MPA Health and Safety’s Post

MPA Safer and Healthier by Leadership - IOSH Leading Safely Accredited Workshop | Thursday 22 February 2024 MPA will be running its Safer and Healthier by Leadership Workshop on Thursday 22nd February 2024 at the MPA Office in London. The workshop is highly interactive and enables all participants to engage and discuss with their peers, key health and safety issues. Attendees will develop a strategic understanding of the true value of health and safety, learn how to analyse their own organisation’s health and safety performance and how to apply good practice of leading global organisations. The programme is closely aligned with the core health and safety values of #VisionZero and, in particular, helping individuals and organisations deliver 'engaged visible and consistent leadership’. Previous attendee reviews: "It has been a long time since I‘ve been in a training / learning environment that left me thinking about the content and how I can apply it weeks after the event.” Glenn Henry, Aggregates Operations Manager, Whitemountain The workshop is aimed at MDs, Directors, Owners and Managers from all sectors within the mineral products industry. Book now to secure your place. The cost per person is £330 + VAT. Workshop location: MPA Offices, 297 Euston Road, London, NW1 3AD. To book your place or for more information, please contact: Colin.Mew@mineralproducts.org Download the flyer: https://lnkd.in/e8UJy25b #Health #Safety #HealthandSafety #Leadership #WorkplaceSafety #MineralProducts #Quarry #Quarries

Building Safety: A Cultural Imperative At the MRI UK Ascend client conference, industry leaders stressed the need to embed building safety into company culture. This isn’t just about ticking boxes; it’s about making safety a core value. Read our blog to discover: 🌟 How leadership fosters a safety-first culture 🌟 The risks of neglecting building safety 🌟 Turning safety into a brand asset 👉 Read More and stay ahead in the industry 🔗 https://lnkd.in/gxNNByVJ

Building safety is vital to sucess! We discussed it during #MRIAscend this year and laid it some main points in a blog.

Building safety is vital to sucess! We discussed it during #MRIAscend this year and laid it some main points in a blog.

Discover new insights into 𝐒𝐀𝐅𝐄𝐓𝐘 𝐋𝐄𝐀𝐃𝐄𝐑𝐒𝐇𝐈𝐏: 𝐆𝐎𝐈𝐍𝐆 𝐁𝐄𝐘𝐎𝐍𝐃 𝐂𝐀𝐑𝐄 - 𝐀 𝐅𝐑𝐄𝐒𝐇 𝐕𝐈𝐄𝐖 𝐎𝐍 𝐒𝐀𝐅𝐄𝐓𝐘 𝐋𝐄𝐀𝐃𝐄𝐑𝐒𝐇𝐈𝐏 with Dr. Tristan Casey, Director at New View Safety. Drawing from his experience and practical insights in safety leadership, Dr.Tristan Casey will share advanced strategies that go beyond traditional care and safety models. Known for making complex theories accessible, he will guide participants through cutting-edge approaches that redefine safety leadership and foster sustained organisational growth. Key Areas Covered: 🔹 Safety Leadership Gaps: Identifying limitations in conventional safety leadership approaches. 🔹 Organisational Safety Priorities: How organisational goals influence safety practices. 🔹 Paradoxical Safety Leadership: Introduction to this novel concept and its implications. 🔹 Cutting-Edge Research: Insights from Dr. Tristan Casey’s latest research in safety leadership. 🔹 Practical Applications: Tools and strategies to implement advanced safety leadership concepts effectively. Transform your approach to safety leadership and stay at the forefront of industry advancements! Join this engaging session at the 2nd Annual Asia HSE Summit. Secure your spot by registering at https://lnkd.in/gjTU98Zb or contact Amina \ 601161888699 aminactasia.com.my #safetyleadership #Caution #Health #Safety #Ppe #Esg #zeroharm #construction #Hse #SafetyTechnologies

As you recognise referred pain in your organisation and contemplate the cultural and leadership aspects that could alleviate the symptoms, have you considered the role of Health & Safety leadership? Health & Safety, often associated with a necessary compliance focus in industry, is fundamentally about people—ensuring they remain safe and healthy while at work. Beyond compliance, it serves as a potent lever for increased productivity and innovation. If senior leadership can create a culture where people feel safe to participate, speak up, raise issues, and offer ideas for improvement, this can rapidly elevate the organisation and accelerate its growth. Health & Safety leadership, when viewed through the lens of fostering a supportive and open environment, becomes a catalyst for positive change. Have you experienced the transformative power of Health & Safety leadership in your organisation? Share your insights in the comments below. #Leadership #HealthAndSafety #OrganisationalCulture #safetyleadership #beyondcompliance Katy Broadhead Darren Broadhead

The biggest challenge for leadership is balancing the seemingly opposing worlds of delivering customer value and operating safely. When employees witness management making choices that contradict what is said about EHS's priority, trust in management drops. The result is a safety culture based on words, not actions. The Legitimate Leadership Framework was tested and proven in an extremely hazardous environment – the biggest explosives factory in the world. Deploying the Legitimate Leadership Framework transformed the culture from an incident that took the lives of 14 people to an organisation that was recognised as the safest explosives factory in the world within three years. The transformation took place within the same factory and with the same people. The single most significant change was the way people were led. Legitimate Leadership has a deeply held conviction, proven time and again over the last 30 years, which is: If you have a safety problem, you have a people problem. If you have a people problem, you have a leadership problem. When leaders change, people change - ONLY then are different safety outcomes achieved. You can discover how the right leadership can create a successful safety culture. Join Rachael Cowin and Sean Hagger on the 18 September at Somerset Chamber of Commerce from 09:30 - 13:30; reserve your place and register here to shift the collective safety leader mindset 'From Compliance To Commitment' Register today; spaces are limited: https://lnkd.in/eCQhvY2J

“We do SIF Prevention.” I hear this statement often when talking to safety directors. Really?  Are you sure you do? And what does it take to have a good SIF Prevention Strategy? About a week ago, we held an online discussion where we engaged with a small group of senior safety professionals on what makes SIF Prevention difficult, and what they felt they should still work on. Some of the key takeaways from the session were: 1.     Most organisations track pSIF events, often called HiPo’s.  2.     SIF Prevention is mostly an add-on to the existing safety strategy, is mostly the responsibility of the safety team, and lacks knowledgeable support from leadership.  3.     Leaders don’t always understand the connection between their decisions and what happens on the shopfloor. 4.     Improving the skills of leaders to both recognise SIF exposure and have meaningful conversations with frontline employees about this exposure is key. Through our work with many of our clients, we have developed the SIF Maturity Model, that highlights 9 key areas you need to be good at to be successful in SIF Prevention as shown on the picture below. What do you still see as the key challenges to SIF Prevention in your organisation?

A recent survey of 230 manufacturers reveals a strong link between safety performance and organizational excellence. 🏭 👨🏭 ✅ Top-quartile cultures have 75% fewer lost-time accidents and 80% fewer recordable incidents than bottom-quartile ✅ One facility's poor safety record cost $492,000 in 8 months - equivalent to $16.4 million in revenue ✅ Leadership is the common denominator in high-performing facilities What sets top performers apart: 1. Alignment between managers and employees on safety perceptions 2. Leaders who practice what they preach 3. Supportive, family-like environment 4. Strong accountability and learning culture 5. Engaged employees who help create safety programs Remember: A thoughtful safety program won't save a thoughtless culture. How are you cultivating a culture of safety in your organization? Read along with Cheshire Tool Company for more details: https://bit.ly/3y7hEfr

#4 is critical to sustainable change. Often, operational leaders neglect meaningful safety conversations because they lack the confidence to speak on the subject or feel it’s their safety manager’s role. That conversation with their direct supervisor/operation’s manager/plant manager lands much differently than from the safety pro. It demonstrates a level of care and commitment that can help to change negative perceptions around health & safety, leading to open and honest feedback and a learning organization.