Discover the crucial role of organizational processes in shaping safety outcomes within a company. Pete Susca, an expert in process management, shares insights on leveraging process health, defining safety thresholds, clarifying responsibilities, and optimizing decision-making to enhance safety, reduce risk, and foster a healthier organizational culture. #compliancetraining #ehs #environmentaleducation #environmentaltraining #safetytraining #ehscareers https://lnkd.in/eZSkTjZU
Aarcher Talent - EHS Recruiting and Staffing Specialists’ Post
More Relevant Posts
-
Building a Safety-First Culture: The Foundation of Successful Businesses 🏗️🛡️ In today's competitive landscape, a safety-first culture isn't just a nice-to-have—it's a must-have for sustainable success. Here's how to cultivate this crucial mindset: 1. Leadership Commitment 👔 Leaders must visibly champion safety initiatives. When management prioritizes safety, employees follow suit. 2. Open Communication 🗣️ Encourage reporting of near-misses and hazards without fear of reprisal. This proactive approach prevents future incidents. 3. Continuous Training 📚 Regular safety training keeps best practices fresh in employees' minds. Invest in ongoing education for all staff levels. 4. Recognition and Rewards 🏆 Acknowledge and incentivize safe behaviors. This positive reinforcement reinforces the importance of safety. 5. Integration into Operations ⚙️ Embed safety considerations into every process and decision. Make it an integral part of how you do business. 6. Leverage Technology 💻 Utilize digital tools for real-time reporting, analysis, and compliance tracking. This is where SHEQ Network's solutions shine! 7. Regular Audits and Reviews 🔍 Conduct thorough safety audits and act on findings. Continuous improvement is key. 8. Contractor Alignment 🤝 Ensure your contractors adhere to the same high safety standards. Our Contractor Management Portal can help! 9. Measure and Monitor 📊 Use leading and lagging indicators to track safety performance. Data-driven decisions lead to better outcomes. 10. Foster a 'Brother's Keeper' Mentality 👥 Encourage employees to look out for each other's safety. A collective responsibility creates a stronger safety net. Remember, a safety-first culture isn't built overnight. It requires consistent effort and the right tools. SHEQ Network's suite of compliance solutions can be your partner in this journey, helping you manage contractor documentation, work permits, and training modules efficiently. Ready to elevate your safety culture? Contact us at info@sheqnetwork.com to learn how our innovative solutions can support your safety initiatives. #SafetyFirstCulture #WorkplaceSafety #SHEQNetwork
-
-
We Help People Adopt Critical Behaviors Fast & Make Them Stick | Speaker, Author, Trainer
This article has lots of food for thought, especially if you want some statistics on how safety impacts the organization's OVERALL performance. What stood out for me though is that there is too much training and too many metrics. Get clear on what actually predicts improved safety outcomes, then train on that. Track that. But that is easier said than done. What do you think actually predicts improved safety outcomes?
I'm excited to share my latest Harvard Business Review article, "Safety Should Be a Performance Driver", co-authored with Vikas Mittal and Sonam Singh. In the article, we challenge the common view of workplace safety as just a cost and compliance issue. Our research shows that investing in safety can actually be a key driver of business performance. Some key takeaways from the article: - Safety investments are linked to higher customer satisfaction, employee retention, sales, margins, and firm value. Companies with better safety records outperform their peers. - To make safety a true strategic priority, organizations need to: 1) Align on what safety means 2) Agree on how to measure it 3) Anticipate and prevent problems 4) Target training to key behaviors 5) Incentivize employees - Safety shouldn't be a siloed function buried in compliance departments. It needs to be an organization-wide mindset tied to strategy and a source of competitive advantage. Writing this article was an illuminating journey. A few reflections on what we learned in the process: - Speaking with 76 executives from 30 companies across industries surfaced a troubling disconnect. 94% said safety was a "core value" but only 17% had it in their strategy. Very few linked safety metrics to incentives. - Analyzing safety data from industries like construction, oil & gas, healthcare revealed the huge ROI of investing in targeted prevention. E.g. increasing safety training 10% cut hazards 6-10%. - Researching standout companies showed how elevating safety to a strategic goal, simplifying metrics, and incentivizing preventive behaviors can deliver remarkable performance gains. The core message: It's time for a fundamental rethink of how we view workplace safety in the 21st century. By shifting from a reactive, defensive compliance mindset to a proactive, strategic performance-driven approach, safety can become a formidable competitive advantage. I’m proud of the work we’ve done to highlight this issue and hope it sparks a conversation on how safety can be reimagined in the 21st century. For those interested in diving deeper, you can read the full article in the September–October 2024 issue of HBR. I look forward to continuing the conversation. Please check out the full article and let me know your thoughts! #safety #leadership #strategy #hbr https://lnkd.in/dNnNxAiM
Safety Should Be a Performance Driver
hbr.org
-
I'm excited to share my latest Harvard Business Review article, "Safety Should Be a Performance Driver", co-authored with Vikas Mittal and Sonam Singh. In the article, we challenge the common view of workplace safety as just a cost and compliance issue. Our research shows that investing in safety can actually be a key driver of business performance. Some key takeaways from the article: - Safety investments are linked to higher customer satisfaction, employee retention, sales, margins, and firm value. Companies with better safety records outperform their peers. - To make safety a true strategic priority, organizations need to: 1) Align on what safety means 2) Agree on how to measure it 3) Anticipate and prevent problems 4) Target training to key behaviors 5) Incentivize employees - Safety shouldn't be a siloed function buried in compliance departments. It needs to be an organization-wide mindset tied to strategy and a source of competitive advantage. Writing this article was an illuminating journey. A few reflections on what we learned in the process: - Speaking with 76 executives from 30 companies across industries surfaced a troubling disconnect. 94% said safety was a "core value" but only 17% had it in their strategy. Very few linked safety metrics to incentives. - Analyzing safety data from industries like construction, oil & gas, healthcare revealed the huge ROI of investing in targeted prevention. E.g. increasing safety training 10% cut hazards 6-10%. - Researching standout companies showed how elevating safety to a strategic goal, simplifying metrics, and incentivizing preventive behaviors can deliver remarkable performance gains. The core message: It's time for a fundamental rethink of how we view workplace safety in the 21st century. By shifting from a reactive, defensive compliance mindset to a proactive, strategic performance-driven approach, safety can become a formidable competitive advantage. I’m proud of the work we’ve done to highlight this issue and hope it sparks a conversation on how safety can be reimagined in the 21st century. For those interested in diving deeper, you can read the full article in the September–October 2024 issue of HBR. I look forward to continuing the conversation. Please check out the full article and let me know your thoughts! #safety #leadership #strategy #hbr https://lnkd.in/dNnNxAiM
Safety Should Be a Performance Driver
hbr.org
-
Safety as a performance driver? Certainly my belief, since the ingredients that deliver safety excellence also deliver efficiency, productivity, quality ... 'the penny falls' effect. An interesting article in the Sept/Oct Harvard Business Review on this topic. https://lnkd.in/e6M5usYi
I'm excited to share my latest Harvard Business Review article, "Safety Should Be a Performance Driver", co-authored with Vikas Mittal and Sonam Singh. In the article, we challenge the common view of workplace safety as just a cost and compliance issue. Our research shows that investing in safety can actually be a key driver of business performance. Some key takeaways from the article: - Safety investments are linked to higher customer satisfaction, employee retention, sales, margins, and firm value. Companies with better safety records outperform their peers. - To make safety a true strategic priority, organizations need to: 1) Align on what safety means 2) Agree on how to measure it 3) Anticipate and prevent problems 4) Target training to key behaviors 5) Incentivize employees - Safety shouldn't be a siloed function buried in compliance departments. It needs to be an organization-wide mindset tied to strategy and a source of competitive advantage. Writing this article was an illuminating journey. A few reflections on what we learned in the process: - Speaking with 76 executives from 30 companies across industries surfaced a troubling disconnect. 94% said safety was a "core value" but only 17% had it in their strategy. Very few linked safety metrics to incentives. - Analyzing safety data from industries like construction, oil & gas, healthcare revealed the huge ROI of investing in targeted prevention. E.g. increasing safety training 10% cut hazards 6-10%. - Researching standout companies showed how elevating safety to a strategic goal, simplifying metrics, and incentivizing preventive behaviors can deliver remarkable performance gains. The core message: It's time for a fundamental rethink of how we view workplace safety in the 21st century. By shifting from a reactive, defensive compliance mindset to a proactive, strategic performance-driven approach, safety can become a formidable competitive advantage. I’m proud of the work we’ve done to highlight this issue and hope it sparks a conversation on how safety can be reimagined in the 21st century. For those interested in diving deeper, you can read the full article in the September–October 2024 issue of HBR. I look forward to continuing the conversation. Please check out the full article and let me know your thoughts! #safety #leadership #strategy #hbr https://lnkd.in/dNnNxAiM
Safety Should Be a Performance Driver
hbr.org
-
Senior Manager Dive Safety at Red Sea Global, Marine Biologist, Certified Scientific Diver & IANTD Trimix Instructor, Hyperbaric Chamber Operator & Dive Medical Technician
Sharing with you this great article by Alessandro Piazza in the Harvard Business Review that resonates with me a lot. What if, instead of considering safety as (just) a compliance topic, we also start recognizing its value as a performance driver (including customer satisfaction, sales, margins and employee retention)? In the realm of (dive) safety, this means shifting our focus from merely complying with standards and reacting to incidents, to proactively managing safety as an integral part of our strategic performance. It’s about more than just meeting requirements; it’s about enhancing the safety and experience of every diver, which in turn drives customer satisfaction and business success. (Or, in plain words, realizing that😅 “safety is sexy”) Of course, we need to 'walk the walk' as much as we 'talk the talk,' often requiring us to change behaviors and perceptions around safety. But I am excited so see that there is a general shift in the perception of (workplace) safety across organizations and am hopeful this will lead to an overall change in how we value and adress safety in our organizations. #DiveSafety #StrategicSafety #SafetyFirst
I'm excited to share my latest Harvard Business Review article, "Safety Should Be a Performance Driver", co-authored with Vikas Mittal and Sonam Singh. In the article, we challenge the common view of workplace safety as just a cost and compliance issue. Our research shows that investing in safety can actually be a key driver of business performance. Some key takeaways from the article: - Safety investments are linked to higher customer satisfaction, employee retention, sales, margins, and firm value. Companies with better safety records outperform their peers. - To make safety a true strategic priority, organizations need to: 1) Align on what safety means 2) Agree on how to measure it 3) Anticipate and prevent problems 4) Target training to key behaviors 5) Incentivize employees - Safety shouldn't be a siloed function buried in compliance departments. It needs to be an organization-wide mindset tied to strategy and a source of competitive advantage. Writing this article was an illuminating journey. A few reflections on what we learned in the process: - Speaking with 76 executives from 30 companies across industries surfaced a troubling disconnect. 94% said safety was a "core value" but only 17% had it in their strategy. Very few linked safety metrics to incentives. - Analyzing safety data from industries like construction, oil & gas, healthcare revealed the huge ROI of investing in targeted prevention. E.g. increasing safety training 10% cut hazards 6-10%. - Researching standout companies showed how elevating safety to a strategic goal, simplifying metrics, and incentivizing preventive behaviors can deliver remarkable performance gains. The core message: It's time for a fundamental rethink of how we view workplace safety in the 21st century. By shifting from a reactive, defensive compliance mindset to a proactive, strategic performance-driven approach, safety can become a formidable competitive advantage. I’m proud of the work we’ve done to highlight this issue and hope it sparks a conversation on how safety can be reimagined in the 21st century. For those interested in diving deeper, you can read the full article in the September–October 2024 issue of HBR. I look forward to continuing the conversation. Please check out the full article and let me know your thoughts! #safety #leadership #strategy #hbr https://lnkd.in/dNnNxAiM
Safety Should Be a Performance Driver
hbr.org
-
Transforming Teams and Operations through Human-Centered Solutions | Keynote Speaker | Author | Pracademic
Safety comes as a by-product of high performance. Safety doesn’t exist per se, it emerges from design, actions, behaviors, and context (including culture) of those in the ‘system’ and those adjacent to it. Focus on moving beyond compliance, as compliance only gets you so far, especially in a complex world. There is a difference between ‘have to’ (comply, learn, improve…) and ‘want to’ (the same things). The recommendations below do make sense, especially when it comes to defining ‘safety’ and how to measure it. Care must be taken not to weaponise safety metrics or create situations where they either commoditised or get gamed. There is a cost to developing high performing teams and organisations, especially as the results from interventions take time to materialise. Consequently, Alessandro Piazza’s argument could be seen to be counter to that made in the recent podcast from David Provan and Drew Rae which asks ‘Is safety good for business?’ https://lnkd.in/eH5bEymB
I'm excited to share my latest Harvard Business Review article, "Safety Should Be a Performance Driver", co-authored with Vikas Mittal and Sonam Singh. In the article, we challenge the common view of workplace safety as just a cost and compliance issue. Our research shows that investing in safety can actually be a key driver of business performance. Some key takeaways from the article: - Safety investments are linked to higher customer satisfaction, employee retention, sales, margins, and firm value. Companies with better safety records outperform their peers. - To make safety a true strategic priority, organizations need to: 1) Align on what safety means 2) Agree on how to measure it 3) Anticipate and prevent problems 4) Target training to key behaviors 5) Incentivize employees - Safety shouldn't be a siloed function buried in compliance departments. It needs to be an organization-wide mindset tied to strategy and a source of competitive advantage. Writing this article was an illuminating journey. A few reflections on what we learned in the process: - Speaking with 76 executives from 30 companies across industries surfaced a troubling disconnect. 94% said safety was a "core value" but only 17% had it in their strategy. Very few linked safety metrics to incentives. - Analyzing safety data from industries like construction, oil & gas, healthcare revealed the huge ROI of investing in targeted prevention. E.g. increasing safety training 10% cut hazards 6-10%. - Researching standout companies showed how elevating safety to a strategic goal, simplifying metrics, and incentivizing preventive behaviors can deliver remarkable performance gains. The core message: It's time for a fundamental rethink of how we view workplace safety in the 21st century. By shifting from a reactive, defensive compliance mindset to a proactive, strategic performance-driven approach, safety can become a formidable competitive advantage. I’m proud of the work we’ve done to highlight this issue and hope it sparks a conversation on how safety can be reimagined in the 21st century. For those interested in diving deeper, you can read the full article in the September–October 2024 issue of HBR. I look forward to continuing the conversation. Please check out the full article and let me know your thoughts! #safety #leadership #strategy #hbr https://lnkd.in/dNnNxAiM
Safety Should Be a Performance Driver
hbr.org
-
A good article
I'm excited to share my latest Harvard Business Review article, "Safety Should Be a Performance Driver", co-authored with Vikas Mittal and Sonam Singh. In the article, we challenge the common view of workplace safety as just a cost and compliance issue. Our research shows that investing in safety can actually be a key driver of business performance. Some key takeaways from the article: - Safety investments are linked to higher customer satisfaction, employee retention, sales, margins, and firm value. Companies with better safety records outperform their peers. - To make safety a true strategic priority, organizations need to: 1) Align on what safety means 2) Agree on how to measure it 3) Anticipate and prevent problems 4) Target training to key behaviors 5) Incentivize employees - Safety shouldn't be a siloed function buried in compliance departments. It needs to be an organization-wide mindset tied to strategy and a source of competitive advantage. Writing this article was an illuminating journey. A few reflections on what we learned in the process: - Speaking with 76 executives from 30 companies across industries surfaced a troubling disconnect. 94% said safety was a "core value" but only 17% had it in their strategy. Very few linked safety metrics to incentives. - Analyzing safety data from industries like construction, oil & gas, healthcare revealed the huge ROI of investing in targeted prevention. E.g. increasing safety training 10% cut hazards 6-10%. - Researching standout companies showed how elevating safety to a strategic goal, simplifying metrics, and incentivizing preventive behaviors can deliver remarkable performance gains. The core message: It's time for a fundamental rethink of how we view workplace safety in the 21st century. By shifting from a reactive, defensive compliance mindset to a proactive, strategic performance-driven approach, safety can become a formidable competitive advantage. I’m proud of the work we’ve done to highlight this issue and hope it sparks a conversation on how safety can be reimagined in the 21st century. For those interested in diving deeper, you can read the full article in the September–October 2024 issue of HBR. I look forward to continuing the conversation. Please check out the full article and let me know your thoughts! #safety #leadership #strategy #hbr https://lnkd.in/dNnNxAiM
Safety Should Be a Performance Driver
hbr.org
-
Driving Operational Excellence Through Behavior-Based Safety (BBS) What is Behavior-Based Safety (BBS)? Behavior-Based Safety (BBS) is a proactive safety management approach that emphasizes the role of individual behavior in preventing workplace accidents and injuries. Unlike traditional compliance-based safety programs, BBS focuses on how employees perform their tasks, identifying both safe and at-risk behaviors. The goal is to create a culture of continuous improvement where positive behaviors are reinforced, and risky behaviors are corrected through structured observation, feedback, and coaching. The Strategic Impact of BBS on Organizational Safety When effectively implemented, BBS transforms safety from being reactive to proactive. Rather than waiting for accidents to occur, organizations use BBS to anticipate risks and prevent incidents through behavioral insights. This aligns with the broader business objective of operational excellence by reducing downtime, increasing employee engagement, and improving productivity. Key Benefits of BBS: 1. Reduction in Workplace Incidents: BBS helps identify high-risk behaviors before they result in accidents, minimizing injuries and fatalities. 2. Stronger Safety Culture: A behavior-driven approach makes safety a shared responsibility, encouraging employees to actively support one another. 3. Employee Empowerment: Employees become active participants in safety programs, promoting accountability and ownership. 4. Data-Driven Decision-Making: BBS observations generate valuable insights, helping leaders identify patterns, root causes, and areas for improvement. 5. Improved Operational Efficiency: Fewer incidents mean less disruption to operations, enhancing productivity and business continuity. Core Elements of a Successful BBS Program 1. Behavioral Observation 2. Real-Time Feedback. 3. Data Collection and Analysis. 4. Actionable Safety Plans. 5. Recognition and Reinforcement. Conclusion Behavior-Based Safety is a powerful strategy that integrates individual responsibility with organizational safety goals. By focusing on behaviors, BBS transforms safety from being a mere compliance activity to a core business value, enabling organizations to achieve sustainable safety performance. When safety becomes a behavior, not just a policy, the workplace evolves into a safer, more productive environment where employees and operations thrive. Successful BBS programs are not just about eliminating risks—they are about creating a culture where everyone takes ownership of safety, every day. Is your organization ready to shift from compliance to culture? #BehaviorBasedSafety #BBS #OperationalExcellence #WorkplaceSafety #LeadershipInSafety #SafetyCulture #ContinuousImprovement #ZeroHarm
-
-
“Decoding Safety Culture: Myth or Reality?”, published in April 2024 Professional Safety journal Our beliefs shape our focus and efforts, ultimately determining our outcomes. So, when it comes to Safety Culture (SC), where do you stand? Have you, like me, encountered vigorous debates questioning the very existence of “Safety Culture”?: "There is no such thing as Safety Culture!” Deniers basically contend that SC is a nothing-burger that academics, consultants or soft-thinking theorists have imagined up. A recent (January 2024) study has extensively and rigorously analyzed this: “Safety culture, safety performance and financial performance - a longitudinal study” (SC Study) investigated 829 European companies across 29 countries over a 15-year period. This study evaluated the connection between 'safety culture' and the safety and financial performance of those numerous – and statistically significant - companies. The results are illuminating. This article includes: • 5 Key Reveals from this 2024 Sweeping Safety Culture Study • “3 Things (I think) I know: My A, B,C’s of Safety Culture” • The Impact of Safety Culture on bottom-line business results and effectiveness • Sample (potentially critical) questions to consider for assessing, then upgrading, your organization’s Safety Culture • (Bibliography and citings for more information)
