Safety Month Wrap-Up: Creating a Year-Round Culture of Clean Safety

The discussion below provides practical advice on how to carry the successes of Safety Month and make it a permanent, 365-day commitment to safety in commercial cleaning activities.

We examine evaluation processes, organizational support mechanisms, training programs, and management systems that facility administrators and cleaning service contractors can use to incorporate safety in daily operations instead of treating it as an occasional issue.

The Problem of Maintaining Workplace Safety Momentum

Regular safety awareness campaigns stir up interest, increase visibility and in many cases pay off instantly. However, when the focus is diverted, most enterprises tend to fall into the patterns that are referred to by practitioners as the post-campaign slide. Recent results show that organizations experience an average of 30-40 % loss of safety compliance 60 days following the end of a focused effort.

The justification of being constantly alert is clear. In addition to the moral obligation, accidents in the cleaning business cost a lot of money: workers compensation, lost productivity, temporary labor costs, and possible regulatory fines. According to OSHA, the rate of injuries in commercial cleaning activities is higher than the industry average and the most common injuries are slips, trips, falls, and chemical exposures.

Safety goes beyond moral duty to cleaning service providers and facility managers since it is a competitive advantage. Customers are becoming more likely to base their assessment of potential vendors on their safety record and procedures.

A stable safety culture is an indication of professionalism, reduces liability and eventually maintains profitability by preventing expensive accidents and operational downtimes.

A shift to an embedded safety culture requires a systematic change to a campaign-centric focus. Safety Month therefore provides a tactical opportunity to implement sustainable measures, taking advantage of the momentum of the first year, instead of reinventing the wheel every year.

Evaluating Your Safety Month Results

A critical evaluation of the results obtained in the course of Safety Month is unavoidable to institute good, long-term safety systems. This kind of an examination does not only end in quantitative measures but also includes qualitative information that exposes practical barriers and sheds light on areas that require improvement.

Quantitative data should be checked to see the progress:

• Pre-initiative, during and post-initiative incident rates
• Rate and quality of reporting near-misses
• Adherence to personal protective gears and handling of chemicals
• Percentages of training completion and related retention of knowledge
• Compliance rates of equipment inspection

Qualitative results are equally informative; thus, it is recommended to survey cleaning staff on the most useful initiatives and the ongoing issues. This grass-roots information often reveals obstacles that the management is unaware of, like PPE that gets in the way of efficiency, or chemical storage systems that inadvertently promote shortcuts.

Effective actions that should be extended to a larger audience usually include simplified documentation, role-specific training programs, and safety-focused behavior recognition programs. As an example, when the implementation of simplified chemical safety data sheets enhanced compliance during Safety Month, the same benefits can be achieved by implementing the same documentation model to all processes.

A gap analysis always shows the missing points of commercial cleaning safety, such as:

• Repetitive work ergonomics
• Extreme weather cleaning procedures
• Biohazard management protocols other than basic bloodborne pathogens
• Occupant warning communication systems that warn occupants of wet floors or other temporary hazards
• Mental health factors that affect safety performance

With a close assessment of all the results of the Safety Month, an organization sets a standard of improvement and determines the areas of concern that should be addressed in its safety strategy throughout the year.

Building Foundation Systems for Continuous Safety

Sustainable safety culture, which will last as other business priorities emerge, requires well-designed and robust systems.

Records form the core of any safety system. Develop standard operating procedures on all routine cleaning activities, with special consideration on those activities that are associated with high risks: working at heights, using concentrated chemicals or using machinery.

Such procedures should indicate:

• Personal protective gears to be used in every task
• Step-by-step operations that integrate necessary safety precautions
• Problem solving instructions on common issues
• Elaborate emergency response guidelines
• Cross-references to applicable regulatory requirements

These documents should be easily accessible via digital media and hard-copy reference manuals at conveniently selected locations. QR codes placed in work locations are effective in many organizations as they directly connect to the right procedure.

Safety audits are done regularly to avoid gradual deterioration. Introduce a graded audit program:

• daily supervisor visual inspection of greatest-risk actions
• documented weekly equipment and chemical storage inspection
• full audits of all safety systems on a monthly basis
• third party or cross departmental assessment every three months

Inventory management systems ensure that cleaning staffs are equipped with the right safety gears at all times. Install automatic reordering signals of PPE, first-aid items and spill-containment. Appoint someone to ensure that there is sufficient stock with other people to take their place in case they are absent.

Continuous awareness is supported by a solid communication infrastructure. They should include:

• online mediums of distributing safety news
• physical bulletin boards in employee quarters
• pre-shift safety briefing procedures
• anonymous reporting systems of hazards
• frequent safety committee meetings with representation of all levels of the organization

With these foundation systems, safety becomes the new norm, rather than a topic requiring regular campaigns.

Get instant quote for certified commercial cleaning services. Click Here

Developing Comprehensive Staff Training Programs

Development and sustenance of strong safety cultures cannot be achieved without the establishment of comprehensive staff-training programs.

Despite the fact that Safety Month has always been characterized by intensive training, long-term safety awareness requires constant education. To this end, a training calendar must be maintained throughout the year to ensure that knowledge remains up to date, that it is updated to match changes in environment or procedure, and that it remains engaging.

The calendar must give:

• A thorough safety orientation of new employees
• Monthly meetings that focus on discrete hazards or procedure subjects
• Refresher courses to review basic safety procedures on a quarterly basis
• Yearly certification of key areas like handling of chemicals and management of blood borne pathogens

Since roles vary in terms of risks they face, training that is specific to roles makes training relevant. These are some examples:

• Front line cleaners: training on chemical safety, ergonomics and hazard identification
• Equipment operators: focus on the machine specific protocols and maintenance safety
• Supervisors: training on investigation of incidents and safety leadership
• Management: regulatory compliance training and safety program evaluation training

Training must be effective to cover various learning styles and working conditions. A mixed method may include:

• Practical displays of physical prowess
• Short video modules that can be accessed through mobile devices
• Practical application of peer-to-peer mentoring
• Interactive situations that encourage good decision-making
• Micro-learning modules that can be used in short accessible time

The formal training is enhanced by the development of internal safety champions. Choose employees with outstanding safety awareness and provide them with extra training and reward. As direct resources, they are on guard in between training sessions.

Evaluate effectiveness by observation, testing and tracking of incidents. In cases where repetitive safety violations occur, go back to education tactics instead of teaching the same thing.

Long-term Safety Strategy Implementation

The shift of safety as a periodic concern to a continuous priority requires the strategic alignment of safety with the business as a whole. Safety should be considered as a core operating value and not a compliance cost.

The first step of this process is the setting of layered safety objectives:

1. Daily: None of the incidents can be prevented
2. Monthly: Finish regular examinations and training
3. Quarterly: decrease in a particular type of incident or severity
4. Every year: Evaluation and enhancement of the program as a whole

Commitment is reflected through the budget allocation. Specific funds ought to be allocated to

• Replacement and upgrading of safety equipment
• Continual training tools and contents
• Third party audits and certifications
• Safety recognition programs
• Safety management technology tools

Integration with business operations ensures safety becomes inseparable from productivity. Practical strategies include:

Practical methods are:

• Introducing safety measures into performance reviews at every level
• Having safety discussion as the first agenda item in all operation meetings
• Having safety compliance in client contracts and service agreements
• Making safety performance a requirement to advancement opportunities
• Reconciliation of safety and chemical and equipment buying decisions

The fact that management is visible in safety efforts is an indication of its significance. Leaders should:

• Take part in safety checks
• Participate in safety training with personnel
• Appreciate and recognize safety excellence
• Take care of safety issues as they arise
• Exhibit appropriate protocols on-site

The mechanisms of continuous improvement avoid complacency. Reviews of safety programs should be conducted on a quarterly basis.

• Trends and causes of incidents
• Adherence of various locations or teams
• Efficacy of existing controls
• New risks or varying regulatory needs
• Safety-enhancing technological developments

A long-term safety plan therefore makes safety stop being a campaign and becomes part of the identity of the organization.

Maintaining Compliance and Documentation Systems

The regulatory environment that surrounds the commercial cleaning operations is constantly being adjusted, which makes compliance an ongoing process instead of a milestone. It is thus important to put in place formal mechanisms of tracking and addressing the changing standards.

Assign specific or specific positions to regulate regulatory surveillance:

• Sign up to receive updates by OSHA, EPA and local government
• Remain a member of industry organizations which provide compliance advice
• Create consultative relations in complex issues
• Introduce a regular review of regulations

Documentation systems must be able to strike a balance between completeness and practicality. Good strategies are:

• Safety management software that unifies records in cloud-based form
• Real-time inspection recording mobile applications
• Standardized forms that have clear instructions on how to complete them
• Verification capabilities using electronic signature
• Automatic backup procedures to avoid loss of data

Safety inspections should be prepared as a continuous process and not as a reactive one. Implement:

• Self-inspection programs that are similar to regulatory inspection programs
• Documentation systems of organization that make retrieval quick
• Frequent verification of required postings and signs
• Personnel training on how to interact with the inspectors
• Mock inspections to expose the possible areas of non-compliance

There is a significant compliance challenge relating to chemical management. Safeguard:

• Updated Safety Data Sheets in electronic and hardcopy forms
• Correct chemical inventory and classifications of hazards
• Labeling of secondary containers appropriately
• Written training on hazard communication
• Regular inspection of storage and handling procedures

The compliance with equipment safety requires a systematic recording of:

• Routine servicing as per the manufacturer requirements
• Records and certification of operators
• Pre-use inspection procedures and respective logs
• Procedures of removing and tagging damaged equipment
• Usage and condition based replacement schedules

Well-designed compliance systems have the potential to transform regulatory requirements into administrative necessities to risk management.

Creating Accountability and Engagement Mechanisms

Safety cultures thrive where responsibility is shared extensively within the organisation. Through having a defined responsibility and fostering genuine employee involvement, safety is made a priority even beyond the month that is dedicated to it.

The constant attention to safety is provided by frequent meetings:

• Daily huddles that are held regularly and discuss urgent issues
• Team meetings once a week to discuss the recent incidents and near-misses
• Department-wide discussions on specific safety issues on a monthly basis
• All-staff quarterly meetings that show performance and recognition

The constructive safety behaviours that are reinforced through recognition programmes include:

• Verbal recognition of safe practices that are observed immediately
• Reward of safety suggestions that enhance processes by the people
• Publicity of safety suggestions that enhance processes
• Competitions based on proactive safety measures organised in teams
• Individual and team safety performance awards
• Marking of important safety milestones

Measurement and reporting of progress should be done. Practical actions can be:

• Visual management boards that show important safety indicators
• Frequent release of safety performance information
• Open reporting of incidents and remedial measures
• Comparing the current performance with past trends
• Comparing to the industry standards where possible

When employees participate in developing safety programs, their commitment to following them increases dramatically, creating opportunities for real cultural change, such as:

• Safety representation on rotating committees
• Giving comments on suggested modifications to process
• Participating in the development and provision of safety training
• Involvement in incident investigation and planning of corrective action
• The use of fast response and implementation of safety suggestion systems

Accountability of leadership is also important. Managers should:

• Incorporate safety performance in their individual goals
• Invest enough in safety programs
• Solve safety issues as soon as possible and completely
• Demonstrate good safety habits always
• Take responsibility of safety outcomes within their areas

When combined, these engagement mechanisms create a self-reinforcing loop where safety is an organisational value as opposed to a compliance requirement.

Conclusion

It takes much more than just continuing the activities of the Safety Month in July to establish a culture of clean safety all year round. Achieving sustainable performance involves a planned, systematic change and not a periodic expansion.

By undertaking an intensive review of existing performance, creating strong and interconnected systems of foundations, creating thorough training systems, adopting strategic methods, ensuring strict compliance systems, and encouraging real accountability, organizations will be able to integrate safety into the DNA of their operations.

The commercial cleaning sector has its own unique safety issues associated with chemical risks, varied working conditions and the tendency to isolate individual employees. Despite these natural challenges, a long-term safety culture provides extra security to the employees and can be viewed as a good indicator of professionalism by clients.

The transition between periodic safety campaigns and integrated safety culture is not an overnight process and, in the case of organizations that have learned to make the transition, eventually becomes the standard operating model. Here safety is not a separate project anymore, but the inherent manner of doing business, protecting employees, maintaining corporate image, and ensuring future prosperity.