How often do we ask ourselves: "Why don't they listen to us? Why don't they read the instructions? Why do they violate the rules?" and so on. An HSE specialist encounters many different "whys" during their work. And very often, we try to convey information to workers by issuing yet another instruction, regulation, or standard.
But practice shows that information reaches the average frontline worker either not the way we would like, or not at all. Again, the question arises: "Why?" Because a foreman or other direct supervisor does not have the time to figure it out themselves and clearly and constructively convey information that they themselves might not understand, or understand incorrectly. To resolve such situations and inform workers more effectively, our organization uses several approaches that also help ensure the productive operation of the HSE management system.
First: holding HSE days and five-minute safety briefings. HSE days in departments are held in the format of a meeting chaired by department heads once a month, involving specialists from the HSE department. During the process, current HSE issues are considered, after which minutes are drafted reflecting the discussed problems and the measures that need to be taken based on the results of the discussions. Five-minute safety briefings are held at the beginning of each shift by direct supervisors to draw workers' attention to the most significant safety issues. A regulatory document has been developed for each procedure, and responsible persons have been appointed. How are these solutions useful? Supervisors are actively engaged in HSE issues, workers are aware of the main safety requirements, and they promptly receive information related to HSE matters.
Second: conducting workplace briefings jointly with supervisors. This helped us a lot because, firstly, it provided additional control over the briefings, ensuring a truly non-formal approach. Secondly, it largely helped us understand, in particular, why workers violate certain HSE requirements. Thirdly, during the briefing, HSE specialists helped answer workers' questions that foremen could not always answer. Additionally, I would note that with this approach, workers build trust in HSE specialists, which has a beneficial effect on safety in the organization as a whole.
Third: conducting regular walkarounds jointly with department representatives. During the walkaround, it is necessary to use PPE appropriate for the working conditions and the work performed in the department, setting an example for the workers. When conducting such walkarounds, it is important to pay attention not only to violations but also to identify the root causes of these violations, as well as to survey the workers. After all, it is the workers who best know the most problematic areas and will provide feedback on existing issues.
Fourth: conducting HSE training. Yes, HSE training is the employer's responsibility. In our organization, training is conducted with the involvement of HSE specialists. The approach to workers during training is important. Explaining what is unclear, not brushing off uncomfortable questions. Over the time I have been conducting training, I have trained many workers. And many of them are interested in HSE issues and learn something useful specifically thanks to the training. When conducting training on the use of PPE, we receive feedback on the protective equipment available in the organization and resolve issues that require our attention.
So, four tools. Four tools that may help establish a connection with workers, sort out pressing issues, and monitor compliance with safety requirements. In my opinion, these are quite simple solutions and are easy to implement. An HSE specialist is a person who must have not only a vast wealth of knowledge in occupational safety but also communication skills with people. And the opinion of every worker will always help draw attention to things we hadn't noticed or simply didn't know about.