- OIL & GAS
The safety world has devoted significant attention and conversation to the “safety culture” of organizations. How often have you heard, “If we could just change the culture around here, safety performance would improve.”
You know you’re a safety geek when you slip and land on your butt on the bathroom floor in a factory’s front office thinking, “What at-risk behavior did I do to earn this bruise?”
My Dearest Tina,
I have been wanting to write this letter for a while, just busy, you know. Everyone here is fine, getting along all right, we all miss seeing you.
From the parking area of Gates Pass, a hilly area aptly called the Tucson Mountains just east of Tucson, Arizona, dotted with thousands of saguaro cacti, a hike up to a ridgeline about a half-mile away looks like a gradual slope, certainly doable.
Something interesting happens to folks when they make it to the top in business. They become remarkably prone to lose touch with the people down the ladder – the people who do the work and make or break the company.
Ever wonder why your safety program just doesn’t seem to sizzle?
Why your latest safety promotion fell flat on its face?
Why you manipulate individuals to be safe?
Why does all this safety stuff really matter anyway?
CEOs perform best when they truly understand their organization’s entire DNA. To understand the DNA of an organization requires segments of the organization be examined, integrated as a whole, and then presented for management review.
Almost half - 47 percent - of ISHN readers are between ages 50-59, according to our 27th annual “White Paper” reader research conducted in September, 2010.
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