Rock Products

AUG 2019

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134 • ROCK products • August 2019 www.rockproducts.com The successes or failures of activities or goals, outlined in the plan, are being measured by employee observations (as doc- umented in the plan checklists); written employee surveys, employee comments or face-to-face interviews; and reviews of employee near miss reports. The specific development of this plan is discussed in a sub- sequent article, to showcase how this process started during an annual refresher training and progressed to full-scale implementation into the organization's health and safety management system. Additionally, the article shows how documenting communication methods increases workers' accountability on the job, particularly around the area of coworker intervention if something risky is observed. Other companies have consulted these cards to help create commu- nication topics and conversations around other H&S issues. For copies of these cards, please email EJHaas@cdc.gov. Emily Haas Ph.D., is a researcher and behavioral scientist for NIOSH and Joseph McGuire Ph.D., is an independent safety and health consultant. Communication strategy Management Objectives Evaluation and action plan Communication quality indicators Ways to improve Scorecard Measurement Target Establish and maintain management visibility Support worker H&S initiatives Follow through and do what you say you will do Focus on quality over of quantity of interactions Actively listen to worker concerns • # workers talk to about risks on the job (pre/mid/post shift) • # workers follow up with pre/mid/post shift • # work orders put in based on risk assessment discussions • # medium to high-risk hazards workers identify to you • # hazards mitigated with the help of workers • # one-on-one interactions/ reminders with workers • # of positive H&S things found/ observed that workers are doing • # risk assessments turned in • # risk assessments mitigated • List proactive discussions with workers about risk management • Leave conversations on a positive note • Balance listening and action • F ocus on specific hazards and warnings • Discuss individual sampling results with workers • Explain rules and the reason(s) behind their implementation • List discussion topics had with workers about hazards, risks and mitigation efforts • List work orders fixed, what determined priority and average time it takes to address these issues • List of common hazards identified, when, and where • List of hazards mitigated and how, who took the lead, and how long it took to address • Common one-on-one topics discussed • Best practices identified with workers • Types of incidents prevented through RAs • New methods/tools used to assess risk Safety Aggregates Industry Almanac Clarke S [2003]. The contemporary workforce: Implica- tions for organizational safety culture. Personnel Review 32(1):40–57. Griffin MA, Neal A [2000]. Perceptions of safety at work: a framework for linking safety climate to safety performance, knowledge, and motivation. Journal of Occupational Health Psychology 5(3):347–358. Haas EJ [2019]. The role of supervisory support on workers' health and safety performance. Health Commu- nication, https://dx.doi.org/10.1080/10410236.2018.15630 33. Advance online publication. Haas EJ, Connor B, Heiser R, Vendetti J [2018]. A case study exploring field level risk assessments as a leading safety indicator. Transactions of the Society for Mining, Metallurgy & Exploration 342:22-28. Haas EJ, Yorio P [2016]. Exploring the state of health and safety management system performance measurement in mining organizations. Safety Science 83:48–58. Kaplan RS, Norton DP [2004]. Measuring the strategic readiness of intangible assets. Harvard business review 82(2):52–63. McGuire J, Snead B [2017]. MSHA eight-hour refresher education (Volume 5). National Mining Association [2014]. Handbook about CORESafety and Health Management System. Washing- ton, DC: National Mining Association. https://coresafety. org/wp-content/uploads/2014/11/workbook-complete.pdf. Olve N, Petri C, Roy J, Roy S [2003]. Making scorecards actionable: Balancing strategy and control. Chichester: Wiley. Vos M, Schoemaker H [2004]. Accountability of communi- cation management: A balanced scored for communication quality. Utrecht, Netherlands: LEMMA Publishers. Does It Really Work? In response to these tools focusing on the broad topic of com- munication assessment, companies are able to adapt these cards to be more specific to a health or safety issue being addressed on site to ensure that awareness, communication, and follow-up is occurring in their critical area. As one example, a company took these cards and created a set of checklists for workers and a set for managers that was integrated into a powered haulage management plan. They labeled these cards "Plan to Eliminate and Manage Powered Haulage Accidents, Injuries and Fatalities" and included per- formance indicators around barriers to mobile haulage safety (e.g., inadequate berms, using conveyors to move materials, visibility, etc.), which then included communication indica- tors for workers and managers to discuss and mitigate. References

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