In modern laboratories, robust safety training can feel burdensome, but its impact goes far beyond compliance mandates. The ripple effects of a well-established safety program can be felt in day-to-day efficiency, staff morale, and research output. In the context of scientific discovery, ensuring that every lab member embodies a safety-first mindset might be the catalyst that propels a team from good to extraordinary. In the following Q&A with lab safety consultant Dan Scungio, MT (ASCP), SLS, CQA (ASQ), we explore the many facets of lab safety—from the value of situational awareness to the power of accountability—with insights from an expert whose career has shaped modern safety standards.

Q. Robust safety training will generally result in fewer safety incidents and improved regulatory compliance. But how might robust safety training affect the operations and efficiency of the lab?

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A. Robust safety training is essential for smoother and more efficient lab operations. Incidents and accidents disrupt work processes, and employee absences due to workplace incidents require replacements and training which impacts all operations. A strong safety culture in the department also promotes better patient safety. Besides things like engineering controls and PPE, the safety practices that protect employees include situational awareness, critical thinking, and paying attention to detail. These habits naturally flow over into the work being performed in the lab which can better help detect equipment issues and test result errors.  

Q. How does a culture of safety influence the professional development of lab personnel?

A. Lab safety can directly affect the attitudes personnel have toward their job and their field. A poor safety culture, for instance, can negatively color a new scientist’s perspective if they believe all labs operate unsafely. Also, if someone develops poor safety habits in one lab because of the culture, they will carry those habits elsewhere and later become the victim of an injury or exposure because of that. A lab scientist who works in a lab with a strong safety culture can develop good skills that affect both personal and patient safety and is more likely to be successful with advancement opportunities because they have an overall record and reputation for success.

Q. How might an initial investment in rigorous safety training pay dividends later in terms of research quality and lab reputation?

A. Starting with an emphasis on safety training is key for the new employee and the laboratory. A team of employees who work safely and focus on the details will also easily excel at providing quality work. The lab retains an impressive reputation through the high quality product produced, for continuing with excellent accreditation ratings, and for keeping out of the headlines for safety incidents or citations.

Q. What particular indicators signal that the safety culture established during onboarding is truly taking root in the lab's day-to-day operations?

A. To ensure that the laboratory safety culture is remaining strong and steady, leadership should look at both leading and lagging indicators. Some common lagging indicators include the number of injuries or exposures, the number of lab spills/incidents, and safety audit scores. Leading indicators may include safety meeting attendance, safety competency scores, risk assessments, and near-miss incident reports.

Q. What does a healthy culture of accountability look like, and what does an unhealthy culture look like?

A. Labs with unhealthy cultures are obvious to those with lab safety experience. Those labs tend to be cluttered and messy, and little attention is paid to labeling, signage, and the availability of PPE. Lab leadership is not present, or when they are, they ignore the safety issues and say nothing about it. Safety is not on the agenda of any lab meeting.

It is the opposite in labs with stronger safety cultures. These labs are tidy, items are properly labeled and stored, and safety devices are in use. When someone does not follow proper safety protocols, including lab leadership, they are coached by any or all members of the lab team.  

Q. What are some methods for encouraging continuous improvement among staff?

A. Continuous safety improvement is achieved through consistently raising awareness of lab safety and discussing the consequences of bad behaviors. Start all meetings with a safety story, even if it is about a near-miss or a great catch. Update safety signage and create safety boards with new topics each month. Create safety competency assessments and quizzes for staff. Provide lab safety newsletters or articles for staff to read. Reward staff for promoting a positive safety culture, and provide that praise in public when possible.

Q. Why is it important to go beyond mere compliance in establishing a culture of safety?

A. Compliance with lab safety is only the beginning. It will lose reason and begin to erode over time without regular reminders and education about why the practices exist. Try to learn the motivators of the staff so you can modify training to fit their way of thinking. For example, if someone is motivated by money, talk about how much injuries cost. If they are motivated by environmental concerns, discuss how improper lab waste segregation negatively impacts the local ecology. People can become complacent over time without regular reminders of the possible consequences or poor safety behaviors. Safety must always be in the mix with training, competency, and continuing education in order to sustain a strong culture of lab safety.