Incident reports help find out why accidents happen, but also why they do not. Data and lessons are shared, feedback keeps staff in the loop, and, in fact, incident reporting schemes are cheaper than the cost of an accident. Reports are a reminder of hazards and organizations can use information to change processes for the future. It’s really a no-brainer to have the systems in place.
But what good is having EHS processes if workers just don’t report incidents? Before any manager or director can analyze trends, there needs to be engagement of the workforce. We've taken a look at common barriers to incident and near-miss reporting and picked 5 that EHS Managers and Directors have the power to tackl
If reporting out an incident is going to take too much effort, chances are workers will avoid it. Their time is valuable and reporting an incident or near-miss may just equate ‘headache’. By implementing mobile reporting this issue should no longer be a cause for concern. It’s possible for employees to access forms with their smartphones, by either having an app downloaded or scanning an on-site QR code. Mobile forms can even be pre-populated with GPRS location, and images can be attached for clearer explanations. Download our case study on how VINCI, a global construction firm, benefited from implementing mobile forms. This is one way EHS Managers can neutralize the difficulty excuse.
Classification of the type of incident that occurred is another common barrier to reporting. “What do I even report this as?” Provide reports with a severity matrix, enable descriptions to be added beside incident type and ensure all reports are reviewed after submission. This can be slightly tricky as classification is left up to interpretation, but if an explanation is not satisfactory e-forms can be easily sent back to the witness for clarification. Additionally, you could make sure descriptions of each possible type of event are included within forms. Classification also varies per region, so make sure employees are equipped with the local knowledge of what certain incident types should be reported as.
There are two types of embarrassment here: being embarrassed about causing an incident or a near-miss, and being embarrassed to report one. Workplace culture should accept that people make mistakes, and employees should be made aware of the consequences of not reporting an incident. Although in some hard-hat industries having ‘battle scars’ merits respect, it's pretty safe to say that anything more serious would not be so admirable. Hold a monthly safety meeting to keep staff involved, to remove the embarrassment associated with safety incidents and to educate them on the consequences of complacency.
In many industries employees have a fear of retribution from participation in incident reporting systems. Unfortunately, a blame culture still exists in companies where workplace safety is seen as a burden or a drain on efficiency. In fact, it’s proven that implementing an effective EHS system can improve operational effectiveness by 20%, so the stigma around safety should – in theory – be eradicated. This one is completely down to management. Reporting both near-misses and incidents should always be encouraged in order to reduce accidents, and whistle-blowers should be met with praise rather than punishment. Not to mention RIDDOR in the UK which requires all near-misses or close calls also be reported to the HSE. If the fear of retribution still plagues your workforce, you might consider implementing an anonymous reporting model.
5. Lack of interest from organization
This is probably the biggest one, and could otherwise be known as an organization’s safety culture. There are numerous ways management can prove to employees that their safety and reports are valued: share safety performances, encourage reporting, instigate a safety committee, invest in training for staff, take opinion surveys, or implement an easy to use EHS system. In an article by Pro-Sapien Director Murray Ferguson, health and safety is compared to a black box – everything should be recorded, and then it should be learnt from. EHS starts from the top: the board and management need to show their commitment before employees can be expected to follow suit.
Break these barriers now in order to improve global business performances. Build the business case for EHSQ software using our comprehensive guide, complete with statistics and what CEOs are looking for. You may also consider holding an anonymous survey to gain insight into the existing safety culture of your organization, and pinpoint areas to work on. Either way, engagement of the workforce is key in improving EHSQ performance across the business.