How to communicate with employees about potential hazards identified during routine inspections
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Under normal circumstances, some potential hazards (unsafe human behaviors) are identified; how do you all handle them? 1. As for internal employees, since they are generally well-known to the management, it is possible to intervene with them right from the start by informing them exactly which rule has been violated, or by suggesting the implementation of additional safety measures to protect themselves; this is a relatively simple approach. If you encounter a scoundrel, just ignore them, take photos as evidence, and then impose a penalty. By participating in regular training and viewing more scary pictures and videos, everyone will develop a sense of safety. 2. Outsourcing is really frustrating. The company has a major project going on these days, which has been divided into various sub-projects. Most of those working on them lack awareness of safety or simply don’t understand its importance – and these people are the most problematic. It’s necessary to keep an eye on them constantly; using evaluation methods only works for a few days at most, with little actual effect. Everyone is responsible when something goes wrong; no one can escape blame, and just having complete records isn’t enough to prevent problems.
As a safety professional, the primary responsibility of an enterprise safety officer lies in safety management and safety supervision. The fear is that those working in this field don’t understand the procedures, don’t pay attention, and act recklessly; in other words, the training is inadequate and there’s no sense of safety.
For issues of this kind, companies first give lectures before imposing penalties, and there are various types of penalties – financial ones as well as other methods such as suspension from work*, requiring workers to write reflections daily, having them share their opinions at safety meetings, or publicizing violations on notice boards. Regarding external contractors, financial penalties can be stipulated through contracts signed with them. In the past, we used a certain approach: at each construction site, along with the work order, there was a safety card; this card had several marks, each representing different types of violations. When safety violations were detected during inspections, the corresponding areas on the card were marked. Every day, the contractors would submit their work orders and safety cards, and we would keep track of the violations. When negotiating contracts with general contractors, we would specify exactly how much money would be deducted from the payment for each mark on the safety card. Under what circumstances would the contractor need to take safety training again? And under what circumstances would they be barred from working for our company? If the need for retraining or replacing the contractor affected the construction schedule, the contractor would have to compensate for the losses. Once their incentives are properly aligned, we don’t need to worry too much about safety management
General education plus a fine; the same treatment is applied if leaders are found to be in violation~~~~Lead by example in compliance
Indeed, what is usually adopted is fines combined with education. The method suggested was tried out; it is directly linked to the final evaluation of the outsourcing company