The Campbell Institute

Joe Stough from IHS explains how leading indicators often are not vetted with data or analytics, comparing the issue to “a doctor prescribing drugs that have not been proven to work.”

Are you perceived as a leader who integrates safety into your day-to-day activities and the decisions you make? Or do you sometimes inadvertently convey that safety adds time and costs to a task or process? Pete Batrowny from AES Corp. asks leaders to reflect honestly on the types of messages they send to employees.

Al Zucco from USG Corp. discusses three pillars that help engage all stakeholders in sustainability and reminds us that safety is the cornerstone of what all organizations do.

Cary Usrey from Predictive Solutions discusses how “safety traditionally looks at one metric – injuries – to answer the question, ‘Is it safe?’” and why that may not be enough.

Glenn Murray from ExxonMobil discusses how “the tools and strategies designed to prevent less-severe incidents – like bumps and bruises, or slips, trips and falls – are necessary but probably not sufficient to effectively prevent incidents with the potential for more serious consequences.”

This month, Scott Roberts from Georgia-Pacific shares why “one of the best ways to achieve a successful partnership is to connect with contractors.”

Health happens where we live. It happens where we work, and in our communities. Age, gender and hereditary factors do impact health, but only a small amount. Individual lifestyle factors – the behaviors we engage in every day – have a much greater impact.

This month, Robert Bulger, chief project officer and vice president – HSEQ for WHPacific, writes about taking “into an integrated operations role, ensuring requirements lead into design, which leads into operations, which successfully permeates the culture of the organization.”

This month, Shelley Brown, SH&E Manager for AECOM, writes about “retooling the metrics we use to highlight new and unexplored strengths and weaknesses” in organizations.