Lately, I've been doing a fair amount of management training in the past few months. What I often see is safety folks, both full-time and part-time, who are struggling to do the compliance thing and a management team that is perfectly happy to let them struggle. Essentially nothing has changed in the 44 years I've been doing occupational safety. The problem is most basic---no one wants to see people hurt but neither do they see safety as a core element of their company culture.
Only half of major organizations regard talent management as a top priority, according to a survey of 537 U.S. companies by Right Management, the talent and career management expert within ManpowerGroup.
There is a very good chance that we have all heard that safety starts at the top. This is not a cliché’ as some may think. All safe workplace efforts must start with top management leading the way with a vision for the company.
Every business should have a crisis management plan in place, one that has been rehearsed and practiced so that everyone knows precisely what they are supposed to do if it all kicks off – in theory at least.
This year’s Institute for Safety and Health Management (ISHM) ASHM of the Year Award was presented last month to Brian Blondin from Pratt & Whitney, a unit of United Technologies Corporation, at the NSC Congress and Expo.
On Monday, the National Safety Council presented its 2012 Robert W. Campbell Award to Firmenich, at the Opening Session of its Congress & Expo. This award is presented annually to organizations that integrate environmental, health and safety (EHS) management with business operations as a cornerstone of corporate success.
With the concept of leadership under public scrutiny from politicians to CEOs and beyond, the issue of genuine leadership, i.e. what it is, and how is it developed, still eludes many.