A circuit court denied on Thursday, June 11, a petition filed by labor unions that would have forced the U.S. Occupational Safety and Health Administration to issue an emergency safety rule to address COVID-19.
Rules are so easy to make that safety offices are often accused of being a “Rule Mill” because they continuously produce their rule-of-the month. Why do we create so many rules? One particular cog in our mill that causes us to create rules is incidents. When we suffer an incident, we want to throw every tool in the arsenal to keep it from happening again.
Ivanka Trump’s upcoming (May 2017) book, “Women who work: Rewriting the Rules for Success” contains an unwritten message for the demographic mean 53-year-old male OSH pro: “you need to change with the times.”
Oilfield safety culture has come a long way since the ground breaking recommendations of the 1990 Cullin Report that followed the Piper Alpha disaster. But safety today is bogged down in a top-down dictatorial mentality which is not keeping up with how increasing systems automation and complexity is affecting the needs of our workers.
My name is Jason Swaim and I am a reader of your magazine. I read an article you wrote entitled "Leadership- The rest of the story.” The company I work for sent the whole company leadership, including myself, to "Dave Ramsey's Entre-Leadership program."
During the past 40+ years, safety panaceas have produced degrees of temporary success and expensive failures. One of the most hotly debated is behavior-based safety (BBS).
