SEISMIC SHIFTS
PLATEAUED
Safety performance has plateaued in most high hazard industries
NEW HIRES
An influx of new hires lack the knowledge and skills to perform tasks safely
Significant Injuries and Fatality Potential
There is an effort to eliminate all injuries rather than focus on Significant Injuries and Fatality Potential events (SIFp)
SAFETY IS SECONDARY TO OTHER METRICS
Despite tremendous strides, safety is still secondary to other performance metrics
UNDERSTANDING WHAT GOOD SAFETY LEADERSHIP LOOKS LIKE
Leaders believe they are strong in safety. However, they lack
PSYCHOLOGICAL SAFETY
Mental wellness and psychological safety are rapidly taking center stage, yet most firms lack the skills and capabilities to improve
BUILD SAFETY PROFESSIONAL CAPABILITIES
Safety organizations often struggle to coach and build safety capabilities among line leaders
HUMAN AND ORGANIZATIONAL PERFORMANCE
Incident investigations seek to find a ‘root cause’ and often ignore deep seated cultural contributions
safety technology
Organizations are slow to evaluate and adopt safety technologies that will reduce operationals risks
SHAPING CULTURE DURING M&A ACTIVITY
When dealing with Mergers and Acquisitions, safety is often an afterthought allowing safety culture to emerge by default rather than design
STRATEGY
Safety strategies are separate from the organization’s business strategy
SAFETY IS SECONDARY
Despite tremendous strides, safety is still secondary to other performance metrics
UNCLEAR LEADERSHIP EXPECTATIONS
Leaders believe they are strong in safety; however, they lack a clear understanding of what ‘good’ safety leadership looks like.
MENTAL WELLNESS
Mental wellness and psychological safety are rapidly taking center stage, yet most firms lack the skills and capabilities to improve
COACHING CAPABILITIES
Safety organizations often struggle to coach and build safety capabilities among line leaders
CULTURAL CAUSATION OF INCIDENTS
Incident investigations seek to find a ‘root cause’ and often ignore deep seated cultural contributions
SAFETY TECHNOLOGY
Organizations are slow to evaluate and adopt safety technologies that will reduce operational risks
ACQUISITION & INTEGRATION
When dealing with Mergers and Acquisitions, safety is often an afterthought allowing safety culture to emerge by default rather than design.
PLATEAUED
Safety performance has plateaued in most high hazard industries
NEW HIRES
An influx of new hires lack the knowledge and skills to perform tasks safely
Significant Injuries and Fatality Potential
There is an effort to eliminate all injuries rather than focus on Significant Injuries and Fatality Potential events (SIFp)
SAFETY IS SECONDARY TO OTHER METRICS
Despite tremendous strides, safety is still secondary to other performance metrics
UNDERSTANDING WHAT GOOD SAFETY LEADERSHIP LOOKS LIKE
Leaders believe they are strong in safety; however, they lack a clear understanding of what ‘good’ safety leadership looks like.
PSYCHOLOGICAL SAFETY
Mental wellness and psychological safety are rapidly taking center stage, yet most firms lack the skills and capabilities to improve
BUILD SAFETY PROFESSIONAL CAPABILITIES
Safety organizations often struggle to coach and build safety capabilities among line leaders
HUMAN AND ORGANIZATIONAL PERFORMANCE
Incident investigations seek to find a ‘root cause’ and often ignore deep seated cultural contributions
safety technology
Organizations are slow to evaluate and adopt safety technologies that will reduce operationals risks
ACQUISITION & INTEGRATION
When dealing with Mergers and Acquisitions, safety is often an afterthought allowing safety culture to emerge by default rather than design