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Oftentimes, safety managers are an optional resource in mitigating matters regarding safety and health, but I would like to review the dynamics of how work is performed and the process of completion. Let’s face it, safety is not a product, it’s a strategy! A framework of choices a company makes is based on the style of management the leaders implement to add value. Upper management continues to say, “Our results aren’t where they ought to be, we must do more.” Safety of the future must align with emerging business goals. There has to be true proactive accountability, where we are making sure employees are taking the necessary steps to get results.
In this, the company has to define where the value is going to be added to improve safety, in essence, set the priority and the strategy! It’s common where the company strategy and the safety strategy are at odds with each other and ends up competing with each other. The success of safety is defined as precise, proactive, and positively designed together. It espouses a core value and, yet, it gets delegated.
Here are a few questions: Has the safety role been defined by level? How is the safety professional going to evolve over time? What’s the initiative based on the data, relative to the framework? What is the overall impression of the safety program companywide? Has everyone bought into the safety program? How does it contribute to the exception of value? Are we as efficient as we want to be? Are delivering value? Are we engaging employees with a lot of activities to keep them connected?
The safety professional should be the subject matter expert. Safety is not a one-size fits all program. The projects need to fit the need of the organization. This is where strategic defined excellence comes into play. We have to create a want to philosophy. Organizations will never get what they want, until they measure what they want, this t
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