Markets are disrupted at a quicker pace than ever before. Welcome to the 2020s. Tesla is valued at more than Ford and GM combined. The combustion engine and its complementary industries have reached their peak and have nowhere to go but down. Jobs in heavy production are being eliminated by automation. The Coronavirus races across the globe.
High-reliability organizations create the safest and most effective operations and then constantly re-assess for any possibility of failure before an incident occurs, including near-miss events.
Safety excellence is often whispered in hushed tones, akin to the search for the Holy Grail. Everyone seeks it, and many make finding it their life’s quest. But what is ‘it’?
Most organizational leaders are relatively clear about what they desire from their safety staff, but shouldn’t these same leaders ask what’s needed of them to achieve ongoing EHS success?
Two of Australia’s indigenous creatures, kangaroos and emus, have something in common – they seldom move backward. Kangaroos, because of the shape of their body and the length of their strong tail, can bounce along with forward movement, but they cannot easily shift into reverse.
The most pressing issue facing EHS professionals in the new year, according to ISHN’s 2015 EHS State of the Nation subscriber survey, is an age-old challenge that has been reported in ISHN State of the Nation surveys since the 1980s – dealing with the safety and health attitudes and behaviors of line employees. Consider:
One of the ongoing discussions about OH&S management systems revolves around what it is exactly that the organization should be accomplishing. In “standards speak” this is referred to as the “intended outcomes” of the OH&S management system.
There are volumes written on effective goals and how to accomplish them. From a safety perspective, many organizations struggle immensely with setting and achieving effective safety goals that help reduce injuries.
