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Behavior Based Safety (BBS) has improved safety for thousands of organizations. But a BBS process that focuses too heavily or exclusively on the frontline is not an optimal solution.

I had been warmly welcomed to South Africa. We were there to work with a mining construction company that wanted to solve their safety challenge. The challenge was immense.

The idea of the “paperless office” has been around for decades now. It was first intended to describe the office of the future, which would come as a result of the rise in personal computing.

Visit the web site of famed clothing manufacturer Levi Strauss & Co., and you’ll be dazzled by models wearing many of the company’s latest fashions.

The number of available professional certifications, and the number of certified professionals, has been increasing at a very rapid rate.

Injury prevention tools, culture, strategy, capabilities and focus are part of the elements that make up your systems. Are yours aligned to focus on failing less or achieving success?

A May 12, 2012, report by the Government Accounting Office “Better OSHA Guidance Needed on Safety Incentive Programs” raises some concerns about incentive programs and the way that many companies are using them.

How can we measure process safety performance? A person first needs to get a true understanding of the words: process, safety, management.

In selecting flame resistant garments for workers, thermal comfort has been receiving an increasingly large amount of scrutiny.

Working locations for military personnel differ dramatically from those experienced by industrial workers, but the noise problems they face are remarkably similar.