Risk Management Magazine

Since lagging indicators don’t explain the “why” behind the bottom line, organizations may tend to respond with broad, generalized corrective actions. Waiting for the damage to be done before addressing the risks may send a message that worker health and safety isn’t a priority. It’s an approach that can impair an organization’s efforts at building a positive safety culture.

Most Army safety professionals did not seek out career paths to be business-minded salespeople. As unattractive as the role seems, this is a critical skill that must be adapted, learned and practiced. Safety within the Army does not happen without people. Organizations must develop acuity, grow partnerships and reduce barriers through reciprocal learning to increase success and drive initiatives.

On-the-job accidents, such as the ones described above, are all preventable. The key is for management to develop and implement a LOTO program that clearly delineates the standards and ensures those standards are strictly enforced at all worksites within the organization.