712 Safety Supervision and Leadership

Glossary

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A

• Accident Investigation. A process to determine the root causes of a workplace incident involving injury, illness, or property damage to prevent future occurrences and improve safety procedures.
• Accountability. The responsibility of individuals, particularly leaders and managers, to uphold safety standards and ensure that safety policies are followed. In a safety context, accountability means that all team members, from frontline workers to top leadership, are answerable for their actions and contributions to a safe work environment. Leaders who model accountability inspire trust and foster a culture where employees take ownership of safety.
• Active Supervision. A proactive approach to oversight where supervisors actively engage with employees to monitor work conditions, behaviors, and adherence to safety procedures in real-time.
• Administrative Law Judge (ALJ). A judge who presides over cases involving federal regulatory agencies, including OSHA violation disputes, determining the outcome of workplace safety cases and complaints.
• After-Action Review (AAR). A structured review process conducted after a workplace incident or project, aiming to identify lessons learned and areas for improvement in future processes or emergency responses.
• Air-Purifying Respirator (APR). A type of respirator that filters out particulates, gases, or vapors from the air, used to protect workers in contaminated or hazardous environments.
• Audit. A systematic examination and evaluation of workplace safety practices, procedures, and equipment to ensure compliance with safety standards and identify areas for improvement.
• Authorized Person. A worker designated by the employer to handle specific tasks involving hazards or restricted areas, often trained and authorized in lockout/tagout or confined space entry.

B

• Behavior-Based Safety (BBS). A proactive safety approach focused on observing and modifying employee behavior to improve safety performance. BBS programs aim to identify and reinforce safe behaviors through direct observation, positive reinforcement, and coaching, while also addressing risky behaviors before they result in incidents. BBS emphasizes personal accountability and creates a safer environment by involving employees in spotting and mitigating potential hazards.
• Bloodborne Pathogens (BBP). Infectious microorganisms present in blood that can cause disease in humans, regulated under OSHA standards to protect workers exposed to bloodborne hazards.

C

• Coaching and Mentoring. A supervisory practice focused on guiding employees to develop safe work habits, improve performance, and build skills through regular feedback and support.
• Competency Assessment. An evaluation process used to determine an employee’s qualifications and ability to safely and effectively perform their job tasks, often required for specific roles.
• Commitment. The dedication and responsibility of leaders and employees to prioritize safety in all operations and decision-making processes. In the context of safety, commitment refers to the continuous effort to improve conditions, enforce safety standards, and encourage active participation in safety programs. Leaders demonstrate commitment by setting clear expectations and leading by example.
• Compliance Officer. An individual employed by OSHA or a related agency to inspect workplaces for adherence to health and safety regulations and to enforce compliance with standards.
• Continuous Monitoring. The ongoing observation and assessment of workplace conditions to detect and manage hazards, often used in environments with potential exposure to toxic substances.
• Control Measures. Methods implemented to reduce the risks posed by hazards in the workplace, often including engineering controls, administrative controls, and PPE.
• Corrective Action. Steps taken to address non-compliance or safety hazards found during inspections or investigations, aiming to prevent recurrence of accidents or unsafe practices.
• Disciplinary Action. A response by management to address employee non-compliance with safety policies, including measures such as warnings, suspension, or termination.
• Culture of Safety. A work environment where safety is a core value and is integrated into every level of operation, from frontline workers to management. In a culture of safety, employees feel empowered to voice concerns, report hazards, and prioritize safe practices. The culture encourages open communication, accountability, and a commitment to continuous safety improvement, reducing accidents and fostering a healthier, more productive workforce.

D

• Deficiency Report. A document outlining hazards, risks, or equipment issues identified during a safety inspection that require corrective actions.
• Delegation. The process by which leaders assign specific tasks or responsibilities to employees or team members. Effective delegation in safety leadership involves assigning safety-related tasks, such as hazard inspections or safety training, to ensure that critical safety responsibilities are managed efficiently. Delegation allows leaders to empower employees and develop a more collaborative safety culture.
• Direct Supervision. Close oversight by a supervisor who is present in the work area to immediately observe, guide, and intervene as necessary to ensure compliance with safety standards.
• Disciplinary Action Policy. A formal set of guidelines outlining the consequences for failing to adhere to workplace rules or safety policies, aiming to maintain a safe and compliant work environment.
• Documentation and Recordkeeping. The practice of maintaining accurate records of safety inspections, incident reports, training sessions, and corrective actions, critical for compliance and monitoring workplace safety performance.
• Documentation Standards. Protocols for accurate, detailed, and timely recording of supervision activities, training, incidents, and corrective actions to ensure accountability and regulatory compliance.

E

• Effective Communication. The use of clear, concise language by supervisors to convey safety procedures, expectations, and hazard information, essential for reducing misunderstandings and ensuring compliance.
• Employee Engagement. The involvement and enthusiasm employees show toward safety initiatives, impacting how well they follow safety procedures, report hazards, and participate in safety programs. Engaged employees are more likely to take proactive steps in maintaining a safe work environment, contributing to a stronger safety culture and reducing workplace incidents. Employee engagement in safety programs can be enhanced through clear communication, management support, and recognizing employees' contributions to safety efforts.
• Engineering Controls. Physical modifications to the workplace or equipment to reduce or eliminate hazards, such as ventilation systems or machine guards.
• Ergonomics. The science of designing the workplace to fit the worker’s physical capabilities, aimed at reducing musculoskeletal disorders and increasing efficiency and comfort.
• Execution. The effective implementation of safety plans, policies, and procedures in daily operations. Execution requires consistency, clarity, and commitment from leadership to ensure that safety protocols are followed accurately. Successful execution in safety leadership involves regular monitoring and adjustment of safety practices to ensure they align with organizational goals.
• Exposure Incident. An event where an employee is exposed to hazardous substances or environments that may result in injury or illness, typically requiring documentation and investigation.
• Exposure Limit. The maximum amount of a hazardous substance to which a worker can be exposed over a set period, as defined by OSHA or NIOSH, including Permissible Exposure Limits (PELs) and Threshold Limit Values (TLVs).

F

• Feedback. Constructive information provided to employees or teams regarding their performance, particularly on safety practices and compliance. Regular feedback helps reinforce safe behaviors, correct unsafe actions, and encourages continuous improvement. Leaders use feedback to support learning and adaptation, improving both individual and organizational safety performance.
• Feedback Loop. A continuous communication process in which supervisors give and receive feedback from employees about workplace safety practices, allowing for improvements and increased awareness of potential hazards.
• Field-Level Risk Assessment (FLRA). An on-the-spot evaluation conducted by supervisors and workers before starting a task to identify and mitigate immediate hazards in the work environment.
• Fire Watch. A designated individual who monitors a work area where hot work, such as welding, is being performed, with the responsibility of preventing and responding to fires.
• First Aid Log. A record of minor injuries that do not require medical treatment beyond basic first aid, maintained as part of injury and illness recordkeeping.
• Follow-Up Inspection. A review performed after a safety inspection or corrective action to confirm that hazards have been addressed and preventive measures are in place.

G

• General Duty Clause. A provision within the Occupational Safety and Health Act of 1970 requiring employers to provide a workplace free from recognized hazards that are likely to cause death or serious harm. OSHA uses the General Duty Clause to cite employers for hazards not specifically covered by an existing regulation, holding them accountable for maintaining a safe working environment.
• Goals. Broad, long-term achievements that an organization seeks to accomplish in workplace safety. Goals provide direction and motivation, supporting a safety vision and establishing the foundation for setting more specific objectives. Safety goals might include reducing incidents, increasing safety awareness, and enhancing overall safety performance.
• Goal Setting. Establishing specific, measurable objectives for safety and performance, which supervisors set to guide employees' efforts and assess progress in achieving a safe work environment.

H

• Hazard Communication Standard (HCS). An OSHA standard requiring supervisors to inform and train employees on the dangers of hazardous substances in the workplace, often through safety data sheets and labeling.
• Hazard Identification and Risk Assessment (HIRA). A systematic process used to identify potential workplace hazards and assess the risks associated with them. HIRA helps prioritize safety interventions by evaluating how likely and severe potential incidents could be, allowing organizations to target high-risk areas and apply the necessary controls to prevent injuries or damage. This process forms the foundation for effective safety planning and compliance.
• Hazard Report. A document submitted by an employee or inspector to report unsafe conditions or practices observed in the workplace, often used to initiate corrective action.
• Hazardous Atmosphere. An environment containing substances at concentrations that pose an immediate danger to life or health, commonly monitored in confined spaces and regulated under OSHA standards.

I

• Incident Command System (ICS). A standardized approach to emergency response, used to organize personnel, resources, and procedures for effective management of incidents.
• Incident Report. A detailed record of an accident, injury, illness, or near-miss incident in the workplace, capturing information needed for analysis and corrective measures.
• Injury and Illness Prevention Program (IIPP). A proactive safety program mandated by OSHA for certain industries, designed to identify and eliminate hazards before they cause accidents or illnesses.
• Innovation. The introduction of new ideas, methods, or technologies to enhance safety practices. In safety leadership, innovation may involve developing new safety protocols, integrating advanced technology, or rethinking risk management strategies to reduce hazards and promote a safer work environment. Innovative leaders encourage creative problem-solving and foster a mindset open to improvement and change.

J

• Job Hazard Analysis (JHA). A technique that examines each step of a job task to identify and control hazards. By breaking down tasks into specific steps, JHA can identify risks and suggest preventive measures or protective equipment needed to ensure safety. It is particularly useful for tasks with high-risk factors, and JHAs are often required by safety regulations to ensure consistent safety practices.
• Job Safety Briefing. A pre-task meeting led by a supervisor to discuss potential hazards, procedures, and PPE requirements for a specific job to ensure workers are prepared and informed.
• Job Safety Analysis (JSA). A process to identify and mitigate potential hazards associated with specific job tasks by breaking down each step and assessing risks.
• John Maxwell's Levels of Leadership. A leadership model describing five levels of influence and authority: Position, Permission, Production, People Development, and Pinnacle. Each level represents a different phase of leadership growth, from having authority based on position to creating an enduring impact through personal influence and relationship-building. In safety leadership, progressing through these levels helps leaders foster trust and encourage a strong safety culture.

K

• Key Performance Indicators (KPIs). Measurable metrics used to evaluate the success of safety initiatives and track progress toward safety objectives. KPIs may include incident rates, near-miss reports, safety training completion, and audit scores. Leaders use KPIs to assess the effectiveness of safety programs and make data-driven decisions to improve safety outcomes.

L

• Leadership by Example. A supervisory approach in which supervisors model safe behaviors and practices for employees, demonstrating commitment to safety and establishing credibility.
• Leadership Styles. The approaches or methods leaders use to guide and influence their teams. Common styles include autocratic, democratic, transformational, transactional, and laissez-faire leadership. Each style affects how safety priorities are communicated, enforced, and supported, influencing the safety culture and employee engagement in safety practices.
• Leadership vs. Management. A distinction between two key roles in organizations: leadership focuses on inspiring, guiding, and influencing people to achieve shared goals, while management is more concerned with planning, organizing, and controlling resources to meet specific objectives. In safety, effective leaders inspire commitment to safety culture, whereas managers ensure compliance with safety policies and regulations.
• Leading Indicators. Metrics that serve as proactive measures to predict and prevent future incidents. Leading indicators include actions like safety training completion rates, near-miss reporting, and safety observations, which provide insights into potential risks before accidents occur. Tracking leading indicators helps organizations adjust safety efforts to reduce hazards and continuously improve safety performance.

M

• Medical Surveillance. The regular health screening of employees who may be exposed to hazardous materials or conditions, aimed at detecting occupational diseases or adverse health effects early.
• Medical Treatment Beyond First Aid. Any care administered to an injured or ill employee that surpasses first aid, such as stitches, prescription medications, or physical therapy, which makes an incident OSHA recordable.
• Mission. The stated purpose and guiding focus of an organization, often defining its commitment to safety and the well-being of its employees. A safety mission communicates an organization’s dedication to protecting workers and minimizing risks, serving as the basis for policies and practices that promote a safe and healthy workplace.

N

• Near Miss. An event that had the potential to cause harm or damage but did not, either due to luck or timely intervention. Near misses serve as critical learning opportunities in safety management, allowing organizations to investigate and address hazards that could lead to more serious incidents if left unresolved. Effective near-miss reporting encourages employees to share incidents without fear of blame.
• Near-Miss Report. A report of an incident where no injury or damage occurred but had the potential to do so, used for risk assessment and preventive actions.

O

• Objectives. Specific, measurable actions that support broader safety goals. Objectives outline concrete steps to improve safety, such as reducing incident rates by a set percentage, increasing training sessions, or enhancing hazard communication. Clearly defined objectives help organizations monitor progress toward achieving their safety goals.
• Observation Checklist. A standardized list of safety items and behaviors for supervisors to observe during workplace inspections, helping ensure consistent safety practices are followed.
• Occupational Exposure. The contact or presence of a worker with physical, chemical, or biological hazards within the workplace.
• Occupational Injury. Any injury, such as a cut, sprain, or burn, that occurs in the workplace or during work-related activities, typically requiring documentation and potential investigation.
• Occupational Health and Safety Management System (OHSMS). A structured framework that organizations implement to consistently manage health and safety risks. An OHSMS typically includes policies, objectives, processes, and resources focused on hazard control, incident response, and continuous safety improvement. This system helps ensure regulatory compliance, reduces workplace injuries, and aligns with standards such as ISO 45001.
• OSHA 300 Log. A record required by OSHA for tracking all recordable work-related injuries and illnesses, including details of each case, as part of workplace safety compliance.
• OSHA Recordable Incident. Any work-related injury or illness that meets OSHA’s criteria for recordkeeping, including events requiring medical treatment beyond first aid, days away from work, or restricted work activity.

P

• Performance Appraisal. A formal review of an employee’s work performance, including safety compliance, conducted by a supervisor to assess effectiveness and identify areas for improvement.
• Performance Standards. Clear expectations set by supervisors regarding job performance and adherence to safety practices, used to evaluate employee actions and improve workplace safety.
• Permissible Exposure Limit (PEL). The maximum allowable concentration of a hazardous substance in the workplace as set by OSHA, based on an eight-hour time-weighted average.
• Process Safety Management (PSM). An OSHA standard aiming to prevent accidental releases of substances that could cause serious harm, particularly in the chemical industry.
• Plan-Do-Study-Act (PDSA) Cycle. A four-step, continuous improvement process developed by W. Edwards Deming, used to test and implement changes. The cycle begins with planning (identifying problems and solutions), doing (implementing changes), studying (evaluating results), and acting (adopting successful changes). In safety, the PDSA Cycle helps leaders identify improvements, evaluate their impact on safety, and standardize effective solutions.
• Pre-Task Planning (PTP). A process in which supervisors and employees review the safety requirements and potential risks associated with a task before it begins, promoting situational awareness and hazard prevention.
• Preventive Action. Steps taken to address potential hazards before they result in an accident, illness, or injury, aimed at maintaining a safe work environment.
• Proactive. A forward-thinking approach to safety that anticipates and prevents potential incidents by identifying hazards, assessing risks, and implementing controls before an incident occurs. Proactive safety management includes practices like regular hazard assessments, safety training, and preventive maintenance to create a safer workplace.
• Proactive Supervision. A supervisory approach focused on anticipating potential hazards and addressing them before they become issues, rather than reacting to incidents after they occur.
• Progressive Discipline. A structured approach to discipline that escalates in severity with each offense, beginning with verbal warnings and leading to suspension or termination if behavior does not improve.
• Psychological Safety. A work environment in which employees feel comfortable speaking up about potential hazards, voicing concerns, and reporting incidents without fear of retaliation. Psychological safety encourages open dialogue, making it essential for building trust and ensuring rapid identification and mitigation of hazards. It is considered a foundational aspect of strong safety cultures.

Q

• Quality Management. A systematic approach to ensuring that products, services, and processes meet established safety and quality standards. In the context of safety, quality management involves establishing clear policies, conducting regular inspections, and fostering a work culture that prioritizes both safety and excellence in every operation. Effective safety leaders integrate quality management principles to reduce risks and maintain a safe work environment.

R

• Reactive. A response-based approach to safety that focuses on addressing incidents after they occur rather than preventing them in advance. Reactive measures include incident investigations, corrective actions, and policy changes following a safety event. While necessary, reactive approaches are limited to mitigating harm after an issue arises, contrasting with a proactive safety management approach.
• Recordable Incident. Any workplace injury, illness, or fatality that meets OSHA’s criteria for recordkeeping, including cases with lost workdays, restricted duties, or medical treatment beyond first aid.
• Respiratory Protection Program. A written program required by OSHA outlining procedures for protecting employees from respiratory hazards, including selection, use, and maintenance of respirators.
• Risk Communication. The exchange of information between supervisors and employees regarding workplace hazards, preventive measures, and safe practices to ensure understanding and compliance.
• Root Cause Analysis (RCA). A problem-solving method to identify the primary cause of an incident, focusing on preventing recurrence by addressing the underlying issues rather than just the symptoms.

S

• Safety Accountability System. A system implemented by supervisors to track and enforce adherence to safety policies, holding employees responsible for safe behaviors and practices.
• Safety Champion. An employee, typically chosen by a supervisor, who promotes safety practices and serves as a role model to others, often assisting in safety training and monitoring.
• Safety Climate. The collective perception of employees regarding the importance of safety within their organization. Safety climate reflects attitudes toward safety procedures, trust in leadership's commitment to safety, and employee engagement in safety practices. A positive safety climate is linked to lower accident rates and improved compliance with safety protocols.
• Safety Committee. A team composed of both employee and management representatives who meet regularly to discuss safety-related issues, review incident reports, and propose corrective actions. Safety committees play a critical role in maintaining open communication about safety, helping to address concerns raised by workers, and supporting the development of safety programs.
• Safety Culture. The collective values, beliefs, and behaviors toward safety shared by all members of an organization. A positive safety culture promotes open communication, hazard reporting, and mutual accountability, ensuring safety is a priority in every aspect of work. Effective safety cultures rely on leadership support, employee engagement, and consistent safety practices.
• Safety Inspection. A systematic examination of workplace conditions, equipment, and practices to ensure compliance with safety standards and identify potential hazards.
• Safety Leadership. The practice of guiding and influencing safety-related behaviors and attitudes among employees. Effective safety leaders model safe behaviors, communicate safety priorities, and build a supportive environment where employees feel responsible for workplace safety. Safety leadership extends beyond simply enforcing rules; it involves fostering a safety-focused mindset throughout the organization.
• Safety Observation. The process of monitoring and documenting employee behavior and conditions within the workplace to identify and correct unsafe practices.
• Safety Walkthrough. A regular inspection of the workplace by supervisors to identify potential hazards, observe safety practices, and address unsafe behaviors or conditions.
• Safety Violation. A breach of safety rules or policies, which may lead to disciplinary action and corrective measures to prevent hazards.
• Situational Awareness. The ability of supervisors and employees to recognize and understand immediate environmental hazards, potential risks, and their impact on tasks, especially in high-risk settings.
• Standard Operating Procedure (SOP). Detailed, written instructions created to achieve uniformity in specific tasks or processes, essential in maintaining safety and compliance in the workplace.
• Stop Work Authority (SWA). The policy granting employees the right to stop work activities when they identify a safety risk or hazard, aiming to prevent accidents and encourage reporting of unsafe conditions.
• Supervisor Training. Education and development programs aimed at enhancing supervisors' skills in managing workplace safety, regulatory compliance, and effective leadership.
• Support. The actions taken by leadership and management to uphold safety initiatives and provide necessary resources. Support can include budgeting for safety programs, offering training opportunities, and encouraging worker involvement in safety discussions. Leaders who support safety initiatives contribute to a strong safety culture by empowering employees and fostering a sense of shared responsibility.

T

• Team Building. Activities and strategies used by supervisors to improve collaboration and communication among employees, fostering a supportive and safety-conscious work environment.
• Task Observation. The process by which supervisors monitor workers as they perform specific tasks to identify unsafe actions, reinforce safe practices, and provide immediate feedback.
• Tough-Caring Leadership. A leadership style that combines high expectations for safety compliance with empathy and respect for employees. Tough-caring leaders enforce safety standards rigorously while showing genuine concern for employees’ well-being, creating a balanced approach that encourages adherence to safety policies and fosters trust.
• Tough-Coercive Leadership. A leadership approach that enforces safety standards through strict rules and consequences, often relying on authority and discipline. Tough-coercive leaders emphasize adherence to regulations and may be effective in high-risk environments but can risk low morale if employees feel unsupported.
• Tough-Controlling Leadership. A style where leaders maintain tight control over safety policies and procedures, expecting strict adherence without necessarily fostering dialogue. Tough-controlling leaders prioritize compliance and minimize risk by ensuring employees follow established safety protocols precisely, though this approach may limit opportunities for collaborative safety improvements.
• Total Worker Health® (TWH). An initiative by NIOSH that integrates workplace safety with broader health and wellness efforts to improve workers' overall well-being. TWH focuses on policies and practices that prevent workplace injuries while also supporting physical, emotional, and mental health. It recognizes that worker health and safety are interconnected and encourages practices that reduce health risks and improve quality of life.
• Training Reinforcement. The practice of supervisors providing regular follow-ups and refreshers on safety training to ensure employees retain knowledge and apply it effectively in daily tasks.

U

• Understanding. The ability of leaders to empathize with employees and comprehend their concerns, especially regarding safety issues. Understanding involves actively listening to workers' safety challenges, acknowledging their perspectives, and providing support. Leaders who demonstrate understanding build trust, foster psychological safety, and encourage open communication on safety matters.
• Unsafe Act. An action performed by an employee that deviates from safe work practices and has the potential to result in an accident or injury.
• Unsafe Condition. A physical or environmental hazard in the workplace, such as poor lighting or broken equipment, that poses a risk to employee safety and requires correction.
• Unsafe Work Refusal. A right granted to employees allowing them to decline performing tasks that they believe pose an immediate danger, requiring supervisors to address the hazard before work continues.

V

• Vision. The overarching aspirational statement of an organization’s future goals and values, particularly as they relate to safety. A safety vision might reflect a commitment to zero incidents or a workplace culture where safety is fully integrated into every action. Vision statements help align organizational focus and motivate employees toward shared safety objectives.

W

• Worker Participation. The involvement of employees in various safety activities, including identifying hazards, conducting risk assessments, and developing safety procedures. Worker participation increases commitment to safety programs, as employees feel more invested in the process and often have valuable insights into operational risks. Organizations can foster participation through regular safety meetings, open forums, and feedback channels.
• Workforce Engagement. The active involvement of employees in safety initiatives, supported by supervisors to encourage ownership of safety responsibilities and foster a culture of accountability.
• Workplace Ergonomics Program. An employer-led initiative aimed at adapting the work environment to the worker’s physical needs to prevent strain and injury, commonly involving workstation adjustments and repetitive task analysis.
• Work-Related Illness. Any illness resulting from exposure to hazardous substances or conditions in the workplace, requiring documentation and potential OSHA reporting.

X

Y

• Yield Management. The process of maximizing productivity and resource efficiency, especially when managing safety resources, staffing, and training schedules. In safety leadership, yield management helps allocate resources effectively, ensuring that employees have the tools and time needed to work safely without compromising productivity.

Z

• Zero Harm Philosophy. A safety approach emphasizing the belief that all workplace incidents, injuries, and illnesses are preventable. Leaders who adopt a zero-harm philosophy commit to the highest safety standards and foster a culture where safety takes precedence over production goals. The zero-harm philosophy is a vision-driven commitment that reinforces a strong safety culture across all organizational levels.