What do you do if safety programs and initiatives are not achieving their intended goals?

So for me, my answer here is: Assess Data Carefully examining the data from your safety programs is the first step towards improvement. Look for patterns or recurring issues that could indicate why the initiatives are not effective. This analysis should be thorough and include feedback from employees, as they are often the first to notice areas where safety measures may be lacking. With a clear understanding of the data, you can begin to pinpoint specific problems and develop strategies to address them.

You need first look at why you are doing the program. Is it to resolve a particular issue or to develop a safety process. There is typically an overload of safety programs and workers tend to get “initiative fatigue”. Is the program designed to support an existing company strategic objective? If not then why is it being implemented? Think very carefully whether you actually need to do the program before commencing.

'Insanity is doing the same thing over and over again and expecting different results. ' The same applies to us in Safety, we have to try new ways, different methodologies, use innovative tools to be able to achieve real and sustainable changes in the safety culture. For example, if we have already trained the workers and they continue without applying what they have learned, we must change the teaching methodology: leave the master classes for practical activities, replace the pedagogy techniques with tools of andragogy, which the worker instead of Being a spectator becomes the protagonist of safety training.

If safety programs and initiatives aren't meeting their goals, it's essential to assess why. Consider evaluating the effectiveness of current strategies, gathering feedback from participants, identifying gaps in implementation, and exploring alternative approaches. It may also be necessary to revise policies, enhance training, or allocate additional resources to address shortcomings. Regular monitoring and adaptation are key to ensuring safety measures are effective and responsive to evolving needs.

Alright, let's dive in: first off, crunch those numbers from your safety programs like a pro. Hunt down any trends or red flags that might hint at why things aren't clicking. And don't sleep on employee feedback—they're the boots on the ground, after all. Once you've got the scoop, zoom in on the real issues and cook up some solid strategies to tackle 'em head-on. It's all about digging deep, listening up, and making moves to keep your crew safe and sound.

Engagement leads to valuable insights from those on the front line, offering a clearer understanding of what's working and what's not. We've found that actively involving teams in the development and review of safety programs ensures that these initiatives are practical, relevant, and effectively address real-world challenges. This collaborative approach not only boosts morale and ownership but also enhances the effectiveness of our safety strategies, leading to more sustainable and impactful outcomes.

I would probably have team discussions and get the feedback during the meeting. Along with that also have polls and collect feedback this gives more idea on why the safety measures are failing. Listen to your employees

Here's the deal: when safety programs ain't cutting it, get your squad in on the action. Open up that convo with everyone—from the top dogs to the frontliners. Their firsthand stories and ideas? Pure gold. It's all about tapping into that street smarts and experience to plug the holes in your safety game. Plus, when everyone's pitching in, you're building a tight-knit safety culture where everyone's got each other's backs. And trust me, that's the secret sauce to leveling up your safety game big time.

Reassess the goals and initiatives, make them more realistic, or attainable. Bring in new workers for fresh perspectives and ideas. Incorporate more people.

Talk to your staff to get their input. They might have good ideas about how to make the safety programs better. By involving them, you not only find out what's not working but also create a culture where everyone cares about safety.

Time to shake things up with your training game. If safety's taking a hit, it's time for a makeover. Make sure your training hits the bullseye: relevant, fun, and covering all the bases. From safety procedures to emergency responses, leave no stone unturned. And hey, it's not just about the what—it's about the why too. Make sure your team gets why safety's so darn important. When they're invested, they're more likely to stick to the script. So, revamp that training, spark that commitment, and watch your safety game level up.

In my experience I think training should be revamped, after time the same information becomes the same old boring info, when you revamp the training it helps stimulate the team's brain and keeps them sharp. This will open them up to notice new hazards and possibly new steps they are taking in production. Maybe even to identify any short cuts they are taking that are not safe.

If safety programs and initiatives are not achieving their intended goals, particularly concerning updated training, it's crucial to reassess and pivot strategies. Begin by conducting a comprehensive evaluation to identify gaps and areas for improvement. Engage stakeholders to gather insights and perspectives. Implement targeted training enhancements based on identified deficiencies. Regularly monitor progress and adapt strategies as needed to ensure continuous improvement and alignment with safety objectives. Remember, flexibility and proactive adjustments are key to fostering a culture of safety excellence.

Ensure that training is relevant, engaging, and comprehensive, covering all necessary safety procedures and emergency responses. It's essential that employees not only understand the 'what' but also the 'why' behind each safety protocol to foster a deeper commitment to following them.

In my experience Revamping your training programs can be an effective response to safety initiatives that aren't hitting their marks. Ensure that training is relevant, engaging, and comprehensive, covering all necessary safety procedures and emergency responses. It's essential that employees not only understand the 'what' but also the 'why' behind each safety protocol to foster a deeper commitment to following them.

Listen up, if your safety programs ain't cutting it, it might be time to give those policies a facelift. Take a hard look and see where they're falling short. It might mean tightening up some procedures or bringing in fresh rules to tackle those risks head-on. Just remember: your policies gotta be crystal clear, something you can actually enforce, and up-to-date with the latest industry standards. Get those policies in shape, and you'll see your safety game level up real quick.

Reviewing and modifying policies is essential when safety programs fall short. My experience, including at the Cuban Railways Union (UFC), underscores the importance of policies that accurately reflect current risks and standards. Adjusting policies to make them clearer, more enforceable, and in line with industry regulations can significantly improve safety outcomes. Recommendations: 1. Conduct a thorough review of existing policies against current risks and standards. 2. Adjust procedures to tighten safety measures where needed. 3. Ensure policies are clear and align with the latest regulations. Adapting policies to evolving workplace environments enhances safety and compliance.

If your safety programs are not working as expected, it could be because of the policies. Review and change them to make them better. This might mean making some rules stricter or adding new ones to deal with the risks your employees have. Make sure the policies are easy to understand, clear, and should convey to all the employees from top to bottom and policies should follow the latest industry rules and standards.

Most businesses/organizations often sacrifice their need for safety for their need to meet targets and make profit. It is important to note that safety may have a cost, but lack of safety has consequences which are oftentimes very dire and irreparable. Therefore security policies and procedures must be carefully audited and updated regularly following a thorough risk assessment so as to include security challenges which may have been overlooked or ignored ab initio

Modifying safety policies,reviewing,tighten the procedures, modify the Safety culture and monitor all these so as to optimize better output.

Alright, let's keep tabs on those changes. Set up a system to track how your safety upgrades are holding up. Think regular safety audits, incident tracking, and keeping those feedback channels wide open with your team. By staying on top of how things are playing out, you can fine-tune your approach as needed. It's all about keeping that safety train chugging along toward continuous improvement.

Planning, doing, checking and action formally known as the pdcl cycle will do. The deming cycle helps in continously improvement process.

One thing I have found useful is to work directly with the team members. This means working side by side to evaluate the daily tasks that the team member is faced with, conducting audits, even handing out suggestion forms will help to monitor the progress and keep the safety culture moving in the right direction.

Monitoring progress is key after implementing safety changes. In my roles, particularly at the Cuban Railways Union (UFC), establishing a system for continuous safety evaluation was pivotal. This ensures that any adjustments to safety initiatives are timely and effective. Steps to consider: 1. Implement regular safety audits and incident tracking to gauge effectiveness. 2. Encourage ongoing employee feedback to identify areas for improvement. 3. Adjust initiatives based on data and feedback for continuous safety enhancement. Continuous monitoring and adaptation foster an environment of perpetual safety improvement.

To monitor the progress of safety programs and initiatives, you can use various methods. Regularly tracking and analyzing safety data, such as incident reports and near-miss incidents, can provide insights into the effectiveness of the programs. Conducting safety audits and inspections can help identify any gaps or areas for improvement. Additionally, seeking feedback from employees and conducting surveys or focus groups can provide valuable input on the perceived effectiveness of the initiatives. - Ohipeni Prosper

Safety ain't just a one-time thing—it's a way of life. Get your team on board by making safety everyone's business. Encourage 'em to own up to their safety and watch out for each other. And hey, don't forget to give props for safe moves—let 'em know you appreciate it. When safety's in everyone's DNA, that's when your initiatives really take off. So, build that safety vibe, and watch your success skyrocket in the long run.

To reinforce safety culture, lead by example, communicate openly, provide training, recognize and reward, involve employees, continuously improve, and use visual reminders. - Ohipeni Prosper

Research shows positive reinforcement has been found to b e more powerful than negative reinforcement over time. A just culture is essential for behavioural safety.

Siempre va a dar mejor resultados el refuerzo positivo. Pero un refuerzo donde se valore a la persona, al trabajador sus ideas y sus iniciativas. Debemos promover el liderazgo visible, el empoderamiento ya que ellos son quienes nos ayudan a hacer nuestro trabajo.

Quando falamos de cultura fica evidente que o tema é muito amplo e complexo para uma definição simples. Pois uma cultura dificilmente é mudada de uma dia para o outro. Quando falamos de cultura de EHS ela precisa estar muito clara em todas políticas e programas de uma empresa e através desta consistência ela se torna algo natural e prático de ser vivido por todos os colaboradores. A partir desta, aquilo que deveria ser apenas uma obrigação no meio profissional se torna algo pessoal e passa a ser praticado fora das empresa e compartilhado no ambiente familiar.

If our safety program isn't effectively reducing injuries to zero, it might be time to reassess and improve it. Consider conducting a thorough review to identify gaps or weaknesses, involve employees in the process to gather insights, update safety protocols, provide additional training, and regularly evaluate and adjust the program as needed. Additionally, prioritize a culture of safety throughout the organization to ensure everyone is committed to preventing injuries.

If safety is falling apart on a building project, it’s due to one of two things. 1/ Desperation to make progress without safety being considered. 2/ The people in charge lack knowledge of the standards that apply to the industry. If either are being allowed to exert too much influence, it’s time to helicopter in experienced site supervision before the Regulator wakes up to it and closes the project down. It’s happened, it will happen again.

Safety is leadership driven, if safety programs, initiative and campaigns are not reflecting on the intended outcome or desire outcome, its time to re-assess the workplace practices and procedures. Visibility of leadership at workplace, engaging with asset facing employees , understanding and validating their proficiency. Working with contractors, encouraging them and giving positive feedback for improvement. Consultation with First line of leadership, involving them in workplace to constantly capture the pulse of shop floor to improve. Involving each individual to the common goal of making the workplace a safer place - free of unsafe conditions/acts. Monitoring,reviewing & improving performance through impactful governance.

A bit far out but, my take is that this originates from the lack of confidence between employees and the leadership / corporation. People don’t follow who they don’t trust so this relationship needs to be rebuilt through recommitting and consistent actions that will bring about engagement, follow through, motivation, etc. Employees are no fools, they know when you’re BS’ing them and can sense when any leader (and yes, even safety leadership) don’t really believe what you preach (“safety first” “we care about you” etc). Being genuine goes a long way to achieve success in safety.

Did you get by in up front for your initiative or goal? Doing the same thinking over and over again and expecting different results is the very definition of CRAZY.