- Develop a “Human Centered Culture.” Effective programs thrive in organizations with policies and programs that promote respect throughout the organization and encourage active worker participation, input, and involvement. A Human Centered Culture is built on trust, not fear.
- Demonstrate leadership. Commitment to worker health and safety, reflected in words and actions, is critical. The connection of workforce health and safety to the core products, services and values of the company should be acknowledged by leaders and communicated widely. In some notable examples, corporate Boards of Directors have recognized the value of workforce health and wellbeing by incorporating it into an organization’s business plan and making it a key operating principle for which organization leaders are held accountable.
- Engage mid-level management. Supervisors and managers at all levels should be involved in promoting health-supportive programs. They are the direct links between the workers and upper management and will determine if the program succeeds or fails. Mid level supervisors are the key to integrating, motivating and communicating with employees.
The investigative report should answer six key questions: who, what, when, where, why, and how. Fact should be distinguished from opinion, and both should be presented carefully and clearly. The report should include thorough interviews with everyone with any knowledge of the incident. A good investigation is likely to reveal several contributing factors, and it probably will recommend several preventive actions.
Once information is posted to a social networking site, it is no longer private. The more information you post, the more vulnerable you may become. Even when using high security settings, friends or websites may inadvertently leak your information.
Personal information you share could be used to conduct attacks against you or your associates. The more information shared, the more likely someone could impersonate you and trick one of your friends into sharing personal information, downloading malware, or providing access to restricted sites.
Predators, hackers, business competitors, and foreign state actors troll social networking sites looking for information or people to target for exploitation.
Information gleaned from social networking sites may be used to design a specific attack that does not come by way of the social networking site.
There is a clear link between a well-managed vehicle fleet and profitability. With more than 90 percent of crashes caused by human error (per the National Safety Council or NSC) creating a Fleet Safety plan will help your bottom line! A documented Fleet Safety plan pays off in multiple fashions – tangible benefits are a reduction of vehicle maintenance, downtime, and increased fuel efficiency. Intangible advantages could be increase in employee satisfaction, owner’s peace of mind with a documented process to follow.
The entire list is as follows:
- Fall Protection in Construction (1926.501)
- Hazard Communication (1910.1200)
- Scaffolding in Construction (1926.451)
- Respiratory Protection (1910.134)
- Lockout/Tagout (1910.147)
- Powered Industrial Trucks (1910.178)
- Electrical – Wiring Methods (1910.305)
- Ladders in Construction (1926.1053)
- Machine Guarding (1910.212)
- Electrical – General Requirements (1910.303)
According to recent statistics only 30% of family owned businesses survive into the second generation, 12% are still viable into the third generation, and only 3% of all family business operates into the fourth generation or beyond. These statistics say there is a huge disconnect between the optimistic belief of today’s family business owners and the reality of the massive failure of family companies to survive through the generations.
Enterprise Risk Management (“ERM”) is a strategic business discipline that supports the achievement of an organization’s objectives by addressing the full spectrum of its risks and managing the combined impact of those risks as an interrelated risk portfolio.
ERM represents a significant evolution beyond previous approaches to risk management in that it:
- Encompasses all areas of organizational exposure to risk (financial, operational, reporting, compliance, governance, strategic, reputational, etc.);
- Prioritizes and manages those exposures as an interrelated risk portfolio rather than as individual “silos”;
- Evaluates the risk portfolio in the context of all significant internal and external environments, systems, circumstances, and stakeholders;
- Recognizes that individual risks across the organization are interrelated and can create a combined exposure that differs from the sum of the individual risks;
- Provides a structured process for the management of all risks, whether those risks are primarily quantitative or qualitative in nature;
- Views the effective management of risk as a competitive advantage; and
- Seeks to embed risk management as a component in all critical decisions throughout the organization.
Accidents are more expensive than most people realize because of the hidden costs. Some costs are obvious — for example, Workers’ Compensation claims which cover medical costs and indemnity payments for an injured or ill worker. These are the direct costs of accidents.
But what about the costs to train and compensate a replacement worker, repair damaged property, investigate the accident and implement corrective action, and to maintain insurance coverage? Even less apparent are the costs related to schedule delays, added administrative time, lower morale, increased absenteeism, and poorer customer relations. These are the indirect costs — costs that aren’t so obvious until we take a closer look.
Studies show that the ratio of indirect costs to direct costs varies widely, from a high of 20:1 to a low of 1:1. OSHA’s approach is shown here and says that the lower the direct costs of an accident, the higher the ratio of indirect to direct costs.
Lifting heavy items is one of the leading causes of injury in the workplace. In 2001, the Bureau of Labor Statistics reported that over 36 percent of injuries involving missed workdays were the result of shoulder and back injuries. Overexertion and cumulative trauma were the biggest factors in these injuries.
When employees use smart lifting practices and work in their “power zone,” they are less likely to suffer from back sprains, muscle pulls, wrist injuries, elbow injuries, spinal injuries, and other injuries caused by lifting heavy objects.
- Weight of Objects
- Awkward Postures
- High-Frequency and Long-Duration Lifting
- Inadequate Handholds
- Environmental Factors
According to the Introduction to ISO 31000 2009, the term risk management also refers to the architecture that is used to manage risk. This architecture includes risk management principles, a risk management framework, and a risk management process.