Wellness is defined as “the condition of good physical, mental and emotional health, especially when maintained by an appropriate diet, exercise, and other lifestyle modifications.” Companies are turning to preventative programs to reduce workplace injuries.
Most all of us have been around a boss or supervisor who isn’t very likeable or open to feedback. He or she is often avoided, and people may even fear approaching that boss with a safety-related concern or idea for improvement. Workers who perceive their bosses as open believe their leader really listens to their ideas and acts upon them when appropriate — or at the very least, gives their ideas a fair shake.
The worst time to realize your fleet’s safety program doesn’t measure up is when you’re answering questions in court, or at a deposition. Yet, even the best companies can find themselves in that uncomfortable position. If they do, it’s a sure bet the fleet’s own safety training program is where plaintiffs’ attorneys will look.
Providing clean, safe walkways in public facilities is essential for preventing costly slip, trip and fall (ST&F) accidents. Falls on the same level were the second leading cause of all workplace injuries in 2013 at 16.4 percent of all workplace injuries and resulted in $10.1 billion in direct costs (Liberty Mutual, 2016).
Just by putting “Congo miners” in the title here will have most readers flipping to the next page. I learned this lesson years ago writing an article about workplace safety, or the lack thereof, in China. “Why did you write this article?” asked a reader. “I don’t read ISHN for articles about China.” Another reader opined: “Everybody knows nobody values life in a country like China.”
Simply stated, process safety is a management system implemented to prevent major incidents involving hazardous materials. It is necessary for managing complex process operations. An effective process safety management system focuses on three important aspects of your business:
Impacting organizational culture is a long-term, never-ending endeavor. Many companies struggle with maintaining and sustaining cultural initiatives because their impact may not be felt for several years. Culture, as an organizational construct, is a subjective factor not directly measurable by any instrument, survey or metric. Yet, everyone is impacted by culture and can describe when it turns bad.
Warehouse hazards create more accidents because of the massive quantities of products of all different sizes, shapes and weights stored on shelves, floors and anyplace else someone can find a place to put a box, pallet or carton.