Page 40 - Occupational Health & Safety, November/December 2019

LOCKOUT/TAGOUT
Building a Culture of Safety Around an Effective Lockout/Tagout Program
Developing a lockout/tagout program is easier said than done.
BY CHRIS MCCONNELL
In order to establish the safest possible working environment, it is essential to first build a com- pany culture that promotes and values electrical safety, both in words and actions.
This isn’t always easy. Resistance to change is often one of the biggest challenges for EHS professionals. Managers responsible for safety programs must over- comethisresistancewhenimplementingnewpolicies.1 There are actions that can be taken to help minimize any apprehension towards cultural and operational changes. The steps below outline the stages of culture change, how to implement them most effectively, and how to translate these changes from philoso- phy to practice by developing an effective lockout/ tagout program.2
Three Stages of Culture Change
Leadership buy-in. Without buy-in or engage- ment from company leadership, any initiative will fail. Leaders must demonstrate through ex- ample and be able to back up words with actions. Leaders should focus on minimizing any negative consequences, whether actual or perceived, of imple- menting new safety protocols. Any stigma of blame that may come with reporting safety risks or haz- ards needs to be eliminated so that employees can be open and honest when talking with management. As a program is being implemented, employees need both encouragement and proof that the new expec- tations are permanent until further notice. Signage, official announcements, and updates can help, as can
36 Occupational Health & Safety | NOVEMBER/DECEMBER 2019
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