Human and Organizational Performance (HOP) assumes that human error is inevitable and that error is a symptom of problems within organizational systems. The HOP approach emphasizes the use of leading indicators, lessens negative consequences that lead to underreporting of incidents and near misses and includes workers in identifying safety solutions.
Standard 1910.1020 “Access to employee exposure and medical records” is the most important and far-reaching of OSHA’s regulations. When the standard became effective more than two decades ago, it could not have envisioned the explosive growth of global chemical exposure information.
The standard applies to all occupational exposures to respirable crystalline silica, except where employee exposure will remain below 25 μg/m3 as an 8-hour TWA under any foreseeable conditions and those occurring during agricultural operations covered under 29 CFR part 1928 and and exposures that result from the processing of sorptive clays.
Sometimes, things just don’t work out. It might not be anyone’s fault — or perhaps you feel strongly that it is entirely someone’s fault — but regardless, regularly working with outside contractors brings about the occasional conflict.
But should a conflict arise, it doesn’t necessarily mean that a situation is beyond all repair.
What does it mean to actively care for people’s safety? Is this the mission of behavior-based safety (BBS)? Let’s understand the difference between “caring” and “acting.” No one wants to see an individual get injured on the job. This is caring. Yet, many workers admit they do not act on their caring by providing behavioral feedback.
How confident are you that a costly, serious safety event isn’t just around the next corner? If your organization has ever been surprised or caught off-guard by a sudden deterioration in its safety performance, it may be that you’re simply not getting the whole picture when it comes to operational risk.
Like so many things in life, our most productive work experiences are often a result of our willingness to try something new. In his 1962 book “Diffusion of Innovations,” Everett Rodgers popularized a theory outlining how innovation moves through a social system.
What I call a “True North Safety Culture” is the point at which an organization aligns to a value and goal of eliminating risk(s)/injuries within an organization, and also aligns mission/vision statements to this goal.
How would you feel working as the head of safety and health for one of the world’s most scrutinized companies? Your CEO is one of the most talked-about executives in the world. How many CEOs make the cover of Rolling Stone?
If you have an accident, a failure, the easiest thing to do is look whose hand was on the lever. If that is where your root cause analysis stops, that’s a huge mistake,” says Brian Fielkow, JD, CEO of Jetco Delivery, a Houston-based trucking company with more than 100 flatbed and heavy haul trucks.