Upload
others
View
4
Download
0
Embed Size (px)
Citation preview
Workplace Violence
Every Employer's Nightmare Part I
Mike Miele
Regional EHS Director
Eaton Corporation
May 26th 2016
• Housekeeping
– Emergency Exits
– Evacuation Process
• Introductions
– Name/position
– Company/business
– Expectations from this session
• Have you personally experienced WPV?
Workplace Violence Every Employer's Nightmare Part I
Workplace Violence
• Agenda
– Where do you start
– Recent data
– Employer’s responsibility • OSHA’s role
• WPV Policy
• WPV Preparedness Plan
– Main tenants of WPV readiness/prevention/response
– Crisis Prevention Intervention (CPI)
– Lessons learned – next steps
Every Employer's Nightmare Part I
Workplace Violence
Every employer's nightmare
Active Shooter
Source – Willis Group
Workplace Violence
What were the key takeaways from the video
Source – Willis Group
Workplace Violence
We are here on the timeline
Average time of an incident = 14 min
Workplace Violence
From 2006 to 2010, an average of 551 workers per year were killed as a result of work-related homicides
Workplace Violence
Workplace Violence
OSHA’s general duty clause……
5 A 1 - Each employer shall furnish to each of his
employees employment and a place of employment which
are free from recognized hazards that are causing or are
likely to cause death or serious physical harm to his
employees.
Workplace Violence
Who Cares
Accent Signage Company on September 27, 2012.
“What's interesting about this case is the scope of the
ruling. It states that the suit – which includes two
negligence counts against the company- can proceed for
failing to include language in their policies along with
training for their employees that mitigates workplace
violence and trains employees how to survive a critical
incident.”
Workplace Violence
Workplace Violence
Workplace Violence Prevention Plan
https://www.youtube.com/watch?v=nKA_l8iI7nc
Workplace Violence
• Zero tolerance policy
• WPV prevention plan
• Types of threats
• Risk factors
• Form a WPV team
Employer’s responsibility
Workplace Violence
• Training – Ability to react
• Plan ahead
• Risk Assessment – Current control measures
• Facility
• Office
• Parking lots
• Local demographics
• Relationships and response capabilities with local authorities
• Run table tops – Practice, practice, practice
Employer’s responsibility
• Do you have a process to…..
– Perform data collection and do an initial assessment
– Perform an investigation
– Address your duty to warn and protect
Workplace Violence If an incident takes place
Workplace Violence
• Introduction
• Definition
• Company Response
• Reporting Procedure
• Protective and Restraining Orders
• Designated Management Representative
• Partner Violence in the Workplace
• Options for Employees Experiencing a Threat of Violence
• Procedures for Employees Feeling a Threat of Violence
Zero tolerance policy
• Indirect
• Conditional
• Direct
Workplace Violence Types of threats
• Threats of harm to targets
• Capacity to commit the act
• Absence of control to deter the act
• Loner
• Past history
• Personal problems
• Threats of homicide/suicide
• Chronic stressors
Workplace Violence
Risk Factors
• High risk terminations
• Problems with co-workers
• Disciplinary action
• Weapons being brought to work
• Drug or alcohol use at work
• Marriage break up
• Family conflicts
• Financial legal problems
• Destructive behavior
Latent drivers
• Mood shifts
• Suspicion of others
• Unable to keep a conversation
• Changes in appearance
• Changes in personal hygiene
• Appears to be using
drugs/alcohol
Workplace Violence
Additional Risk Factors
• Traumatic Stress
• Financial trouble
• Job loss or potential loss
• Parenting crisis
• Marital/relationship problems
• Significant Illness of self or family
member
Behavioral Changes Significant Life Events
Workplace Violence
Assess and document
Fascination with Weapons
Marginal Job Behavior
Personal History Issues
General Warning Signs
Domestic Violence
Stalking
Workplace Violence
• Investigate all threats
• Collect data/facts
• Expertise to make threat determinations
– Disgruntled employee making a threat
– Disgruntled employee posing a threat
Workplace Violence
Threat investigation process
1 Initiate
4 Document
5 Consult
6 Implement Plan
2 Investigate
3 Collaborate
Workplace Violence
The Risk Assessment Process
The Risk Cube
Se
ve
rity
Probability / Likelihood
5
4
3
2
1
1 2 3 4 5
Workplace Violence
• Management responsibility
• Remove threat from workplace
• Notify target if deemed necessary
• Implement protective strategies
Duty to warn and protect
• Protective escorts – workplace and parking lots
• Coordination with law enforcement
• Change computer access/voicemail/remote access
• Enhanced security
• Facility access from the outside (Infrastructure harding)
Workplace Violence
Protective Strategies
• Use your threat assessment team
• Pre I.D. resources
– Security professionals
– Law enforcement
– Mental Health
– Social Services
– Shelters
• Response and countermeasures
• Resolution
Workplace Violence
Create a plan
• Types of serious incident requiring immediate action
– Weapon in hand
– Active Shooter
– Assault
– Damaging of equipment
– Hostage taking
– Rape
– Sabotage
– Homicide
– Serious injury
Workplace Violence
Managing an actual incident
• Internal Notification protocol
• Dial 911
• Emergency Mass Notification System?
• Invoke Crisis Communication Plan
• Post Incident Process
Workplace Violence
Take Control of the Situation
• Train employees to….
– Work Place Violence policy
– Active shooter training
– Threat recognition and reporting process
– Support resources
– What happens after a report is made
Workplace Violence
Training your employees
Crisis Prevention Intervention
http://www.crisisprevention.com/
Workplace Violence
Scene Safe – Personal Safety
Karen Miele RN,BSN St. Mary’s Hospital,
UCONN Health Center CPI Instructor
• The world we live in today is a different place
• New way of thinking
• Preparation is key
• Vulnerability assessment
• Establish relationships with law enforcement
• Engage with employees
• Open culture of reporting
• Litigation preparedness
Workplace Violence
Summary and proposed next steps
Questions/Comments
Workplace Violence
• Agenda
– Preparation/response/recovery
Hardening your location
– Vulnerability assessment exercise
– Business Continuity
– Organizational Resilience
Every Employer's Nightmare Part II
Video Links
• https://www.youtube.com/watch?v=DFQ-oxhdFjE
• https://www.youtube.com/watch?v=nKA_l8iI7nc
Mike Miele Contact Information
• Michael Miele
• Mobile phone 203-206-9428
• Email – [email protected]
Michael J. Miele
Regional EHS Director
Eaton Corporation
Mike Miele has been working in general industry for 38 years. He started his career which included 12 years in semiconductor manufacturing and then spent the next 25 years at United Technologies Corporation in CT. While there, he worked 18 years at Hamilton Sundstrand in Windsor Locks CT and the next 7 at Sikorsky Aircraft in Stratford CT. He recently joined Eaton Corporation in his current position as the North East Regional EHS Director.
Mike started his working career as an electro mechanical technician at National Semiconductor and then transitioned to a production manager for Hamilton Sundstrand where he was responsible for the manufacture of a semiconductor designed pressure sensor used in fuel controls for Pratt and Whitney jet engines. He then move into environment health and safety in 1990 where he continues in this capacity today.
Mike has an associate’s degree in electrical engineering technology from Waterbury State Technical College, a bachelor’s degree in general studies from the University of CT, a master’s degree from RPI in management and a second masters in professional studies from the University of CT in Homeland Security Leadership.
Mr. Miele has also been the chairman of his town’s Emergency Management Advisory Council where he helped form a local Community Emergency Response Team (CERT) and participated in the last 2 years of state wide table top drills in addition to managing the town’s emergency operations center (EOC).
Mr. Miele did his capstone project while at UCONN in Business Continuity Planning. He actively participated in running table top drills for active shooter preparation at Sikorsky as well as developing a continuity of operations plan for Sikorsky’s embedded customer (US Department of Defense). He currently has direct responsibility for implementing enhanced security protection programs for the 20 Eaton sites he oversees in the North East region of the U.S.