Safety Training for

Managers & Supervisors

Components / Tools -
Applications
Part 2
Disclaimer: These safety materials, resources and PowerPoint ® presentations are not intended to replace
your company's health and safety policies or to substitute for specific state and federal standards. We do not
guarantee the absolute accuracy of the material contained within these resources. Please refer to applicable
state and federal standards for regulatory compliance.

1
 Seven Components/Tools
 Introducing Safety to Employees
 Hazard Recognition: Inspections & Audits
 Incident Investigation
 Effective Employee Communications
 Delivering Effective Training
 Job Safety Analysis
 Key Safety Procedures

2
 Introduction to Safety
Review of management commitment
to safety / safety policy
 Responsibility
 Authority
 Accountability
General safety rules / policies

3
 Hazard Recognition / Incident
Prevention
Understanding what causes incidents
 At-risk behaviors
 Unsafe conditions
Identifying hazards
 Scheduled inspections
 Audits / observations
 Employee reporting
4
 Hazard Recognition / Incident
Prevention
Correcting hazards / incident prevention
 Positive reinforcement
 Employee feedback

5
 Incident Investigation
All incidents should be investigated
 The importance of near misses and first
aid
Methods and procedures
The paperwork

6
 Incident Investigation
Take corrective actions
 Do not place blame
Verify and audit corrective actions, as
well as investigation procedure

7
 Supervisor Tips
 An incident investigation does not mean
you already know everything
 Determine the 5 W’s – Who, What, When,
Where and Why
 Knowing what happened does not mean
you know why it happened
 Identify root cause(s)

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 Manager Tips
Don’t allow supervisors to be passive with
the incident investigation process
“Ask tough questions to supervisors to
determine root causes of accidents” – Jay
Hawkins, roundtable member
Management review
Communicate / review findings
Quality control
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 Effective Employee
Communications
 Listen, listen, listen
 Encourage employees to communicate
 Do not put down employee ideas, etc.
 Provide feedback
 Do not leave employee wondering
 Follow up on prior concerns

10
 Supervisor Tips
Stay informed and solve problems
head-on
 Management one-on-one with
supervisors 15-30 minutes weekly
 Supervisor one-on-one with crew 5-10
minutes weekly
 How often do you meet? Is it adequate?

11
 Supervisor Tips
Do you encourage employee
feedback?
 Positive and constructive
Do you mean what you say and
follow up?

12
 Training
 New employee training
 Specific to job tasks
 Required by OSHA
 Know the audience - delivery can and
should vary
 Frequency determined by safety
program, employee needs / task, OSHA
requirements
13
 Job Safety Analysis
Understand what it is – a form of task
analysis that identifies associated
hazards and controls or safe
procedures
How to perform (the process)
Involve employees doing the job
Audit process

14
 Supervisor Tips
Complete the JSA in the field with
your crew to engage their
participation instead of using a form
that has already been completed
 JSA should be reviewed and initialed
by crew if the analysis is used the
next day at the same location and
nothing has changed

15
 Key Safety Procedures
Supervisor should have knowledge of specific key
safety procedures and practices, and practices that
apply in most industrial / construction environments
 Lockout / Tagout
 Electrical Safety
 Excavations
 Hot Work / Welding
 Chemical Safety

16
 Effective Leadership
 Make the commitment to safety
 Demonstrate commitment - “Walk the talk”
 Be accountable for safety performance*
 Encourage / require others to accept
responsibility for safety
 Create a culture that values safety
*The obligation to accept duties and consequences

17
 Effective Leadership
 Communicate expectations
 Communicate requirements
 Monitor program performance
 Develop action plans for improvement
 Take ownership of safety programs
 Management must communicate and
demonstrate their personal commitment

18
 Importance of Leadership
Desired outcomes
 Hazard recognition and communication
 Accurate reporting of incidents
 Teamwork
 Effective planning
 Proper equipment and tools used

19
 Importance of Leadership
Desired outcomes
 Effective, proactive equipment inspections
 Higher productivity
 Fewer unplanned events
 Increased reporting and findings
 Higher employee retention

20
 Leadership
Results of weak leadership
 Hiding or non-reporting events / incidents
 Employee apathy
 Lower productivity
 Unsafe behaviors
 Poor safety attitudes
 Complacency
 Lower levels of loyalty
 Higher employee turnover rates

21
 Supervisor Tips
Do you follow through on your commitments?
 If you are not consistent, this may explain why
your employees aren’t
 “If you let something slip one time, you’ve lost
your culture” – Joseph Dorn, roundtable
member
 If you allow shortcuts just once, you have
compromised yourself and the health of others

22
 Supervisor Tips
How often do you go into the field? Is it
frequently enough?
Have you confirmed what your
employees are telling you or submitting
on their reports?
 Do you want your clients to see what you
don’t know?

23
 Quiz
All Questions True or False
Q: Hazard recognition / incident
prevention includes understanding what
causes incidents.

A: True

24
 Quiz
All Questions True or False
Q: All incidents should be investigated,
including near misses and first aid-only
injuries.

A: True

25
 Quiz
All Questions True or False
Q: Effective employee communication
does not include listening.

A: False

26
 Quiz
All Questions True or False
Q: An effective training program will
include new employee training.

A: True

27
 Quiz
All Questions True or False
Q: A job safety analysis identifies
associated hazards and controls or safe
procedures.

A: True

28
 Quiz
All Questions True or False
Q: Supervisors do not need knowledge
of specific key safety procedures and
practices.

A: False

29
 Quiz
All Questions True or False
Q: Effective leadership includes being
accountable for safety performance.

A: True

30
 Lower Incidents
No one gets hurt at work
through LOWER* incidents

*(Limiting Oilfield Workers'

Exposures and Risks)

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