his is the first of a Career Risk Management series of three articles, entitled “The Crisis: Managing the Transition and The Safe Landing.” They describe three crucial phases in a safety professional’s career that follow an economic crisis. They are based on lessons learned from the author’s real-life experi- ence of going though a work-life crisis that was trig- gered by an economic downturn. These ideas are offered as an object lesson for safety professionals for their own career risk management. The Crisis In early 2001, it was clear things were not going well for the competitive telecommunication business. The Telecommunications Act of 1996 was expected to stimulate competition among local telephone compa- nies. Enter the competitive local exchange carrier (CLEC) with a promise to spend a lot of money building out a network and providing high-speed local, long-distance and data services. Investors went on a buying binge on the promise of high returns, but their expectations were too ambitious. The industry accumulated a horrendous debt and the customer base did not develop. Wall Street became reluctant to continue its exuberance, and with limited access to capital, many CLECs are now in economic crises (with several entering Chapter 11 bankruptcy). According to the Washington Times in July 2001, some of the 35 publicly traded CLECs were forced into insolvency, including three of the five located in northern Virginia: E.Spire, Teligent and Winstar. They also report that some 130,000 telecommunication industry jobs were eliminated in the first half of 2001. Analysts do not expect the sector to recover for 12 to 18 months. If you are working for a company that faces a sim- ilar fate, this downturn does not occur overnight, but over time. There is cost-cutting, staff reductions, operation consolidation and project cancellations. Before bankruptcy, the banks step in to supervise the cash flow; in other words, they say who gets paid, how much and when. Your safety supply vendors are being paid in installments—and many are demanding to be paid in advance. However, operations continue and exposures to loss remain a threat. Thus, the job of the safety pro- fessional remains critical. Motor vehicle accidents still occur, equipment mysteriously disappears and claims frequency can rise. Property loss prevention and environmental protection remain concerns. In other words, things still need to be done to protect people, property and the environment. OSHA does not stop inspecting when a company is on the finan- cial ropes, and injuries and illnesses still occur. This is a difficult and stressful scenario for any safety professional who has to manage a program in an economic downturn and still maintain effective- ness. This article highlights a true-life experience and offers tips to others who may have to endure this in the future. If you are not sure this is happening to you, let me share a few hints. •The stock price plummets from $100 per share to below $2 per share in nine months. AMERICAN SOCIETY OF SAFETY ENGINEERS www.asse.org RISK MANAGEMENT/INSURANCE PRACTICE SPECIALTY NEWSLETTER R M / I nsight Career Risk Management Manage your career during an economic downturn (or what do I do when my company is going belly up?) By George W. Pearson, CSP, ARM T In This Issue Career Risk Management 1 Administrator’s Message 2 On the Nightstand 3 Risk Management vs. Compliance 4 Managing Risk During Uncertain Times 7 continued on page 6 Fall 2001 Vol. 1, No. 1
RISK MANAGEMENT/INSURANCE PRACTICE SPECIALTY NEWSLETTER
RM/Insight AMERICAN SOCIETY OF SAFETY ENGINEERS Fall 2001 Vol. 1,
No. 1 Career Risk Management www.asse.org Manage your career during
an economic downturn In This Issue (or what do I do when my company
is going belly up?) By George W. Pearson, CSP, ARM Career Risk
Management 1 T his is the first of a Career Risk Management series
of three articles, entitled The Crisis: Managing the Transition and
The Safe Landing. They industry jobs were eliminated in the first
half of 2001. Analysts do not expect the sector to recover for 12
to 18 months. describe three crucial phases in a safety
professionals If you are working for a company that faces a sim-
career that follow an economic crisis. They are based ilar fate,
this downturn does not occur overnight, but on lessons learned from
the authors real-life experi- over time. There is cost-cutting,
staff reductions, Administrators ence of going though a work-life
crisis that was trig- operation consolidation and project
cancellations. Message gered by an economic downturn. These ideas
are Before bankruptcy, the banks step in to supervise the 2 offered
as an object lesson for safety professionals for cash flow; in
other words, they say who gets paid, their own career risk
management. how much and when. Your safety supply vendors are being
paid in installmentsand many are demanding The Crisis to be paid in
advance. In early 2001, it was clear things were not going well
However, operations continue and exposures to On the Nightstand for
the competitive telecommunication business. The loss remain a
threat. Thus, the job of the safety pro- 3 Telecommunications Act
of 1996 was expected to fessional remains critical. Motor vehicle
accidents stimulate competition among local telephone compa- still
occur, equipment mysteriously disappears and nies. Enter the
competitive local exchange carrier claims frequency can rise.
Property loss prevention (CLEC) with a promise to spend a lot of
money and environmental protection remain concerns. In building out
a network and providing high-speed other words, things still need
to be done to protect Risk Management local, long-distance and data
services. people, property and the environment. OSHA does vs.
Investors went on a buying binge on the promise of not stop
inspecting when a company is on the finan- Compliance high returns,
but their expectations were too ambitious. cial ropes, and injuries
and illnesses still occur. 4 The industry accumulated a horrendous
debt and the This is a difficult and stressful scenario for any
customer base did not develop. Wall Street became safety
professional who has to manage a program in reluctant to continue
its exuberance, and with limited an economic downturn and still
maintain effective- access to capital, many CLECs are now in
economic ness. This article highlights a true-life experience
crises (with several entering Chapter 11 bankruptcy). and offers
tips to others who may have to endure this Managing Risk According
to the Washington Times in July 2001, in the future. If you are not
sure this is happening to During Uncertain some of the 35 publicly
traded CLECs were forced you, let me share a few hints. Times into
insolvency, including three of the five located in The stock price
plummets from $100 per share to 7 northern Virginia: E.Spire,
Teligent and Winstar. They below $2 per share in nine months. also
report that some 130,000 telecommunication continued on page 6
Administrators Message The Impact of Change A sI grasp the
gavel and RM/I Division is a practice specialty and serves as one
of the Societys leaders in membership, resources for safety infor-
tantly its commitment to safety, is essen- tial to having a safe
workplace; safety culture plays an important role embark on mation,
risk management trends and con- to having a successful outcome; my
term as cerns, andmore safety professionals needed to broad- Willie
Nash Jr. the Risk specificallyinsurance industry changes. en our
knowledge of the various Management/Insurance (RM/I) Adminis-
Speaking of which, what impact has approaches and concepts of our
profes- trator, my first order of business is to the recent workers
compensation rate sion to succeed. thank outgoing Administrator
JoAnn Sul- increase (20 to 40 percent; or overall This required
greater and instant livan. JoAnns dedication to ASSE as increased
insurance cost) had on your access to the numerous resources that
well as her leadership and participation company and, even more
directly, your had become available by way of the in RM/I over the
years have contributed duties as a safety professional? It seems
computer and Internet. Additionally, we greatly to the growth and
successes of as if it was just yesterday that our roles were
required to enhance our awareness each. Additionally, as a friend,
mentor changed because companies were of the risk management
discipline, to and peer who shares the responsibility
down/rightsizing. Over the yearspartic- broaden our education, and
to consider for my joining RM/I, she has greatly ularly in the
1980ssafety professionals obtaining professional credentials such
as influenced my role and participation in were asked to assume
more responsibili- the CSP, CPCU, ARM, CHMM, CHCM the Society. ty
in their positions. Once upon a time, and CIH. we as safety
engineers simply asked, Changes What are you doing to reduce
injuries? The Impact I believe it appropriate to take a moment Now
we are safety professionals who What impact do these changes have
on to reflect on my first introduction to are asked to participate
in budget deci- us as safety professionals and on the ASSE. It was
in the late 1960s and early sions with regard to safety and claims
Society? 1970s, when our primary focus for and/or injury cost
reduction, conduct addressing safety concerns was to apply training
and protect the public image of Safety Professionals the principals
of Heinrichs domino theo- our companies. The change in RM/I
leadership has little ry or triangle of occurrences. For those The
OSH Act of 1970 not only to no impact on the role of the practice
who thought we were forward-thinking changed how safety
professionals viewed specialty and/or its members to the Soci- or
more sophisticated, there was fault safety, but for the first time
established ety. My goal is to assure you, as mem- tree analysis
with its and/or gates. Acci- federal legislative means of
contractor bers of this practice specialty, that you dent trending,
lost-time injury and management accountability with fines will be
kept abreast of enhancements and reportable injury analyses were
based on and penalties for failure to protect work- innovative
changes in our profession and per million manhours worked and ers.
Although initially rebuffed in its ap- Society updates. ANSI
calculations rather than OSHA. proach and viewed as a policing
agency, As always, your support and input as My first PDC had
hundreds in attendance OSHA today involves contractors and RM/I
members is not only welcomed but (as opposed to thousands), and the
Soci- trades and looks to ASSE for assistance expected since this
provides a greater ety had far less influence in safety stan- in
developing its standards. Each political vision of todays
ever-changing events. dards/regulations development. Our group in
office now takes a position on JoAnn will continue to provide
valuable primary sources of safety information worker safety and
standards, including input. In addition, her active involvement
were outdated books, and many of us allocating annual budgets. in
the Risk Insurance Management Soci- had copies of various ANSI
standards on The 1990s brought in an era of safety ety will give us
considerable insight on our bookshelves. as a course of study at
many colleges and the risk management aspect of insurance
Approximately 10 years ago, JoAnn, universities, and provided
opportunities and safety. Mike McKeon and Tim Brun approached for
safety professionals to develop many However, I strongly recommend
that me at the PDC in Minneapolis, asked me techniques to address
safety in the work- we each take a moment to assess our to join the
RM/I Division and serve on place. We learned that: positions and
roles within our companies. the Advisory Committee. Today, the
Management, and even more impor- I refer back to an article I wrote
last year 2 Fall 2001
for this newsletter, Are You Ready? sight of our importance to
all those who 2001-2003 and ask again . . . are you ready? are
depending on us. RM/I The dot.com industry has taken a Practice
Specialty Officers dramatic hit; this is having an echo effect The
Society on other industries. Will this affect you in While other
professional organizations ADMINISTRATOR roles in determining the
path of safety in Willie Nash Jr., CSP, CHCM some way? 415.512-6174
The new administration is establish- society have slipped somewhat,
ASSE is [email protected] ing its own agenda regarding
legislation at the top of its game. Over time, the pertaining to
cost, standards, ADA and Society has become a major player and
ASSISTANT ADMINISTRATOR Project Labor Agreements the previous
resource for safety information and tech- Steve Nyblom, CSP, ARM,
ALCM administration approved. Have you niques. Its Board and
committee mem- 818.598.0455 researched how and if any of this will
bers, with input from its diverse societal [email protected]
affect your company? membership and political contacts, have Since
diversity, societal and political strategically addressed the many
changes NEWSLETTER EDITOR risks are having immediate impact on our
brought before them. Michael C. McKeon, CSP, ARM companies and
jobs, have you considered The Societys outreachonce mostly
319.934.3892 domestic in natureis now global. More what you need to
do to ensure that you mmckeon.netins.net can appropriately address
your compa- international attendees participate in nys challenges
from the risk manage- PDCs each year and the opening sessions
AWARDS & HONORS CHAIR speakers are more renowned than ever.
Steve Nyblom, CSP, ARM, ALCM ment, loss control or safety
perspectives? Recognizing the realities of our Through its many
authors, journal and everyday lives, each company should newsletter
articles, the Society continues PDC PLANNING CHAIR now have in
place workplace violence to serve as a major resource for its mem-
JoAnn Sullivan, CSP 602.337.6249 and crisis management plans. Do
you bers. OSHA and other regulatory agen-
[email protected] have a role in this as the companys
safe- cies depend on ASSEs input with regard ty professional, and
is it well-defined? to changes in regulations, standards and
LONG-RANGE PLANNING CHAIR Plain and simple: To remain methodologies
for improving work place Willie Nash Jr., CSP, CHCM employed, the
impact of these issues safety. To retain this strong position, the
requires each of us to be better-educated, Society is looking to
each of us to do our NOMINATING CHAIR more-knowledgeable and
effectively pre- part in preparation and with involvement. Michael
C. McKeon, CSP, ARM pared to address all the various aspects of
this profession. We and ASSE are the NEWSLETTER LAYOUT & DESIGN
leaders of our profession. Lets not lose Susan Carlson ASSE
headquarters staff [email protected] American Society of Safety
Engineers On the Nightstand 1800 E. Oakton Street By JoAnn
Sullivan, CSP Des Plaines, IL 60018 www.asse.org Former RM/I
Administrator JoAnn Sulli- force field analysis. Wright applies
that van is here more than just in spirit. She process to the
decisions and acts of indi- RM/Insight is a publication of the has
agreed to continue her popular On viduals and peoples in history.
Applying American Society of Safety Engineers the Nightstand
column. logic to each major age of human develop- (ASSE) RM/I
Practice Specialty, 1800 ment, he finds that current ideologies, E.
Oakton St., Des Plaines, IL 60018, Nonzero: The Logic of Human
Destiny by technological advances and the success of and is
distributed free of charge to Robert Wright, (Pantheon 2000). The
democratic systems were inevitable. This members of the RM/I
Practice Special- author does not believe in the chaos theory is a
very well-researched and thought-pro- ty. The opinions expressed in
articles or randomness of history or human evolu- voking work.
herein are those of the author and are not necessarily those of
ASSE. Techni- tion that some historians/ anthropologists For those
who work in the critical risk cal accuracy is the responsibility of
the have postulated. He feels there is an aim areas, loss control
and/or crisis manage- author. Please send address changes to and
uses the logic of zero sum and a ment, Wrights book should be of
interest ASSE at the address above; fax to (847) nonzero sum game
theory to the develop- as his non-zero-sum philosophy includes
768-3434; or e-mail to customer ment of our complex cultures and
civiliza- a fitness-for-survival perspectiveim- [email protected].
tion. If you took philosophy in college you portant in the safety,
occupational health will recognize truth tables, a precursor to
continued on page 8 RM/Insight 3
Program Management Risk Management vs. Compliance: A Question
of Balance By Mark Briggs, CSP, ARM E very company and organization
must explore the balance between compliance with mandatory
regulations and the need to protect employees and the harm. The
companys safety efforts evolve from an attitude of if only we could
comply with the regulations to a realization that much more is
required. National Institute for Occupational Health and Safety
(NIOSH) Society for Automotive Engineers (SAE) company from risk.
Decisions must be Underwriters Laboratories (UL). made regarding
the proper level of effort Incorporation by Reference aimed at
enhancing workplace safety once A quick read of OSHA standards
might Additional Regulatory regulatory compliance is achieved. OSHA
give a false sense of security regarding Requirements standards
detail minimum legal require- the level of safety within a company,
and Aside from OSHA, a variety of regula- ments, yet often fall far
short of ensuring even with the level of regulatory compli- tory
agencies impact the safety profes- employee safety and controlling
risk to the ance. However, the standards themselves sion. These
include related disciplines company. Excepting the General Duty are
the proverbial tip of the iceberg. such as environmental and
transportation Clause, many operations and activities are Included
within many OSHA stan- agencies. Additionally, local and regional
unregulated or inadequately regulated. Companies that have
established safe- dards are notations regarding standards of other
federal agencies, as well as those agencies such as the municipal
fire department, the building code compli- ty programs and are of
organizations ance division and the local health depart- ready to
move not affiliated with ment may impose specific requirements.
beyond compliance, the government. Building codes, fire codes, food
ser- as well as those in Decisions must be made regard- These
standards vice standards, environmental require- the initial phases
of ing the proper level of effort are incorporated ments and
transportation issues are just a safety program simply by refer-
few of the safety-related issues that may development, aimed at
enhancing workplace ence and have the safety once regulatory
compli- be regulated by agencies other than should develop a same
force and OSHA. These agencies may develop detailed risk man- ance
is achieved. effect as those their own standards or may adopt all
or agement program. standards that are portions of existing
consensus standards. The purpose of this explicitly detailed. An
example is the adoption of NFPAs exercise is to ensure a
comprehensive The mandatory provisions (containing Life Safety Code
by many governmental review and analysis of the companys the word
shall or similar mandatory entities to regulate related issues
within exposures with the intent of ensuring that language) of
those standards are adopted their jurisdiction. adequate controls
exist. Regulatory com- as standards under the OSHAct (see 29 It is
the safety professionals responsi- pliance, conformance with
consensus CFR1910.6). bility to seek out any agency that may
standards, coordination of insurance cov- By virtue of this method
of incorpora- have jurisdiction over the companys oper- erages,
integration of corporate policies tion, safety professionals must
be famil- ations in order to determine the nature and and adherence
to industry practices are iar with a myriad of standards from a
extent of this regulatory requirement. considerations during this
process. wide variety of organizations simply to achieve regulatory
compliance. These Risk Management vs. include: Going Beyond
Regulatory Compliance American Conference of Govern- Regulatory
Compliance Every company has a natural progression mental
Industrial Hygienists (ACGIH) Even after addressing compliance with
related to safety and risk management. American National Standards
Insti- all applicable regulatory requirements, Management at many
growing compa- tute (ANSI) each organization must evaluate its own
nies mistakenly believes that compliance Agriculture Ammonia
Institute-Rub- operations and exposures in order to with the
plethora of regulatory standards ber Manufacturers Assn. (AAI-RMA)
determine whether additional action is is sufficient to ensure a
safe workplace. American Petroleum Institute (API) prudent. If
regulatory issues are unclear, However, as companies mature, most
American Society of Mechanical this may be the huge gray area that
truly realize that these regulations offer mini- Engineers (ASME)
challenges the safety professional. Lack- mal standards in many
instances. Indeed, American Society for Testing and ing the impetus
of regulatory require- the standards fail to address many Materials
(ASTM) ment, some organizations fail to address aspects of the
operations that expose Compressed Gas Assn. (CGA) non-mandatory
consensus standards and employees and the company to potential
National Fire Protection Assn. (NFPA) industry-practice issues.
This often 4 Fall 2001
proves to the bane of an otherwise effec- for management
commitment and to insulate a company from unanticipated tive safety
and risk management effort. employee participation in companys
financial risk. In all cases, these purchase Although failure to
comply with regu- safety efforts in 1989. At that time, the
decisions should be an integral part of latory standards may indeed
lead to fines agency issued the Safety and Health Pro- the companys
comprehensive risk man- and sanctions against an organization, gram
Management Guidelines, which agement plan. Working with your
carrier these often pale in comparison to the detail the basis of
an effective safety or broker during the development of the
exposures from other parties. In todays effort. Although this is
elementary to a risk management plan ensures coopera- litigious
society, it is often the actions of successful safety and risk
management tion and coordination, and avoids dupli- an unrelated
third party that result in a program, many professionals would do
cation of efforts. significant loss to a company. well to review
the information with man- While the purchase of insurance is a
Therefore, the safety professional agement and production
employees. complex topic, the general intent in buy- must take
reasonable measures to rou- If a safety program is to succeed, the
ing a policy is to minimize the financial tinely assess the
expectations of the safety professional must educate not only
impact of a potential loss. Additionally, industry and society to
ensure that his/her exposed workers, but also the entire com- some
insurance is frequently required by company is taking prudent care
to avoid pany. The line worker must understand statute, as is often
the case with workers injuring others. This is accomplished in why
s/he is being asked to do something, compensation coverage. The
goal of the various ways, including regular review of and
management must appreciate the risk manager is to minimize the need
for industry-wide and industry-specific trade total impact on the
company if necessary insurance policies by taking proactive
journals, general awareness of the busi- actions are not taken.
This approach measures to minimize the likelihood of a ness climate
locally and nationally, and extends you beyond the traditional role
loss. This is true for all types of insur- participation in local
and national profes- of safety director and establishes you ance.
In those cases where risks cannot sional associations. Information
gathered as a risk manager. As a result, your value feasibly be
controlled or eliminated, the from these resources is used to
develop to the company is greatly enhanced. purchase of a proper
policy will protect the base knowledge, which is used as the All
policies, procedures and safety the company. foundation during
decision-making action plans should be completed with When the risk
management plan and processes. Summaries of legal proceed- the goal
of integrating safety and risk appropriate insurance coverage are
in ings, a review of editorials and letters to management into the
core values of the place, continue to work with carriers to the
editor in local publications and company. This is usually most
easily monitor company activities and related involvement with
civic groups are addi- achieved by involving representatives
exposures. This will allow you to imple- tional sources of
information to continu- from all levels of the company in the ment
changes in the plan or policies as ously reinforce this foundation.
development phase. This allows the the need arises. Request that
your insur- financial officer as well as the production ance
carriers participate in your efforts. Integration of manager to
participate and provide valu- This may involve various activities,
able input. including claims review, loss control sur- Company
Policies & Procedures Successful integration of safety efforts
veys, production and management train- Many safety professionals
find that the into the core values and goals of the ing or
consultation with legal counsel. difficulties associated with
knowing and organization is the only means of ensur- understanding
regulatory requirements ing a quality, continuing safety effort.
Conclusion minimal compared to the effort involved Risk management
and safety efforts must in integrating these requirements into
reach far beyond basic regulatory com- their companys operations.
The political Integration of Insurance Coverage pliance in order to
be fully successful. It nature of many firms, compounded by is the
integration of regulatory standards differing perspectives,
priorities and Purchasing an insurance policy is one of many
approaches that can be employed compliance efforts and successful
risk goals make this integration a challenging management
techniques into a compa- proposition. nys culture that creates an
environment Without management commitment, in which the interests
of the company, the safety professional will struggle to Resources
and society are justly protected. This successfully integrate
safety and regula- level of accomplishment is the founda- tory
compliance into the core values of OSHA Safety and Health tion for
a successful, continuing risk the company. Therefore, the safety
pro- Program Guidelines management effort. fessional must
understand the companys www.oshaslc.gov/FedReg_osha_ operations and
goals, as well as general data/FED19890126.html business practices.
Too often, programs are developed programs, employees Public Risk
Management Assn. trained and equipment purchased without
www.primacentral.org a commitment from management to use Risk and
Insurance these tools. Take the time to develop the Management
Society Mark E. Briggs, CSP, ARM, is campus risk business acumen
that will make these www.rims.org manager for the University of
Illinois, Urbana. efforts successful. He is also the current
Administrator of ASSEs OSHA formally recognized the need
Consultants Practice Specialty. RM/Insight 5
Professional Issues Career Risk Management Be a Willing
Resource er focusing on individual losses and continued from page 1
Help where you can. Be willing to accept open claims. expanded
assignments (a decision that Do not overlook catastrophic expo-
There are rumblings that the may be made for you when additional
sures and high-risk operations. For exam- NASDAQ will delist your
companys duties are being doled out). Accept the ple, motor vehicle
operations on the stock, so it will no longer be a publicly
assignments you are clearly competent ground, electrical safety in
switch equip- traded company. in. For example, most safety
profession- ment, and fall protection on rooftops and You get your
news about what is als will have the skill sets to manage the
towers were likely priority issues before going on in the company
by reading the rudiments of environmental and security the crisis
and should remain priority Washington Post. programs. Others will
have experience in issues. To be effective, be onsite whenev- Your
safety suppliers are not being claims management, and becoming
gate- er possible. Investigate incidents as soon paid and will not
deliver on orders unless keeper for all property and casualty as
possible. paid by credit card. claims is not beyond the realm of
possi- Maintain the viability of critical Your boss is laid-off and
so are close bility. If you are asked to do things that equipment
as well. This will no doubt co-workers. are outside the realm of
safety manage- include uninterruptible power supply sys- Your
property and casualty insurers ment, e.g., inventorying assets at
closed tems and battery racks. Also sprinkler send notices of
cancellation. facilities, help where you can. systems and clean gas
suppression sys- tems need periodic maintenance and ven- So, Youre
Having dors who provide those services should A Bad Day Dont
Rearrange be given priority. (You may need to argue What to do? You
can always look for the Deck Chairs on the Titanic to get them
paid.) If your insurers are another job, but for practical reasons,
this Establish priorities, know and do what is available, ask them
to monitor these situ- may not be the right thing to do at this
important. Work on mitigating threats to ations at sites you cannot
visit. moment. For example, it will take time to the organizations
solvency, but do not find another job. If you are a telecommu-
overlook considering people, property and nications professional,
the sector may not the environment. Learn how all this relates
Facing a Transition be the right choice and you may have to to cash
flow. Remember, lawyers, accoun- Although you may be facing a
transition consider a career change; that may take tants and
investment bankers (and soon the phase in your career sometime in
the more time. Also, you may be offered a regulators) are managing
your company. near future, your diligent attention to retention
bonus and have to commit to Communicating in terms they understand
your employers risks will bode well for stay to the end. Or, you
may just want to will be more effective. Convert your termi- you
professionally. Hopefully your fulfill a personal and professional
com- nology from accidents, injuries and illness employer has
benefited. The people you mitment to continue to be successful in
to loss of assets, regulatory fines, business have been working
with will more than what you doin good times or bad. interruption,
extra insurance charges and likely speak well of you and be good
ref- Assuming you choose the latter course, loss of service
capability. erences. You at least have the satisfaction here are
some suggestions that may help Address all imminent threatsinclud-
that you did a good job. ensure your career and professional repu-
ing those that seem obvious. OSHA is not tation stay intact, even
when the compa- going to take a day off from conducting ny may not.
inspections and issuing citations. This is George Pearson is an
active member of the one area in which the safety professional
International Practice Specialty Advisory Com- mittee. He resides
in Ashburn, VA. Aim High can be a proven asset in defending the
Manage your work life day-to-day. This company. Continue
rudimentary training will help you manage the stress related to and
orientation programs, if possible. Try Seminarfest Jan. 20-26, 2002
the aura of uncertainty that will prevail. to avoid giving up on
the basics. Primm, Nevada Outside of work, engage in activities
that You can also develop reports that will help you maintain good
physical and show recent loss trends. Be sure to add This week of
over 40 seminars features a spiritual health. It is important to
also the economic implications of what the wide selection of
seminars, one to three maintain an unimpeachable reputation
graphics are showing. For example, a days in length, on technical,
management and do good work. This lets others know good leading
indication of future costs is and skill-development topics. Join us
for that your role is important to you and to the trend in loss
frequency. If you believe one day or enroll for the entire week.
the companys survival. Sustain your that frequency begets severity,
an increas- Earn up to 5 CEUs/CoCs for CSP exemplary level of job
performance and ing trend may be relevant here. But, you
maintenance. continue to be good at what you do. The may have to
convince someone that your Participate in preparation workshops
proof is in the delivery and you must conclusions are valid. They
may not see for the ASP, CSP, CHST or OHST exams. maintain a high
level of effectiveness. it your way when daily survival is the This
can ensure that you are considered primary objective. For example,
you may For more information, an asset to the organization. have to
shorten your horizon and consid- visit www.asse.org. 6 Fall
2001
Program Management Managing Risk During Uncertain Times By
Steven E. NyBlom, CSP, ARM, ALCM W e are living in a world of
change. Facility closures, downsizing, business transformations,
mergers and Labor unrest is sometimes associated with union strikes
or negotiations but can occur with any type of workforce. Proper
tigative unit should be notified in all cases where fraud is
suspected. Incident investigation procedures must be fol-
acquisitions, and labor unrest are among education of supervisors
is essential. De- lowed for all cases. Investigations should issues
being handled by industry today. escalation techniques should be
under- be completed as soon as possible after How do you handle
risk management stood and followed by all supervisors. the incident
to obtain the most-accurate issues during these uncertain times?
This Given the high levels of stress that can information.
Refresher training for super- is a question facing many employers.
be created during uncertain times, a firm visors on how to conduct
an investigation Managing risk during uncertain times should plan
for acts of workplace violence is appropriate as well. starts with
control measures that should and industrial sabotage. This is true
at all Within any facility, there are often be in place at all
times. These include times, but is heightened given uncertain-
known problem employees or high-risk active environmental, health,
safety and ties. Increased security measures and edu- jobs.
Increased attention must be paid to property protection programs
(particular- cation for the supervisors is helpful. these known
problems. ly identification and correction of unsafe One method of
gathering information conditions and behaviors and adherence
Handling Workers is to conduct exit interviews to screen to quality
standards); attention to claim Compensation & Legal Claims
employees in order to identify those who issues and medical case
management; Workers compensation costs can be min- may be
particularly disgruntled or may and compliance with regulatory con-
imized with proper planning before lay- have been hurt on the job.
Asking cerns. Quality supervision is critical. offs and closures.
Some common employees if they have experienced a Facility closures
present significant methods of helping employees deal with
workplace injury that has not previously challenges given the
number of people the stress of these situations are to offer been
reported can help identify issues involved and the need for
maintaining outplacement services (resume prepara- that could be
handled through early med- historical records. Downsizing, layoffs
tion, classes on interviewing skills, refer- ical intervention and
treatment. Having and business transformations present sim- rals to
other employers, job placement employees sign a statement that they
ilar exposures as plant closures, but to a services), severance
packages, employee have had no injury helps to discourage somewhat
lesser degree. Developing and assistance programs and good communi-
them from filing a claim later and can be communicating sound
business reasons cation of the timing involved. Providing helpful
from a defense standpoint. Pre- for the changes are essentialthis
helps counseling and assistance in the comple- termination
physicals or medical testing employees understand what is
happening. tion of unemployment insurance forms is can also be
considered to help document Federal and state regulations specify
also helpful. employees physical condition before actions that must
be taken for some facili- Actively managing claims is as impor-
they are terminated. These can be han- ty closures or mass layoffs.
For example, tant after layoffs and closures as it is dled through
your medical clinic or by the Worker Adjustment and Retraining
before. Medical case management and in-house medical professionals.
Notification Act (20 CFR 639) requires regular communication with
injured for- Preventing discrimination and wrong- employers with
more than 100 full-time mer employees should be in place. Claims
ful termination claims can be handled by employees to provide
employees with at that are not managed properly have a ten- good
communication, following existing least 60 days notice of closure
or mass dency to become more expensive. policies and procedures
throughout the layoffs. Consult a labor attorney for spe- Employees
may become disgruntled if process, and having a legal review of
cific governmental requirements. they know no job is waiting for
them employee files for those who will be Mergers and acquisitions
may include when they recover from their injuries. discharged.
facility closures and downsizing, but most Medical providers must
be made aware certainly will result in employee apprehen- that you
are actively managing the claims. Handling Regulatory sion. Thus,
communication is critical. The Your insurer should be placed on due
diligence process is often not complet- notice to watch out for
suspicious claims. Compliance & Record Retention ed very well
prior to a merger/acquisition. Past claims should be reviewed for
cases Regulatory compliance is an area that is The acquiring
company should conduct a that have the potential to be reopened.
often neglected if key personnel leave the comprehensive risk
management survey of Fraud prevention and detection is also
facility or if supervision is stretched to its all new facilities
as soon as possible (if not important. Some employees may attempt
limits by other needs. The need to retain completed before the
acquisition). Prob- to file false or misleading claims in an key
personnel is widely recognized with lem issues should be identified
and miti- attempt to secure some degree of com- respect to key
production positions, but is gated as soon as possible. pensation.
The insurers special inves- continued on page 8 RM/Insight 7
On the Nightstand Managing Risk continued from page 3 continued
from page 7 and environmental fields. His book deals often not
considered these critical times. with a more scientifically founded
history with respect to the Records to Retain Attempts should be of
the survivability of humankind as peo- environmental, made to keep
key ple deal with crisis risk management and health and safety
Following a personnel at the controlling losses. professionals. The
Facility Closure facility. Existing pro- The Future of Success, by
Robert B. use of stay bonus- grams, policies and Reich (Knopf
2001). Once again the for- es can help in clo- Environmental
reports procedures should be mer Secretary of Labor and college
profes- sure situations. Industrial hygiene reports followed or sor
has written a book that captures the During facility Employee
exposure records enhanced. current ethos of our technology
dependent closures, corporate Facility diagrams It is crucial that
society. This is about the U.S. and how we knowledge is often
Detailed job descriptions supervisors be prop- have exported not
only our competitiveness lost as records are Personnel files erly
educated. The but also our wanderlust. Reich sees the not properly
retained Medical information including supervisors need to emerging
systemthe combination of by the corporate enti- first-aid logs
understand company immediate communication, the vast ty. These
records are Employee handbooks and safety policies, procedures
resources of the Internet and our desire to often essential during
rules and safety rules, and get the best for the cheapest price as
prob- legal or regulatory Material safety data sheets have the
interper- lematic to corporations. Think about it as a proceedings
that Training records sonal skills neces- complete blurring of the
brand loyalty that occur after the facili- OSHA 200 logs and
inspection sary to deal with the the big names used to have; value
and ty has closed. reports employees. This is a value pricing
attract customers for the Records should be Video of machinery and
processes fundamental need in normal operation moment. Search
engines allow comparison maintained where for supervisors, but
Quality control records shopping and brand switching. Is this what
they can be located many employers do we really wanted? as needed.
Many a poor job in He also examines the need to leave records
should not be this regard. cyberspace and have face-to-face,
destroyed. Unfortunately, documentation Risk can be managed during
these in-person, intelligent discourse as well as is a problem for
many companies. If the uncertain times in which we live. We
personal time for introspection. Reich is records are in the minds
of your employ- simply need to plan in advance, consider concerned
at the commoditization of ees (and not on paper), the knowledge
will all options, enlist the help of others and human effort, skill
and intellect at all lev- be lost. follow through on those tasks we
know els and for all purposes. Especially inter- need to be done.
esting is his discussion of risk sorting, a Conclusion phenomenon
he feels is eroding social Many organizations do not properly plan
insurance mechanisms, many of which for risk management
considerations relat- were institutionalized in the 20th century
ing to their needs during uncertain times. and are being dissected
in the 21st. Steve NyBlom is the Assistant Administrator of The
risk management and/or environmen- the Risk Management/Insurance
Practice Spe- Reich looks at the real world facing tal, health, and
safety departments are cialty and is a vice president with Aon Risk
Ser- todays workers and their challenges in the often laid off or
the personnel leave during vices in West Hills, CA. face of
managing safety, health and envi- ronmental risks and crisis while
controlling losses and coping with the quandaries that both
employers and employees face in this new century. Also interesting
is Reichs American Society of Safety Engineers PRESORT STD renewed
interest in work-life balance. Its Risk Management/Insurance
Practice Specialty US POSTAGE not the traditional dividing time
approach 1800 East Oakton Street PAID . . . you will enjoy this
book! Des Plaines, Illinois 60018-2187 PERMIT NO. 234 DES PLAINES,
IL JoAnn M. Sullivan is vice president risk consul- tant for Marsh
USA Inc., Phoenix. She is a for- mer administrator for ASSEs RM/I
Practice Specialty. Explore ASSEs Online Community Visit
www.asse.org to register.