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The article discusses what the phrase world-class safety means and how organizations can achieve world-class status. Topics include some stakeholders' description of world-class safety as a measurable achievement as opposed to receiving an award, why achieving world-class safety does not guarantee of maintaining that status, and the sustained effort needed to achieve world-class safety.

The article offers information on principles that should be considered by leaders in workplace safety decision-making. It suggests that leaders should approach decision-making as a system issue, treat data as a guide and not a catalogue, and consider decision-making as supplement to risk reduction systems that exist.

The article offers tips on safety leadership being an intentional safety leader. Among the tips include cultivating self-awareness and performing fair assessment of leadership behaviors, creating a plan for delivering safety vision, and integrating safety conversations and providing feedback on employee exposure.

In this article, the author discusses importance of leadership along with effective management system in order to attain a safe organizational culture. Topics discussed include balance between qualitative and quantitative system to create an effective organization; role of safety measures in decision-making process; and conduction of Job Safety Analysis (JSA) and Pre-Job Briefing (PJB).

In this article, the author discusses bad economic situation of oil industry due to decreased oil prices, the impact of economic downturns that affect safety in oil and gas and other industries, and tips to deal with this problem. Topics discussed include the impact bad economic situation such as loss of skilled labor and worker distraction; the need to safety leadership to deal with the problem; and the need to identify the problem and take action to mitigate their impact.

The article presents views of experts from global consulting firm DEKRA on the things that leaders should know to guide their organizations to safety excellence. It mentions that data can make leaders falsely confident about the excellence in safety and recognitions for excellence such as compensation, bonuses and promotions end up reinforcing the wrong behaviors. It suggests to talk with leaders about filtering data.

The article offers information on the U.S. National Safety Council's (NSC's) annual recognition of chief executive officers (CEOs), the 2016 CEOs Who "Get It," given for their commitment to creating and maintaining the workplace culture of safety and health. It highlights the process of submitting the name of an organization's leader and the role of a committee representing NSC Workplace Consulting and Research and Safety Management groups in making decisions for the selection of CEOs.

The article reports on how to assess safety leadership talent in an organization. Topics discussed include workers engagement by involving them in decision making process, determining how safety culture affects actions, behaviors and decisions at all levels and consequence management to bring about desired behaviors. Also mentioned is sustaining an injury-free workplace.

The article discusses the need to acquire safety leadership qualities by industry leaders. Topics include providing safety feedback to employees, incorporating safety events for fulfilling the organization's mission, and risk management through occupational injury prevention. It mentions the duty of leaders to understand the dynamics of the live workplace.

The article presents a reprint of the article "Putting safety leadership in the path of supervisors' work" by Michael Hajaistron, which appeared in the February 2013 issue of "Safety+Health." It states that importance of strong leadership in order to bring a culture of industrial safety in the organization. It presents activities for supervisors to help them bring about a culture of safety in the organization such as creating contacts with workers regarding safety issues.

The article focuses on need for leadership to sustain and achieve injury-free workplace and detect serious injury or fatality (SIF) precursors and exposures by applying behavior-based safety (BBS). Topics discussed include steps taken by leaders to ensure SIF such as management of observation sheets which includes high-risk situation and management controls, need for training managers, supervisors, and safety professionals, and prompt actions to be taken by leaders on issues that elevate SIF.

The article presents suggestions for leaders on the things they should know to make their organizations injury-free workplace. Topics discussed include selection of a team that represent the different points of view and talents, the safety ecosystem for understanding the influences on safety thinking and practice, and need for the engagement of employers, workers, and safety profession to make the workplace injury free.

The article focuses on the failure of safety regulation and industry leadership in preventing industrial accidents. Topics discussed include improvement in designs of systems to improve their reliability, importance of leadership in increasing behavioral reliability and safety related discretionary effort, and of supportive behavior to achieve desired organizational goals.

In this article, the authors offer suggestions to prevent work-related injuries in the U.S. The suggestions discussed include respecting and acknowledging the hazards to create a complacent safety culture, responding to workplace exposures by probing different scenarios and contingencies, and removing workplace barriers by communicating the status of action items. The authors also reflects on the role of leadership in improving work environment.