About Us

NASP/IASP initially offered workplace safety in-house training on a contract basis to business and industry, train-the-trainer courses for safety professionals, specialized training for those responsible for safety in the workplace, and consultative services to business and industry. Independent study courses were developed to allow those who could not attend classroom courses to still receive NASP/IASP training. NASP/IASP now provides classroom training in business and industrial facilities and in contract facilities across the US. NASP/IASP consultants provide mock OSHA inspections, development of safety plans and programs, and other consulting services across the US.

In 2011, NASP (operating as IASP) opened offices in Cairo, Egypt and Dubai, United Arab Emirates. In 2012, NASP/IASP added petroleum safety courses to its existing construction and general industry offerings. NASP/IASP also has chapters in the US and overseas operated by members. NASP and IASP chapters also provide safety training in their geographical areas.

In accordance with NASP/IASP's eight principles of a safe workplace and safety philosophy, the primary objectives of the NASP/IASP are:

  • to build upon safety experience in the field and to teach innovative ways of ensuring that employees and students understand and retain more of the critical information necessary to prevent accidents and save lives,

  • to provide support for safety professionals through access to quality resident training courses, access to quality independent study courses and access to quality and affordable training, planning and assessment materials, and

  • to provide expertise in planning and implementing safety programs.

Since there is no formal government approval or accreditation of certifying agencies, the value of a certification is determined by its acceptance and recognition. Click here for a sampling of Government Agencies, Universities, and Major Companies funding their employees for NASP/IASP Certifications and Training:

 

The National Association of Safety Professionals is accredited by the International Association of Safety Professionals: Click here to see what our students have been saying.

 

The International Association of Safety Professionals, which is the parent organization of NASP, was approved by the United Nations as an NGO in Roster ConsultativeStatus with the Economic and Social Council of the United Nations. In this capacity, IASP is asked to designate official Representatives to the United Nations.
Click here
to read more on the United Nations Recognition of IASP/NASP.

 

 

NASP/IASP Board of Advisors

The NASP/IASP Advisory Board is a group of individuals who meet four times a year to support NASP/IASP in teaching and influencing students to create better futures for themselves and their workplaces by providing strategic guidance in how to achieve the NASP/IASP mission and primary objectives. The Board of Advisors is composed of representatives who offer a comprehensive and varied range of perspectives, experiences and skills. Currently, there are eight Board Members with backgrounds that include military, government and public sector, as well as private industrial safety. Click here to see the list of Board Members.

NASP/IASP Safety Philosophy

Industry, business, and government workplace safety programs are based on one of three principles: regulatory compliance, monetary savings, or ethics. Those whose programs are based on regulatory compliance are concerned with avoiding fines and citations, and base their safety decisions solely upon existing safety regulations. Those whose programs are based on monetary savings are primarily concerned with reducing their cost from employee injury, illness, and death. Those whose programs are based on ethics are concerned with doing whatever is necessary to provide a safe workplace and desire to protect their employees from injury and death because they don't want them and their families to suffer.

NASP/IASP champions the provision of workplace safety as an ethical concern in its operations and production of safety training and certification courses. The three key components of the NASP/IASP Safety Philosophy are explained below.


Regulatory Compliance

Many employers feel that regulatory compliance and workplace safety are the same thing. An army of "safety consultants" market their services by encouraging employers to fear regulators, which only exacerbates the problem. Most of the world's workplace safety regulatory agencies make it clear that their regulations are only minimum requirements. In most cases, OSHA turns out to be a toothless tiger, willing to change "willful" citations to "unspecified" citations so employers can avoid criminal charges and because of the fear of civil liability. Willful violations that result in the death of an employee may be reduced to "undetermined."

Violating a legal regulation and violating a moral or ethical principle are not the same thing. In fact, reducing ethics to little more than compliance may lead to more non-compliance than if ethics were the guiding light for workplace safety. "Compliance" means not transgressing the limits defined by law. Business and society need regulations and laws along with enforcement. Compliance is a good thing, but compliance is not ethics and compliance does not guarantee a safe workplace.

An exclusive focus on laws and regulations restricts our attention to the edges of the playing field. Cross this line and you are busted. But if you play the game by always working as close to the edges as possible, you are likely to stumble or sneak across the forbidden limit. Ethical principles of workplace safety sometimes do spell out "law-like" boundary conditions through written policies and procedures, but these are based not on what is legal, but on what is right. Ethical boundaries are usually drawn well back from those legal edges we might otherwise trespass.

The ethics question is "what is right, good, and moral?" and that usually exceeds minimum regulatory requirements. A true facility safety culture cannot be established on a foundation of regulatory compliance alone.

 

Monetary Savings

One safety manager who advocates using monetary savings as a foundation for workplace safety programs writes: "We were not hired because our companies were altruistic about providing an environment where employees did not get hurt. We were not hired because our companies were enamored with safety. However, we were hired because it makes good business sense. We were hired to reduce the costs of workers' compensation, the medical costs resulting from injuries, and the costs of potential OSHA citations."

Many employers do genuinely care about the safety of their employees and see workplace safety as an ethical responsibility not a cash center. The cost of injuries is a viable consideration and an excellent tool for a safety manager to use in justifying expenditures for workplace safety. But a safety program based solely upon saving the employer money is sorely misguided. The writer of the above needs to accept his/her responsibility to educate their employer to the fact that safety is much more than just money. It is an ethical responsibility. A true safety culture cannot be established in your facility on a foundation of saving money alone.

 

Ethics

At its core, ethics holds up a positive vision of what is right and what is good. It defines what is worth pursuing as a kind of guiding star for our decisions and actions. Organizations that base their workplace safety on ethics will spend their energy articulating and pursuing positive principles, values, and virtues. Observing regulatory boundaries and reducing expenses from injuries are important, but they are secondary to the pursuit of the right and good.

We salute those in the business of regulatory compliance for their substantial contribution to workplace safety. We thank those who gave us the tactic of using monetary savings to help justify our safety budgets. But we affirm the higher purpose of our ethical and moral responsibility to be driven by what is right and proper to protect employees from death, injury, and illness in the workplace. This is the only foundation upon which a true safety culture can be established in any workplace.

 

Behavior Modification

Behavior modification is defined as many different things, depending upon who is defining it. From the standpoint of the creation of a comprehensive safety culture within an organization, behavior modification means changing the manner in which the human element of our organization works. This is accomplished largely through effective training, but also requires administrative controls. Effective behavior modification within a comprehensive safety culture must apply not just to laborers and operators, but to all human links in the chain that is the "system."

 

A key step to implementing a comprehensive safety program is to gain complete acceptance by employees. This means that not only everyone on the job must accept the changes, they must truly embrace them for the changes to take place. The best way to achieve that kind of commitment is to make the changes a part of your corporate culture. Most everyone would agree that no program is more important to make a part of your culture than a safety program.

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NASP/IASP Safety Principles

A properly managed safety culture based on these Eight Principles of Workplace Safety will produce employees who participate actively in training, identify and alert each other and management to potential hazards, and feel a responsibility for their safety and the safety of others. Accepting safety as an ethical responsibility demonstrates a sincere concern for each employee which establishes the foundation for an effective safety culture.

 

1. Safety is an Ethical Responsibility
At its core, ethics holds up a positive vision of what is right and what is good. It defines what is "worth" pursuing as guidance for our decisions and actions. Workplace injuries and deaths are too often seen in the abstract as statistics. But when it happens to someone we love, we suddenly see the reality of the horrible pain and suffering and its widespread effect. It is our ethical responsibility to do what is necessary to protect employees from death, injury, and illness in the workplace. This is the only foundation upon which a true safety culture can be established in any workplace.

 

2. Safety is a Culture, Not a Program
The combined commitment and participation of the entire organization is necessary to create and maintain an effective safety culture. Every person in the organization, from the top management of the corporation to the newest employee, is responsible and accountable for preventing injuries.

 

3. Management is Responsible
Management's responsibility is to lead the safety effort in a sustained and consistent way, establishing safety goals, demanding accountability for safety performance, and providing the resources necessary for a safe workplace. Managing safety is the responsibility of every supervisor, from the first line supervisor to the Chairman of the Board.

 

4. Employees Must Be Trained to Work Safely
Awareness of safety does not come naturally; we all need to be trained to work safely. Effective training programs both teach and motivate employees to be a productive part of the safety culture.

 

5. Safety is a Condition of Employment
The employer must exhaust every reasonable means to lead, motivate, train, and provision employees to maintain a safe workplace. But, in the event the employee refuses to take the actions required to work safely, the employer must utilize a system of progressive discipline to enforce safety requirements and ensure the cooperation of the employee or the removal of the employee from the workplace in order to protect the employee and their coworkers.

 

6. All Injuries Are Preventable
Sometimes accidents occur without the apparent indication of fault or blame. But there is always some chain of events that occurred leading up to the accident that, had we realized the eventual outcome, someone could have interceded. The fundamental belief that injuries are, by their nature, preventable is a catalyst that encourages us to prevent injuries. Even if we believe that some injuries are not preventable, it is better for our safety programs to assume they are so that every effort is exhausted to prevent accidents and injuries.

 

7. Safety Programs Must Be Site Specific, with Recurring Audits of the Workplace and Prompt Corrective Action
The purpose of the workplace audit is to discover and remedy the actual hazards of the site before they can injure workers. Recurring hazard analysis, comprehensive inspections, and aggressive investigation of accidents or near misses discover potential workplace hazards and identify weaknesses in safety plans, programs, policies, and procedures. Safety regulations and generic safety programs are not sufficient means to discover hazards because they are not specific to the individual workplace. A safety audit program is site specific. Whenever a safety deficiency is found, prompt action is required both to overcome the hazard and to reinforce the message that safety is a priority.

 

8. Safety is Good Business
Reducing workplace injuries and illnesses reduces the costs of workers' compensation, medical expenses, potential government fines, and the expenses of litigation. Effective workplace safety is not an expense; it is an asset.

 

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