Effective safety management leadership

Scope

Management commitment to safety is crucial and requires the establishment of clearly stated policies, goals and objectives, and procedures regarding health and safety. Policies and goals serve as the foundation of safety and health management and communicate the value that safety has in the organization. Policies also communicate the value that safety has in the organization and is the basic point of reference for all decisions affecting safety and health. Procedures direct employees on what is expected of them. Safety needs to be a front-line function with management visible and involved at all levels.

Regulatory citations

General Duty Clause — OSHA Act of 1970 requiring a workplace free of hazards.

Key definitions

• Objective: A measurable short-term, positive step established to meet a specific goal.
• Policy: A recognized, written statement of an organization’s fundamental approach established to achieve acceptable results.
• Procedure: An established series of actions conducted in a specific order or manner. It is the “how” employees meet objectives.

Summary of requirements

OSHA requires employers to provide a workplace free of recognized hazards. This requires a commitment of management toward an effective health and safety program.

Four of the most common indicators of effective, visible safety leadership include:

• Establishing a safety policy statement,
• Giving priority to safety goals and objectives and communicating an action plan,
• Displaying visible top management involvement, and
• Placing safety as a line function.

Safety policies communicate the value that safety has in the organization and is the basic point of reference for all decisions affecting safety and health. Goals and measurable objectives are desired accomplishments to be achieved. For safety and health, these should include:

• Numerical goals such as zero injuries or “X” number of near misses to be reported.
• Descriptive goals such as performing “X” number of hazard assessments or inspections in a quarter.

Visible top management involvement includes:

• Demonstrating that safety and health are as important as other objectives,
• Allocating appropriate resources for safety,
• Giving authority to carry out responsibilities given for safety,
• “Walking the talk” or doing what is asked of others, and
• Recognizing workers that are working safely.

Allowing safety to be a line function involves:

• Granting supervisors and managers the authority to ensure work is done safely,
• Maintaining an open line of communication regarding safety changes or requirements, and
• Allocating appropriate resources for safety.