| Far too often, workers ignore even the most | | | | retraining or disciplinary action to assure that |
| basic, yet life-saving safety procedures - | | | | workers know the importance of following the |
| procedures like using machine guards, apply | | | | rules. |
| appropriate protection when working around | | | | 4. Workers publicly accept a rule and privately |
| electricity, and wearing proper personal protective | | | | disregard it. |
| equipment. On further investigation, we often find | | | | Sometimes it's difficult to see that workers are |
| that these workers just simply don't like the safe | | | | nodding in agreement when a rule change is |
| work procedures of their company. They consider | | | | communicated, yet choosing to ignore the rule or |
| safety something that someone is "doing to | | | | improperly apply their own "rules." It's a passive |
| them" rather than a way to protect themselves, | | | | resistance to following the rules. |
| their co-workers, and their families. They don't | | | | 5. Workers don't think the rules apply to them. |
| take safety personally. | | | | The number one reason that workers don't follow |
| REASONS WHY WORKERS DON'T FOLLOW THE | | | | the rules is they don't think they need the rules |
| RULES | | | | to stay safe. They think they are experienced |
| Often we talk with managers and supervisors | | | | enough, smart enough, or strong enough to |
| who are very frustrated with workers who | | | | withstand the risk of injury. This kind of attitude is |
| blatantly ignore safe work procedures. While it | | | | at the root of many injury-related incidents. |
| seems very simple that a company would | | | | ADOPT A SAFETY CODE OF CONDUCT |
| establish safe work procedures based on the | | | | Whether you are a leader or a follower, see if |
| known hazards associated with producing its | | | | you recognize any of the attitudes and behaviors |
| products or services, it is not that | | | | described above. Chances are, you do. Maybe |
| straightforward. Consider these reasons that | | | | safety just isn't a personal thing for you. But, if |
| some workers ignore or fail to adopt work | | | | you are injured, it will become very personal to |
| procedures: | | | | you and your family. You don't want that to |
| 1. Safe work procedures are developed without | | | | happen! Take a forward-thinking approach to |
| appropriate worker input. | | | | safety and adopt a code of safe conduct. A code |
| Many companies have safety committees and | | | | of safe conduct is a set of personal parameters |
| rule committees. Sometimes employees are | | | | that you will always follow; they are the standard |
| included in these committees. When employees | | | | by which you operate day in and day out. Here |
| aren't included, the rules and work procedures are | | | | are a few ideas for your consideration: |
| not suitable for the work. This is the best way to | | | | 1. Safety is my number one priority. |
| ensure that rules are ignored! | | | | 2. I will look out for others and myself. |
| 2. New rules or work procedures are not | | | | 3. I will immediately stop any job or task that I |
| well-communicated. | | | | believe is unsafe. |
| When a work procedure or safety rule is | | | | 4. I will seek excellence in my work. |
| adopted, it may not be communicated effectively. | | | | 5. I will always behave as a professional and will |
| Sometimes a rule or work procedure change is | | | | learn all I can about my work. |
| announced in a safety meeting and merely | | | | 6. I will recognize and manage risks appropriately. |
| glossed over without appropriate discussion to | | | | 7. I will always address any hazards when I |
| ensure complete understanding. This is a great | | | | become aware of them. |
| way to make sure that people aren't fully aware | | | | 8. I will adhere to the company's safety rules. |
| of the purpose of a rule. | | | | You can certainly adopt this list "as is" for your |
| 3. Work procedures and changes are not | | | | code of safe conduct; it will be an even more |
| adequately enforced. | | | | meaningful list if you make it personal by adding a |
| We often see that supervisors, crew leaders, and | | | | few of your own parameters. Ask yourself what |
| foremen don't take responsibility for enforcing a | | | | you need to do every day, in every job to keep |
| new rule or work procedure change. Sometimes | | | | yourself and others safe. This will ensure that |
| such leaders are not comfortable with the change | | | | your personal approach to safety is at the highest |
| themselves, or do not agree with it. Other times | | | | level so you can go home every day to your |
| they are unwilling to take measures such as | | | | family without injury. |