There are two words that characterize the challenge that organizations face in preventing occupational injuries and illnesses "Idea and Execution". While it is commonplace to hear executive management acknowledge the importance of preventing injuries, only a small percentage of companies actually achieve what we would consider to be "World Class" status. This is the paradigm that we will examine. Why is it so difficult to sponsor organizational change?
In our discussion we will explore performance metrics and their use as a basis for shaping organizational performance. If we can harmonize performance expectations for all levels within an organization, then we create a culture where priorities are continually reinforced resulting in the formation of deeply rooted organizational values.
Finally, once performance metrics are harmonized, what needs to go into the pipe? How can an organization move beyond regulatory compliance to foster a culture that embraces the prevention of injuries? We will discuss the integration of a management process that focuses on reducing operating risk as a means of improving performance. We have used this basic principle to successfully effect change in organizations around the world regardless of their operating culture or their countries health & safety regulatory environment.
The process described in this discussion relates to but one approach in improving an organizations safety performance. While we have successfully used this approach worldwide in a variety of different industries, there is a wide variety of approaches which have demonstrated significant reduction in work related injuries and illnesses.
