Workplace Safety Management and Equipment Design

Links to Headings in this document.

Management Responsibility for Workplace Accident Prevention
Basic Elements of Workplace Safety Programming

MANAGEMENT RESPONSIBILITY FOR WORKPLACE ACCIDENT PREVENTION

The cornerstone of any business activity, including workplace safety management activity and the prevention of accidents related to workplace environments -- is management, starting with top management. The success of workplace safety programming most essentially depends on top workplace management's knowledge about workplace safety, their demonstrated personal involvement and positive attitude toward workplace safety, what they expect from others regarding the day-to-day conduct of safety activity, and how much time, money, and staff resources they will invest in it.

One of the primary responsibilities of business management, and those with technical control of workplace environments and activities, is some form of "production" (useful work that produces some form of "product" or provides some form of "service"). Management and technical personnel (owners, engineers, designers, corporate executives, managers, supervisors, and other trained management or technical personnel) who control or influence the design or operation of workplace environments and activities, to various degrees, are ultimately responsible for the planning and control of the "assets of production." Assets of production typically include capital (facilities, equipment, production materials) and labor (workers). A universal business management responsibility is to "protect and secure" such assets of production for future use. Business managers (employers) typically state that their employees and other workers who assist in conducting their business are their "greatest asset." For this and other reasons associated with the exercise of ordinary (prudent) care for the safety of others, the protection of the health and safety of employees and others who may be exposed to workplace hazards is a primary function and responsibility of management and technical personnel having control over workplace facilities, equipment, workplace activities, and the potential hazards to which employees and others may be exposed.

Compared to their employees and others who may be exposed to various workplace hazards associated with their business, top management and technical personnel have a higher degree of access to relevant safety information concerning reasonably foreseeable hazards associated with their business; a higher degree of overall technical knowledge relative to workplace related hazards and accident prevention; the highest degree of control (if not exclusive control) over the safety features incorporated into workplace facilities and equipment; and the exclusive ability to dictate policy and enforce work practices relative to workplace safety. As these factors will have a profound effect on the risks and resulting injuries to which their employees and others will be exposed, reasonably prudent action on the part of workplace management and technical personnel must focus on the establishment of the basic elements of workplace accident prevention programming, and the control of reasonably anticipated workplace hazards.

To achieve success in workplace safety, all levels of management must be convinced that accident prevention is of paramount importance and an essential part of their job. Top management should know the basics of accident prevention, and then monitor safety activity to know when such activity is going well or falling short. They should be willing to provide leadership through written statements of safety policy that are reinforced through personal contacts with mid-management, supervisors, and workers, and through personally conducted audits of safety program activity.

Top management's interest in accident prevention must be sincere and set a good example because mid-level managers and workers who must implement such programming can and will sense this attitude. If management's interest is insincere, it can (and will) harm the entire program. "A leader must be everything that he desires his subordinates to become." People think as their leaders think. People act as their leaders act.

Top management must budget sufficient funds to provide for (a) the training of management, supervisors, and all workforce personnel in regard to required safety policies, practices, and workplace related standards, (b) time to conduct required workplace related safety activity, and (c) all necessary workplace safety supplies and equipment.

BASIC ELEMENTS OF WORKPLACE SAFETY PROGRAMMING

Basic elements of workplace safety programming typically include (a) the publication of a written statement of corporate (company) safety policy emphasizing top management's commitment to workplace safety and the prevention of accidents, (b) written staff assignments of authority and responsibility related to workplace safety, (c) developing and conducting workplace and job safety analysis activity designed to identify, evaluate, and prevent or control workplace related hazards, (d) the issuing of published safety standards regarding workplace facilities and equipment associated with the control of physical hazards, (e) the issuing of published safe work methods and procedures, (f) compliance with authoritative guidelines related to the control of reasonably foreseeable workplace hazards, (g) compliance with all local, state, federal and nationally recognized safety standards and regulations (subject to their faithfulness to the core principles of safety engineering and the cardinal rules of hazard control), (h) establishing and conducting a planned safety observation and inspection program regarding workplace related activities, facilities, and equipment, (i) developing and conducting a management, supervisor, and worker training program related to workplace safety requirements, (j) emergency response planning regarding the sudden appearance or awareness of workplace related facility, equipment, or production hazards, (k) formal pro-active procedures for the investigation and analysis of actual and potential workplace accidents that have resulted or have a significant probability to result in serious personal injury or property damage, and (l) the establishment of a formal means to periodically audit management performance and safety program content and effectiveness.

Management policies regarding overtime, vacation, benefits, and so forth are typically well documented. The basic elements of workplace safety programming are of primary importance. These policies and the responsibility for their implementation should be thoroughly documented.