of key safety factors, including material handling equipment(MHE) operations, lifting techniques for pickers, workplaceviolence vigilance and remediation, and health and hygieneprotocols. KPIs can be established to provide employees withan achievable goal, allowing them to hold themselves and eachother accountable to maintain safety and wellness constantly.To encourage mindfulness, managers can always find creativeways to keep these KPIs top of mind, whether through highlyvisible informational posters or by celebratingsafety achievements and milestones, no matterhow small. When associates can clearly see safety as a priority amongst their peers and managers,they prioritize it as well and have the confidenceto achieve peak performance knowing their wellbeing is protected.
While training is often at the core of anywarehouse’s safety strategy, it should always beconsidered a work in progress. Safety trainingprograms should never remain static and unchanging—as organizations face new challenges, from the COVID- 19 pandemic to changes indemand, they must be able to adjust their safetyprotocols accordingly to provide protection. Routine security and risk audits can provide insightinto new safety threats, as well as where trainingis succeeding and where it requires additionalreinforcement, allowing managers to tailor training to their employees and warehouse’s uniqueneeds. By keeping safety protocols and trainingfluid, organizations can remain prepared for theunexpected.
Creating a circular feedback loop on safetyprocesses and training is a crucial componentof any workplace safety strategy. Ultimately,the associates on the floor understand the warehouse’s safety challenges better than anyone, andto truly create an employee-led culture of safety
NURTURING A WAREHOUSE
CULTURE OF SAFETY
Asafe environment is critical to creating an efficient and productive workplace. But with unpredictable challenges popping up every day, maintaining a safe,healthy and reliable workplace can be difficult, allowing potential risks to go unnoticed. For warehouse managers andthird-party logistics providers (3PLs) alike, the best way toprovide this is by establishing and nurturing a deep companyculture of safety.
A culture of safety means wellness is the driving force be-
A SAFE WORKPLACE STARTS WITH TRAINED
hind all operations and is ultimately powered by the employees
on the warehouse floor. The easiest way to approach this is
through a holistic strategy that includes optimized process-
es, solutions and policies that encourage employees to think
more safely every day. From highly visible key performance
indicators (KPIs), to routine personnel training, to data-driven
telematics solutions—any warehouse can be made safer and
more secure, ultimately reducing workplace accidents, and in-
creasing employee satisfaction. When organizations maintain a
culture of safety at every level, employees are protected, opera-
tions are streamlined, and companies have the tools to succeed.
AND EMPOWERED EMPLOYEES
A true culture of safety is not driven solely by managersand executives but is led by the employees on the warehousefloor. From their first day of employment onward, safety mustbe ingrained as a top priority for all associates. The best wayto establish this foundation is through an effective KPI-driventraining program that teaches, motivates and reinforces safetyknowledge. The right training program prevents injury andillness, and ultimately empowers associates to be productiveand engaged team members.
A comprehensive training program should touch on a variety
The processes andtechnologies of a safeworkplace environmentputs people first.
By Miguel Triviño
While training is often at the
core of any warehouse’s
safety strategy, it should
always be considered a
work in progress.