Despite extensive safety training, when workers are making decisions on the shop floor – even life-threatening and business critical decisions – they sometimes let emotions cloud their judgment. Why? What are we doing wrong?
In order to promote a safer workforce and to maintain compliance with regulatory agencies, such as the Occupational Safety and Health Administration (OSHA), Environmental Health and Safety
Research and anecdotal evidence is becoming clearer: there is a strong correlation between companies with certain (organizational) culture attributes, or “enablers,” and safety performance excellence.
In every profession there is reality and the perception of the reality thrust upon us on a daily basis. Our Oil and Gas industry is littered with statements, idioms and ideas about how we should discuss and market health and safety to our personnel.
Prominent leadership expert Jim Collins has studied and written about companies that were “OK” for a long period of time, and then surged to increase stock value and overall performance excellence.
Let me begin by thanking all of you who voiced your support for me during the past week. As you may have surmised, I get frustrated from time to time, mostly because so many safety practitioners still don’t get it.
