At only 160 pages, this easy-to-delve-into book examines the key issues about unmanned aircraft systems (UASs), charting their growth from military uses to a tool that has applications in everything from agricultural spraying to inspection of emergency situations and patrolling borders.
An exploration of talks on why we manage safety and health is the type of discourse that appeals to me. I will admit to not knowing much about Charles Reese but, with almost 40 years in the safety profession in high-profile roles in the US, including professor emeritus at the University of Connecticut, he seems eminently qualified.
Most of the progress we have made in managing safety has been in response to accidents, especially when lives have been lost. This makes investigation one of the most critical weapons in our armoury.
Why do firms launch behavioural-based safety programmes? A common reason is that businesses work hard to meet basic legal requirements and then introduce systems-based safety management, only to find that the resulting reduction in accident rates stalls. A new initiative is sought to re-energise safety and take performance to the next level.
As you might conclude from the title, this book strives to persuade the reader of the need to move from a more traditional leadership stance of “power over” people to “power with” people.
The End of Heaven is surely (as the back cover text suggests) Sidney Dekker’s most personal book to date, but – at least in my experience – it’s his most challenging to read. Although short at just 97 pages, it tells two tales.
Norwegian safety experts Urban Kjellén and Eirik Albrechtsen offer a well researched and comprehensive guide to how accidents happen, how they can most easily be prevented, and how organisations can best use incident information – both to monitor their safety performance and to shape safety and health policy.
Few would argue with the premise that tackling unsafe behaviour is crucial to the success of any safety programme, especially in an industry such as construction where the hazards are many, conditions change rapidly and a lot of work is undertaken by subcontractors. Brian Stretton’s career spans the range from operative to safety director, and he has trained thousands of people in behavioural safety. In this book, he gives us an insight into some of the key issues associated with addressing safe and unsafe behaviour, based on his experience of working with people at every level. At about 175 pages, it’s an easy and quick read.
In The Practical Guide to Corporate Social Responsibility (CSR), the authors present the DTRT – “do the right thing” – model, which brings together six elements: legal requirements, health and safety, environmental sustainability, ethical trading, workforce rights and community effects. This model acts as a framework for the contents and is applied to the various case studies included in the book.
The question posed by this book’s title is one with which every safety and health adviser has to grapple (as well as every organisation). Finding the right answer, in all the changing dynamics of a busy workplace, goes to the very heart of our professional expertise. Importantly, the title also reminds everyone that risk is a fact of life: safety, as an absolute state, does not exist.
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