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:
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.
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.
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.
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."
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."
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.
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.
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
2. Safety is a Culture, Not a Program
3. Management is Responsible
4. Employees Must Be Trained to Work Safely
5. Safety is a Condition of Employment
6. All Injuries Are Preventable
7. Safety Programs Must Be Site Specific, with Recurring Audits of the Workplace and Prompt Corrective Action
8. Safety is Good Business