there is letdown

3/25/2019 2:04 AM 94
SAFETY CONTEST
 They are probably the most widely used of all devices
for promoting safety interest and safety effort
 They are used to develop a spirit of rivalry in the
interest of safety between individuals in a department,
departments in a plant etc.
 The development, promotion and sponsorship of
safety contest rendered by state and community safety
councils
 The success of the safety contest should not be judged
mainly by the excellence of the winning performance
or the attendance and the enthusiasm
3/25/2019 2:04 AM 95
SAFETY MEETING
 Safety meetings are standard practice in
establishments whose safety performance is good or
superior
 They are routine in production and adding safety is
nearly a step in the incorporation of safety into all
phases of the plant activity
 Some have meetings weekly or bimonthly or monthly

3/25/2019 2:04 AM 96
SAFETY SUGGESTION SYSTEMS
 Every management should realize that the aggregate
brain power and resourcefulness of its rank and file
workmen is a veritable gold mine of ideas if it can be
tapped.

3/25/2019 2:04 AM 97
SAFETY POSTER
 Display of safety posters plays important role in safety
publicity

 Reminding employees about common features that

cause accident

 Readymade and home –produced

3/25/2019 2:04 AM 98
SAFETY SIGNS AND SYMBOLS
 Warning and reminding about the danger at work place

 Are of three types and painted in specific colors

1. Indicate fire equipment, emergency stop controls, danger

areas – in red color

2. Displays general safety information such as emergency

exit routes, safety appliances – green, white, black etc.

3. Caution for hazards like unguarded pits, falling objects –

generally in yellow color

3/25/2019 2:04 AM 99
3/25/2019 2:04 AM 100
SAFETY INCENTATIVE PROGRAMME
 Incentives increase safety awareness.

 Safety becomes more interesting.

 Employees value recognition; it shows that

management is paying attention.

 Incentives can also produce positive results if you

incorporate them into a program that requires some
type of safety activity to make the person or group
3/25/2019 2:04 AM 101
 eligible for the prize, such as doing safety observations
or near-miss reports.

 Incentives are a good public relations tool for the

safety department or safety committee.

3/25/2019 2:04 AM 102

SAFETY AWARDS
 Significant Improvement Award
 Lift Truck Operator Award
 Superior Safety Performance Award
 Perfect Record Award
 The Million Work Hours Award
 Hazard Recognition Award
 Safety Leadership Award
 Occupational Excellence Achievement Award
 The Milestone Award
3/25/2019 2:04 AM 103
SIGNIFICANT IMPROVEMENT
AWARD
The National Safety Council recognizes organizations that
have a 20%-or-more year-over-year reduction in employee
injuries and illness. Order your plaque or certificate today.
Criteria include:
 20% reduction in injuries and illnesses over previous
calendar year
 Maintenance or reduction in number of fatalities over
previous calendar year
 Maximum allowable injuries and illnesses for eligibility are
at the discretion of NSC
 Based on self-reported data
3/25/2019 2:04 AM 104
LIFT TRUCK OPERATOR AWARD
 The NSC Lift Truck Operator Award provides
recognition for outstanding safety practices to
companies, units and/or facilities that have completed
a minimum of 480 consecutive hours without
incurring an occupational reportable accident and/or
injury while operating a lift truck. Qualifying
organizations can purchase a Lift Truck Operator
Award to display at their organization.

3/25/2019 2:04 AM 105

SUPERIOR SAFETY PERFORMANCE
AWARD
The National Safety Council recognizes organizations
that have achieved 10 or more consecutive years
without an occupational injury or illness resulting in
days away from work.
Criteria include:
 Zero work-related illnesses involving time away from
work within a consecutive 10-year period
 Zero injuries involving time away from work in a
consecutive 10-year period
 Zero fatalities in a consecutive 10-year period
3/25/2019 2:04 AM 106
PERFECT RECORD AWARD
 The National Safety Council’s Perfect Record Award
recognizes individuals, companies, units and/or
facilities that have completed a period of at least 12
consecutive months without incurring an occupational
injury or illness that resulted in days away from work
or death.

3/25/2019 2:04 AM 107

THE MILLION WORK HOURS
AWARD
The National Safety Council recognizes organizations that
have completed a period of at least 1 million consecutive
work hours without an occupational injury or illness
resulting in days away from work.
Criteria include:
 Zero work-related illnesses involving time away from work
for at least 1 million consecutive work hours
 Zero injuries involving time away from work for at least 1
million consecutive work hours
 Zero fatalities for at least 1 million consecutive work hours
 Based on self-reported data
3/25/2019 2:04 AM 108
HAZARD RECOGNITION AWARD
This award, a distinguished mark on an employee's
career, recognizes the person on your team who may
have saved lives through hazard recognition.
Criteria include:
 The Achievement Award honors an individual who has
contributed to the success of the hazard recognition
program by recognizing and reporting current and
potential hazards, serving on a hazard recognition
committee, and completing safety walks and
assessments

3/25/2019 2:04 AM 109

  The Outstanding Service Award recognizes an
individual who has created a safer work environment
by showing employees how to recognize hazards,
maintaining a system to report hazards and
maintaining a system to acknowledge employee
participation and engagement in the program

3/25/2019 2:04 AM 110

SAFETY LEADERSHIP AWARD
The National Safety Council recognizes organizations
that have achieved five or more consecutive years
without an occupational injury or illness resulting in
days away from work.
Criteria include:
 Zero injuries involving time away from work in a
consecutive five-year period
 Zero fatalities in a consecutive five-year period
 Zero work-related illnesses involving time away from
work within a consecutive five-year period
3/25/2019 2:04 AM 111
OCCUPATIONAL EXCELLENCE
ACHIEVEMENT AWARD
The National Safety Council recognizes organizations
with injury and illness records better than or equal to
50% of the Bureau of Labor Statistics for their NAICS
code.
Criteria include:
 Lost workday case incident rate better than or equal to
50% of the BLS rating for your NAICS code in the past
calendar year
 Zero fatalities during previous calendar year
 Based on self-reported data
3/25/2019 2:04 AM 112
THE MILESTONE AWARD
The National Safety Council recognizes organizations
that have completed a period of 30 or more
consecutive days without an occupational injury or
illness resulting in days away from work.
Criteria include:
 Zero work-related illnesses involving time away from
work for a period of 30 consecutive days
 Zero injuries involving time away from work for a
period of 30 consecutive days
 Zero fatalities for a period of 30 consecutive days
3/25/2019 2:04 AM 113