Supervisors are Made

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					Supervisors are Made
    Not just promoted



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       Types of Supervisory Skills
•   Technical                                       A supervisor is a
                                                    manager at the first
•   Human relations                                 level of management.
•   Conceptual
•   Decision making




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                              1-2
          Categorizing the Skills
 Technical skills – the specialized knowledge and
  expertise used to carry out particular techniques
  or procedures.
 Human relation skills – the ability to work
  effectively with other people.
 Conceptual skills – the ability to see the relation
  of the parts to the whole and to one another.
 Decision-making skills – the ability to analyze
  information and reach good decisions.
 Knowledge skills – the ability to utilize various
  communication technology to manage and
  distribute continuous streams of data.

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                                 1-3
                          Naval Leadership
                           Competencies
 Leading Change                                          Resource Stewardship
   - Creativity & Innovation                              - Financial Management
   - External Awareness                                   - Leveraging Technology
   - Flexibility                                          - Human Resource Management
   - Service Motivation Accomplishing Mission
   - Strategic Thinking      - Responsibility, Authority &
   - Vision                    Accountability
                             - Decisiveness/Risk Management
                             - Continuous Improvement
                             - Problem Solving
Leading People               - Technical Credibility           Working with People
 - Developing People                                            - Influencing/Negotiating
 - Conflict Management                                          - Oral Communication
 - Leveraging Diversity                                         - Partnering
 - Professionalism                                              - Political Awareness
 - Team Building                                                - Written Communication
 - Emergency/Crisis Leadership


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The Message is Clear in Being
        Promoted




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Is it really that Clear
   I don't think so!




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  Supervising a Diverse Workforce
• Opportunities and challenges
  – Current trends enable supervisors to draw on a
    greater variety of talent and gain insights into a
    greater variety of perspectives than ever before.
  – The even greater diversity expected in the U.S.
    workforce of the future requires supervisors to work
    successfully with a much wider variety of people.
• Subtle discrimination
  – Subtle forms of discrimination persist in every
    workplace, and everybody holds some stereotypes
    that consciously or unconsciously influence their
    behavior.

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                                 1-7
General Functions of the Supervisor




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                          1-8
                    Planning
• It is the supervisor’s job to determine the
  department goals and the ways to meet
  them.
• Organizational goals are the result of planning
  by top managers.
• The purpose of planning by supervisors is to
  determine how the department can
  contribute to achieving the organization’s
  goals.

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                               1-9
                   Organizing
• Planning is the what. Organizing is the how.
  – How to set up the group
  – How to allocate resources
  – How to assign work to achieve the goals efficiently
• At the supervisory level, organizing usually
  involves activities such as scheduling projects
  and assigning duties to employees.


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                                 1-10
                        Staffing
• Staffing is the activities involved in identifying,
  hiring, and developing the necessary number
  and quality of employees.
• A supervisor’s performance depends on the
  quality of results that the supervisor achieves
  through his or her employees.



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                                 1-11
                      Leading
• The supervisor is responsible for letting
  employees know what is expected of them
  and for inspiring and motivating employees to
  do good work.
• Influencing employees to act (or not act) in a
  certain way is the function of leading.



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                               1-12
                 Controlling
• Monitoring performance and making needed
  corrections is the management function of
  controlling.
• In many organizations, the supervisor is still
  responsible for controlling, but he or she
  works with others to carry out this function.



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                               1-13
   Relationships Among the Functions

• Usually planning comes first, followed by
  organizing, then staffing, then leading, and,
  finally, controlling. This order occurs because
  each function depends on the preceding
  function or functions.
• Typically, supervisors spend most of their time
  leading and controlling.


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                               1-14
     Supervisor Responsibilities
• Carry out the duties assigned to them by
  higher-level managers
  – Give managers timely and accurate information for
    planning
• Keep managers informed about the
  department’s performance
• Cooperate with co-workers in other
  departments

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                                1-15
   Responsibilities in a Changing Organization

• Today’s supervisors have to be skilled at online as well
  as face-to-face communication, and they have to be
  prepared to change as fast as their employers do.
• The changes occurring in the modern workplace
  require supervisors to rely less on their technical
  expertise and more on their ability to understand,
  inspire, and build cooperation among people.
• Information technology has made it easier for
  employees to do work in many locations, so
  supervisors need to motivate and control employees
  they may not see face to face every day.


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                                   1-16
   Responsibilities and Accountability

• Whatever the responsibilities of a particular
  supervisor, the organization holds the
  supervisor accountable for carrying them out.
• Accountability refers to the practice of
  imposing penalties for failing to adequately
  carry out responsibilities, and it usually
  includes giving rewards for meeting
  responsibilities.

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                               1-17
        Becoming a Supervisor
Typical candidates to be made supervisors:
• An employee with a superior grasp of the
  technical skills needed to perform well in the
  department.
• A person with the most seniority.
• An employee with good work habits and
  leadership skills.
• Recent college graduates.
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                               1-18
         Preparing for the Job
• Learn about management through books and
  observation.
• Learn as much as possible about the
  organization, the department, and the job.
• Once on the job, continue the learning
  process.
• Acknowledge another person’s feelings if they
  were also a candidate for the position.

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                               1-19
                    Obtaining and Using Power and Authority

       • Have the new supervisor’s boss make an
         official announcement of the promotion.
       • State your expectations, desire to work as a
         team, and interest in hearing about work-
         related problems.
       • Don’t rush to make changes in the
         department.


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McGraw-Hill/Irwin                              1-20                         © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Characteristics of a Successful Supervisor




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                           1-21
The Oil Patch Is A Dangerous Place




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WHY BE CONCERNED WITH EMPLOYEE SAFETY?


– Safety is good business
   – Right thing to do…
       – Improves employee morale/protects your most valuable
         resource
       – Controls costs (direct and indirect)
   – Safety and health excellence correlates with business
     excellence (quality, efficiency, profitability)
   – Protects the reputation of the company (Good will from the
     community could mean fewer confrontations and delays)




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                     WHAT DO ACCIDENTS COST?
                                                Indirect - Uninsured, hidden Costs - Out of
Direct - Insured Costs                              pocket
•   Legal Fees and Settlements                  •    Time lost from work by injured employee.
•   Higher Insurance Rates                      •    Lost time by fellow employees.
•   Costs for clean-up for                      •    Loss of efficiency due to break-up of crew.
    environmental releases
                                                •    Lost time by supervisor.
•   Fines for OSHA violations and
    Environmental violations.                   •    Training costs for new/replacement workers.
                                                •    Damage to tools and equipment.
                                                •    Time damaged equipment is out of service.
                                                •    Loss of production for remainder of the day.
                                                •    Damage from accident: fire, water, chemical,
                                                     explosives, etc.
                                                •    Failure to meet deadlines.
                                                •    Overhead costs while work was disrupted.




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Lost Time Claims




                       Calgary Herald, February 7, 2007


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   COMPLIANCE vs. PERFORMANCE


• Compliance is reactive rather than proactive
  and can only address problems after they
  happen.
• Performance sets goals and uses past
  performance to look forward.



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                        Fatalities
 Lost Time
                Recordable Injury/Illness
First Aid

                Near Miss


     Unsafe Acts / Conditions



            At Risk Behaviors




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                 Performance Metrics
                                                                        Leading    Trailing
                                                                        metrics    metrics

     Attitudes                                                                      Incident
(set up conditions,   Program                 Physical                  Behavior    or Near
     behavior)        Elements               conditions                 (action)      Miss




  - Perception   - Training              -Inspections             -Observations    - OSHA
   surveys       - Accountability        -Audits                  -Feedback          Recordables
                 - Communications        -Risk                     loops           - Lost
                 - Planning &             assessments                                Workdays
                   Evaluation            -Prevention &                             - Restricted
                 - Roles &                control                                    Workdays
                   Procedures
                 - Incident
                   Investigations

                            P bar Y Safety Consultants Alberta Canada
       Performance Indicators
Performance indicators can help you understand how
 well your contractor safety program is working.
 Identify performance indicators that are:
 – simple and understandable;
 – objective;
 – measurable; and
 – relevant to what you are trying to achieve (i.e.,
 objectives and targets).


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          EXPECT EXCELLENCE
• Performance Focus
  – Zero injuries is achieved through proper
    management systems, commitment, and quality
    performance
  – Timely incident reporting
  – Near Miss reporting
  – High-quality analysis of incidents (root cause
    analysis investigations)
  – Safety is never sacrificed for production or cost


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                 Foundational Leader
Task: Communicate risk to supervisor
     Subtask: Identify risk
     Subtask: Document risk assessment
Task: Exercise Operational Risk Management (ORM)
     Subtask: Identify risk
     Subtask: Apply risk management principles to specific function
Task: Identify risk associated with decisions or actions
     Subtask: Analyze risk
     Subtask: Perform risk assessment
     Subtask: Identify roles and responsibilities

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                    First Line Leader
Task: Implement approved solutions
     Subtask: Make sound decisions
     Subtask: Assess risk associated with decisions or actions
Task: Propose solutions to solve problems
     Subtask: Identify the problem
     Subtask: Assess risk associated with decisions or actions
     Subtask: Identify decision making authority
     Subtask: Make sound decisions




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                          Primary Leader
Task: Conduct training on Operational Risk Management (ORM)
     Subtask: Develop Operational Risk Management (ORM) training plan
     Subtask: Determine Operational Risk Management (ORM) training needs
Task: Initiate actions that involve deliberate risk to achieve a recognized benefit or
advantage
     Subtask: Develop plan of action
     Subtask: Implement plan of action
Task: Make decisions taking risks and benefits into consideration
     Subtask: Consider impact of decisions
     Subtask: Incorporate L/L from previous evolutions to reduce risk
     Subtask: Develop alternative courses of action
     Subtask: Document lessons learned to reduce future risk
                                                       making process when possible
     Subtask: Include subordinates in decision Alberta Canada
                            P bar Y Safety Consultants
    Monitoring and measuring enables an
              organization to:
• Evaluate safety performance;
• Assess compliance with legal requirements;
• Analyze root causes of problems;
• Identify areas requiring corrective action;
  and/or
• Improve performance and increase efficiency



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SAFETY EXCELLENCE MODEL




         Management
         Commitment

                                      Employee
 Systems
                                   Involvement

       Safety and Health
        Site Leadership

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                           Instructional Delivery
                               Competencies
Professional Foundations                          Instructional Methods & Strategies
-Communicate effectively                          -Stimulate & sustain learner motivation &
-Update & improve one’s knowledge &               engagement
skills                                            -Demonstrate effective presentation skills
-Comply with established ethical and legal        -Demonstrate effective facilitation skills
standards                                         -Demonstrate effective questioning skills
-Establish and maintain professional              -Provide clarification & feedback
credibility
                                                  -Promote retention of knowledge & skills
Planning & Preparation                            -Promote transfer of knowledge & skills
-Plan instructional methods & materials           -Use media & technology to enhance learning &
                                                  performance
-Prepare for instruction

Assessment & Evaluation                           Management
-Assess learning & performance                    -Manage an environment that fosters learning and
                                                  performance
-Evaluate instructional effectiveness
                                                  -Manage the instructional process through the
                                   P bar Y Safety Consultants Alberta Canada
                                                  appropriate use of technology
  MANAGEMENT COMMITMENT MEANS…

– Valuing and caring for human resources
– Demonstrating a visible commitment with
  continuous involvement
– Setting high expectations and accountability for
  safety
– Motivating proper behaviors through leadership
   – “Walk the Talk”
– Providing resources to affect change
– Encouraging employee involvement

                  P bar Y Safety Consultants Alberta Canada
     EMPLOYEE INVOLVEMENT MEANS…

– Shared ownership of and commitment to the
  program
– Active support of the program
– Accountability for one’s personal safety and that of
  his/her co-workers




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   WAYS TO INVOLVE EMPLOYEES…

– Regular communication with employees on the
  subject of safety, risk, and hazards
– Provide access to information
– Provide ways to participate in the program
   – e.g., worksite self inspections, safety and health annual
     evaluation process, incident investigation
– Provide ways to report hazards, injuries, and make
  recommendations to control hazards


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   SAFETY AND HEALTH SITE LEADERSHIP

– Multiple Roles
   – Leader, Facilitator, Internal Consultant, and
     Change Agent
   – Partner with Management
– Placement and Organizational Structure
– Authority and Responsibility to act when
  needed
– Knowledge, Skills, and Abilities
   – Technical expertise
   – People skills
                  P bar Y Safety Consultants Alberta Canada
     Safety management systems
The Operational Bottom Line
  – Do you know what the safety hazards are at your facilities
    and which ones pose the most risk?
      • People hurt
      • Non-compliance/violations
      • Losses
  – Do you know what to do about them?
      • Engineering Controls
      • Contracts / plans / accountabilities
  – Do you look for ways to improve performance?
      • As you do with other aspects of your business



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                     Safety Systems
• Health and Safety Plan                          • Safety Briefings
   – Safety standards                                    – Kick-off Meeting
      •   Company                                        – Tool box talks
      •   Client
      •   Agencies
                                                  • Incentives (+/-)
      •   Site Practices                          • Site Safety
   – Processes                                      Improvement
   – Expectation                                         – Audits
• Job Safety Analysis                                    – Safety Observations



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      Job Hazard Analysis (JHA)
• A tool to help assure safety in job execution
• The breakdown into its component parts of
  any method or procedure, to determine the
  hazards connected therewith and the
  requirements for performing it safely.*


            *Safety Engineering, Principles and Practices, Government Institutes, 1999



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           Performance Architecture
   Building Blocks for a Performance Focus
             Staff … at all levels … has
             the knowledge and is
                                                      The organization has management
             empowered to intervene to
                                                      systems that ensure that objectives,
             support safe work. “Safety
                                                      processes and resources are
             is everybody’s job”
                                                      adequate and effective … and
                                                      continuously improving

Management constantly and
consistently sends the                     Behavior
message that the
organization is fully
committed to safe work …
and that accidents are                     Systems
preventable and
unacceptable

                                           Culture

                         Safety is a “Value” in the Organization …
                              P into the Fabric Alberta Management Process
              And is Integratedbar Y Safety Consultantsof theCanada
    OSH PROGRAM INCLUDES: but not
             limited too!
•   COMPLIANCE WITH STANDARDS
•   ANNUAL OSH INSPECTIONS
•   ABATEMENT OF HAZARDS
•   PROCEDURES TO REPORT HAZARDS WITHOUT FEAR
    OF REPRISAL
•   OSH TRAINING
•   ACCIDENT REPORTING & INVESTIGATIONS
•   HEALTH SURVEILLANCE PROGRAMS
•   PERFORMANCE EVALUATIONS

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    SUPERVISORS’ RESPONSIBILITIES
•   SET EXAMPLE
•   PREREQUISITES OF JOB                  • INVESTIGATE & REPORT
•   REVIEW PRECAUTIONS                      ACCIDENTS
•   CONDUCT INSPECTIONS                   • CORRECT UNSAFE
                                            UNHEALTHFUL
•   ACKNOWLEDGE SAFETY
                                            CONDITIONS
    BEHAVIOR
                                          • PROVIDE PERSONAL
                                            PROTECTIVE EQUIPMENT
                                            IF NEEDED (AS
                                            DETERMINED BY A JHA)


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                           INVESTIGATIONS
Supervisor over work area is primarily responsible for conducting the investigation




Includes:


   General Information                                   Corrective Action

   Root Cause                                            Documentation

                           Written Statements

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 SUPERVISOR RESPONSIBILITIES

• INFORM ALL EMPLOYEES BEFORE THEIR INITIAL
  ASSIGNMENT OR WHEN A NEW HAZARDOUS
  CHEMICAL IS INTRODUCED INTO THEIR WORK
  AREA
• TRAIN EMPLOYEES HOW TO:
  – IDENTIFY AND PROTECT THEMSELVES FROM
    CHEMICAL HAZARDS
  – RECOGNIZE THE PHYSICAL AND HEALTH HAZARDS OF
    CHEMICALS IN THEIR AREA
  – OBTAIN AND USE THE MSDS
  – DOCUMENT ALL TRAINING!!!!!!!!!!!!!!!!!!!!
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    ADMINISTRATIVE CONTROLS
• Controls such as:
   – Rotating employees to jobs
     with dissimilar physical
     requirements
   – Establishing work/rest
     schedules
   – Training employees to use
     appropriate work methods
     when engineering controls
     are not feasible




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    ENGINEERING TECHNIQUES

• Engineering            to reduce the demands
  techniques are the     of the job, such
  preferred mechanism    as exertion, repetition,
  for controlling        and awkward positions.
  ergonomic hazards.
  This may entail
  redesigning the work
  station and work
  methods
INDIVIDUAL RESPONSIBILITIES

              • COMPLY WITH OSH
                STANDARDS
              • REPORT WORKPLACE
                HAZARDS
              • REPORT TO SUPERVISOR
                ILLNESSES/ INJURIES OR
                PROPERTY DAMAGE
                RESULTING FROM
                INCIDENT
       SUPERVISORY RESPONSIBILITIES
                INCLUDE:
 Conducting    safety meetings
    Conducting Incident/Accident investigations
    Assisting in the development/implementation of
        JSAs
    Maintaining both equipment and the workplace
    Establishing work methods & providing training
   Supervising employees in the
       performance of tasks


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   ACCIDENT/INJURY AND ILLNESS
           REPORTING
    If an injury or illness occurs at work:

REPORT IT TO THE SUPERVISOR IMMEDIATELY

 – Every job related injury or illness must be
   reported to the supervisor as soon as possible




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COMMUNICATION

  IS PART OF

IMPLEMENTATION

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           Developing a JSA
JOB:                                                                        DATE:
Removing items from the upper shelves in the store room                     July 26, 2002


TITLE OF PERSON WHO DOES JOB:
  All employees


DEPARTMENT:                             LOCATION:                          REVIEWED BY:
 Minden Service Office                   202 Miller Street, Minden          Mr. Jay Boss


REQUIRED AND/OR RECOMMENDED
PERSONAL PROTECTIVE EQUIPMENT:                                      NONE




                             P bar Y Safety Consultants Alberta Canada
                   Developing a JSA
SEQUENCE OF JOB STEPS                  POTENTIAL HAZARDS                      SAFE JOB PROCEDURE

 1.      Place the ladder in     1. Drops the ladder                       1.    Make sure base of
       proper position                                                     ladder is stable. Get some-
                                                                           one to hold the ladder to insure
                                                                                 stability
  2. Step up on ladder            2. Falls from the ladder                   2.      Maintain balance by
                                                                                  holding onto back of
                                                                                   ladder. Step up on
                                                                                  ladder one rung at a
                                                                                          time.
  3.      Retrieve item from      3.     Slipping from ladder              3. Maintain firm grip on ladder
        stock shelf                     Dropping stock item                     while reaching item with
                                                                                other hand. Do not over
                                                                                      extend reach.

 4. Step down from ladder         4.      Slipping or falling                  4. Step down slowly. If
                                        from ladder                               necessary hand item to
                                                                                  another person. Move
                                                                                 down one rung at a time.
                                                                                     Maintain balance.

                               P bar Y Safety Consultants Alberta Canada
                   SUPERVISORS & JSAs
 Ensure JSAs are developed or revised

 Use as a training aid

 Follow-up analysis

 Incident/accident investigation tool




                             P bar Y Safety Consultants Alberta Canada
What are truly trying to teach and mentor is the
message drowning in the technique




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P bar Y Safety Consultants Alberta Canada
P bar Y Safety Consultants Alberta Canada
P bar Y Safety Consultants Alberta Canada
P bar Y Safety Consultants Alberta Canada
P bar Y Safety Consultants Alberta Canada
P bar Y Safety Consultants Alberta Canada
P bar Y Safety Consultants Alberta Canada
P bar Y Safety Consultants Alberta Canada
Corrective Action
• Appropriate
• Expeditious
• Effective
  – Accident/Incident Frequency Reduction
  – Accident/Incident Severity Reduction



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                      Self-Check
•   Do you have a procedure?


•   Are hazard control logs posted and used?


•   Do you have documentation of implementation?




•   Is it site-specific?


•   Is corrective action taken, documented, and effective?


                      P bar Y Safety Consultants Alberta Canada
SHOULD SUPERVISORS BE TRAINED?




       ABSOLUTELY !!!!
         P bar Y Safety Consultants Alberta Canada
      TRAINING

  TRAINING
  TRAINING
                FOR


EVERYONE
   P bar Y Safety Consultants Alberta Canada
                     Final Thoughts…
“ Establishing a safety and health culture that leads to superior
  performance is not only the right thing to do or the socially
  responsible thing to do…

 It is also the right economic approach.

 Reducing workplace injuries and illnesses conserves critical
 resources and improves the use of those resources. It saves
 money, avoids unnecessary costs and ultimately maximizes
 returns on business investments.”




                       P bar Y Safety Consultants Alberta Canada

				
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Description: safety