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Moving beyond BBS means using today’s technology to make proactive data real time. It hits the desks of safety staff and senior leaders as it happens and is recorded. This way, senior leaders can quickly intervene or can offer recognition for a job well done.

What if a company is characteristically cautious and slow to make a decision, and does not reward innovative risk-taking, while the market is moving fast and increasingly rewarding agility? What if the choice is to change or die?

Realistically, what employee is going to risk his or her livelihood filing a safety or health whistleblower complaint with OSHA; even with all the so-called protections afforded in Section 11(c) of the 1970 OSH Act or the additional protections of the proposed Protecting America’s Workers Act (HR 2067) to amend the OSH Act?

No exec will ever admit to underfunding his safety operation. His lawyers would have panic attacks.

Evidence is mounting that children born in the U.S. today may be the first generation of children to be less healthy than their parents.

A serious disconnect existed between the kind of “power” managers thought they were giving and what employees believed they were receiving.

Safety and health management systems remain entirely too rigid and compliance-focused to effectively react to the pace of business.

Just a little exposure to hexavalent chromium may exceed the proposed REL. 

Have appropriate respect for who’s really in charge out there.

If the warning signs were present, why didn’t someone catch them?