What are the 4 Elements of a Safety Program?

Prioritizing workplace safety is essential. An effective safety program enhances both employee well-being and your bottom line. These programs reduce injuries and worker's compensation claims, fostering a safer and more productive work environment. Four key elements shape a successful safety program including management commitment and employee involvement, worksite safety analysis, hazard prevention and control, and safety and health training.
workers in hard hats and safety vests

Safety in the workplace should be a serious priority for all employers. According to the Bureau of Labor Statistics, the rate of worker deaths and injuries has decreased by more than 60% since the institution of the Occupational Safety and Health Act. This statistic shows that an increased focus on safety in the workplace is beneficial overall. Less risk for injury in the workplace means fewer worker’s compensation claims for the employer. Safety programs provide a wide range of benefits to both employees and employers. There are 4 essential elements of implementing an effective safety program.

What is a Safety Program?

An effective safety program, at its root, should keep employees safe and healthy. The goal of safety and health practices is to protect workers from present and potential hazards, as well as establish compliance with OSHA standards. A safety program can also improve morale and productivity by empowering employees with the tools and guidelines they need to complete their work safely and effectively.

4 Elements of a Safety Program

In 1989, OSHA issued four voluntary guidelines for the management and protection of employee safety. These guidelines address the issues of employee involvement, discipline, and reporting. The 4 elements of a safety program are as follows:

  1. Management Commitment and Employee Involvement

Company culture starts at the top and works its way through the rest of the company. Management buy-in is essential for creating a culture of safety in the workplace. Managers lead the way by setting a positive example and by displaying commitment to the safety of their employees. Managers need to make safety a core company practice in order to effectively implement their safety program.

Employee involvement is essential to the formation and implementation of the safety program in their workplace. Since they are on the front lines of the work, employees are most familiar with their specific workplace risks and dangers. Employees can raise concerns that management may overlook otherwise.

  1. Worksite Safety Analysis

In order to solve a safety problem, you need to know what the problem is. The worksite safety analysis intends to discover and identify any hazards or safety issues in the workplace. Initially, conduct a comprehensive baseline worksite safety analysis that identifies any problem areas. After that, routine surveys of workplace safety should be done on a regular basis, like once a month or once a quarter. These routine surveys serve to continually identify any new or potential hazards on the worksite. Safety analysis is an ongoing project within the safety program. 

  1. Hazard Prevention and Control

Using the information gathered from the worksite safety analysis, managers and employees should work together to decide and implement the best methods for eliminating or mitigating the effects of a safety hazard. There are two primary ways of dealing with a safety hazard. The first, and most effective option, is elimination. Removing the hazard from the work environment or a specific task is the best way to keep employees safe. Elimination may not always be an option, though.

The second way to handle a safety hazard is through control. Control lessens the exposure of the hazard to employees. Decreasing the amount of time needed in a certain area of the work site, using more efficient equipment, or providing personal protective equipment (PPE) are all examples of hazard control. Regular inspections ensure that hazard controls are working and employees follow safety policies.

  1. Safety and Health Training

The final element of a safety program is arguably the most important. Safety and health training is the best way to promote safety awareness in the workplace and ensure that employees understand the safety procedures. Safety and health training should range from general safety guidelines, like wearing PPE, to specialized industry training, like DOT safety training. All staff should understand how the company’s safety program works and how to implement the guidelines. 

Training can be done in a variety of methods and settings. Holding a safety training demonstration at the worksite is an effective way to visually show employees what safety should look like. Additionally, safety should be a part of daily discussions in the workplace, either during work or prior to the start of a shift. Periodic questionnaires can be used to evaluate your employees’ understanding of safety practices.

Start creating a safety program for your workplace today with the help of Work Health Solutions occupational health professionals!

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Dr. Michael Tenison

A series of notable accomplishments distinguish Dr. Michael Tenison’s career in medical operations and healthcare management:

  • Successfully led medical operations at a national healthcare provider, focusing on optimizing healthcare delivery and patient outcomes.
  • Oversaw the regional medical practices in key markets like Oregon and Northern California, ensuring consistent, quality medical care and service delivery.
  • Demonstrated exceptional leadership in building and mentoring a large medical provider team, enhancing team performance and patient care standards.
  • Implemented strategic company policies and protocols, significantly improving center efficiency, clinical quality, and patient experiences.
  • Played a pivotal role in financial planning and identifying growth opportunities for healthcare services, contributing to the organization’s overall success.
  • Served as a primary point of contact for regional employer clients and insurance companies, fostering strong relationships and effective communication.
  • Maintained high medical care and case management standards through diligent supervision, chart audits, and performance metric analysis.

Dr. Matt Feeley

Dr. Matt Feeley is a renowned figure in military aviation medicine, with a robust background in occupational and environmental medicine from the Johns Hopkins Bloomberg School of Public Health. 

  • Former Naval Flight Surgeon, exemplifying his expertise in aerospace medicine and commitment to military health.
  • Served with distinction at NSA Bahrain and HSM-37, earning the COMPACFLT Flight Surgeon of the Year award for exceptional medical service.
  • Supported U.S. Marines VMFA-323 aboard the USS Nimitz, MACG-38, and VMU-3, demonstrating versatility and leadership in diverse medical environments.
  • Broad interests and significant contributions in global health, corporate medicine, and aerospace medicine, highlighting his multidisciplinary approach.
  • Proven track record as a dynamic leader, well-equipped to face the challenges in a fractional medical directorship role with innovative solutions.

Dr. Glen Cheng

A physician-attorney with a dedication to healthcare innovation, informatics, and digital health.

  • Currently spearheads employee health protection and promotion within the VA Pittsburgh Health Care System.
  • Trained in residency at Harvard, achieving board certification as a physician; also a licensed patent attorney with experience as FDA regulatory counsel.
  • Co-founded Acceleromics, a consulting firm providing clinical and regulatory guidance to digital health startups.

Erin Davis

 Chief Clinical Officer at Work Health Solutions, certified in Adult-Gerontology (AGNP-C) and Athletic Training (ATC).

  • Oversees clinical operations and ensures high clinical standards across the company’s national field staff.
  • Former Manager of Clinic Operations and Occupational Health Nurse Practitioner at Stanford University Occupational Health Center (SUOHC).
  • Specialized in treating occupational injuries and illnesses, and provided medical surveillance and travel medicine consults at Stanford and SLAC National Accelerator Lab.
  • Dedicated to sports and occupational injury treatment and prevention.
  • Assistant Clinical Faculty at UCSF, mentoring students in clinical rotations within the Adult Gerontology and Occupational and Environmental Health Program.
  • Holds leadership roles as Treasurer and President Elect of the California El Camino Real Association of Occupational Health Nurses (CECRAOHN), affiliated with the American Association of Occupational Health Nurses (AAOHN).

Dr. Robert Goldsmith

Expert in benefits design and onsite innovation with specialization in the pharmaceutical industry.

  • Previous role as Executive Director for Employee Health at Novartis Services, Inc., leading health services and clinical support.
  • Instrumental in creating an integrated healthcare system at Novartis.
  • Former private practice in internal medicine in Stamford, Connecticut, and Medical Director consultant for GTE Corporation.
  • Transitioned to GE as a Global Medical Director in 2000.
  • Holds a medical degree from Albert Einstein College, an MPH from the University of Connecticut, and completed training at Greenwich Hospital and Yale-New Haven Medical Center.
  • Assistant professor in the Department of Medicine at the Vagelos School of Medicine, Columbia University.
  • Serves as a team physician for high school athletes in Stamford.
  • Published works on occupational health risks, primary prevention, and exercise-induced asthma.