How to Build a Better Safety Process

BLR’s OSHA Compliance Advisor recently spoke to Debbie Gehricke, director of global safety and health at UPS, and Emilio Lopez, director of fleet safety, to find out what to do and what to avoid in a world-class safety and health program.

Both point without hesitation to empowering employees, which UPS does through its Comprehensive Health and Safety Process, or CHSP.

Thanks to CHSP, UPS cites a 33 percent reduction in auto accidents and a 40 percent drop in injuries. Although most companies lack the size and resources of UPS, Gehricke and Lopez believe CHSP principles can be successfully applied to much smaller operations as well.

Today, we’ll highlight four key elements of UPS’s highly successful safety and health process:

• Safety committees
• Safety shares
• Safety zones
• Promoting from the ranks

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Safety Committees

The backbone of the CHSP is the nearly 4,000 safety committees at UPS facilities around the world. Committees are typically led by a non-management employee supported by a management co-chair.

Committees are charged with finding and fixing problems. CHSP committees are fully empowered to take action, which sets them apart from traditional safety committees led by managers “who basically told people to quit getting hurt,” says Gehricke.

CHSP turns the old model around by expecting employees to make the changes that will keep them from getting hurt. Management is always available for support, but the real action is taken by frontline decision makers.

“Wherever we see an issue, we fix it,” says Gehricke. “There’s always that engagement. The groups have authority to make things happen. Employees take concerns directly to their CHSP representative, who shares them with the committee. An item stays on the agenda until it is resolved.”

CHSP committee members are also involved in long-term planning. Each group develops a 15-month action plan to tackle long-term safety goals. But the plans are flexible enough to accommodate emerging issues.

Gehricke and Lopez believe that the committee structure is the single most important component of their safety process and recommend the full empowerment model to other safety professionals.

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Safety Shares

Asked about other best practices, Gehricke explains that every UPS meeting has a “safety share” or tip. It’s a technique used by many safety-minded companies, and one that Gehricke insists makes a difference at UPS. Subjects might be railroad crossing risks, distracted driving, or safe lifting. The exchange is brief, but the consistency of practices underscores management’s commitment to keeping workers safe.

“We go one step further,” explains Gehricke. “Every day at every UPS operation, drivers gather for a 3-minute communication that might address a new service or other key information they need. At the end, we always include a safety tip.”

Safety Zones

Five years ago, UPS introduced an innovative practice that created “safety zones.” A safety zone is a physically delineated area in each facility where drivers and other workers gather. The zones may include computers for online research, information boards, and space for holding safety presentations. Some locations have even introduced light workout equipment.

Gehricke says carving out a dedicated space devoted to safety helps underscore its importance and makes the commitment more visible. She says the zones were not costly to create and are definitely proving their value.

Promoting from the Ranks

UPS is also a believer in promoting from the ranks. The company, known for employee longevity, encourages employees to grow in safety as they grow in their jobs.

It’s not unusual for a part-time loader to become a driver, then a supervisor, and then a manager, with safety responsibilities added along the way.

Encouraging long-term employees to take on safety duties helps create buy-in and strengthens the safety organization.

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