Enhancing Safety: People Power SafetySTEP Refresher Training
People Power Safety
STEP Refresher Training
Instructor:
Agenda:
STEP Purpose
Engagement
STEP Process
Participation
Data Use Plan
Quality
STEP Purpose
We will achieve…
S
S
afety
T
T
hrough
E
E
veryone's
P
P
articipation.
We will do this through actively engaging all
employees to look out for the health and safety of
each other.
We will identify and prevent situations that could
result in serious injury or the loss of a life.
This information will be communicated on a regular
bases with solutions and fixes.
We will strive to have better
safety conversations
To create a dependable,
repeatable method to
measure safety successes
using leading indicators
instead of Recordable Injury
Rate and Lost-Time
Injuries.
STEP Vision
How do we Think about Safety?
We need to shift our thinking:
S
S
a
a
f
f
e
e
t
t
y
y
i
i
s
s
:
:
#
#
1
1
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V
V
a
a
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?
?
C
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n
C
C
h
h
a
a
n
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g
g
e
e
I
I
n
n
s
s
t
t
a
a
n
n
t
t
l
l
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y
C
C
h
h
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g
g
e
e
s
s
O
O
v
v
e
e
r
r
T
T
i
i
m
m
e
e
How is
Safety Motivated?
Internal or External?
Internal or External?
(Responsibility)
(Responsibility)
(Accountability)
(Accountability)
Accountability:
Accountability:
After the fact
After the fact
Lagging
Lagging
Consequences
Consequences
Only
Only
when
when
someone is watching!
someone is watching!
Definitions
Examples:
•
OSHA Recordable Incidence Rates
•
Lost Workday Case Rates
•
First Aid cases
•
Near Misses
Lagging Indicators
Measuring an
organization’s safety
performance based on
historical loss information
Examples:
•
Job Hazard Analyses / Job Safety Analyses
•
Observations
•
Employee Perception/Safety Culture Survey
•
Training Completion and Effectiveness
Leading Indicators
Measurable factors of
performance that may
indicate a particular direction
or trend
Definitions
W
e
W
a
n
t
P
e
o
p
l
e
t
o
W
o
r
k
S
a
f
e
l
y
E
v
e
n
W
h
e
n
N
N
o
o
O
O
n
n
e
e
i
i
s
s
W
W
a
a
t
t
c
c
h
h
i
i
n
n
g
g
!
!
Character is what we do
Character is what we do
when no one is watching
when no one is watching
– Churchill
– Churchill
Where do we start?
Make it
Personal
Trust
Active
Caring
We will create a positive
We will create a positive
change in our
change in our
Safety Culture by…
Safety Culture by…
Making Safety Personal
Making Safety Personal
…because
…because
Make it
Personal
Active
Active
Caring
Caring
A
A
c
c
t
t
i
i
v
v
e
e
C
C
a
a
r
r
i
i
n
n
g
g
Active Caring
Moving beyond simply caring to acting on
that caring
Completing the Triangle
Make it
Personal
Trust
Trust
Active
Caring
What’s Important for Safety Culture?
T
r
u
s
t
i
n
M
a
n
a
g
e
m
e
n
t
:
Intentions
Behaviors
T
r
u
s
t
i
n
C
o
w
o
r
k
e
r
:
Intentions
Behaviors
Firm reliance on the integrity, ability, or
character of a person or thing.
Trust
Agenda:
STEP Purpose
Engagement
STEP Process
Participation
Data Use Plan
Quality
Creating Employee Engagement
Involvement vs. Engagement
Consequences of
Safe
behaviors:
–
Less Comfort
–
Less Convenience
–
More Time Consuming
Consequences of
At-Risk
behaviors:
–
More Comfort
–
More Convenience
–
Less Time Consuming
Why are Safe Behaviors Hard to Motivate?
What Motivates a Better Safety Culture?
Environment
Environment
Leadership
Leadership
Behaviors
Behaviors
Core
Core
Values
Values
A
A
f
f
t
t
e
e
r
r
S
S
T
T
E
E
P
P
:
:
W
e
a
r
e
H
u
r
t
i
n
g
L
e
s
s
P
e
o
p
l
e
OSHA Recordable Rate for Construction Average = 3.8
But
But
our Serious Injuries haven’t
improved!
SIIR Defined:
SIIR Defined:
(Krause & Murray, 2014)
Life-Threatening Injury:
-
Significant loss of blood
-
Trauma to vital organs
-
Damage to brain or spinal column
Life-Altering Injury:
-
Permanent or long-term impairment of loss of
internal organ, body function, or body part
SIIR
SIIR
=
=
S
S
erious
erious
I
I
njury/Fatality
njury/Fatality
I
I
ncident
ncident
R
R
ate
ate
Our Serious Injury/Fatality Incidence Rate is
Gradually Increasing
(SIIR)
Bottom Line: People are Still Getting Hurt
Good
Better
Good
Great
…we are not finished yet!
…we are not finished yet!
We need a “
STEP
-Change” in our Safety Culture
“Best in Class”
“WORLD CLASS”
Agenda:
STEP Purpose
Engagement
STEP Process
Participation
Data Use Plan
Quality
STEP – Process Overview
STEP is an observation and feedback process.
It’s all
about the conversation!
Work is observed…
…feedback is then given on risky and safe behaviors,
conditions & processes.
Data is collected using checklists or mobile devices.
The information is then analyzed, followed-up on, and
communicated to
everyone
.
S
T
E
P
–
P
r
o
c
e
s
s
O
v
e
r
v
i
e
w
We are NOT trying to catch people doing
We are NOT trying to catch people doing
something wrong…just have a conversation.
something wrong…just have a conversation.
We are
trying to understand
why
people are doing
something risky and how conditions could
impact safety.
Additionally, we are looking for things in the
system
that are allowing or encourage craft to
do risky behaviors…and thus change/improve
the system.
STEP Observation Checklist
The General Observations section is used to enter any behavior,
condition, or process not covered by the STEP observation checklist.
General
Observations
Focused Observation Checklist
Feedback is a Key to Effective Leadership
People have an internal drive to feel competent.
Leaders’ behaviors (verbal & non-verbal) can impact
craft future performance.
Feedback can be a consequence and a powerful motivator.
Both informal and formal recognition can motivate employees.
Help them feel competent by giving quality recognition.
Any recognition (negative & positive) you give send a strong
message for future performance.
Quality recognition can help build a teamwork atmosphere.
37
We Need to Watch our Language
To change the way people think about safety, you have to
talk differently about safety:
–
Achievement not failure oriented
•
Use
At-Risk
or
Risky
not
Unsafe
or
Wrong
:
“That looks risky to me, help me understand why you…”
or
“I think you’re putting yourself at-risk for an injury”
vs.
“That’s unsafe. What the “
~*#@%
” are you thinking?!”
or
“That’s wrong you “
%$*&
”, let me show you the right way!”
Choose Your Word Carefully
We want to create a “
safety conversation
,”
not a one-way top-down communication!
When talking safety, stay away from words like:
–
Bad:
“That’s really bad, what are you thinking?”
–
Improper:
“That’s the improper way of holding that wrench”
–
Wrong:
“What’s wrong with you, that’s not how we do it?”
–
Inappropriate:
“Those clothes are inappropriate for the job”
–
Or use “
rules
” as a easy out:
“You know it’s against the rules, you’re gonna get us all fired?”
When Giving Rewarding Feedback…
Try to make it personal:
“
I appreciate how safely the team is getting things done”
Never just say “good job”…use a behavior:
“
Hey, good job using a team lift…”
Try to build their “confidence” or “competence”:
“
You guys are a bunch of professionals…most of the time!”
Use humor sparingly or in a non-degrading way:
“
Hey, you’re no Marino…don’t toss wrenches!”
Give feedback one-on-one, or in front of a group if the person is
okay with that.
What is Your Level of Listening?
Improve Your Listening Skills
1.
Pay Attention
– focus on content, not delivery
2.
Respond
– seek clarification, question, paraphrase
3.
Let speaker finish
– don’t prepare what to say next
4.
Main Ideas
– facts, feelings, values, opinions
5.
Eye Contact
– focus on the speaker, not your watch
Pre-Observation Thoughts
Who
…will your focus be on?
What
…do you expect to see?
When
…would be the best opportunity to observe?
Where
…would my observation and communication
make the biggest impact?
Conducting
Behavioral Observations
Behavioral Observations
Focus on behaviors…what you see people doing.
Do NOT focus on rules/regulations or Policies.
Mark all behaviors you see
Safe
or
At-Risk
.
Record the severity of the risky behaviors.
Identify any Error Traps and record them
Record comments to clarify what you observed.
Give feedback on both safe & at-risk observations.
Conducting
Compliance Inspections
Compliance Inspections
Proceed to the predetermined location.
Focus on conditions around you.
Mark all conditions on the checklist
Safe
or
At-Risk
.
Record the severity of the risky conditions.
Identify any Error Traps and record them
Record comments to clarify what you observed.
If employees are present, give feedback on both safe & at-
risk.
Define Severity - Exercise
P
P
r
r
o
o
b
b
a
a
b
b
i
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l
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y
y
L
o
w
H
i
g
h
L
o
w
H
i
g
h
Agenda:
STEP Purpose
Engagement
STEP Process
Participation
Data Use Plan
Quality
STEP PARTICIPATION
Improve Safety Culture through STEP observations and safety
conversations
Safety Teams conduct observations
Monitor observation quality
STEP data communication IAW Data Use Plan
Improve contractor engagement / awareness
Improve Leadership engagement conversations
Conduct Focused Observations based on the data
Reduce probability of serious injuries & fatalities
STEP Process: Participation Expectations
Everyone will participate IAW management guidelines.
Participation can be individual, in pairs or in a group.
Each person will schedule their participation.
For instance:
–
Every Tuesday and Thursday
–
Two for Tuesday will be my “Paired Observation”
–
The team will schedule each day (AM / PM).
Based on the weekly look back/ahead, select a location,
contractor, task, or floor as your target.
Complete the observation or inspection on paper or in the
SafetyNet app immediately following the participation.
Who will do STEP Observations?
EVERYONE! All Southern Company staff included but not limited to: Plant
Manager, Managers, Supervisors, Safety Committee, & Contractors
How many STEP observations are required?
Weekly, monthly, or quarterly observation rates will be determined by
management. (Ex. Two observations per week)
Who do we observe?
Anyone in our work areas.
Do I have to give feedback?
YES! Feedback should be given to the person/s observed when
appropriate. ANYONE HAS THE RIGHT TO STOP AT RISK BEHAVIOR!
STEP PARTICIPATION
Predictive-Based Observations
We are going to be more
intentional
with our safety
observations.
Sometimes people walk around the workplace
looking for things wrong.
Sometimes people do observations to check-off
another item on their to-do list.
Much like a doctor, we need to read our project’s
“
vitals
”,
diagnose concerns
, and then
focus
our
observations.
Expectations:
Weekly Staff / Safety Meetings
During Meetings:
The Week “
Look-Back
”
1)
Review the incidents, near-misses, first-aides, and behaviors from
the previous week
2)
Review the previous weeks observational data
3)
Review the open-items
The Week “
Look-Ahead
”
1)
Identify potential safety “clashes”
2)
Look for Serious Incident Precursors
3)
Pin point any Error traps
Predictive-Based Safety
Once we have completed our Safety Diagnostics, we
prescribe
various types of observations.
Based on our data, we are attempting to
predicting
where a
potential incident, injury, near-miss or error might occur.
Our tools to help our weekly focus are:
1.
Serious Injury/Fatality Precursors
2.
Error Traps
3.
Project / Work Area considerations
4.
Intuition
Serious Injury/Fatality Precursors
(SIIR)
Confined space entry
Jobs that require clearance/lock-out tag-out
Excessive speed/distracted drivers
Working at height/elevations
Manual handling
Process instability or significant process upsets
Unexpected maintenance or changes
High potential energy jobs
Emergency shutdown procedures
Work under suspended loads
Machine guarding and barricades
Use of hot work permits, equipment and pipe opening of hazardous chemicals
Error Traps: Error-Likely Situations
Human Nature
Overconfidence
Overconfidence
Time pressure
Time pressure
High workload/Stress
High workload/Stress
Distractive environment
Distractive environment
First time or infrequent task
First time or infrequent task
First working day after a break
First working day after a break
Imprecise communication
Imprecise communication
Vague or incorrect guidance
Vague or incorrect guidance
Half an hour after wake up or meal
Half an hour after wake up or meal
Agenda:
STEP Purpose
Engagement
STEP Process
Participation
Data Use Plan
Quality
Example: Completing a Data Use Plan
W
H
A
T
I
S
A
S
A
F
E
T
Y
N
E
T
D
A
T
A
U
S
E
P
L
A
N
?
A Data Use Plan answers the following:
1.
Who will receive SafetyNet reports?
2.
How often will they receive the reports?
3.
How will it be communicated to all personnel?
4.
How will we
USE
the information?
Agenda:
STEP Purpose
Engagement
STEP Process
Participation
Data Use Plan
Quality
Observation Quality: Defined
Conversation
:
Conversation between observer and person
being observed.
Comments
:
The comments section of the STEP observation
filled out. Safe or at-risk observation. Describe what was
observed. Tell about the conversation.
Paired-observation
:
The intent is that two observation per
month be performed with a peer. A fresh set of eyes on
work area.
Pictures encouraged
: May require another committee to
discuss electronic devices to perform STEP observations.
Strategies for Improving Quality
Paired Observations:
–
Do paired independent observations or inspections
–
Do them separately, then compare the results
Data Review:
–
Too many safes or too many at-risks
–
Only easy “observables” (glasses, boots, housekeeping)
Following up in open issues:
–
Demonstrates engaged leaders
–
Demonstrates commitment to safety
Observation Quality
Needs to be monitored just like everything else.
Avoid the venomous cycle.
Demonstrate leadership engagement
What’s important to you is important to them
Better data = Less people getting hurt!
SafetyNet User Refresher
L
I
V
E
U
P
D
A
T
E
Welcome!
Do introductions- I would like you all to introduce yourself, tell us how long you’ve been working, and your favorite: (pie/vacation/meal/hobby/vacation…use something personal – not sports).
One break in the middle
Safety moment…
We are very serious about this STEP Process from XXXXXX on down. We all will be held accountable for the information from these sessions.
Tell a story about a safety incident that affected you. What did you do? What challenges were there and how did you deal with it?
Explore the comprehensive SafetySTEP Refresher Training program aimed at achieving safety through employee participation, engagement, and proactive safety measures. This training emphasizes creating a culture where safety is a core value, utilizing leading indicators to measure safety successes, and promoting internal accountability for safety. Gain insights on shifting safety perspectives, motivating safety practices, and understanding lagging indicators in safety performance evaluation.
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Presentation Transcript
People Power Safety STEP Refresher Training Instructor:
Production Quality Safety
Agenda: STEP Purpose Engagement STEP Process Participation Data Use Plan Quality People Power Safety Predictive Solutions - Proprietary and Confidential
STEP Purpose We will achieve Safety Through Everyone's Participation. We will do this through actively engaging all employees to look out for the health and safety of each other. We will identify and prevent situations that could result in serious injury or the loss of a life. This information will be communicated on a regular bases with solutions and fixes. We will strive to have better safety conversations People Power Safety Predictive Solutions - Proprietary and Confidential
STEP Vision To create a dependable, repeatable method to measure safety successes using leading indicators instead of Recordable Injury Rate and Lost-Time Injuries. People Power Safety Predictive Solutions - Proprietary and Confidential
How do we Think about Safety? We need to shift our thinking: Safety is: Safety is: #1 Priority or Core Value? Can Change Instantly Changes Over Time People Power Safety Predictive Solutions - Proprietary and Confidential
How is Safety Motivated? Internal or External? (Responsibility) (Accountability) People Power Safety Predictive Solutions - Proprietary and Confidential
Accountability: After the fact Lagging Consequences Only when someone is watching! People Power Safety Predictive Solutions - Proprietary and Confidential
Definitions Lagging Indicators Measuring an organization s safety performance based on historical loss information Examples: OSHA Recordable Incidence Rates Lost Workday Case Rates First Aid cases Near Misses People Power Safety Predictive Solutions - Proprietary and Confidential
Responsibility: Before Leading Ownership What you do when no one is watching! People Power Safety Predictive Solutions - Proprietary and Confidential
Definitions Leading Indicators Measurable factors of performance that may indicate a particular direction or trend Examples: Job Hazard Analyses / Job Safety Analyses Observations Employee Perception/Safety Culture Survey Training Completion and Effectiveness People Power Safety Predictive Solutions - Proprietary and Confidential
We Want People to We Want People to Work Safely Work Safely Even Even When When No One is Watching! No One is Watching! People Power Safety Predictive Solutions - Proprietary and Confidential
Character is what we do when no one is watching Churchill People Power Safety Predictive Solutions - Proprietary and Confidential
Where do we start? Make it Personal Safety Step-Change Trust Active Caring People Power Safety Predictive Solutions - Proprietary and Confidential
We will create a positive change in our Safety Culture by Making Safety Personal because People Power Safety People Power Safety Predictive Solutions - Proprietary and Confidential
Why Should I work Safely? Who Would Care If I Was Injured? People Power Safety Predictive Solutions - Proprietary and Confidential
Active Caring Make it Personal Safety Step-Change Active Caring People Power Safety Predictive Solutions - Proprietary and Confidential
Active Caring Moving beyond simply caring to acting on that caring People Power Safety Predictive Solutions - Proprietary and Confidential
Completing the Triangle Make it Personal Safety Step-Change Active Caring Trust People Power Safety Predictive Solutions - Proprietary and Confidential
People Power Safety Predictive Solutions - Proprietary and Confidential
Trust Firm reliance on the integrity, ability, or character of a person or thing. What s Important for Safety Culture? Trust in Management: Trust in Coworker: Intentions Intentions Behaviors Behaviors People Power Safety Predictive Solutions - Proprietary and Confidential
Agenda: STEP Purpose Engagement STEP Process Participation Data Use Plan Quality People Power Safety Predictive Solutions - Proprietary and Confidential
Creating Employee Engagement Involvement vs. Engagement !!!
Why are Safe Behaviors Hard to Motivate? Consequences of Safe behaviors: Less Comfort Less Convenience More Time Consuming Consequences of At-Risk behaviors: More Comfort More Convenience Less Time Consuming People Power Safety Predictive Solutions - Proprietary and Confidential
What Motivates a Better Safety Culture? Environment Leadership Behaviors Core Values People Power Safety Predictive Solutions - Proprietary and Confidential
After STEP: We are Hurting Less People 3.5 3.19 3.15 3.0 OSHA Recordable Rate 2.44 2.5 2.06 2.0 1.62 1.57 1.5 1.261.090.95 STEPPROCESS 1.0 0.7 0.72 0.380.540.510.63 0.47 0.5 0.0 OSHA Recordable Rate for Construction Average = 3.8 People Power Safety Predictive Solutions - Proprietary and Confidential
But our Serious Injuries havent improved! SIIR Defined: (Krause & Murray, 2014) Life-Threatening Injury: - Significant loss of blood - Trauma to vital organs - Damage to brain or spinal column Life-Altering Injury: - Permanent or long-term impairment of loss of internal organ, body function, or body part SIIR = Serious Injury/Fatality Incident Rate People Power Safety Predictive Solutions - Proprietary and Confidential
Our Serious Injury/Fatality Incidence Rate is Gradually Increasing (SIIR) 2.0 Project RIR SIIR 0.7 0.72 0.63 0.7 0.6 1.5 0.51 0.5 .57 0.47 0.4 1.0 0.38 0.3 0.2 0.09 0.110.17 0.210.230.180.27 0.5 0.1 0.0 0.0 2010 2011 2012 2013 2014 2015 2016 People Power Safety Predictive Solutions - Proprietary and Confidential
Bottom Line: People are Still Getting Hurt we are not finished yet! WORLD CLASS Safety Improvement Best in Class Better Good Good We need a STEP-Change in our Safety Culture Great People Power Safety Predictive Solutions - Proprietary and Confidential
Agenda: STEP Purpose Engagement STEP Process Participation Data Use Plan Quality People Power Safety Predictive Solutions - Proprietary and Confidential
STEP Process Overview STEP is an observation and feedback process. It s all about the conversation! Work is observed feedback is then given on risky and safe behaviors, conditions & processes. Data is collected using checklists or mobile devices. The information is then analyzed, followed-up on, and communicated to everyone. People Power Safety Predictive Solutions - Proprietary and Confidential
STEP Process Overview We are NOT trying to catch people doing something wrong just have a conversation. We are trying to understand why people are doing something risky and how conditions could impact safety. Additionally, we are looking for things in the system that are allowing or encourage craft to do risky behaviors and thus change/improve the system. People Power Safety Predictive Solutions - Proprietary and Confidential
General Observations The General Observations section is used to enter any behavior, condition, or process not covered by the STEP observation checklist.
Feedback is a Key to Effective Leadership People have an internal drive to feel competent. Leaders behaviors (verbal & non-verbal) can impact craft future performance. Feedback can be a consequence and a powerful motivator. Both informal and formal recognition can motivate employees. Help them feel competent by giving quality recognition. Any recognition (negative & positive) you give send a strong message for future performance. Quality recognition can help build a teamwork atmosphere. People Power Safety Predictive Solutions - Proprietary and Confidential 37
We Need to Watch our Language To change the way people think about safety, you have to talk differently about safety: Achievement not failure oriented Use At-Risk or Risky not Unsafe or Wrong: That looks risky to me, help me understand why you or I think you re putting yourself at-risk for an injury vs. That s unsafe. What the ~*#@% are you thinking?! or That s wrong you %$*& , let me show you the right way! People Power Safety Predictive Solutions - Proprietary and Confidential
Choose Your Word Carefully We want to create a safety conversation, not a one-way top-down communication! When talking safety, stay away from words like: Bad: That s really bad, what are you thinking? Improper: That s the improper way of holding that wrench Wrong: What s wrong with you, that s not how we do it? Inappropriate: Those clothes are inappropriate for the job Or use rules as a easy out: You know it s against the rules, you re gonna get us all fired? People Power Safety Predictive Solutions - Proprietary and Confidential
When Giving Rewarding Feedback Try to make it personal: I appreciate how safely the team is getting things done Never just say good job use a behavior: Hey, good job using a team lift Try to build their confidence or competence : You guys are a bunch of professionals most of the time! Use humor sparingly or in a non-degrading way: Hey, you re no Marino don t toss wrenches! Give feedback one-on-one, or in front of a group if the person is okay with that. People Power Safety Predictive Solutions - Proprietary and Confidential
What is Your Level of Listening? Marginal Evaluative Active Empathic Non- listener Listener Listener Listener Listener People Power Safety Predictive Solutions - Proprietary and Confidential
Improve Your Listening Skills 1. Pay Attention focus on content, not delivery 2. Respond seek clarification, question, paraphrase 3. Let speaker finish don t prepare what to say next 4. Main Ideas facts, feelings, values, opinions 5. Eye Contact focus on the speaker, not your watch People Power Safety Predictive Solutions - Proprietary and Confidential
Pre-Observation Thoughts Who will your focus be on? What do you expect to see? When would be the best opportunity to observe? Where would my observation and communication make the biggest impact? People Power Safety Predictive Solutions - Proprietary and Confidential
Conducting Behavioral Observations Focus on behaviors what you see people doing. Do NOT focus on rules/regulations or Policies. Mark all behaviors you see Safe or At-Risk. Record the severity of the risky behaviors. Identify any Error Traps and record them Record comments to clarify what you observed. Give feedback on both safe & at-risk observations. People Power Safety Predictive Solutions - Proprietary and Confidential
Conducting Compliance Inspections Proceed to the predetermined location. Focus on conditions around you. Mark all conditions on the checklist Safe or At-Risk. Record the severity of the risky conditions. Identify any Error Traps and record them Record comments to clarify what you observed. If employees are present, give feedback on both safe & at- risk. People Power Safety Predictive Solutions - Proprietary and Confidential
Define Severity - Exercise Probability Low High Low Low Medium Severity Life Threat High High People Power Safety Predictive Solutions - Proprietary and Confidential
Agenda: STEP Purpose Engagement STEP Process Participation Data Use Plan Quality People Power Safety Predictive Solutions - Proprietary and Confidential
STEP PARTICIPATION Improve Safety Culture through STEP observations and safety conversations Safety Teams conduct observations Monitor observation quality STEP data communication IAW Data Use Plan Improve contractor engagement / awareness Improve Leadership engagement conversations Conduct Focused Observations based on the data Reduce probability of serious injuries & fatalities People Power Safety Predictive Solutions - Proprietary and Confidential
STEP Process: Participation Expectations Everyone will participate IAW management guidelines. Participation can be individual, in pairs or in a group. Each person will schedule their participation. For instance: Every Tuesday and Thursday Two for Tuesday will be my Paired Observation The team will schedule each day (AM / PM). Based on the weekly look back/ahead, select a location, contractor, task, or floor as your target. Complete the observation or inspection on paper or in the SafetyNet app immediately following the participation. People Power Safety Predictive Solutions - Proprietary and Confidential
STEP PARTICIPATION Who will do STEP Observations? EVERYONE! All Southern Company staff included but not limited to: Plant Manager, Managers, Supervisors, Safety Committee, & Contractors How many STEP observations are required? Weekly, monthly, or quarterly observation rates will be determined by management. (Ex. Two observations per week) Who do we observe? Anyone in our work areas. Do I have to give feedback? YES! Feedback should be given to the person/s observed when appropriate. ANYONE HAS THE RIGHT TO STOP AT RISK BEHAVIOR!
