Fatality
Prevention
in the Workplace
Forum
Leadership/Organizational
Attributes Breakout –
Best Practice
Sponsored by
Indiana University of Pennsylvania
Safety Sciences Department
in cooperation with
Alcoa Foundation
Sponsored by Indiana University of Pennsylvania Safety Sciences
Department in cooperation with Alcoa Foundation
Sponsored by Indiana University of Pennsylvania Safety Sciences Department in cooperation with Alcoa Foundation
Best Practices- Top 5
1. Executive Management Leadership
• Leadership involvement in investigations and
follow up
2. High Risk Activity Management
• Senior management involvement in HRA
management
3. EHS Capex/OOPS Program
• EHS Capex Program
• OOPS- Out of Process Situations
4. Safety Conversation
• Employee engagement process
5. Reducing Risk Through Pre-task
Hazard Assessment
Sponsored by Indiana University of Pennsylvania Safety Sciences Department in cooperation with Alcoa Foundation
4
Executive Management Leadership – SIF Oversight
Hank Schmulling, Duke-Energy
Sponsored by Indiana University of Pennsylvania Safety Sciences Department in cooperation with Alcoa Foundation
3
Executive Management Leadership - SIF Oversight
Leadership Involvement in serious injury/fatality investigations & follow – up to
implement corrective actions that reduce / eliminate the risk of recurrence.
Trigger:
• Life altering injury, fatality, catastrophic events
Process:
• Incident investigation begins immediately (RCA)
• Executive review team visits site within 2 weeks of incident
• Review completed investigation report
• Review interim and long term corrective actions recommended
• Determine application to other lines of business with the company
• Develop communications plan for sharing lessons learned
• Conduct periodic reviews of status of corrective actions with BU executive
• In addition, Senior Executive (EVP, COO, CEO) visits site of event initially
and 6 months after event to increase active, visible leadership
Source: Duke Energy
Sponsored by Indiana University of Pennsylvania Safety Sciences Department in cooperation with Alcoa Foundation
1
Reducing Risk Through Pre-task Hazard Assessment
Roger F. Evans CSP, CHMM, GE Energy
Sponsored by Indiana University of Pennsylvania Safety Sciences Department in cooperation with Alcoa Foundation
5
Reducing risk thru Pre-Task Hazard Assessments/Pre-Job Briefs
Taking a few minutes prior to performing any task, to identify
potential hazards and steps necessary for avoiding them
Triggering Event – Many employees sometimes seem
to perform their work to “git er dun”, without taking the
time to conduct a risk assessment. Although they never
intend to experience an incident, many local factors can
come into play resulting in human error, leading to an
event.
Hazard – Hazard identification is a critical element for
incident prevention, however if no formal process exists,
most employees will not take the time to perform such a
review prior to each new task every day.
The Pre-Task Hazard Assessment Increases
Safety Awareness thus decreasing operational risk!
Sponsored by Indiana University of Pennsylvania Safety Sciences Department in cooperation with Alcoa Foundation
4
Reducing risk thru Pre-Task Hazard Assessments/Pre-Job Briefs
Best Practice
•
Before performing work, supervisors and workers meet to discuss the assigned
task, its objectives, and its hazards to clearly understand what to accomplish and
what to avoid. The briefing is a structured, risk-based review of the work activity
from a human performance perspective to enhance the workers’ situation
awareness (mental model) prior to starting the work.
A Pre Task Hazard Assessment/Brief provides the opportunity to:
 Ensure understanding of the scope, limits, precautions, hazards and
responsibilities in completing the task.
 Provide a forum to ask questions and raise concerns.
 Use operating experience to identify error precursors and flawed defenses.
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Leadership
Current Focus/Emphasis
Areas
1.
2.
3.
4.
5.
6.
7.
Enhancing Metrics
Communicating/Messaging
Enhancing career
development
Prioritizing fatality
prevention
Utilizing field
presence/interface
Developing risk-based/
data-based decisions
Using perception surveys
New/ “Outside The Box”
Emphasis Areas
1.
2.
3.
4.
5.
Safety/Leadership integrated
in engineering and business
curricula
Safety in strategic decision
making, planning process
How to preserve “corporate
memory”
“Safety Capital” allocation
Risk tolerance screening
Sponsored by Indiana University of Pennsylvania Safety Sciences Department in cooperation with Alcoa Foundation
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Management Systems
• Solid Management Systems
• Majority already have this in place
• Continuous Improvement Opportunities
• Strength of Defense Matrix
• Europe seems to be the best at risk identification; partially regulatory
driven
• Video of pre-job review
• Short service worker practice
• Gaps To Be Filled
• Should FSI prevention have its own management system
• Define and effectively use FSI leading indicators
• Incorporate human factors
• Error proofing, literacy, training and qualifications, and fitness for duty
• Safety considerations and strategic level decision making
• Many facilities at firms do not have management systems
Sponsored by Indiana University of Pennsylvania Safety Sciences Department in cooperation with Alcoa Foundation
9
Metrics
Current Metrics
• Traditional lagging
• Serious injury tracking
• Corrective Action
Preventive Action
Tracking (CAPA)
• Serious event focus
• Fatality assessments
Proposed Metrics
• Identify precursors
• Employees observing the risk
• Potential severity incident
rates(ranking the incidents)
• Measuring Engagement
• Classifying Risks
• Using raw numbers, not the
rates
• Wellness indicators
Sponsored by Indiana University of Pennsylvania Safety Sciences Department in cooperation with Alcoa Foundation
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