2019 Safety

Management
Trend Report
Views and assessments of
­leading ­safety experts

1
FOREWORD
The world of work is changing. Industry 4.0 is bringing people and technology closer
­together than ever before. Work is becoming more global, more flexible, and more auto-
mated. But is it also safer?

Smart air monitoring systems, wearables that monitor vital signs This view is also reflected in our slogan: Connect. Engage.
and drones that perform dangerous activities are no longer Inspire. In order to live up to this, we are committed to over-
the realm of science fiction. Yet when it comes to ­digitalization, coming departmental, corporate and national boundaries -
workplace safety rarely comes first on the list. The potential, whether digitally in our Quentic Community, or in face-to-face
however, is enormous: data is essential for ­intelligent compa- meetings with stakeholders. We’re dedicated to creating a
nies, and the stringent networking of all stakeholders forms the robust EHS ecosystem for our customers and partners, so we
foundation of tomorrow’s business success. can achieve more—together.

Challenges like demographic change, increasing mechaniza- The Safety Management Trend Report 2019 is a collaborative
tion, and the rise of new psychosocial problems associated effort of our growing EHS network. For this fourth edition, we
with workload and stress can only be overcome by utilizing a asked 16 experts from eight countries their opinions on the
unified approach. That’s why we strive to connect a wide vari- current trends in occupational safety. What are the challenges
ety of stakeholders within our reach to get engaged in safety. that need to be overcome in 2019? We received a wide range
With our app and software, we connect diverse specialists of future perspectives, illuminating topics from artificial Intelli-
in one system, thereby sustainably increasing attention to gence to creating a company-wide safety culture.
security issues.
I’d like to thank all of our experts for their valuable contribu-
tions to this report and I hope you enjoy reading it. We look
forward to inspiring you!

Markus Becker
Founder & CEO
Quentic

2
INTRODUCTION
The ‘safety differently’ or Safety II movement is still gaining ground, with its approach that
safety is more than just avoiding the negatives such as accidents and incidents; it is some-
thing that we can proactively improve. Organizations should be identifying what went
right instead of where they have failed, or where they might fail in the future.

Safety II leans on the fact that no one can predict every possi- Improving safety performance is however, more than a phil-
ble future outcome to be 100 % prepared. How could we ever osophical perspective. I personally believe that one shouldn’t
have zero accidents as a numerical goal? We would need to need to choose sides, but actively search for new ideas and
become fortune-tellers—or we could adopt this new stance methods to get more people engaged in safety culture. There’s
where we admit that not everything can be foreseen and no need to fight; we can learn from both methods, to identify
thus prevented. our own shortcomings and improve our strongest skills.

Last autumn, I had the privilege to spend time with one of I hope that when robots, algorithms, AI methods and all new
the biggest names behind the safety II ideology, Professor technology becomes more commonplace within working
Erik H
­ ollnagel. Erik is in the industry because he has a genu- environments, we finally have the time to think about mental
ine ­ambition to make a difference, not to create controversy health, which is quickly becoming a huge burden for workers
­between safety I and II. Although Erik declined to take part in on all levels.
this trend report, he sent me a two-page document outlining
the reasons why he felt he couldn’t answer our survey ques- The big development in 2018 was the ISO 45001 which put
tions. I have consent to share his thoughts in an upcoming greater focus on employee engagement, management
blog, since it’s definitely worth a read. commitment, organizational context and risk-based thinking.
Compared to OHSAS 18001, we’ve definitely shifted towards
While the new safety model is gaining ground, at the same time the ideology of safety II, yet we are still building on learnings of
it is also heavily criticized as being the same old thing but with the past. This year, the main focus in many companies will be
new terminology; a revamped wrapping of the same package. In implementing the changes of ISO 45001, regardless of whether
conventional safety management, we try to identify all hazards they are certified or not.
to prevent accidents. Quite evidentially, this approach has shown
its power. We’ve seen dramatic declines in accident frequencies I’m once again very grateful to all our panelists who dedicated
in several different companies who play by the old safety game their time to this report. Our goal is to make safety less boring
book. There’s no place for denying the real factual results. from chief executives to frontline workers. This is the fourth
consecutive year of publishing our trend report and I couldn’t
be prouder of the team behind it. And just like in safety, having
a great management commitment makes things much easier.
Thank you for reading and please share this content if you find
it valuable and thought provoking. I hope you will be inspired,
connected and engaged by the report.

Timo Kronlöf
Head of Business Development, Finland
Quentic

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TRENDREPORT 2019

EXECUTIVE
­SUMMARY
What are the key safety management
trends to watch in 2019?

This is the year that we will see the capabilities of man and machine
coming together. Many of our contributors highlighted the increasing
digitalization of safety management * processes, as the advent of AI and
machine networking changes the field. Expect to see more intelligent
software and smart devices evolving the way in which workplace safety
is monitored and ensured.

That being said, there is still an important role for people to play in safety management. Our ­experts
­discussed a need to look at safety issues holistically, ensuring strong leadership to truly ­embed a ­safety-
first approach to everyday processes.

These innovations are only possible because of important successes in recent years. The panel n­ oted
that workplace safety has become a much bigger issue, with senior personnel taking a proactive
approach. This has been coupled by significant strides forward in health and safety software, enabling
stronger ­policies and reduced risks throughout global businesses.

* Note to readers: In this report, when we discuss safety or workplace safety, we also refer to occupational health

and safety (OHS)/environment, health, safety (EHS)/health, safety, environment (HSE)/safety, health, environment
(SHE) management, which are terms very often used in parallel with the word safety management.

4
Where is improvement needed
in safety management?

Although things are looking promising in 2019, it’s important to

­acknowledge that there are still vulnerabilities to be addressed. When
asked to comment on current safety failings, our experts identified
­communication and engagement as two important issues.
At present there is still a culture of ‘compliance safety’ in many organizations, with success measured
by number of failures—rather than opportunities to prevent workplace incidents. The challenge for
health and safety leaders is to inspire and motivate the wider workforce. Technology will help with
this, but it must be integrated carefully, and the data it generates should be analyzed as effectively as
possible to enable positive change.

We think you will find this report a fascinating insight into safety management trends from many
of the world’s foremost experts. Enjoy reading their opinions and find out who inspires them to
continually drive up standards.

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TRENDREPORT 2019

Meet the experts

Our trends predictions are formulated by some of the foremost figures in safety
­management. Here is a brief introduction to this year’s panel, comprised of trusted
­experts with vast knowledge and insight into critical industry issues.

Eduardo Blanco-Munoz
Eduardo is Global HSE & Industrial Risks Director of LISI AEROSPACE, a manu-
facturer of aircraft fasteners and structural components. He has previously held
senior roles at Akzo Nobel Chemicals France, Essilor and Alstom Power Hydro.
In parallel to his professional activities, Eduardo teaches BBS and Safety Culture
at University of Paris 13.

David Cant
David is a chartered safety and health practitioner with 20+ years’ experience
helping busy people in construction and the built environment. He often writes
how-to articles, providing advice and guidance on making compliance in
safety easier for business owners.

Dr Dominic Cooper
Dominic, Ph.D. is one of the world’s leading authorities in ­behavioral science
and safety culture. A professional member of the ASSE’s Central Indiana
Chapter and Chartered Fellow of IOSH, Dominic is CEO of BSMS Inc., a global
safety consulting firm based in the USA. A well-known speaker and respected
academic, he has implemented safety culture processes internationally for
almost 30 years.

Johnny Dyreborg
Senior Researcher, Ph.D., Johnny has been working with safety science issues for
more than twenty years. He has a particular interest in what works in the pre-
vention of occupational injuries and how we translate this research to practice.

Ron Gantt
Ron is Director Innovation & Operations at Reflect Consulting Group in Cali-
fornia. He has 17 years’ experience working with organizations in the utility,
construction, and chemical manufacturing industries. With a graduate degree
in safety engineering and undergraduate degrees in OSH and psychology,
Ron is also owner of SafetyDifferently.com.

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Dennis Genzke
Dennis is Health & Safety Officer at Vaillant Group in Germany. The Vaillant
Group develops products for heating, cooling and hot water and is one of
Europe’s leading companies in this sector. During his career, Dennis has gained
comprehensive expertise in machine safety.

Alistair Gibb
Alistair is Professor of Construction Engineering Management at Loughborough
University and research manager in construction innovation and ­occupational
safety & health. His recent projects have looked at fatigue in construction
workers, OSH strategies on London’s Tideway, OH learning from major projects
to SMEs, and nanotechnology & construction and demolition.

Jop Groeneweg
Jop is Professor of Safety in Health Care at Delft University of Technology. His
focus is quantifying and modelling the factors contributing to a just culture,
and its relation to organizational learning capabilities and the prevention of
incidents. He is also a human factor specialist at Leiden University, and senior
researcher at the Dutch research institute, TNO.

Neda Maria Kaizumi

Neda Maria has dedicated her entire career to serving international companies
within HSEQ management. She has a master’s degree in HSE & Risk Manage-
ment from Liverpool University, and is also studying for a doctorate in Occupa-
tional Psychology and Conflict Solving, in order to develop a leadership culture
for employers.

Karri Koskinen
Karri is a safety expert at Fingrid, Finland’s transmission system operator.
­Fingrid secures reliable electricity for its customers and society, shaping
the clean, market-oriented power system of the future. Karri has more than
10 years’ experience developing and maintaining occupational safety in
­different kind of working environments.

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TRENDREPORT 2019

Neil Moore
Neil is Senior Vice President Safety within Skanska. To him, it is the genuine
culture of Skanska and the challenges of eliminating fatalities and helping the
company achieve its zero-accident target that makes him enjoy his work.

Seppo Rytilä
Seppo is HSE Director at Eltel Group, a leading supplier of technical services
for critical infrastructure networks, such as electricity power grid and telecom-
munication—infranets. Before joining Eltel, Seppo worked for Shell Lubricants
supply chain for 25 years, developing an HSE mindset from Shell’s world-class
expectation levels.

E. Scott Geller
E. Scott, Alumni Distinguished Professor and Director of the Center for Applied
Behavior Systems at Virginia Tech, is Senior Partner of Safety Performance
Solutions, Inc. He has authored more than 300 research articles addressing
the development and evaluation of behavior-based interventions to improve
human welfare. Dr. Geller has received Lifetime Achievement Awards from the
American Psychological Foundation and the International Organizational
Behavior Management Network.

Davide Scotti
Davide graduated in 2001 with an honor’s degree in Management Studies from
the University of Aberdeen. Today, he is Head of the Corporate HSE Culture,
Communication & Training department at Saipem, and General Secretary of
the LHS Foundation.

Professor Andrew Sharman

Andrew is CEO of RMS, a global consultancy specializing in culture & leadership
for Fortune 500 organizations. He is also Professor of Leadership & Culture at
the European Centre for Executive Development on the INSEAD campus in
France, and teaches at IMD, Switzerland, and the California Institute of Tech-
nology. Andrew is the author of eight books on culture, leadership & wellbeing.

Henri Virtanen
Henri is Global QEHS Manager at Kalmar Services. He has 20 years’ experience
developing QEHS management systems in the manufacturing industry and
service operations.

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 WORKPL ACE SAFET Y AND
SAFET Y MANAGEMENT
TRENDS 2019

What are the key safety management

trends to watch out for this year?

“The key role of safety leadership will at last be recognized as the main driver of safety perfor-
mance. Its inclusion as a cornerstone of the new ISO 45001 standard should result in a broader
understanding on how important it is and how to develop it.” Eduardo Blanco-Munoz

“Our culture seems to be relying on top-down control with negative consequences, a ‘click-it-
or-ticket’ mindset. That said, I think it is possible, even probable, that safety management will
become more top-down, given that this is the most efficient approach to controlling behavior.
Safety leadership is different and implies the cultivation of self-motivation. It is promoted when
individuals perceive some choice, competence and community with regard to an assignment
or goal. They feel empowered when they can answer yes to three questions: I can do it (self-­
efficacy); it will work (response-efficacy); and it is worth it (outcome expectancy).” E. Scott Geller

“The most important trend is Industry 4.0. The digitalization and networking of machines
among each other will bring significant benefits for companies, but from a health and safety
view there are also hazards.” Dennis Genzke

“Digitalization: to meet the market need and be one step ahead.” Neda Maria Kaizumi

“Man-machine interface and the rise and rise of AI - because the robots are coming—will be a
big trend in 2019. That and building the confidence and competence of leaders to create safety,
because MBAs just don't include safety. Also, psychosocial risks stemming from a blurring of
boundaries between work and home lives, as we just can't seem to switch off our devices.”
Professor Andrew Sharman

“The increasing popularity of wearable devices and smart PPE with sensors that monitor work-
ers activity in real-time, to collect biometric data and measure signs of poor health. Savvy safety
professionals have begun turning to technology and the Internet of Things (IoT) to improve
workplace health and safety. Smart PPE is definitely an important trend to watch.” David Cant

9
TRENDREPORT 2019

“Work careers are no longer ‘lifetime long’ with the same employer; talents are changing their
employer more often than before. Therefore, employers need to pay attention to good quality
onboarding processes through e-learning. Digitalization in general is becoming more common
in HSE reporting and daily site checks. Because there are numerous different reporting systems
in the field and business partners must be kept informed about HSE events, the interfaces
between systems are becoming more and more important to avoid multiple handling of the
same cases.” Seppo Rytilä

“Due to the digitalization strategies that organizations have in place, it is obvious that the devel-
opment and introduction of new technology in safety management will continue in 2019. This
will emphasize the correlation between physical and mental wellbeing in occupational safety.”
Henri Virtanen

“Developing occupational safety together with workplaces’ own personnel and subcontrac-
tors will be very important. Most accidents happen because of human behavior. If we want to
change that behavior, everyone needs to take responsibility for their own and their colleagues’
safety and get involved in occupational safety work. When people feel their opinions have been
taken into account, they adopt new, safer ways of working. In addition, new tools and ways of
reporting and analyzing occupational safety issues are increasing every year.” Karri Koskinen

“More and more organizations are seeing value in holistic and systemic ways of looking at
­safety management. This includes seeing people as a solution rather than as a problem. Com-
panies are starting to get frustrated with the old, compliance-based ways of managing safety.
In addition, there will be increased conversations around expanding the focus of safety man-
agement, from merely looking at hazards and risks to finding everyday ways to improve work
processes.” Ron Gantt

“Psychological safety; it is the main factor influencing the learning ability of an organization.”
Jop Groeneweg

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“Attacking serious injuries & fatalities (SIFs). Currently, the safety profession is only making
­significant dents in the number of minor injuries. Most people do not realize that two different
strategies are required: one that attacks the top of the Heinrich pyramid to eliminate SIFs, and
one to address the minors. Attacking the top means creating a leadership-based SIF prevention
process that examines and deals with the precursors (abnormal and routine), exposure catego-
ries, and the underlying safety culture attributes. This also means calculating two SIF metrics:
number of actual SIFs experienced/workhours and number of potential SIFs/workhours, and
monitoring them.” Dr ­Dominic Cooper

“Research to practice (R2P) to knowledge translation and exchange (KTE). Because research
needs to reach practice, including safety management, and because practice needs to use best
evidence for safety management.” Johnny Dyreborg

“Safety management is always looking for the next ‘new thing’ that will be the solution to
accidents. I think there comes a time when safety specialists need to ensure that the basics are
in place before moving onto the next big thing to vastly reduce the number of accidents and
incidents. I hope that this will be the main trend for 2019.” Neil Moore

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TRENDREPORT 2019

IMPROVEMENTS TO
SAFET Y MANAGEMENT
IN 2019

Where has safety management

failed the most?

“Poor communication has failed in both effectively engaging managers and getting workers to
understand and appreciate the value of safety.” Davide Scotti

“When management does not listen to the workers, the level of occupational safety cannot
develop positively. Looking only at statistics and forgetting to analyze the root causes prevents
organizations from seeing the whole entity regarding what occupational safety issues need to
be developed. In addition, when responsibilities for occupational safety are not clear, the zero-­
accident goal is not possible. The line organization should understand that they are responsible
for the occupational safety and that the safety organization only supports them.” Karri Koskinen

“Organizations have failed to convince senior managers that they are the ones who create the
working environment and culture that enables accidents to happen. Safety managers in most
organizations are at too low a level to seriously challenge and influence senior executive teams.
In most companies, there is still a preference for cost and production over safety.” Neil Moore

“Communicating achievements and having positive reinforcements and indicators, in addition

to injury rates and other commonly used lagging indicators. Still, we can see zero accident
targets instead of a ‘zero harm’ vision. There also isn’t enough collaboration within different
industries. There could be a community of practice to develop, standardize and improve safety
management systems together. Sharing information and best practices and potential joint
projects could have significantly positive impact.” Henri Virtanen

“I believe safety managers have failed to promote employee engagement through ­evidence-
based principles of effective leadership, which include promoting self-motivation and help-
ing employees feel empowered. People are overly busy and stressed these days, and there-
fore go for efficiency over effectiveness. Top-down safety management can be efficient, but
­culture-wide safety leadership is effective.” E. Scott Geller

“Management needs to think about safety measures as processes and not programs, because
processes can continually evolve whereas a program could have a shelf life. Safety programs
sometimes look good on paper, but they fail to achieve significant results. Frequently, this is the
result of management failing to enforce the safety program objectives to maximum effect.
“An example of this would be the creation of a safety awareness team (SAT) and initiatives,
without any clear idea of what the team needs to accomplish. Management should focus their
objectives on careful measurement and analysis of loss experience, and proactively build work-
place initiatives.” David Cant

12
“Failing to address serious injuries and fatalities in the belief that current practices will control
them, when clearly they don't.” Dr Dominic Cooper

“Companies rely on compliance, on the assumption that if workers did as they were told’ then
all would be well. Workarounds are a reality and should be managed proactively, rather than
being condemned or ignored—either because managers think they are not needed, or they
want to avoid them.” Alistair Gibb

“Long and complex supply chains that are hard to manage, especially if they involve much of
a foreign workforce. Open borders in the EU and good quality control of posted workers is not
always appropriate, and often the language barrier makes it even worse. Internal and external
audits should be planned accordingly.” Seppo Rytilä

“Safety management is based on practices that have little or no evidence base. We have relied
on practices that ‘make sense’ to everyone involved, but if you ask for proof of their effective-
ness people typically rely on stories of when they saw it work within one organization one
time. That's not sufficient to stake peoples' lives on; we need to get better at creating an evi-
dence-based profession.” Ron Gantt

“Safety management has traditionally addressed organizational issues without fully integrating
human factors, both at individual (physiological and psychological) and cultural level.”
Eduardo Blanco-Munoz

“Companies are not delivering on the promises of Safety II. There are still no studies showing
that by using Safety II principles, HSE performance can improve.” Jop Groeneweg

“Traditional metrics focus on quantifying failure (the number and rate of accidents) and trying
to encourage us to fail less. This is demotivating at best and destructive at worst; it drives non-­
reporting, mis-classification of accidents and other, more devious ways to thwart the system.”
Professor Andrew Sharman

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TRENDREPORT 2019

What are 2019’s biggest workplace

safety challenges?

“One of the biggest tests for safety management will be taking a proactive approach to incor-
porating workplace technology, without causing too much disruption to existing management
systems. For example, by introducing digital technology to aid mobile processes function, they
may need to reinvent the way they approach safety management. This will challenge the work-
place environment if not handled carefully, as introducing new technology will only succeed if
it truly makes the lives of its users easier.” David Cant

“There's a lot of volatility in the world today. Due to technology, societal and demographic
changes, our organizations are growing increasingly complex. Old ways of approaching safety
management are becoming increasingly irrelevant in this environment.” Ron Gantt

“Convincing executives that good safety does not conflict with high production and lower
costs but complements it.” Neil Moore

“Asides from creating general enthusiasm for occupational safety, organizations get more and
more data about occupational safety every year, and this is making analysis a challenge. We
need new means and tools for reviewing data, including artificial intelligence.” Karri Koskinen

“Using new technologies will certainly help organizations to monitor and develop their pro­
cesses. However, to make sure it really supports the engagement and participation of the
entire organization, we must not forget human-to-human contacts and safety dialogues. We
need to educate the entire organization in safety leadership and safety culture; not only safety
professionals, but also the people in charge of operations and blue collars. Especially in global
organizations, managing EHS compliance at corporate and local level is a big ­challenge.”
Henri Virtanen

“To keep progressing on making safety more human-centered.” Eduardo Blanco-Munoz

“The challenge is to inspire and motivate people to lead with safety. To help senior managers to
practice genuine and visible safety leadership, enhancing the soft skills of the HSE professionals’
community.” Davide Scotti

“Getting senior managers out of offices and into the field to exhibit and demonstrate their
visible safety leadership can be a challenge.” Dr Dominic Cooper

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“Safety practitioners need to learn how to integrate with business-building know-how and
commercial acumen, and learn the language of their organization in order to have greater
­influence and encourage operational leaders to step up and own safety.”
Professor Andrew Sharman

“Companies are setting ambitious targets for LTIF reduction, which is a good thing. However,
minor and less severe accidents should be the focus as well. Because LTIF comprises an element
of short-term incentives, we should ensure that our incident classification remains transparent
and fair.” Seppo Rytilä

“The increase of economic activities puts pressure on the availability of competent people and
resources.” Jop Groeneweg

“With a reduced supervisory workforce, I think the biggest challenge is promoting leadership
over management. Anyone can be a leader by inspiring self-motivation among others; rather
than holding us accountable to performing other-directed behavior, they can inspire us to be
self-accountable and perform self-directed behavior.” E. Scott Geller

“The implementation of 2015 Industrial Safety Ordinance is an ongoing process that always
presents a challenge. Work equipment must be safe according to the state of the art. Each ma-
chine must therefore be checked regularly, whether it is still safe or if retrofitting is necessary.”
Dennis Genzke

“Integrating safety culture and digitalization is a challenge, as a large number of employees

within each company are not used to the digital world.” Neda Maria Kaizumi

“To make evidence-based safety management a high priority in companies and involve workers
in this work. The major research focus must be on how to change practice, and how to make
this sustainable.” Johnny Dyreborg

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TRENDREPORT 2019

What have been the most successful

safety developments in recent years?

“Safety management has become an attractive option as a career. Companies and shareholders
take safety, sustainability and ethics very seriously, and they are keen to report their perfor-
mance publicly. Safety is also being seen as an investment rather than a cost.” Seppo Rytilä

“That more and more practitioners are having the confidence to rise up and be counted. It's
time to be bold. Stop worrying about failure. Billie Jean King was right; if you're gonna make a
mistake, at least let it be a doozy—don't be afraid to hit the ball.” Professor Andrew Sharman

“Safety has become a management issue in many larger companies.” Johnny Dyreborg

“People are becoming more aware of the changes in our organizations and the need to be
innovative in safety. Not just with equipment and technology but innovating our approaches
and interventions. There's a growing understanding that we need to—and can—do better.”
Ron Gantt

“The application of cognitive, behavioral and social sciences to safety.” Eduardo Blanco-Munoz

“Occupational safety and corporate responsibility are a crucial part of being a successful busi-
ness, and organizations have noticed this in recent years. Reporting responsibility statistics and
occupational safety issues in the annual reports is common nowadays; corporations strive to
make sure that work is completed responsibly through the whole supply chain, and that occu-
pational safety is a relevant part of their corporate responsibility. Even a single organization can
influence occupational safety globally.” Karri Koskinen

“The move from reactive to proactive, and more recently the focus on human factors.”
­ avide Scotti
D

“Turning the philosophy from establishing safety rules and procedures (a system-obsessed
approach) to safety leadership, where we engage and empower all employees.” Henri Virtanen

“ISO standards and the upgrade of 18001 to 45001 get my vote. The ISO standard will improve
business performance from the top down, creating well designed, well-implemented safety
management system that will reduce workplace illness and injury, and increase employee en-
gagement and productivity.” David Cant

16
“The most significant recent shift in UK construction OSH was the CEO Summit on Occupational
Health, organized by the Construction Health Leadership Group. They really got the message!”
Alistair Gibb

“The implementation of life-saving rules in more and more organizations. It has reduced the
number of fatal accidents by more than 85%.” Jop Groeneweg

“Research shows that in the UK, only two developments have been known to impact the
nation’s injury rates: the introduction of the safety culture construct in 1990, and corporate
social responsibility (CSR) in 2004. Everything introduced since 1990 has merely reinforced the
construct of safety culture—for instance, behavioral safety, safety management systems and
regulations, and safety climate. CSR works because it helps investors and the public hold com-
panies responsible and accountable for their HSE performance. Investors are now much more
attuned to a company's HSE performance than in previous years.” Dr Dominic Cooper

“I am convinced that behavior-based safety (BBS), when implemented correctly, is one of the
most successful developments in safety management. However, too many organizations have
taken a quick-fix approach to BBS by eliminating its most critical element: effective interpersonal
supportive and corrective behavior-based feedback. The letters of COACH say it all: C for Care, O
for Observe, A for Analyze, C for Communicate, and H for Help.” E. Scott Geller

“The development of health and safety software has made it possible to define standards and
processes that can support executives in their daily work.” Dennis Genzke

“Safety management systems that have been developed to support safety data management,
analyze them and support safety proactive actions.” Neda Maria Kaizumi

“The development of IT systems that enable managers to identify trends and look at a wider
data set. However, too often only a tiny fraction of what this information could provide is avail-
able because the input data is inadequate.” Neil Moore

17
TRENDREPORT 2019

BUILDING A
SAFET Y MANAGEMENT COMMUNIT Y
IN 2019

Who are the most influential

people in this sector?

“The thousands of managers and workers who are practicing safety every day. How can you
reach them and change their safety practices?” Johnny Dyreborg

“The people who are the most influential are often the regulators and business leaders that
­create new trends in businesses and organizations. But this is unfortunate, because it means
that safety management is a reactive profession. The people who should be influencing orga-
nizations are the likes of Dr Drew Rae at Griffith University and Dr Steve Shorrock at Eurocontrol.
They have such a rational, measured but innovative view of safety management, everyone
should follow them and learn from them. Others I would recommend include Erik Hollnagel,
Sidney Dekker, Todd Conklin and David Woods.” Ron Gantt

“There are many great people in safety management. However, two people who I consider
influential are Jason Anker and Dr Dominic Cooper. Jason is such an inspirational speaker; he
draws on his own experiences of being paralyzed by a fall from a height to motivate workforces
in construction. By sharing his story, he aims to make a difference to as many people as possible.
Dr Cooper’s approach to behavioral science and safety culture meanwhile is second to none in
helping companies. Many articles of his articles that I’ve read during my career kept me in-
trigued and we often exchange comments on Twitter.” David Cant

“I am influenced by Tom Krause on a worldwide level, and William Dab in France. I have the
pleasure to know them personally.” Eduardo Blanco-Munoz

“The professionals at Safety Performance Solutions, Inc. are among the most effective teachers
and trainers of BBS. I am proud to be a founding/senior partner of this leading-edge consulting
firm, which has been helping organizations implement successful BBS processes for more than
25 years.” E. Scott Geller

“The impact of Andrew Hale's work on the worldwide safety discipline is very much under-­
estimated and under-appreciated. But currently there are no thought leaders who I would
avidly follow online. Many of the current 'names' are making a lot of hysterical noise and pro-
moting untested strategies in an attempt to overcome an apparently dreadful blame culture.
Their arguments are dangerous, unproven tautologies that could lead practitioners astray from
proven safety management strategies, resulting in a lot more SIFs.” Dr Dominic Cooper

“Those who aren't in the safety sector give us the most to learn: Edgar Schein, the Godfather of
organizational culture; Marshall Goldsmith, because he understands business; and Phillip Kotler,
the all-time greatest marketeer, who always tells it how it is.” Professor Andrew Sharman

18
 SUMMARY
Our panel has raised some interesting points on how new standards like
ISO 45001 are influencing attitudes to workplace safety, and how they can
encourage wider awareness and adoption at all levels of seniority. There
is also an interesting dynamic emerging between man and machine, as
organizations explore artificial intelligence and how this can improve
health and safety processes across businesses. We hope their opinions will
encourage you to look at workplace safety management with a fresh pair
of eyes this year, discovering where your company can make changes in
order to provide an even safer environment for your workforce.

dialogue
ISO 45001 H&S software s afet yur IialIspirit
ng entrepre e
knowledge excha
ne
ehs reporting
ent PPE involve e
mployees
intellig
chances instead of
risks safety culture
motivation focus on people

Y L E A D E R S H I P
S A FE T tion industr y 4.0
new technologies

digitaliza
artificial intelligence
no research
ility
constant availabro m e nt a l h e a lt h
f o c us
w ng indicators

m m u n ic a t io n c o ntrol stress
poor co low hierachy levels
hypes c to r
unclear goals not listening H&S as a costdfa
ents
fatal acci
top-down approach
tcomings
only quantif y shor

19
 ABOUT QUENTIC

Quentic is one of the leading solution providers of Software as a Service (SaaS) in the Published by:
European EHS and CSR market. The company is headquartered in Berlin, Germany, Quentic GmbH
Schreiberhauer Str. 30
and employs more than 175 people. Quentic maintains branch offices and collabo-
10317 Berlin, Germany
rates closely with partners in Germany, Austria, and Switzerland, as well as in Finland,
Denmark, and the Netherlands. + 49 30 921 0000 0
[email protected]
www.quentic.com

SOFT WARE Image credits:

title: istock.com/Portra
p. 4: istock.com/industryview
Over 600 customers strengthen their EHS and CSR management with Quentic soft­ p. 5: istock.com/Portra
ware solutions. With eight individually combinable modules, the platform covers p. 10: istock.com/baranozdemir
Health & Safety, Risks & Audits, Hazardous Materials, Legal Compliance, Online Instruc- p. 11: istock.com/ipopba
tions, Processes, Environmental Management and Sustainability. The integrative soft­ p. 13: istock.com/ijeab
p. 15: istock.com/CharlieChesvick
ware is suitable to support management systems according to ISO 14001, ISO 50001
p. 15: istock.com/skynesher
and ISO 45001. Whether it's obtaining information, planning measures, documenting 
p. 17: istock.com/Portra
processes or evaluating results: the holistic SaaS solution accompanies users every
step of the way. Quentic links data, connects all HSE and CSR actors and inspires for
the entire task field—via browser or app. Thanks to the software solutions, tasks
­interlock seamlessly across departments, locations and countries, thereby enabling
the efficient control of business processes in accordance with legal requirements.

QUENTIC HEALTH & SAFET Y AND QUENTIC APP

The software module Health & Safety provides comprehensive support for occupa-
tional health and safety. Risk assessments and operating instructions can be creat-
ed easily with the click of a mouse. Protective measures are defined directly in the
system. At a glance, you can get an overview of employees’ qualifications and see
when the next qualification measures are due. Instructions are organized efficiently.
Critical incidents and near miss situations can be documented for transparency—and
ready-to-send accident reports can be created quickly. In-depth cause analyses and
the derivation of corrective actions help to avoid unwanted incidents in the future.
Evaluations of incident and accident indicators allow for a detailed overview within the
company. The Quentic App provides you with an EHS reporting channel that is always
ready when you need it. The intuitive use ensures that employees and third parties
can be directly involved in occupational health and safety. This increases awareness
QC1FR9

of safety topics in the long term. In addition to photo and offline functions, individual
forms provide more flexibility.