Safety professionals often complain about how hard it is to get people to listen to them about safety. This is often a subtle sign that it might be time to change how they approach communicating the need for safe behaviours, rather than getting frustrated that it's not working. After all, as Einstein said:
Researchers have found that institutional habits exist in almost every organisation. Interestingly, one of the main differences between a company that outperforms on safety versus a poor performing company with safety are their safety habits.
We've all experienced being at a company speech and feeling our anger grow as the company leader waffled on about a whole lot of stuff we knew wasn't entirely accurate and wasn't based in any achievable reality.
Back in 1987, every Alcoa plant, worldwide, had at least one accident per week. It was dangerous work. Molten metals bubbled at 1,500 degrees and machines that could literally rip off a man's arm were used every day. It was commonly accepted that some staff wouldn't make it home.
If there is one thing that safety managers despair about, the world over, is how to get their staff to be more engaged and responsible for safety.
If you're reading this article, you know that any decent health and safety training manual has to include information such as personal protective equipment (PPE), emergency evacuation, incident reporting and so on.
On August 5, 1997, Korean Air airplane Flight 801, crashed killing 228 people.
In a previous article, Why Leading with Compassion is the Future for Business, we talked about how companies that have compassionate leaders are highly profitable and productive. But how do you do that?
Back in the 1970s - 1980s, Jimmy Savile was one of the most famous television presenters on the BBC. An effervescent, eccentric man he hosted "Top of the Pops", followed by other children's television shows.