Considerations

Survey	Item	Considerations
VPP	1	Leaders/Supervisors in my organization balance safety concerns with achieving mission tasks. Leadership should establish unit priorities (at all levels) and live by them. The SgtMaj and I have implemented policies to improve accountability of leaders and individuals, and renew focus on our mission and the part individuals play in the big picture. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices. Routinely encourage your subordinate leaders to work with your Safety Officer /NCO. Ensure your unit Safety Officer and Safety NCO are visible members of your command. Beware of and monitor fatigue levels of your personnel. Leaders should implement ORM processes into their operations. Review the OPSTEMPO of your unit and its effect on safety and unit performance. Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly. Review the list/matrix of relevant Issue Papers on this website.
VPP	2	Leaders/Supervisors in my organization are actively engaged in the safety program. Outstanding command leadership teams are "brilliant on the basics." Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices. We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues. We now try, to the maximum extent possible, to recognize individual Marines for either recognizing and correcting unsafe activities or setting an example of high safety standards. Bolster safety councils by having more ranks represented. Implement a grass roots safety campaign to give junior Marines the opportunity to shape the safety messages vice the usual safety "stand-arounds." Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial. There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, CMC Safety Division, base services, etc.) instead of wasting time and effort creating "new" solutions. Have NCOs discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions. Ensure intervention options are clearly communicated. Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team"). Leaders set the example. Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds. Ensure your unit has an effective "anymouse" program. Ensure your unit has an effective safety awards program. Unit routinely conducts officer safety council and enlisted safety committee meetings (in accordance with applicable directives) to review SOPs and operating procedures. Review the list/matrix of relevant Issue Papers on this website.
VPP	3	Leaders/Supervisors in my organization participate in communicating safety goals to all personnel. I have engaged our unit leadership and shared the information in the survey. We have discussed command culture, communication, and standardization required to sustain long term production. The leaders of the unit are now speaking with one voice. Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues. Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial. Have NCOs discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions. Ensure intervention options are clearly communicated. Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team"). Ensure all available communication means are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked. Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used. Leadership should establish unit priorities (at all levels) and live by them.
VPP	4	Leaders/Supervisors recognize unsafe conditions and manage risks within my organization. The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.). Empower ALL personnel to halt unsafe activities until hazards/risks are assessed. I now have each officer focus their efforts on mentoring and the Force Preservation Program. Integrate the ORM process into planning and executing operations. Integrate the ORM process into identifying/managing high risk personnel. We reinvigorated the safety award process to "catch personnel in the act of using solid ORM and CRM. If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns). Review personnel jackets for drug/alcohol histories. Ensure your unit Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk Marines. Monitor aggressive personnel who think rules aren't necessary. Incorporate mentorship at every level. Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO. Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation). Review the OPSTEMPO of your unit and its effect on safety and unit performance. Be aware of the consequences of training with fewer resources. Beware of and monitor fatigue levels of your personnel. Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.) Review the list/matrix of relevant Issue Papers on this website.
VPP	5	Organizational leadership sets and monitors annual safety goals. Set the bar extremely high. Personnel only reach as high as the command's stated goals. Develop a formal Safety Department training plan that covers the next year and is coordinated with the organization's leaders and supervisors. Review the OPSTEMPO of your unit and its effect on safety and unit performance. Establish, communicate (make visible), and enforce performance standards in your command. Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels. “Check in the box” safety training damages a unit’s safety climate and culture. Conduct all training, surveys, etc. with a realistic goal to provide/obtain useful information or impart a skill. Maximize safety program “buy-in” by quickly responding to individuals’ concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or “tiger team”). Unit routinely conducts officer safety council and enlisted safety committee meetings (in accordance with applicable directives) to review SOPs and operating procedures. Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Review the list/matrix of relevant Issue Papers on this website.
VPP	6	In my organization members are pressured by supervisors to sign off work actions before they are completed. Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions. Direct more command attention at those who do right than those who do wrong. Review the OPSTEMPO of your unit and its effect on safety and unit performance. Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale. Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds. Monitor supervisors who think it's okay to cut corners. COs/Supervisors at all levels must periodically reinforce emphasis on procedures. Beware of and monitor fatigue levels of your personnel. Establish, communicate (make visible), and enforce performance standards in your command. Involve the officers and senior NCOs on appropriate issues. Review the list/matrix of relevant Issue Papers on this website.
VPP	7	My organization encourages the reporting and evaluating of near-miss safety incidents (i.e., incidents when an accident almost occurs). The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.). If survey results are a "bad surprise", suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns). Ensure your unit has a safety climate that encourages reporting safety issues. Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems. Direct more command attention at those who do right than those who do wrong. Ensure your unit has an effective safety awards program. Publish a Safety Gram with recognition for personnel accomplishments/acts. Empower ALL personnel to halt unsafe activities until hazards/risks are resolved. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Ensure your unit Safety Officer/NCO are visible members of your command. Routinely encourage your subordinate leaders to work with your Safety Officer/NCO. A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results. Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds. Review the list/matrix of relevant Issue Papers on this website.
VPP	8	When near miss incidents (i.e., incidents when an accident almost occurs) are reported in my organization, leadership uses the opportunity to improve procedures or training. Maintain relevant hazard reports, notices, etc. in common use areas to increase awareness/discussion. The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.). Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. We've incorporated feedback from the survey into NCO mentor training, linking their efforts with the larger command effort of creating the conditions that enable the success of each Marine and Sailor. Ensure your unit has a safety climate that encourages reporting safety issues. Have NCOs discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions. Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations. There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, Safety Center, base services, etc.) instead of wasting time and effort creating “new” solutions. Review the list/matrix of relevant Issue Papers on this website.
VPP	9	I know my organization's safety and health goals. Set the bar extremely high. Personnel only reach as high as the command's stated goals. Ensure all available communication means are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked. Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication. Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Getting out and visiting the extremely diverse work centers and production divisions. We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO. Review the list/matrix of relevant Issue Papers on this website.
VPP	10	Peer influence discourages violations of MCOs/FMs/SOPs and other policy in my organization. When standards and rules invite “workarounds” due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A “we’ve always done it that way” mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps. Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization. Direct more command attention at those who do right than those who do wrong. Ensure your junior officers are leading at their level. Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen. COs/Supervisors at all levels must periodically reinforce emphasis on procedures. Monitor aggressive personnel who think rules aren't necessary. Monitor supervisors who think it's okay to cut corners. Review the list/matrix of relevant Issue Papers on this website.
VPP	11	Lack of experienced personnel has adversely affected my organization's ability to operate safely. Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals. Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change. We have looked in-depth at reducing extraneous tasking and learning to say no to requests. Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs). Use safety climate surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit. Ensure work shifts are adequately manned for workloads (e.g., night check often has more demands with less people than day shift). Review the OPTEMPO of your unit and its effect on safety and unit performance. Be aware of collateral mission creep. Monitor turnover in personnel. Beware of and monitor fatigue levels of your personnel. Leadership should establish unit priorities (at all levels) and live by them. Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills. Review the list/matrix of relevant Issue Papers on this website.
VPP	12	Within my organization, effective communication exists up and down the chain of command. Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel. CO sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, the latest rumors, etc. More frequent CO's Calls to ensure the CO is personally getting the word to the troops. More frequent CO/JO calls to address areas of concern within the unit. In order to open the lines of communication I have ensured that we hold formation at least once every two weeks and hold an E-7 through O-5 meeting every Monday. I use this time to let everyone know "the big picture" and to ensure that the entire chain of command knows what we are doing and why. I have scheduled CO's Calls for each pay grade in order to emphasize and enhance communication flow. I have engaged the Officer/SNCO leadership and shared the information in the survey. We have discussed command culture, communication, and standardization required to sustain long term production. The leaders of the unit are now speaking with one voice. Having an open door policy on safety related issues has greatly improved communication within the unit. Attend more meetings and show by example how leadership needs to provide opportunities for juniors to voice their concerns/comments. Leaders sometimes need to "pull" information from juniors, and some command leaders have not yet developed the skill to "pull" information. CO/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other. We adjusted our day/night crew schedules to permit more of an overlap to get better pass downs. Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions. Share all relevant information. Playing "I've got a secret" hurts productivity and morale. All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls. CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results. Communication is key across all pay grades. Ensure it happens. Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked. Effective communication requires feedback. Ensure feedback mechanisms are in place and used. No matter how much technology you throw at a problem, communication still requires face-to-face interaction. Do not allow poor communication due to too much reliance on one-way emails. I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often. Provide a "state of the unit" address. It will help you find out where you are and communicate it to your subordinates. Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds. Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in." If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns). Ensure intervention options are clearly communicated. Review the list/matrix of relevant Issue Papers on this website.
VPP	13	Organization members, from the top down, incorporate risk management into daily activities. Integrate the ORM process into planning and executing operations. Assign, educate, and employ ORM instructors in your unit. Train personnel to properly use ORM for their high-risk activities. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Empower ALL personnel to halt unsafe activities until hazards/risks are resolved. Request ORM training from higher headquarters. Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization. We reinvigorated the safety award process to "catch" personnel in the act of using solid ORM and CRM. We did some small group discussions on how to keep safety briefs impactful and have relooked unit processes to ensure the entire audience receives the benefit of ORM training. Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices. Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization. Are ORM Worksheets in your command being "gamed" by personnel to keep go/no-go decisions at their level? Review the list/matrix of relevant Issue Papers on this website.
VPP	14	In my organization everyone is responsible/accountable for safety. When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails. Empower ALL personnel to halt unsafe activities until hazards/risks are resolved. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices. Integrate the ORM process into planning and executing operations. Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization. Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication. Routinely encourage your subordinate leaders to work with your Safety Officer/NCO. We have made sure that our ground safety manager is identified on the units check in sheet, we are conducting section ORM, as well as doing that for each drill period event! Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization. Reinvigorate the safety award process to "catch" personnel in the act of using solid ORM and CRM. Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy-in." Ensure your unit has a safety climate that encourages reporting safety issues. Ensure your unit has an effective "anymouse" program. Establish, communicate (make visible), and enforce performance standards in your unit. Review the list/matrix of relevant Issue Papers on this website.
VPP	15	Individuals in my organization feel free to report hazardous conditions, unsafe behaviors, or safety violations. Ensure your unit has a safety climate that encourages reporting safety issues. Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel. Direct more command attention at those who do right than those who do wrong. Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems. Publish a Safety Gram with recognition for personnel accomplishments/acts. If survey results are a "bad surprise", suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns). Empower ALL personnel to halt unsafe activities until hazards/risks are resolved. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Ensure your unit Safety Officer/NCO are visible members of your command. Routinely encourage your subordinate leaders to work with your Safety Officer/NCO. A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results. Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds. Ensure your unit has an effective safety awards program. Review the list/matrix of relevant Issue Papers on this website.
VPP	16	My organization considers, and implements if appropriate, personnel suggestions for improving operational and occupational safety. The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.) Encourage, praise, and professionally respond to safety concerns raised in any forum (e.g., Safety Standdowns, Human Factor Councils, Safety Councils/Committees, “True Confessions,” etc.). Ridicule, arguments, retribution, or inaction will stifle any further safety communication and greatly increase the risk that hazards will remain hidden until it’s too late. Maximize safety program “buy-in” by quickly responding to individuals’ concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or “tiger team”). Put a process in place for the CO's suggestion boxes and follow it. Communication is key across all pay grades. Ensure it happens. Ensure your unit solicits and values honest feedback. Routinely encourage your subordinate leaders to work with your Safety Representative. Integrate the ORM process into planning and executing operations. Review the list/matrix of relevant Issue Papers on this website.
VPP	17	Employees participate in accident or incident investigations. Maximize safety program “buy-in” by quickly responding to individuals’ concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or “tiger team”). Routinely encourage your subordinate leaders to work with your Safety Officer/NCO. Communication is key across all pay grades. Ensure it happens. Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale. Ensure your unit solicits and values honest feedback. Involve the managers and supervisors on appropriate issues. Review the list/matrix of relevant Issue Papers on this website.
VPP	18	My organization encourages personnel to provide recommendations, when appropriate, for incorporating operational and occupational safety requirements that go beyond the regulatory and policy requirements. Maximize safety program “buy-in” by quickly responding to individuals’ concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or “tiger team”). Encourage, praise, and professionally respond to safety concerns raised in any forum (e.g., Safety Standdowns, Human Factor Councils, Safety Councils/Committees, “True Confessions,” etc.). Ridicule, arguments, retribution, or inaction will stifle any further safety communication and greatly increase the risk that hazards will remain hidden until it’s too late. Routinely encourage your subordinate leaders to work with your Safety Officer/ NCO. Integrate the ORM process into planning and executing operations. Involve the managers and supervisors on appropriate issues. Ensure safety recognition programs (e.g., safety pro, individual/group actions, etc.) are utilized and advertised. Review the list/matrix of relevant Issue Papers on this website.
VPP	19	I have seen first hand how VPP has increased personnel focus on safety. Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication. Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels. Maximize safety program “buy-in” by quickly responding to individuals’ concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or “tiger team”). Leadership should establish unit priorities (at all levels) and live by them. Involve the officers and senior NCOs on appropriate issues. Ensure all available communication means are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked. Incorporate mentorship at every level. Review the list/matrix of relevant Issue Papers on this website.
VPP	20	Signing off on personnel qualifications and training is taken seriously in my organization. Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when “doing more with less.” Conduct a complete review of each qualification to ensure there are no immediate unit shortfalls. Then review the process for qualification to make sure you are teaching the right skills. Develop a weekly qualification tracker to maximize training and eliminate "gun decking." Establish, communicate (make visible), and enforce performance standards in your unit. Set the bar extremely high. Personnel only reach as high as the unit stated goals. Officers/Senior NCO leadership personally monitors training sessions to ensure quality. Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly. Monitor turnover in personnel; conduct six-month forecast/track personnel moves. Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility. Review the list/matrix of relevant Issue Papers on this website.
VPP	21	In my organization production is considered more important than safety. Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization. Leadership should establish unit priorities (at all levels) and live by them. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Routinely encourage your subordinate leaders to work with your Safety Officer /NCO. Review the OPTEMPO of your unit and its effect on safety and unit performance. Establish, communicate (make visible), and enforce performance standards in your command. Monitor supervisors who think it is okay to cut corners. Involve the managers and supervisors on appropriate issues. Integrate the ORM process into planning and executing operations. Review the list/matrix of relevant Issue Papers on this website.
VPP	22	Safety is part of planning in my organization. Integrate the ORM process into planning and executing operations. Take the time to mentor subordinate leaders on ORM processes. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations. Routinely encourage your subordinate leaders to work with your Safety Representative. Ensure your unit Safety Representatives are visible members of your unit. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices. Review the list/matrix of relevant Issue Papers on this website.
VPP	23	My organization has a reputation for high-quality performance. Outstanding command leadership teams are "brilliant on the basics." The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks. Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time. Focus on what you are doing correctly. Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems. Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them). Reach out to counterparts in similar units for lessons learned and common concerns. Establish, communicate (make visible), and enforce performance standards in your command. Set the bar extremely high. Sailors only reach as high as the command's stated goals. Show me a command with a strong Sponsor Program, and I'll show you a squadron that is "Operationally Excellent". Incorporate mentorship at every level. Monitor supervisors who think it's okay to cut corners. Review the list/matrix of relevant Issue Papers on this website.
VPP	24	My organization is genuinely concerned about safety. Leadership should establish unit priorities (at all levels) and live by them. Review the OPTEMPO of your unit and its effect on safety and unit performance. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices. Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization. We adjusted our check-in procedures to educate Marines on our Safety Program twice ... first individually when the Safety Officer signs their check-in sheet and then again during a quarterly CO's brief. We have made sure that our ground safety manager is identified on the unit's check in sheet, we are conducting section ORM, as well as doing that for each drill period event! Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations. Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization. Empower ALL personnel to halt unsafe activities until hazards/risks are resolved. Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team"). Leaders set the example. A strong “hazard reporting" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results. Ensure your unit has an effective "anymouse" program. Ensure your unit has an effective safety awards program. Unit routinely conducts officer safety council and enlisted safety committee meetings (in accordance with applicable directives) to review SOPs and operating procedures. Beware of and monitor fatigue levels of your personnel. Integrate the ORM process into planning and executing operations. Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds. Develop a formal safety training plan. Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly. CO moved the Unit Safety Representative office closer to the squadron leadership offices to place emphasis on the unit's safety program and emphasize the relationship between the CO and the Safety Representative. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Review the list/matrix of relevant Issue Papers on this website.
VPP	25	Promotion of safety policies/procedures and safety compliance are evaluated parameters for annual performance evaluations and promotion consideration. Establish, communicate (make visible), and enforce performance standards in your unit. Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Ensure your unit has an effective safety awards program. Reinvigorated the safety award process to "catch personnel in the act of using solid ORM. Review the list/matrix of relevant Issue Papers on this website.
VPP	26	Safety NCO/Unit Safety Representative positions are sought after in my organization. Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication. Be aware of improper perceptions by your personnel. CO moved the Safety office next to the CO's and XO's offices to place emphasis on the unit's safety program and emphasize the relationship between the CO/XO and the Safety Department. Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO. Ensure your unit safety representatives are visible members of your command. Don't be the "Safety Guy." Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions. Beware of mismanagement due to insufficient mid-grade enlisted leadership. Review the list/matrix of relevant Issue Papers on this website.
VPP	27	Conflicts between members degrade safety within my organization. Leaders set the example. Establish, communicate (make visible), and enforce performance standards in your unit. Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance. Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale and motivation). Ensure your junior officers are leading at their level. Involve the officers and senior NCOs on appropriate issues. Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel. Beware of and monitor fatigue levels of your personnel. Review the list/matrix of relevant Issue Papers on this website.
VPP	28	Contractors are held to the same safety performance standards as Marines and civilians. COs/Supervisors at all levels must periodically reinforce emphasis on procedures. Establish, communicate (make visible), and enforce performance standards in your command. Be aware of improper perceptions by your personnel. The CO should enforce a "by the book" philosophy. Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly. Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance. When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails. Involve the officers and senior NCOs on appropriate issues. Review the list/matrix of relevant Issue Papers on this website.
VPP	29	I have heard of VPP and that it is being implemented at this organization. Ensure all available communication means are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked. Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication. Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Getting out and visiting the extremely diverse work centers and production divisions. Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO. Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels. Incorporate mentorship at every level. Review the list/matrix of relevant Issue Papers on this website.
VPP	30	Violations of MCOs/FMs/SOPs and other policies are common in my organization. When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps. Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions. Establish, communicate (make visible), and enforce performance standards in your command. The CO should enforce a "by the book" philosophy. CO/Supervisors at all levels must periodically reinforce emphasis on procedures. Ensure your junior officers are leading at their level. Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly. Direct more command attention at those who do right than those who do wrong. Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance. When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails. Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds. Review the list/matrix of relevant Issue Papers on this website.
VPP	31	In my organization, safety is a key part of all operations. Leadership should establish unit priorities (at all levels) and live by them. Integrate the ORM process into planning and executing operations. Review the OPTEMPO of your unit and its effect on safety and unit performance. Beware of and monitor fatigue levels of your personnel. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices. Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations. Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization. Empower ALL personnel to halt unsafe activities until hazards/risks are resolved. Leaders set the example. Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Review the list/matrix of relevant Issue Papers on this website.
VPP	32	My organization adequately reviews and updates safety standards and operating procedures. Unit routinely conducts officer safety council and enlisted safety committee meetings (in accordance with applicable directives) to review SOPs and operating procedures. Challenge established SOPs to ensure they are current and still relevant. When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps. Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations. The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.) Conduct after-action reviews of operational events. Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them). Review the list/matrix of relevant Issue Papers on this website.
VPP	33	In my organization procedural guidance (e.g., MCOs/FMs/SOPs) is available and current. Beware of an environment where "work-arounds" are "the way we do things here." Challenge established SOPs to ensure they are current and still relevant. Involve the officers and senior NCOs on appropriate issues. Review the list/matrix of relevant Issue Papers on this website.
VPP	34	Official guidance (e.g., MCOs/FMs/SOPs) is incorporated into day-to-day safety decisions in my organization. When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps. The CO should enforce a "by the book" philosophy. CO/Supervisors at all levels must periodically reinforce emphasis on procedures. Ensure your junior officers are leading at their level. Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly. Direct more command attention at those who do right than those who do wrong. Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance. When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails. Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds. Review the list/matrix of relevant Issue Papers on this website.
VPP	35	My organization has a published safety policy statement. Establish, communicate (make visible), and enforce performance standards in your command. When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps. I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often. Review the list/matrix of relevant Issue Papers on this website.
VPP	36	My organization has a formal safety committee which holds regularly scheduled meetings. Unit routinely conducts officer safety council and enlisted safety committee meetings (in accordance with applicable directives) to review SOPs and operating procedures. We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council and committee that meets regularly to address safety issues. Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication. Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Getting out and visiting the extremely diverse work centers and production divisions. Routinely encourage your subordinate leaders to work with your Safety personnel. Ensure your unit has a safety climate that encourages reporting safety issues. Review the list/matrix of relevant Issue Papers on this website.
VPP	37	Safety decisions are made at the proper levels by the most qualified individuals in my organization. Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication. Ensure safety reps are visible members of the unit. Integrate the ORM process into planning and executing operations. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Routinely encourage your subordinate leaders to work with your Safety Department personnel. Ensure your unit has a safety climate that encourages reporting safety issues. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices. We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues. Bolster safety councils by having more ranks represented. Unit routinely conducts officer safety council and enlisted safety committee meetings (in accordance with applicable directives) to review SOPs and operating procedures. Review the list/matrix of relevant Issue Papers on this website.
VPP	38	My organization uses Risk Management (RM) in its day-to-day operations. Integrate the ORM process into planning and executing operations. Assign, educate, and employ ORM instructors in your unit. Train personnel to properly use ORM for their high-risk activities. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Empower ALL personnel to halt unsafe activities until hazards/risks are resolved. Request ORM training from higher headquarters. Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization. We reinvigorated the safety award process to "catch personnel in the act of using solid ORM and CRM. We did some small group discussions on how to keep safety briefs impactful and have relooked unit processes to ensure the entire audience receives the benefit of ORM training. Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices. Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization. Are ORM Worksheets in your command being "gamed" by personnel to keep go/no-go decisions at their level? Review the list/matrix of relevant Issue Papers on this website.
VPP	39	My organization uses Job Safety Analysis or Job Hazard Analysis (JHA) as a means to identify risk and risk mitigation for hazardous processes. Integrate the ORM process into planning and executing operations. Train personnel to properly use ORM for their high-risk activities. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Empower ALL personnel to halt unsafe activities until hazards/risks are resolved. Review the list/matrix of relevant Issue Papers on this website.
VPP	40	TAD and deployment rates for the last year created safety problems in my organization. Beware of an environment where "work-arounds" are "the way we do things here." Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals. Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change. We have looked in-depth at reducing extraneous tasking and learning to say no to requests. Use safety climate surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our unit. Review the OPTEMPO of your unit and its effect on safety and unit performance. Be aware of collateral mission creep. Monitor turnover in personnel. Beware of and monitor fatigue levels of your personnel. Leadership should establish unit priorities (at all levels) and live by them. Ensure that the balance between mission accomplishment and members' personal lives does not result in overworked and over-stressed personnel. Integrate the ORM process into planning and executing operations. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Review the list/matrix of relevant Issue Papers on this website.
VPP	41	Workers are briefed on potential hazards associated with work activities in my organization. Maintain relevant hazard reports, notices, etc. in common use areas to increase awareness/discussion. Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Focus renewed attention on shift turnovers. Ensure intervention options are clearly communicated. Ensure your unit has a safety climate that encourages reporting safety issues. Ensure your unit Safety Officer and Safety NCO are visible members of your command. Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Ensure your junior officers are leading at their level. Integrate the ORM process into planning and executing operations. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Communication is key across all pay grades. Ensure it happens. Do not allow poor communication due to too much reliance on one-way emails. Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked. Effective communication requires feedback. Ensure feedback mechanisms are in place and used. Review the list/matrix of relevant Issue Papers on this website.
VPP	42	Available medical services are sufficient. Beware of an environment where "work-arounds" are "the way we do things here." Many hardships are outside your unit’s control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the unit-level issues you can change. Review the list/matrix of relevant Issue Papers on this website.
VPP	43	VPP at this organization has had an impact in reducing mishaps and near misses. Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication. Maintain relevant hazard reports, notices, etc. in common use areas to increase awareness/discussion. Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen. Ensure the chain of command is engaged. Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Involve the officers and SNCOs on appropriate issues. Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO. Review the list/matrix of relevant Issue Papers on this website.
VPP	44	Training is often postponed/cancelled due to operational commitments in my organization. Hard schedule training. Leadership should establish unit priorities (at all levels) and live by them. Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time. Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide. The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks. Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training. Stick to the schedule as much as possible. Rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule. Invest the time (in training) now. It'll cost you, but less than later. Review the list/matrix of relevant Issue Papers on this website.
VPP	45	I am adequately trained to safely conduct my job. Hard schedule training. Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training. Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks. Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when "doing more with less." Implement a formal training plan. Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads. Incorporate mentorship at every level. Monitor turnover in personnel. Be aware of the consequences of training with fewer resources. Invest the time (in training) now. It'll cost you, but less than later. Assign, educate, and employ ORM instructors in your unit. Take the time to mentor subordinate leaders on ORM processes. Review the list/matrix of relevant Issue Papers on this website.
VPP	46	Safety education and training (in addition to ORM/JHA) is provided at least annually or whenever a change in recognized workplace hazards occur. Develop a formal Safety Department training plan that covers the next year and is coordinated with the organization's leaders and supervisors. Officers/Senior NCO leadership personally monitors training sessions to ensure quality. Hard schedule training. Invest the time (in training) now. It'll cost you, but less than later. Assign, educate, and employ ORM instructors in your unit. Take the time to mentor subordinate leaders on ORM processes. Train personnel to properly use ORM for their high-risk activities. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Use real life, practical examples of ORM for training, vice repetitive overviews of the ORM steps. The goal is safe operations, not memorization. We reinvigorated the safety award process to "catch personnel in the act of using solid ORM. Review the list/matrix of relevant Issue Papers on this website.
VPP	47	Safety professionals or personnel trained in safety are available to assist me whenever I have a question or concern regarding safety. Encourage, praise, and professionally respond to safety concerns raised in any forum (e.g., Safety Standdowns, Human Factor Councils, Safety Councils/Committees, “True Confessions,” etc.). Ridicule, arguments, retribution, or inaction will stifle any further safety communication and greatly increase the risk that hazards will remain hidden until it’s too late. Maximize safety program “buy-in” by quickly responding to individuals’ concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or “tiger team”). Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication. Ensure safety reps are visible members of the unit. We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices. Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO. Ensure your unit has a safety climate that encourages reporting safety issues. Review the list/matrix of relevant Issue Papers on this website.
VPP	48	My organization holds regularly scheduled safety meetings. Unit routinely conducts officer safety council and enlisted safety committee meetings (in accordance with applicable directives) to review SOPs and operating procedures. Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations. Human Factors Councils can be expanded for use by maintainers and other non-aircrew personnel. Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads. Reach out to counterparts in similar units for lessons learned and common concerns. Review the list/matrix of relevant Issue Papers on this website.
VPP	49	Safety days/standdowns are effective at reducing incidents in my organization. Conduct a Safety Standdown focused on unit survey results, mishap/hazard reports, incident reports, recent "near misses," etc. , and utilize audience participation (via large or small group) to further clarify hazards, identify trends, and develop workable solutions. The group's synergy will help to identify previously overlooked factors, and the group-developed interventions will have greater acceptance/compliance. Plan Safety Standdowns well in advance to address key issues and heighten awareness. Maintain an updated list of speakers and topics to ensure "short notice" standdowns (e.g., following a mishap or other recent incident) are professional and worthwhile. Encourage, praise, and professionally respond to safety concerns raised in any forum (e.g., Safety Standdowns, Human Factor Councils, Safety Councils/Committees, "True Confessions," etc.). Ridicule, arguments, retribution, or inaction will stifle any further safety communication and greatly increase the risk that hazards will remain hidden until it's too late. Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial. Reach out to counterparts in similar units for lessons learned and common concerns. Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations. Personnel invest considerable effort in inspections, exercises, surveys, etc. Share results and recognize them for their efforts. Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels. Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads. Review the list/matrix of relevant Issue Papers on this website.
VPP	50	I believe operational readiness and operational safety are improved in my organization because of the way the organization safety officer promotes safety. Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication. Maintain relevant hazard reports, notices, etc. in common use areas to increase awareness/discussion. Maximize safety program “buy-in” by quickly responding to individuals’ concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or “tiger team”). Encourage, praise, and professionally respond to safety concerns raised in any forum (e.g., Safety Standdowns, Human Factor Councils, Safety Councils/Committees, “True Confessions,” etc.). Ridicule, arguments, retribution, or inaction will stifle any further safety communication and greatly increase the risk that hazards will remain hidden until it’s too late. Routinely encourage your subordinate leaders to work with your Safety Officer/NCO. Integrate the ORM process into planning and executing operations. Ensure your unit Safety Department personnel are visible members of your command. Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, Quarters, publications, etc.). Too often, vehicles to communicate are overlooked. Review the list/matrix of relevant Issue Papers on this website.
VPP	51	Safety is included in new employee orientation. Ensure your unit has a vibrant indoctrination program and a welcome aboard program. Ensure your unit Safety Officer and Safety NCO are visible members of your command. We adjusted our check-in procedures to educate Marines on our Safety Program twice ... first individually when the Safety Officer signs their check-in sheet and then again during a quarterly CO's brief. We have made sure that our ground safety manager is identified on the units check in sheet. We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues. Incorporate mentorship at every level. Review the list/matrix of relevant Issue Papers on this website.
VPP	52	My organization has an emergency preparedness plan which is kept current, reviewed, and practiced at least annually. Leadership should establish unit priorities (at all levels) and live by them. Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads. Officers/Senior NCO leadership personally monitors training sessions to ensure quality. Involve the officers and senior NCOs on appropriate issues. Review the list/matrix of relevant Issue Papers on this website.