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Workplace Safety Journey to Safety Excellence

Workplace Safety Journey to Safety Excellence. Overview of the Issue. Economic, technological, legal, political and other forces have led to dramatic changes in the organization of work.

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Workplace Safety Journey to Safety Excellence

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  1. Workplace SafetyJourney to Safety Excellence

  2. Overview of the Issue • Economic, technological, legal, political and other forces have led to dramatic changes in the organization of work. • Restructuring, downsizing, increased reliance on temporary workers and contractors, and more flexible and lean production systems are some of the results. • Increased demands on individual employees include expectations for greater output (work pace and hours), while the growing trend for greater employee engagement represents opportunity. • Several issues remain the leading cause of injury at work (overexertion, falls, bodily reaction, struck by, motor vehicle) and the risk of these incidents is affected by the organization of work. • These issues can be effectively addressed by focusing on employers and their adoption of best practices that make up the Journey to Safety Excellence and core pillars of Leadership-Engagement-Culture, Safety Management Systems, Risk Reduction, and Performance Measurement.

  3. Injures with Lost Workdays & Costs of Disabling Injuries ($13b in disabling injury costs) ($8b in disabling injury costs) ($5b in disabling injury costs) ($5b in disabling injury costs & #2 cause fatality) Plus possible hidden burden of occupational illness with estimates as high as 53k fatalities, 427k illnesses at cost of $58b ($2b in disabling injury costs & #1 cause fatality) Source: Bureau of Labor Statistics LM Workplace Safety Index

  4. JSE – “Moving the Curve” • Gap between reality & vision? • Plan for gap closure? • Means to measure progress? Advocacy Objective No. Companies Translate Best Practice Capture Best Practices Influence Influence C-level Influence MBA/Eng. Curriculum Free / Member / Product/Service OSHA Aim Campbell Institute Enforce Voluntary Participation Safety Performance

  5. Strategy • Research: Review and consolidate research, contribute to data strategies, partner with NIOSH and other research organizations. • Advocacy: Continue to work with OSHA, NIOSH and other partners to influence progress with Injury and Illness Prevention Program (SMS) rule and enhanced focus on early reporting of hazards and near miss events in addition to injury/illness reporting. • Journey to Safety Excellence (JSE): Develop practical system and risk based tools to support companies improvement process and reduce incidents, disabling injury impact, fatalities, and potential for serious and fatal injuries. • Incorporates a data strategy leading to prediction and prescription • Education and Training: Use events to educate and raise awareness of issues and solutions, and enhance practical training to develop skill and capability within companies to address risk and JSE process of improvement. • Best Practice: Campbell Institute framing best practices within the concept of the JSE and its impact on proper work organization that maximizes EH&S and overall corporate performance and integration into business practice.

  6. Progress to Date • NIOSH: co-sponsor “Research to Practice” track at Congress. Continued formal partnership agreement to provide research and out-reach. Partner to support 10th International Work, Stress and Health Conference • NACOSH: priority focus on I2P2 (SMS) and recommendation for national symposium on safety management systems • OSHA: Alliance with focus on I2P2 and near miss reporting. Construction Roundtable with focus on falls from heights • US-EU Tripartite Safety Conference industry delegate with role in planning • NSC Navigator for JSE delivery with data strategy for predictive and prescriptive modeling • Executive Track at Congress targeting senior level managers and safety professionals with over 2,700 engaged from 2008 to 2011 • Enhancing services and growing virtual presence increasing touch and influencing change

  7. Progress to Date • Campbell Institute established. • Institute Steering and Advisory committees active with the following functioning sub-committees:

  8. Strategic Plan and Impact

  9. Budget Required to Execute Strategy • Estimate -- $10 million/5 years • Source: • Campbell Institute • Research Staff • Conventions, Publications • Marketing, Communications • Product Development • NSC Navigator • Workplace Training, DDC, First Aid • Sales, Account Management • Advocacy

  10. How Do We Measure Success? • Lives saved/injuries prevented through metrics related to NSC member injury rates or NSC programs. • NSC Navigator survey and rates measuring improvement over baseline and against average. • # companies and employees covered by employers’ SMS/I2P2. • Decreases in national work injury rates -- disabling injuries and fatalities, and decreases in injury rates for specific injury categories (falls, overexertion, motor vehicle, etc.) • 3-year (rolling average) trend of reductions.

  11. Journey to Safety Excellence Strategic Objectives Determining where you are and where you need to go Developing capabilities to support the improvement process Managing the improvement process Knowledge, Value, Relationship, Membership

  12. Discussion

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