Zero Accident Culture

Waste and Recycling Report Card: Mid-term Review

Successful companies have 20/20 vision in regards to past and potential future incidents. Goal setting and measuring is vital to continue on a productive path towards zero accidents and zero tolerance for unsafe habits.

John Wayhart

Your company’s results say a lot about the people who lead, motivate, hire, supervise and reward within. Last issue, we talked about new employee orientation, but now it’s already halfway through the year … how is your new employee and waste or recycling business performing? Are you seeing results? Use Chart 1 to track your mid-term report card for 2012. To achieve a Grade A and see the most measurable impact in productivity, time, Experience Modification Rating (EMR), insurance costs and bottom line, let’s look at each part of the process for a Zero Accident Culture (ZAC).

Corporate Safety Mission Statement

Ownership and Senior Management team fully support and have signed off on a corporate safety mission statement. This is used as a backdrop in production, operational and safety meetings, as well as in the hiring process and new employee orientation. In the event of an injury or near miss, the employee is reminded of the company’s commitment to workplace excellence.

ROI = ROI (Return on Investment = Reach of Influence)

Your company’s Reach of Influence regarding workplace excellence and safety is 100 percent of the working environment. Owners, Senior Executives, Front Line Supervisors and Human Resource Directors are all strong advocates and supporters of workplace safety initiatives. Using outside resources/vendors has also been extremely strategic in advancing workplace safety.

S.L.E.E.P.: Severity Loss Evaluation and Elimination Plan

This risk evaluation plan has been completed and the results have been communicated to every employee within the organization. Steps have been made to eliminate severity exposures, and safety awareness training has been completed or scheduled. This will be an ongoing process for safety committee members to ensure all known severity exposures have been properly eliminated and new ones have been recognized and communicated to fellow employees.

Hiring Process

The recruiting process is geared toward selecting the very best and qualified person for the job. The selection process is strategically aligned with a series of behavioral safety practices, expectations and requirements so the candidate already begins to formulate a desired safety responsibility before their first day on the job. Each person who interviews the candidate is involved in helping advance the responsibility of workplace excellence in regards to safety.

New Employee Orientation (NEO)

For every new employee’s first day on the job, there is a specific time set aside to review the Corporate Safety Mission Statement, as well as meet with a Senior Executive, Immediate Supervisor and possible mentors who enthusiastically provide the new employee with workplace excellence and safety standards. At this time, a culture of zero accidents is also reinforced to the entire team working with a new employee.

Rethinking Safety Committees

Production and safety meetings are designed to make things happen that will have a financial and operational impact for the organization. Progress reports are maintained and reviewed at these meetings, along with delegated responsibilities to ensure safety initiatives will be completed.

Injury Review Process

When someone is injured on the job, it is treated with utmost care and respect. The injured employee, immediate supervisor and incident are evaluated until a root cause has been reached and agreed upon. The evaluation and findings will be communicated to all employees for a complete understanding of the lesson at hand. This process is done immediately and viewed as a priority.

Employee Buy-In

When employees are left on their own, what do they do? How do they behave? This in essence is the definition of workplace culture or a personal brand. Evaluating this stage of the process is difficult, yet, when it is good or bad, you know. Are we pulling in outside resources, such as the local fire, police, and emergency medical technicians to tour our operations or train our people? Do we leverage our insurance broker or carrier to assist in safety? Are there employees who are trained in CPR or first aid that we can ask for assistance? How many people do we have who are making things happen and doing the right things on their own free will?

Quantification

There are financial or operational goals and objectives the company has established that are being tracked, evaluated and publically communicated. Financial incentives for managers and employees who represent and uphold safe practices is built into part of the compensation program. There are numerous quantitative analyses performed, including EMR, frequency and severity rates, lost time incidents, days away from work, modified duty and day of reporting.

Celebrate Success

The company has a formalized way to celebrate certain achievements set forth on a monthly, quarterly or annual basis. This is a time to reflect upon what was positive and where we are heading as it pertains to workplace excellence. Celebrating safety achievements brings life and enthusiasm to the program and keeps ZAC top of mind. Reward those individuals who have done great work and provide reflection/motivation for everyone to continue success.

Key Mid-term Reporting Takeaways

Successful companies have 20/20 vision in regards to past and potential future incidents. Goal setting and measuring is vital to continue on a productive path towards zero accidents and zero tolerance for unsafe habits. As the old saying goes, “What gets measured, gets done”. Now, what’s your half-time speech and grade for workplace safety in 2012?

John Wayhart is a Senior Vice President at Assurance Agency (Schaumburg, IL). With more than 29 years in the insurance and risk management industry, his expertise lies in providing solutions for a wide range of businesses including the waste and recycling industry. In the 1989, John trademarked the Zero Accident Culture® and continues to teach, coach and mentor this process to help drive down the cost of risk to improve operational effectiveness and financial results. This successful approach to insurance and risk advocacy is indeed a market differentiator. John can be reached at (847) 463-7161 or [email protected].