Safety Leadership

It’s no longer a secret that safety has a lot to offer organizations. We also know that safety needs to have “a seat at the table” everywhere strategy is set, including the boardroom. But aside from a handful of progressive organizations, that “seat” isn’t there. Why not?

Is analytics the game-changer it’s made out to be?

Of all the things leaders worry about, by far the most troubling is that an employee might suffer a serious injury or fatality (SIF).

Implementing an effective process safety system goes beyond documented policies and procedures. It requires behavioral reliability in its execution.

The connection between leadership and process safety has not always been clear. Leaders often struggle to identify how or whether they affect process safety outcomes.

For many leaders, becoming good at safety requires learning how to do things differently.

Do you have the right people in the right places to drive your safety strategy? Many leaders recognize that achieving world-class performance is requiring new competencies and skills for safety professionals and all leaders.

Many incident investigation systems are designed to look at what has happened, not what outcome could reasonably happen. Yet it’s precisely this ability to detect, categorize and respond to potential that is crucial for great safety performance.

The beginning of every New Year is a time for looking ahead. We consider what we want to accomplish and what we will do differently, both personally and professionally. As safety leaders, that activity takes on a special significance: Our “resolutions” help determine the quality of systems that protect people’s lives and livelihoods.

Serious injury and fatality (Sif) prevention has long been considered a matter of numbers. Reduce “smaller” events and you also will reduce more serious ones. As organizations became better at preventing injuries, no one was surprised when the rate of recordable injuries declined.