Safety Leadership

"Fostering well-being requires an understanding of what's working well and identifying improvement opportunities," says Angelica Grindle of DEKRA.

“How leaders set the tone and how they own the results – and all things in between – affect exposure, because their messages and actions carry weight,” says David Musgrave of DEKRA.

“First, leaders can stop pretending daily life is back to normal. The pandemic remains a dangerous reality,” say Bruce Madsen and Rebecca Timmins of DEKRA.

“Safe decision-making is an outcome of the interaction between leadership and frontline employees – not just action by one or both,” says Jack Balsamo of DEKRA.

“For this to happen means proving wrong some prevailing myths about BBS,” says Rebecca Timmins of DEKRA.

“Organizations must reframe success not just by the services or products they provide, but in the conduct of their leaders,” says Sarah Eck of DEKRA.

“By using a different approach, we can achieve our two primary objectives: removing the subjectivity and delay in determining SIF potential,” says Don Groover of DEKRA. “The approach is to use an expert logic system.”

“Under the right circumstances, AI can achieve an acceptable level of accuracy in classifying SIFp based on an analysis of case narratives,” says Don Groover of DEKRA.

“It’s not an ‘either/or’ question,” says Rebecca Timmins of DEKRA.

“When leaders awaken their anticipation skills, it improves their ability to identify potential risk,” Mike Snyder from DEKRA says.