THE FUTURE AND SAFETY : NO EASY ROAD ASSE Symposium Energize Your Safety Management Program Frank White President ORCHSE Strategies, LLC Denver, Colorado

THE FUTURE AND SAFETY:NO EASY ROAD

ASSE SymposiumEnergize Your Safety Management Program

Frank WhitePresident

ORCHSE Strategies, LLC

Denver, ColoradoOctober 23-24, 2014

©Copyright ORCHSE Strategies, LLCOctober 23, 2014 2

• Introduction: Extraordinary Global Challenges• The Global Landscape of Workplace Injury and Illness• The Workforce of the Future• The Jobs of the Future• The Work Relationships of the Future• Stressed Out At Work?• Six Future Focus Issues From the EU• The Professional Resources of the Future• Future U.S. Safety and Health Policy: Leader or

Laggard?• The Tools of the Future• Systems Questions For Your Consideration


INTRODUCTION:EXTRAORDINARY

GLOBAL CHALLENGES

Sustainable Development and Climate Change

Clean Water

Population Growth and ResourcesGlobal Convergence of IT

Threat of New and Reemerging Diseases

Changing Status of WomenGrowing Energy Demands

Ethical Market Economies

Peace and ConflictRich-Poor Gap

www.milleniumproject.org

Challenges in a “VUCA World”• Volatility

– The challenge is unexpected or unstable and may be of unknown duration

• Uncertainty– Unpredictability of issues and events with

info about past and present less useful• Complexity

– Multiple, interconnected parts and variables, difficult to sort• Ambiguity

– Lack of precedents; causal relationships unclear• For military, business and other leaders, the doctrine underscores

the importance of strategic decision-making, readiness planning, risk management, and situational problem-solving.

Courtesy of John Howard; Forbes 10/8/13

October 23, 2014 ©Copyright ORCHSE Strategies, LLC 4

The Ebola Crisis• Current outbreak in west Africa (first cases notified in

March 2014) is the largest and most complex Ebola outbreak since the Ebola virus was first discovered in 1976.

• There have been more cases (8399) and deaths (4033) in this outbreak than all others combined (as of 10/12).

• Starting in Guinea then spreading across land borders to Sierra Leone and Liberia, by air to Nigeria, and by land to Senegal.

• Now 2 in the U.S, with a strong likelihood of future cases in U.K., France, Spain, Belgium, etc.

WHO; CDC October 2014



Ebola’s Unprecedented Rise• If conditions continue without scale-up of interventions,

cases will continue to double approximately every 20 days, and the number of cases in West Africa will rapidly reach extraordinary levels (potentially 1.4 million by end of January)

• “For the medium term, at least, we must face the possibility that [Ebola] will become endemic among the human population of West Africa, a prospect that has never previously been contemplated”

MMWR; New England Journal of Medicine - September 2014©Copyright ORCHSE Strategies, LLCOctober 23,

2014 7

Global Worker Deaths and Diseases• World Safety Congress, August 26, 2014:

– “Work claims more victims around the globe than does war: an estimated 2.3 million workers die every year from occupational accidents and diseases,” said ILO Director- General Guy Ryder

– 350,000 are fatal incidents and close to 2 million are work-related diseases.

– In addition, a conservative estimate of 300 million serious (4 days away from work) work-related injuries a year

– “Ebola and the tragedies it is causing are in the daily headlines – which is right. But work-related deaths are not. So, the task ahead is to establish a permanent culture of consciousness”


An Elusive Challenge• For 40 years, many of us in the US have asked ourselves:

– “Why doesn’t the toll of workplace injuries, illnesses and fatalities in the U.S. and many countries abroad resonate with the general public and spur action in the same way that other public health and environmental issues do?”

• Many socio-cultural, economic and political reasons too lengthy and complex to discuss today• But, despite the considerable barriers, the safety and

health professions should not shrink from taking up the ILO Director-General’s challenge to find ways to establish that permanent culture of public consciousness about workplace injury and illness around the globe



THE GLOBAL LANDSCAPE OF WORKPLACE INJURY

AND ILLNESS

Global Estimates of Fatal Incidents

Region Fatal Incidents

High Income Nations (US, Can, Western EU, Aust, NZ, Japan, S Korea)

11 396

Africa 59 301 Americas 18 433 Eastern Mediterranean 19 229 Eastern Europe 14 609 Southeast Asia 114 732 Western Pacific 115 069 TOTAL 352 769


ILO – 2013; WHO Regions; World Bank Income Categories

Major Global Fatal IncidentsSome major factory fires and explosions, 2011–2013

Date Location Industry Incident type Number of deaths

13 Apr. 2013 Texas, USA Fertilizers Explosion 15 (160 injured)

24 Nov. 2012 Dhaka, Bangladesh

Garment making Fire 112

11 Sep. 2012 Karachi, Pakistan


11 Sep. 2012 Yegoryevsk, Russia


11 Sep. 2012 Lahore, Pakistan Shoe making Fire 25

5 Sep. 2012 Sivakasi, India Firework Explosion 37(60 injured)

25 Aug. 2012 Paraguana, Venezuela Refinery Explosion 48 (151

injured)

6 May 2012 Rayong, Thailand

Synthetic rubber Explosion 12 (100

injured)

20 Nov. 2011 Shandong, China Chemicals Explosion 14

17 Oct. 2011 Raidighi, India Firework Fire 42(11 injured)

ILO – 2014©Copyright ORCHSE Strategies, LLCOctober 23,

2014 12

A Modern Tragedy


Rana Plaza – Greater Dhaka, Bangladesh – April 20131129 Deaths; 2500 Injured

Efforts at Reform• 3 separate initiatives

– The Accord, which involves more than 150 largely European brands;

– The Alliance, set up by US brands; and – A joint effort by the UN and the Bangladesh government

• All three are meant to bring all the Bangladesh factories into a system of auditing and inspection to enforce agreed standards.

• Many brands have refused to become involved and the initiatives collectively have many flaws.

• Nonetheless, international trade unionists say, taken together the package represents "an unprecedented chance to put all this right.”

NYT April 2014; The Guardian April 2014; ILO August 2014


Death in the Mines – An Ongoing Struggle • China leads the world in coal-mining fatalities.

– The government said 1,049 people were killed or missing in coal-mining accidents in 2013

– In comparison, 52 people were killed over the last decade in U.S. coal-mining disasters

– Accidents at China's coal mines have caused more than 33,000 deaths in the last decade, according to data from the State Administration of Coal Mine Safety

• Yet, heightened official attention to safety regulations and efforts to consolidate smaller coal mines under state-owned operations have cut the death toll each year since 2000

WSJ 4/18/14; NYT 9/3/12


Global Estimates of Fatal Occupational DiseaseHigh Income

AfricaAmericas

Eastern Med

EasternEurope

SE Asia Western Pac

WORLD

Communicable Diseases

11 031

85 740

6 972

19 964

4 542

85 743

16 525

230 517

Non- communicable Diseases

376 451

100 809

85 729

104 777

205 674

408 731

466 574

1 748 745

Malignant neoplasms

211 890

30 078

43 931

24 734

56 527

94 834

204 215

666 210

Neuropsy-chiatric conditions

22 565

3 533 2 945 2 496 1 009 6 505 3 933 42 986

Circulatory diseases

110 399

54 188

46 232

46 563

139 181

223 872

207 025

827 460

Respiratory diseases

24 964

7 128 7 649 9 444 5 364 68 419

46 688

169 657


Often-Hidden Toll of Disease• Even though fatal diseases are estimated to account

for about 85 per cent of all work-related fatalities, more than half of all countries do not provide official statistics for occupational diseases.

• In terms of concerted government and stakeholder action, occupational disease remains largely invisible compared to fatal incidents.

• Woeful lack of credible data makes occupational diseases present a particular challenge

• Even in the U.S., there is much doubt about the validity of the estimates of work-related disease

• Public ignorance, low prioritization and the under-reporting beget a “cycle of neglect”

ILO 2013 ©Copyright ORCHSE Strategies, LLCOctober 23,

2014 17


THE WORKFORCE OF THE FUTURE

Growth in the Working-Age Population

Deloitte Research/UN Population Division (http://esa.un.org/unpp/)

Mexico Brazil India China South Australia Canada US Netherlands Spain France UK Russia Italy Japan GermanyKorea

1970-2010

2010-2050


Job Growth Patterns by Age

Age of Workers

Percent Growth in U.S. Workforce by Age: 2000-2020

U.S. Census Bureau

1. Few younger workers entering 2. Declining number of

mid-career workers

3. Rapid growth of over-55 workers


All Hail the “Chronologically Gifted”John Howard

• By 2020, workers age 55+ will account for 25% of the U.S. labor force– Up from just 13% in 2000

• Number of workers 55+ is projected to grow 5.5 times the rate of growth in the overall labor force

• BLS projects that by 2020: – 28% of women age 65-74 will be working, up from 15% in

2000, and – 35% of men age 65-74 will be working, up from 25% in 2000.

Stanford Center on Longevity – July 2013©Copyright ORCHSE Strategies, LLCOctober 23,

2014 21

Sectors With Oldest and Youngest Workers


U.S. Bureau of Labor Statistics, Current Population Survey 2012

Aging Workforce: Bad News/Good News

• Possible Limitations– Cognitive Limitations– Chronic Medical Conditions– Diminishing Physical Capacity

• Compensating Factors– Even Attitude– Experience and Judgment– Flexibility– Interest in Learning

NIOSH

Hispanic Population Growth• The US civilian population of Hispanics:

– 23.9 million in 2000– 46 million in 2020

• The Hispanic share of the total civilian population will have increased from:– 11.3 percent in 2000 to – 17.5 percent in 2020 to– 30 percent in 2050

• In 2013, 49.7% of the more than 22 million employed Hispanics were immigrants, down sharply from the pre-recession peak of 56.1% in 2007

BLS; Pew Research – 2014; BLS Monthly Labor Review January 2012

©Copyright ORCHSE Strategies, LLCOctober 23,

2014 25


Hispanic Share of Workforce Growth


THE JOBS OF THE FUTURE

Where US Jobs Will Be

• The health care and social assistance sector will account for almost one-third of the projected job growth from 2012 to 2022.

• Employment in the construction sector is expected to see a large increase, while still not reaching prerecession levels.

• Manufacturing is projected to experience a slight decline in employment over the projection period.

BLS, Monthly Labor Review December 2013


Future Job Growth Occupations• Occupations with the highest projected numeric change in

employment – 2012-22 (BLS 1/9/14)• Personal care aides 580,800• Registered nurses 526,800• Retail salespersons 434,700 • Home health aides 424,200• Combined food preparation and serving workers,

including fast food 421,900• Nursing assistants 312,200• Secretaries and administrative assistants,

except legal, medical, and executive 307,800• Customer service representatives 298,700• Janitors and cleaners, except maids

and housekeeping cleaners 280,000• Construction laborers 259,800


Job Replacement Needs• Between 2010-2020, an anticipated 33.7 million job

replacement needs – 77% in the following sectors:

• Production Occupations projected to replace 1.7 million jobs*Service includes healthcare support occupations, protective service workers,

food preparation and related occupations, cleaning and maintenance occupations, and personal care occupations. BLS


SECTOR PROJECTED JOBSService* 7.7 million

Office and Admin Support 4.9 million

Sales and Related 4.6 million

Education, Legal, Community Service, Arts, Media

3.4 million

Management, Business, Financial 3.2 million

Transportation & Material Moving 2.3 million


THE WORK RELATIONSHIPS OF THE FUTURE

Growth of Contingent/Temporary/Contract Jobs

• The use of “contingent workers”, as defined by BLS, by US employers has soared over the past two decades – In 1990, there were about 1.1 million such workers; – As of August 2012, the number was 2.54 million, down

slightly from pre-recession levels, but climbing.– That’s roughly 2% of the U.S. workforce; but could be up to

4%, according to BLS• BLS defines contingent employees as "those who do not have an

implicit or explicit contract for ongoing employment.”

BLS


Definitional Uncertainties• BLS defines 4 other categories of “alternative work

arrangements,” including:– 10.3 million independent contractors (7.4% of total employment)– 2.5 million on-call workers (1.8 %) – 1.2 million temporary help agency workers (0.9%)– 800,000 workers provided by contract firms (0.6%)

• Estimates of the total number of US “contingent workers” range widely, depending on how they are defined.

• Recent data suggest that roughly 20-30 percent, and perhaps up to 40 percent, of American workers are in “freelance, temporary, contract, part-time, or other non-standard” jobs.

BLS – 2005; WSJ; CBS Moneywatch©Copyright ORCHSE Strategies, LLCOctober 23,

2014 33

A Global Perspective• The Manpower Group’s Contingent Workforce Index (CWI)

measures the relative ease of sourcing, hiring and retaining a contingent workforce in competing labor markets around the world

• The CWI compiles over 50 key data points around the availability, cost, regulation and productivity of each country’s contingent workforce

• Hong Kong is the highest ranked for contingent workforce engagement, followed closely by the United States and China

• The United States stands out for having a substantially large contingent workforce, at more than 9 million workers, minimal regulatory impact, and high productivity.

Manpower Group - 2014


A Fundamental Shift?• "What's changed in the last 20 years is that there's been:

– an unraveling of job security in the labor market, – a diminishment of benefit packages and – a deterioration of stable, reliable wages and promotion

pathways," said Katherine Stone, a law professor and labor specialist at UCLA

• "There's been a really fundamental shift in the nature of employment -- it's a sea change”

• “Whether you're talking about the expanded use of short-term employees, temporary workers, project workers, contractors or on-call workers, the use of workers who don't have regular jobs has increased a lot”

CBS MONEYWATCH, March 7, 2013


A Strategic Business Fit• Over the last decade, companies have changed how they

tap into the “extended workforce” • Initially, a tactical response to an immediate need• But then they began making this workforce a key

component of corporate strategy• This shift has enabled organizations to achieve two of the

most sought-after competitive capabilities:– Agility in the face of a highly turbulent business environment, and – Access to high-performing, highly skilled talent

Accenture Institute for High Performance 2013


Specialization and Mobility• Increased specialization in the workplace and heavy

reliance on project work in knowledge-based organizations mean that:– Highly-educated specialists and professionals are serving as

contingent workers – E.g., engineer, information technologist, healthcare worker and

accounting professional• Almost a third of contingent workers are in managerial

and supervisory roles• The new extended workforce is also increasingly mobile,

global and borderless, thanks to technology advancements

Accenture Institute for High Performance 2013; Randstad Workforce360 Study, 2012©Copyright ORCHSE Strategies, LLCOctober 23,

2014 37

A New Business Model• The new forms of work organization that have emerged in the shift

from an industrial mass production to a knowledge-intensive/service-based society include:– Move away from the single enterprise with full-time employees

and a recognizable, enduring hierarchy – An increase in decentralization in organizations with a low

‘human factor orientation’ such as in lean production– An increase in network-based organizations - companies have

retreated to their core competencies and outsourced other functions and formed chains of suppliers and subcontractors

– Companies will increasingly be comprised of formal employees and an ever-shifting global network of contractors, temporary staff, business partners, outsourcing providers

Vulnerable Workers – Health, Safety and Well-being, Sargeant, Giovannone, 2011; EU Agency for Safety and Health at Work 2002; The Rise of the Extended Workforce, Accenture, 2013


Contingent Work – Safety Vulnerabilities• Studies reveal 3 sets of factors appearing to link

“precarious employment” with increased safety risks:– First, economic and reward systems result in greater economic

pressure in terms of competition for jobs as well as pressure to retain a job; more likely to ignore and less likely to report risks

– Secondly, workers are liable to be less experienced and performing unfamiliar tasks; similarly, they are likely to be less familiar with OSH rules

– Thirdly, there is an increased likelihood of regulatory failure - OSH regulatory regimes are designed to address full-time and secure workers in large workplaces; enforcement processes encounter hurdles such as identifying those with legal responsibility in multiemployer worksites.

Quinlan, M., Mayhew, C. and Bohle, P. (2000); Quinlan and Bohle (2004)©Copyright ORCHSE Strategies, LLCOctober 23,

2014 39


STRESSED OUT AT WORK?NEED A VACATION?

FUGETABOUTIT!

The American Way• Richard Branson, CEO of Branson's Virgin Group, just announced

that employees can take unlimited vacation if they work at one of the main offices – "Treat people as human beings, give them that flexibility and I

don't think they'll abuse it. And they'll get the job done," Branson told CNN

– "The amount of holidays people are given in the States is dreadful. How can you find time to get to know your children if you're working with very very little holiday time?”

• The sum of the average paid vacation and paid holidays provided to workers in the US private sector ― 16 in total ― would not meet even the minimum required by law in 19 other rich countries• On average, U.S. employees with paid time off left 3.2 days of

unused time on the table in 2013 Center for Economic and Policy Research 2013; US Travel Association; Oxford Economics


Work Stress High and On the Rise• The 2013 annual Work Stress Survey, conducted by Harris

Interactive on behalf of Everest College, polled 1,019 employed Americans.

• The results showed a marked increase in stress from the 2012 survey, which found that 73 percent of Americans were stressed at work. In 2013, that number jumped to 83 percent.

• Poor compensation and an unreasonable workload were tied as the No. 1 stressors, with 14 percent of workers reporting low paychecks as their main source of work-related stress. 14 percent also ranked a heavy workload as the top stressor -- up from 9 percent last year.

• In terms of age, the Baby Boomer generation and older Americans were the least likely to be affected by work stress, with 38 percent of American workers age 65 or older reporting that nothing about their job stresses them out


Increased Risks• Work stress has been identified as a risk factor for hypertension,

diabetes, upper extremity musculoskeletal back problems, and cardiovascular disease

• High demands and low decision control have predicted heart disease in white collar workers (Kuper & Marmot, 2003)

• Job strain has been shown to increase blood pressure in men of low socioeconomic status (Landsbergis, Schnall, Pickering, Warren, & Schwartz, 2003)

• Exposure to cumulative job strain in white collar workers revealed modest increases in systolic blood pressure (Guimont, 2006)

• Fatigue and sleep deprivation are correlated to mandatory and voluntary overtime and are also associated with work-related accidents in blue collar workers (Cochrane, 2001; Barger et al., 2005)

American Psychological Ass’n


The Top Workforce Risk


A 2013/2014 Towers Watson Staying@Work Survey was completed by 892 employers in North America, Latin America, Europe and Asia:

The EU Takes Action• 2014 EU Campaign:

– Healthy Workplaces Manage Stress: Managing Stress and Psychosocial Risks at Work

– Over half of European workers report that stress is common in their workplace.

– Stress is thought to contribute to about half of all lost working days, along with other psychosocial risks.

– Around 4 in 10 workers think that stress is not handled well in their workplace.


Total Worker HealthTM

Comprehensive organizational strategy that:

Integrates occupational health protection with wellness promotion

To advance worker well-being in life and work.

Total Worker Health• Today, emerging evidence recognizes that both work-related

factors and health factors beyond the workplace jointly contribute to many safety and health problems that confront today’s workers and their families. – Health protection programs have focused squarely on work,

reducing worker exposures to risk factors arising in the work environment itself.

– And most workplace health promotion programs have focused exclusively on lifestyle factors off-the-job that place workers at risk.

– A growing body of science supports the effectiveness of combining these efforts through workplace interventions that integrate health protection and health promotion programs

CDC; NIOSH



SIX FUTURE FOCUS ISSUES FROM THE EU

EU Study Identifies Key OSH Focus Areas• New EU scoping study on “new and emerging OSH risks and

challenges” identifies 6 key areas of focus:1) Impact of financial crisis on the nature of work and OSH

• Changes in the nature of work and structure within existing firms,

2) Potential impact of information technology on work and OSH • how technology enables organizations to structure themselves and to organize

work

3) Impact of globalization on work and OSH • Work pressures are greater than they were 10-15 years ago due to organizations

adopting strategies to achieve better, faster, cheaper and more efficient production

European Agency for Safety and Health at Work, Risk Observatory - 9/11/14


2014 49

EU Scoping Study (con’d)4) Impact of changing locations of work on OSH

• Rise of telework and remote working, where public spaces, homes, and temporary office environments are used as work environments

5) Trends in Human Resource practices affecting how workers are managed affecting worker well-being

• Trend towards developing leaner, flatter management structures affecting the organization of work and the design of jobs, giving individual workers greater autonomy and responsibility, but also added work pressures

• Rise in non-standard employment contracts, outsourced or subcontracted services, and home/remote working arrangements

6) Service sector growth • OSH impacts on low-skilled, low-waged occupations made up of workers who

deliver operational and process transactional aspects of such services


2014 50


THE PROFESSIONAL RESOURCES OF THE

FUTURE

Health and Safety Specialist Job Outlook• Employment of occupational health and safety specialists is projected

to grow 7 percent from 2012 to 2022, slower than the average for all occupations (11 percent) and than for “Other healthcare practitioners and technical occupations” (13 percent)

• “Despite slower than average employment growth, job opportunities for individuals with advanced degrees are expected to be good. Candidates with certification may enjoy more job opportunities. In addition, a large number of currently practicing occupational health and safety specialists are expected to retire over the coming decade, creating opportunities for new specialists.” BLS – January, 2014


2014 52

Employment 2012 Projected 2022 Change

Percent Numeric

62,900 67,100 7 4,200

A Closer Look at Prospects• 2012 BLS safety and health specialist job projections

in 2022 by industry


Industry Sector Percent of Occupation 2012

Projected Percent Change 2022

Construction 5.6 30

Manufacturing 16.6 - 6.4

Wholesale Trade 1.5 10

Retail Trade .2 9.3

Transportation, Warehousing 3.7 3.7

Educational (State, Local, Private) 5.1 11.8

Health Care, Social Assistance 5.5 21.5

Government 32 -2.7


FUTURE U.S. SAFETY AND HEALTH POLICY:

LEADER OR LAGGARD?

The US Congress


Tom Harkin – Retiring 2014

George Miller – Retiring 2014

For 30+ years, fierce crusaders for workers and worker safety

Where are the future congressional safety leaders?

Lions of the Senate and

House

Ted Kennedy, Robert Byrd, Jim Jeffords, Lynn Woolsey, Mike Enzi

The Essential Safety Advocate

• Organized Labor – The one relentless, effective “stakeholder”-champion for worker safety and health in Congress, OSHA, NIOSH, the States over the last 50 years – Seminario, Frumin, Wright, Mirer, Nowell, Borwegan and

their predecessors

• In the face of waning membership and resources, can the next generation of labor leaders sustain their historical level of influence?


Alt Labor:The Non-Union Workers Movement

• With unions in decline, new kinds of worker collectives springing up to fight for better pay and conditions

• Growth of community-based worker organizing projects, particularly in immigrant communities:– 1992—5 – 2003—137 – 2012—214

John HowardOctober 23, 2014 ©Copyright ORCHSE Strategies, LLC 57

OSHA’s Prospects• OSHA – Can the agency any longer able to translate

Bold Ideas and Innovative Approaches into regulatory, enforcement or other action?– 14 Carcinogens, Lead, Cotton Dust, Hearing Conservation,

Hazard Communication, Voluntary Protection Program, Egregious Penalty Policy, Process Safety Management

– Even the bold failures had an impact – Cancer Policy, PELs, Ergonomics, Cooperative Compliance Program (Maine 200)

• Or does the political environment of increasing partisanship and stalemate forebode a future where guidelines, advisories and limited enforcement initiatives constitute the best policy outcomes OSHA can muster?


OSHA’s Prospects (con’d)• Not just that the regulatory process is broken; we are

(and have been for a decade) living in a post-regulatory political environment; no signs of change

• True in much of EU as well• OSHA can still be effective – strategic, targeted non-

regulatory initiatives can have an impact– More risk-based targeting– Updated Safety and Health Program Guidelines– Re-institute a (legal) Cooperative Compliance Program

based on management system incentives– A multi-pronged OEL initiative


“Doing OSHA”• So what? Does OSHA really matter? Aren’t we as safety professional

at the point where we should be “doing safety” instead of “doing OSHA” anyway?

• Ignores or disregards the positive impact of public policy actions on worker safety by the agencies charged with contributing to the prevention of injuries and illnesses

• My almost unfailing observation over 35+ years of working with and in industry is that a major factor in corporate leadership’s attention to, decision-making about, and allocation of sources to, safety (especially in challenging economic times) is often the perceived vigor with which the federal and state regulators are taking action to address serious safety and health issues

• True with enterprises of all sizes• WE ALL HAVE A STAKE IN AN PROACTIVE, EFFECTIVE OSHA



THE TOOLS OF THE FUTURE

Do We Have the Tools?• The historical underpinnings

– Heinrich and the Hierarchy – batting .500 or .333?• The importance of the Hierarchy of Controls is, if

anything, becoming more firmly rooted• Heinrich is, of course, 2-pronged: 2/10/88 and 1/29/300

– The former, with its causation focus on “unsafe acts of persons” is being widely deconstructed, denigrated and debunked

– The Pyramid, with its undifferentiated focus on all unsafe acts/near-misses, is today being refined to focus more squarely on the risks that represent “precursers” for potentially serious/fatal incidents


PROMISING NEWER APPROACHES TO MANAGING RISK/SAFETY

• If Plan-Do-Check-Act Management Systems have become the underpinning for managing safety, several interrelated supplementary or complementary approaches will help refine and improve performance:– James Reason’s “swiss cheese” model – multiple defensive

layers to reduce the likelihood of an incident– Applying “Just Culture” principles to safety management and

incident reviews – Sydney Dekker– Applying Human and Organizational Performance techniques

and “learning teams” in risk reduction efforts – Todd Conklin– Emulating characteristics of High Reliability Organizations –

Earl Carnes, Karl Weick, Kathleen Sutcliffe©Copyright ORCHSE Strategies, LLCOctober 23,

2014 63


FOR YOUR CONSIDERATION:

WILL OUR OHS MANAGEMENT SYSTEMS BE ADAPTABLE TO AND EFFECTIVE FOR

THE WORKFORCE, WORKPLACES, WORK ORGANIZATIONS AND SAFETY

CHALLENGES OF THE FUTURE?


• What can/must we do to best assure that OHSMSs:– Will be “VUCA-ready” to meet the unexpected and unpredictable

risks of the future?– Will be effective in identifying and addressing the often-hidden,

ignored and misunderstood risks of occupational illness?– Will be effective in protecting an increasingly “mature” and

diverse workforce?– Will be embraced by and effectively applied in the rising service

sectors of the economy not traditionally safety-focused and that have not traditionally relied on safety professionals?

– Will recognize the important role that often hidden factors such as stress play in contributing to risk

– Will be effectively applied to the increasing numbers of workers only loosely or temporarily tied to the organization?

• How can we help OSHA be an effective advocate for OHSMSs and risk-based compliance efforts?


THANK YOU!

ORCHSE Strategies, LLC

the premier global family of health, safety and environmental networks for industry

leaders

Documents

THE FUTURE AND SAFETY : NO EASY ROAD ASSE Symposium Energize Your Safety Management Program Frank White President ORCHSE Strategies, LLC Denver, Colorado