This document provides an overview of the Internal Responsibility System (IRS) concept through a presentation given by Eric LeFort. It begins with LeFort's background and credentials. It then discusses the origins and definitions of the IRS, tracing it back to accident causation models and recommendations from the 1976 Ham Royal Commission report in Ontario. The presentation emphasizes that the IRS is based on everyone in an organization having responsibility for health and safety. It provides explanations of how the IRS forms a system with interdependent roles and feedback loops to continuously improve safety performance.
H2S is a toxic and flammable gas that smells like rotten eggs. It is colorless and in high amounts blocks the sense of smell. Exposure can cause irritation of eyes, nose, throat and lungs, and lead to death from respiratory failure. It is heavier than air so can accumulate in low areas. Personal protective equipment including respiratory protection is required for workers exposed to H2S. Proper safety procedures and emergency response are important when working with or rescuing victims of H2S exposure.
Pilot error can occur in three ways: perceptual errors from failing to notice information, procedural errors like entering incorrect data, and decisional errors such as continuing flight into unsafe conditions. Good aeronautical decision making involves continuously perceiving information, processing it methodically using tools like CARE, then performing the appropriate action or inaction. It is important to evaluate decisions to catch errors and improve decision making.
The document discusses leveraging safety to increase productivity. It outlines how safety has evolved from being seen as a cost, to a requirement, and now should be viewed as eliminating waste. It advocates integrating safety into business planning and viewing unsafe conditions or acts as indicators of operational inefficiencies. The goal is to apply continuous improvement principles from safety to operations to reduce waste and increase productivity.
Ti ps conference ed marszal new process kpiKenexis
The document proposes a new process safety KPI (key performance indicator) using two metrics: (1) initiating event demand rate and (2) safeguard unavailability. This aims to better predict major losses compared to typical lagging metrics. The KPI can be automatically collected from process data and presented to management to identify unsafe areas and guide corrective actions. An example shows how a CEO and plant managers drilled down through the KPI data to identify and address frequently failing level control increasing demand rates. The KPI approach allows proactive major loss prevention through improved management oversight of process safety performance.
The document discusses key performance indicators (KPIs) for a construction safety manager position. It provides examples of KPIs, lists the typical steps to create KPIs for this role, and common mistakes to avoid, such as having too many KPIs or ones that do not align with goals. The document recommends KPIs be linked to strategy and empower employees. It also defines different types of KPIs and provides resources for additional KPI materials.
This presentation will give you an overview of safety
management system, importance of safety, incident, accident and near miss, Hazards and Risk assessment , Risk Matrix, Risk controls and Mitigation Plan.
This document outlines a 4-phase approach to determining process safety key performance indicators (KPIs) using the BowTie methodology. Phase 1 involves setting up BowTie diagrams using risk assessment reports. Phase 2 selects leading and lagging KPIs linked to barriers in the BowTie diagrams. Phase 3 establishes criteria and reporting standards for the KPIs. Phase 4 integrates incident data into the BowTie diagrams and starts an improvement cycle. The approach aims to comply with legislation and standards while identifying relevant process safety KPIs in a bottom-up manner tied to an organization's safety management system.
H2S is a toxic and flammable gas that smells like rotten eggs. It is colorless and in high amounts blocks the sense of smell. Exposure can cause irritation of eyes, nose, throat and lungs, and lead to death from respiratory failure. It is heavier than air so can accumulate in low areas. Personal protective equipment including respiratory protection is required for workers exposed to H2S. Proper safety procedures and emergency response are important when working with or rescuing victims of H2S exposure.
Pilot error can occur in three ways: perceptual errors from failing to notice information, procedural errors like entering incorrect data, and decisional errors such as continuing flight into unsafe conditions. Good aeronautical decision making involves continuously perceiving information, processing it methodically using tools like CARE, then performing the appropriate action or inaction. It is important to evaluate decisions to catch errors and improve decision making.
The document discusses leveraging safety to increase productivity. It outlines how safety has evolved from being seen as a cost, to a requirement, and now should be viewed as eliminating waste. It advocates integrating safety into business planning and viewing unsafe conditions or acts as indicators of operational inefficiencies. The goal is to apply continuous improvement principles from safety to operations to reduce waste and increase productivity.
Ti ps conference ed marszal new process kpiKenexis
The document proposes a new process safety KPI (key performance indicator) using two metrics: (1) initiating event demand rate and (2) safeguard unavailability. This aims to better predict major losses compared to typical lagging metrics. The KPI can be automatically collected from process data and presented to management to identify unsafe areas and guide corrective actions. An example shows how a CEO and plant managers drilled down through the KPI data to identify and address frequently failing level control increasing demand rates. The KPI approach allows proactive major loss prevention through improved management oversight of process safety performance.
The document discusses key performance indicators (KPIs) for a construction safety manager position. It provides examples of KPIs, lists the typical steps to create KPIs for this role, and common mistakes to avoid, such as having too many KPIs or ones that do not align with goals. The document recommends KPIs be linked to strategy and empower employees. It also defines different types of KPIs and provides resources for additional KPI materials.
This presentation will give you an overview of safety
management system, importance of safety, incident, accident and near miss, Hazards and Risk assessment , Risk Matrix, Risk controls and Mitigation Plan.
This document outlines a 4-phase approach to determining process safety key performance indicators (KPIs) using the BowTie methodology. Phase 1 involves setting up BowTie diagrams using risk assessment reports. Phase 2 selects leading and lagging KPIs linked to barriers in the BowTie diagrams. Phase 3 establishes criteria and reporting standards for the KPIs. Phase 4 integrates incident data into the BowTie diagrams and starts an improvement cycle. The approach aims to comply with legislation and standards while identifying relevant process safety KPIs in a bottom-up manner tied to an organization's safety management system.
The document discusses the unintended consequences that can arise from legislation and compliance efforts. It notes that while rules are intended to benefit safety, they sometimes create unexpected outcomes or drive behavior changes that end up increasing risks. As an example, increased airport security after 9/11 led some travelers to drive instead, causing more road fatalities. The document advocates for a "just culture" approach focused on learning and prevention rather than blame. A just culture prioritizes gaining feedback to improve processes over disciplining individuals for errors. It argues this builds more engagement, transparency and safety than systems driven solely by compliance.
This model was developped by me in the same period of, a ndindependant from, Reason's Swiss Cheese Model Although it isa far more dynamic model, closer to reality it had never the success the SCM had. I am no professor and simply a SIBEENG (SIlly BElgian ENGineer).
Respond to Post 1 and 2 with 250 words each. Post 11. Provmickietanger
Respond to Post 1 and 2 with 250 words each.
Post 1
1. Provide an example of a law enforcement agency in the United States that has implemented effective operational security (OPSEC) procedures since 9/11?
An example of a law enforcement agency that has increased its OPSEC since the 9/11 attacks is the department of homeland security. The department of homeland security has increased there OPSEC because of 9/11 and are trying to prevent another terrorist attack from Happening in the United States. However, every law enforcement agency around the United States now has a newly minted OPSEC policy. I know that in the United States Army we had classes on OPSEC more times, than I can count. There was one time when an individual posted a mission time and destination on social media and we had to change our whole mission and discipline that particular soldier for their actions. This could have gotten us injured or killed. OPSEC is vitally important to law enforcement because when we go to take out an intended target it is important they do not know that we are coming.
2. What were the OPSEC procedures?
OPSEC has its very own unique feature. A five-step process controls this. The first one that the department of homeland security uses is apply countermeasure. This is when they obtain all the assorted information and will apply the OPSEC measures to tackle the incident at hand. The next step is that we have to analyze the vulnerabilities. This is when the OPSEC will find all the holes and will find a way to close all the loops in there vulnerabilities to ensure the OPSEC cannot be broken again or have the enemy find its way in. The next step is identify critical information. This is OPSEC step when we take our time to analyze the information at hand. This will give OPSEC the chance to analyze all the Intel and information that is in front of them. This will give OPSEC its title and what information we are trying to protect. The fourth step is assess the risk. This is where OPSEC will take the information and assess our risk of what is going on. This will give us what risk countermeasure we need to take on the situation. The last step is to analyze the threat. This is where OPSEC will come into play and give us the information and tools on how to analyze and deal with the threat at hand. OPSEC has many steps and all need to be followed In order to be sure that our information and security remains where it should be at all times.
3. Describe what problems you envision the lack of an effective OPSEC program could hold for a local, county, state, tribal, or federal law enforcement agency.
In any program, a lack of OPSEC there will be unseen consequences for all parties involved. Lack of OPSEC and letting criminals know what we are doing will result in poor results for the law enforcement parties involved and will most likely get someone injured or even the possibility that they can be killed because of the lack of OPSEC. OPSEC is extremely imp ...
The document provides an overview of incident investigation and root cause analysis. It discusses conducting an investigation by securing the incident scene, interviewing witnesses, developing a sequence of events, and performing different levels of analysis including injury analysis, surface cause analysis, and root cause analysis to identify the underlying causes. Root cause analysis seeks to identify weaknesses in the safety management system that contributed to the incident. Effective recommendations should propose both immediate corrective actions and long-term system improvements to policies, programs, and procedures.
The survey found that while legal risk is generally seen as owned by the General Counsel, it is not well integrated into organizational risk management. Only 30% of respondents said legal risk was well integrated into operational risk frameworks. This is problematic because legal risk overlaps with other risk areas and managing it effectively requires integration. There was also broad agreement on priorities like compliance but uncertainty around emerging risks. Regulators could provide more guidance to help General Counsel demonstrate control over an broad area like legal risk.
Worker’s Compensation
Chapter 7
Accident Prevention Manual
For Business and Industry
Key TermsWorkers CompensationAssumption of riskNegligence of fellow employeeContributory negligenceCompulsory lawFECAFELAJones ActExclusive remedy“course of employment”“arising out of”
p. 5Actual risk doctrinePositional risk doctrineVocational RehabilitationTemporary total disabilityTemporary partial disabilityPermanent partial disabilityPermanent total disabilityWhole person theoryWage loss theoryLoss of wage earning capacity theory
Workers CompensationLegal system that states have established to ensure losses from workplace are compensated and those worksites that have greater risks will pay a greater proportion of the insurance costs.
Before Workers Compensation3 Common Law Defenses
Assumption of Risk
Negligence of fellow employee
Contributory negligence
Favored the Employer
Assumption of RiskEmployer not liable because the employee took the job with full knowledge of the risks and hazards involved.
Fellow Servant Rule
Employer not liable for injury to an employee that resulted from negligence of a fellow employee
Contributory NegligenceEmployer was not liable if the employee was injured due to his own negligence
Objectives of WC
Provide income and medical benefits
Provide exclusive remedy to avoid court delays and personal injury lawsuits
Relieve public and charities of financial drains
Eliminate payment fees to lawyers, expert witnesses and time consuming trials
Encourage maximum employer interest in safety
Promote study of causes of accidents
US Chamber of Commerce - 1995
Early Laws1902 – Maryland- Cooperative accident insurance fund – death benefits only.1908 – Congress passes first federal employers law1909 – Montana passes miner WC law1910 – NY passes hazardous jobs WC law1911 – WI passes first real WC law for all workers1916 – US Supreme Court declared WC laws to be constitutional
Today, 50 state laws, District of Columbia, Guam
and Puerto Rico have WC compensation laws
Compulsory or ElectiveElective – employer may accept or reject the act.Compulsory – requires each employer to accept its provisions and provide benefits specified.
NO FAULT System
to Address
Worker and Family
Economic LossesLoss of earnings66% of Average weekly salary up to maxTax freeWaiting period 3 – 7 daysMedical expensesDoctor choice?
Federal Employers Liability Act (FELA)The law was intended to cover railroad workers. In 1920, Congress extended FELA to seamen in what is now called Jones Act.FELA NOT workers compensation.
Federal Employers Liability Act (FELA)Gives an employee the right to charge employer with negligencePrevents employer from pleading the common defenses:Fellow servant andAssumption of risk.Substitutes comparative negligence for contributory negligence.
Jones Act Benefits
Maintenance
Cure
Negligence
Contributory NegligenceWhere a seaman is injured by an unseaworthy condition caused exclusively by the seaman’s ow.
The CISO's role and responsibilities are defined by the Federal Information Security Modernization Act of 2014 (FISMA). FISMA requires agency heads to ensure the security of their information and systems, and allows them to delegate information security tasks to the agency's CISO. While FISMA provides the overall framework, each agency structures its own information security program and the CISO's specific role may vary depending on the agency's needs and priorities. The CISO is responsible for ensuring the agency complies with government-wide cybersecurity requirements and manages risk to the agency's information and systems.
This document discusses implementing a focus on preventing fatal and serious injuries (FSI) within an occupational health and safety management system. It recommends defining FSI as life-threatening, life-altering or life-ending injuries or near misses with such potential. Organizations should analyze past incidents for their FSI potential rather than just outcomes. Clear roles and responsibilities around transparent FSI reporting and control of high-risk activities are needed. Leaders must support this approach through training, metrics, and resources to improve safety beyond just reducing minor incidents.
This document provides an overview of safety management practices and concepts. It discusses the evolution of safety management from focusing on technology, to humans, to organizations and systems. It also covers accident causation models, priority hazards, legislative frameworks like the WHS Act and regulations, key terms, health and safety duties of different parties, and offences and penalties. Overall, the document presents essential information on understanding and applying safety management principles.
Here are the steps to analyze an accident using root cause analysis:
1. Describe the direct cause of injury:
- The injury was a laceration to the right forearm caused by contact with a rotating saw blade.
- The accident type was "struck-by".
2. Identify primary surface causes:
- Conditions: Unguarded saw blade
- Behaviors: Working at the saw without guard
3. Identify secondary surface causes:
- Conditions: Missing fall protection equipment
- Behaviors: Supervisor not performing safety inspections
4. Determine system implementation weaknesses:
- Safety inspections were not being conducted consistently
- Safety rules were not being enforced
RISK-ACADEMY’s guide on compliance risk in non-financial companies. Free down...Alexei Sidorenko, CRMP
Attention all risk management professionals! We are proud to announce the publication of our comprehensive guide to compliance risk management. This guide covers the latest industry best practices and provides practical advice for managing compliance risks in your organization. Whether you are new to the field or an experienced professional, this guide is designed to help you effectively identify, assess, and mitigate compliance risks.
Get your copy today and stay ahead of the game in the ever-evolving world of compliance risk management.
Your company is required to comply with laws within all the countries it operates in, the legal and regulatory requirements vary between different regions adding to the need to have the understanding and confidence in the risk management processes in place. Your company faces considerable uncertainty when making decisions and taking actions that may have significant compliance consequences. The management of compliance risks helps your company protect and increase its value.
This document provides guidance on the activities to be undertaken to support decision makers to assess and treat compliance risks efficiently and cost effectively to meet the expectations of a wide range of stakeholders. Failure to meet legal requirements and stakeholder expectations can have considerable and immediate negative consequences that could affect performance, reputation and might lead to criminal prosecution of top management.
Behavioral based safety is a new approach to workplace safety that focuses on identifying and preventing unsafe behaviors rather than just injuries. It involves employees observing each other and providing feedback on safety behaviors. Data on unsafe behaviors is collected and analyzed to identify risks and recommend solutions like training or barrier removal. The goal is to change behaviors and attitudes to reduce injuries and incident rates over time. Peer observations are non-punitive and aim to have employees understand risks and voluntarily improve safety practices.
Sarbanes Oxley & IT Compliance discusses the Sarbanes Oxley Act and its implications for IT departments. The act was passed in 2002 in response to several corporate accounting scandals. It aims to improve financial disclosures and prevent fraud. Compliance is costly for companies and affects departments like finance, IT, and operations. The document recommends establishing cross-functional teams, coordinating IT activities with overall security plans, and seeking technology solutions to reduce compliance costs over time through areas like document management and controls automation.
The auditing is simply expressing an opinion on the prepared financial statements. Many scandals in the past years have made the profession a little bit questioned. Many do not want to trust accountants, auditors since auditors were in the core of these issues. Various regulations are there to give a good stance in the profession.
Week 1Defining the Safety Management SystemSeveral years .docxcelenarouzie
Week 1
Defining the Safety Management System
Several years ago, during my short time as a football coach, I had the pleasure of meeting and listening to legendary coach, Eddie Robinson. He spoke about the importance of a system. Coach Robinson relayed the experience of being thrust into the helm at Grambling. He had been informed of how simple minded his athletes would be and the difficulty of running plays and defensive schemes. Well, if you watched Grambling State during the Robinson era, you would see anything but a simple offensive scheme. Instead you would see multiple formations, motions, audibles, and an attack that could change and adapt midstream. It was his system that enabled the team to understand and execute his plan. In other words, it learned from its experiences.
A safety system must have the same characteristics. It has to be able to adapt procedures and policies at a pace which allows it to manage the outcomes that are associated with the tasks of the organization. In order to accomplish this it must:
1. Collect relevant statistics and information (facts)
2. Organize and analyze the data (investigate)
3. Implement countermeasures
4. Monitor changes, and
5. Communicate with all the components.
A safety management system must be comprehensive in order to allow the organization to learn from its experience. The goal of a management system is to implement a chosen strategy by allocating resources at critical tasks (Kausek, 2007). A system is defined as a set of interacting or interdependent entities, real or abstract, that form a whole. The whole is the operating process that governs the core activities mentioned above.
The structure of the system is defined from its processes. It is further described as “open” or “closed.” A closed system operates by itself without interaction from other entities or inputs. “Open” describes a system which interacts with entities in an environment. Safety is an “open” system. It has many customers that have input to it and then it produces an output or service to the customer.
We can further describe systems as high functioning or low functioning. This refers to the exchange of information between the inputs and the system. In other words safety is an “open” and “highly functional” system. Safety continually exchanges feedback to its inputs in order to maintain close alignment. So, it collects data, analyzes it, adapts to it, coordinates change, and then resets to do it again.
A simple schematic of this exchange could be drawn in this manner.
In this basic schematic you can see that safety has closely aligned inputs. This drawing can be made better. Missing is the names of the customers and the services or outputs that safety produces to each.
A systematic approach encompasses all levels of an organization. The functions can be spread among each level or among its inputs, if so structured. This helps in implementing the change and directing its continuation. But the bigges.
1.)The Occupational Safety and Health Administration, or OSHA, was.pdfsaahinmanpam
1.)
The Occupational Safety and Health Administration, or OSHA, was established in 1970 to
encourage employees and employers to decrease workplace hazards. OSHA recommends that
both parties cooperatively establish workplace-specific safety standards. The agency also
establishes training programs for occupational safety and health personnel. Finally, OSHA
oversees research to find new approaches to workplace safety and health issues, according to
Princeton University Environmental Health and Safety Department.
OSHA has had significant effects on workplace safety. Although U.S. employment has almost
doubled, workplace fatalities have gone down by more than 65 percent since OSHA’s inception.
There were about 38 worker deaths a day in 1970 as compared to 13 per day in 2011.
Occupational injury and illness rates have also lowered noticeably. In 1972 the workforce
experienced about 10.9 incidents per 100 workers as compared to fewer than 4 per 100 in 2010.
Compliance with OSHA regulations along with implementing your own well-designed safety
program can save your business money. Accidents and injuries occurring on the job can result in
major medical and legal expenses. Training your employees and having a program in place can
prevent these costly incidents from occurring. Maintaining a safe environment for your workers
rewards you with increased productivity and higher morale as well.
2.)
Industrial safety expert, H.W. Heinrich’s 10 axioms of industrial safety stem from his domino
theory. He said injuries occur due to a series of preventable incidents or factors. An accident
occurs as the last step or last falling domino.
\"Heinrich Revisited: Truisms or Myths\" by Fred A. Manuele, CSP, PE [2002, ISBN 0-87912-
245-5 published by National Safety Council offers the following in the last chapter. \"The intent
of this book is to present a review of the origin of certain of Heinrich\'s premises that became
accepted as truisms, how they evolved and changed over time, and to determine their validity. A
summary of the observations made in this book follows.
1. Files pertaining to Heinrich\'s research do not exist. Thus, there is no material to review as the
quality of research, or the analytical system used to arrive at his premises or their validity.
2. Heinrich\'s studies were made of accidents that occurred in the 1920s. Safety at work and the
workplace itself have changed substantively since then, as evidenced by noteworthy reductions
in accident experience in the past 70 years. Therefore, the current value and applicability of his
conclusions should be questioned and researched.
3. Although psychology has a place in safety management, the emphasis Heinrich gave to it as
being \"a fundamental of great importance in accident causation\" was disproportionate, and that
overemphasis influenced his work considerably.
4. Heinrich\'s 88-10-2 ratios indicate that among the direct and proximate causes, 88 percent are
unsafe acts, 10 percent are unsafe mechanica.
New model for a just and fair culture april 2008 posted april 2011DigitalPower
This document summarizes a paper that proposes a new model called "Meeting Expectations" for managing non-compliance in high-risk industries. The current model, called the "Just Culture," is analyzed and found to have shortcomings, including an emphasis on punishment, lack of manager accountability, and not recognizing different types of non-compliance. The proposed new model would recognize intentional and unintentional non-compliance as well as exemplary behavior, and define consequences for individuals and their managers. Non-compliance is found to stem from expectations of rule-bending, a sense of competence or "powerfulness," opportunities for shortcuts, and poor work planning. Different types of non-compliance are identified. The Texas City refinery disaster
CHAPTER 34Turning Crisis into OpportunityBuilding an ERM.docxketurahhazelhurst
CHAPTER 34
Turning Crisis into Opportunity
Building an ERM Program at General Motors
MARC S. ROBINSON
Assistant Director, Enterprise Risk Management, GM
LISA M. SMITH
Assistant Director, Enterprise Risk Management, GM
BRIAN D. THELEN
General Auditor, GM
This case study chronicles the ground-up implementation of enterprise riskmanagement (ERM) at General Motors Company (GM), starting in 2010through the first four years of implementation. Discussion topics include
lessons learned during implementation and some of the unique approaches, tools,
and techniques that GM has employed. Examples of senior management reporting
are also included.
I think risk management is an element of all good executive management teams
and boards. It will ensure viability in downturns and high-risk periods. I think if
that is done not only within the automotive industry, but on a global and specif-
ically on a national scale, economies will be in better shape because it is additive.
If everybody is doing their job in assessing and understanding risk, the ultimate
outcome will be much more positive for our national economy and society, and it
is incumbent that corporate leadership understands that responsibility.
—Daniel F. Akerson, Chairman and Chief Executive Officer,
General Motors, October 2012
BACKGROUND AND IMPLEMENTATION
The enterprise risk management (ERM) program at General Motors was founded
in late 2010 at the direction of GM’s then newly appointed chief executive officer
(CEO), Daniel F. Akerson, who sought to leverage the program as another means to
achieve a competitive advantage in the industry. Having gone through bankruptcy
in 2009 as a new board member, Akerson felt that a more robust risk management
program would help guide the organization around the drivers of killer risks1
going forward. His goal was to help the company ensure that it was prepared,
607
www.it-ebooks.info
608 Implementing Enterprise Risk Management
agile, and fast to respond in an ever-changing world. Perhaps most importantly,
Akerson wanted an ERM program that would focus not only on risks but on oppor-
tunities as well.
A chief risk officer (CRO) was selected and appointed from within, and the
Finance and Risk Policy Committee of the board of directors was chartered to over-
see risk management as well as financial strategies and policies. In support of the
program, a senior manager and director joined the team. Risk officers were also
identified and aligned to all direct reports of the CEO; this helped to ensure that
all aspects of the business were covered. The CEO is the ultimate chief risk officer,
and his direct reports are the ultimate risk owners. Members of the risk officer team
were carefully selected by senior leadership based on their strong business expe-
rience, financial acumen, and most of all their ability to lead in the identification
and discussion of risk in an objective and transparent manner. These representa-
tives were expected to actively p ...
The Next 10 Years of EHS - Canada & LATAM - Alex Lima - Feb 2016Alex Lima
The document discusses how environmental, health and safety (EHS) practices will evolve over the next 10 years. Key points include:
- EHS professionals will become part of executive teams and report directly to CEOs, recognizing the strategic importance of EHS. This may lead to new roles like Chief EHS Officers.
- Statistical tools used in other industries, like six sigma, will be applied more extensively to EHS to facilitate continuous improvement and better communication.
- Continuous improvement frameworks will be established as the standard EHS model, integrating EHS practices with other departments.
- As data quality and access improves, EHS functions will shift from reactive to predictive by understanding trends and variables that impact safety
This document discusses the history and evolution of human factors analysis and just culture in aviation incident investigation. It provides details on:
- The shift from solely focusing on human-machine interfaces to recognizing broader organizational and cultural causes of human error.
- Advances in understanding why errors occur rather than just classifying them, driven partly by reduced hardware errors with technological changes.
- Types of errors (active vs. latent) and Reason's Swiss cheese model of defenses with holes that must align for accidents to occur.
- Challenges investigating errors but importance of reports, including near misses, for understanding underlying causes even if reconstructed versus objective.
- Just culture aims to balance accountability with open reporting by focusing
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
The document discusses the unintended consequences that can arise from legislation and compliance efforts. It notes that while rules are intended to benefit safety, they sometimes create unexpected outcomes or drive behavior changes that end up increasing risks. As an example, increased airport security after 9/11 led some travelers to drive instead, causing more road fatalities. The document advocates for a "just culture" approach focused on learning and prevention rather than blame. A just culture prioritizes gaining feedback to improve processes over disciplining individuals for errors. It argues this builds more engagement, transparency and safety than systems driven solely by compliance.
This model was developped by me in the same period of, a ndindependant from, Reason's Swiss Cheese Model Although it isa far more dynamic model, closer to reality it had never the success the SCM had. I am no professor and simply a SIBEENG (SIlly BElgian ENGineer).
Respond to Post 1 and 2 with 250 words each. Post 11. Provmickietanger
Respond to Post 1 and 2 with 250 words each.
Post 1
1. Provide an example of a law enforcement agency in the United States that has implemented effective operational security (OPSEC) procedures since 9/11?
An example of a law enforcement agency that has increased its OPSEC since the 9/11 attacks is the department of homeland security. The department of homeland security has increased there OPSEC because of 9/11 and are trying to prevent another terrorist attack from Happening in the United States. However, every law enforcement agency around the United States now has a newly minted OPSEC policy. I know that in the United States Army we had classes on OPSEC more times, than I can count. There was one time when an individual posted a mission time and destination on social media and we had to change our whole mission and discipline that particular soldier for their actions. This could have gotten us injured or killed. OPSEC is vitally important to law enforcement because when we go to take out an intended target it is important they do not know that we are coming.
2. What were the OPSEC procedures?
OPSEC has its very own unique feature. A five-step process controls this. The first one that the department of homeland security uses is apply countermeasure. This is when they obtain all the assorted information and will apply the OPSEC measures to tackle the incident at hand. The next step is that we have to analyze the vulnerabilities. This is when the OPSEC will find all the holes and will find a way to close all the loops in there vulnerabilities to ensure the OPSEC cannot be broken again or have the enemy find its way in. The next step is identify critical information. This is OPSEC step when we take our time to analyze the information at hand. This will give OPSEC the chance to analyze all the Intel and information that is in front of them. This will give OPSEC its title and what information we are trying to protect. The fourth step is assess the risk. This is where OPSEC will take the information and assess our risk of what is going on. This will give us what risk countermeasure we need to take on the situation. The last step is to analyze the threat. This is where OPSEC will come into play and give us the information and tools on how to analyze and deal with the threat at hand. OPSEC has many steps and all need to be followed In order to be sure that our information and security remains where it should be at all times.
3. Describe what problems you envision the lack of an effective OPSEC program could hold for a local, county, state, tribal, or federal law enforcement agency.
In any program, a lack of OPSEC there will be unseen consequences for all parties involved. Lack of OPSEC and letting criminals know what we are doing will result in poor results for the law enforcement parties involved and will most likely get someone injured or even the possibility that they can be killed because of the lack of OPSEC. OPSEC is extremely imp ...
The document provides an overview of incident investigation and root cause analysis. It discusses conducting an investigation by securing the incident scene, interviewing witnesses, developing a sequence of events, and performing different levels of analysis including injury analysis, surface cause analysis, and root cause analysis to identify the underlying causes. Root cause analysis seeks to identify weaknesses in the safety management system that contributed to the incident. Effective recommendations should propose both immediate corrective actions and long-term system improvements to policies, programs, and procedures.
The survey found that while legal risk is generally seen as owned by the General Counsel, it is not well integrated into organizational risk management. Only 30% of respondents said legal risk was well integrated into operational risk frameworks. This is problematic because legal risk overlaps with other risk areas and managing it effectively requires integration. There was also broad agreement on priorities like compliance but uncertainty around emerging risks. Regulators could provide more guidance to help General Counsel demonstrate control over an broad area like legal risk.
Worker’s Compensation
Chapter 7
Accident Prevention Manual
For Business and Industry
Key TermsWorkers CompensationAssumption of riskNegligence of fellow employeeContributory negligenceCompulsory lawFECAFELAJones ActExclusive remedy“course of employment”“arising out of”
p. 5Actual risk doctrinePositional risk doctrineVocational RehabilitationTemporary total disabilityTemporary partial disabilityPermanent partial disabilityPermanent total disabilityWhole person theoryWage loss theoryLoss of wage earning capacity theory
Workers CompensationLegal system that states have established to ensure losses from workplace are compensated and those worksites that have greater risks will pay a greater proportion of the insurance costs.
Before Workers Compensation3 Common Law Defenses
Assumption of Risk
Negligence of fellow employee
Contributory negligence
Favored the Employer
Assumption of RiskEmployer not liable because the employee took the job with full knowledge of the risks and hazards involved.
Fellow Servant Rule
Employer not liable for injury to an employee that resulted from negligence of a fellow employee
Contributory NegligenceEmployer was not liable if the employee was injured due to his own negligence
Objectives of WC
Provide income and medical benefits
Provide exclusive remedy to avoid court delays and personal injury lawsuits
Relieve public and charities of financial drains
Eliminate payment fees to lawyers, expert witnesses and time consuming trials
Encourage maximum employer interest in safety
Promote study of causes of accidents
US Chamber of Commerce - 1995
Early Laws1902 – Maryland- Cooperative accident insurance fund – death benefits only.1908 – Congress passes first federal employers law1909 – Montana passes miner WC law1910 – NY passes hazardous jobs WC law1911 – WI passes first real WC law for all workers1916 – US Supreme Court declared WC laws to be constitutional
Today, 50 state laws, District of Columbia, Guam
and Puerto Rico have WC compensation laws
Compulsory or ElectiveElective – employer may accept or reject the act.Compulsory – requires each employer to accept its provisions and provide benefits specified.
NO FAULT System
to Address
Worker and Family
Economic LossesLoss of earnings66% of Average weekly salary up to maxTax freeWaiting period 3 – 7 daysMedical expensesDoctor choice?
Federal Employers Liability Act (FELA)The law was intended to cover railroad workers. In 1920, Congress extended FELA to seamen in what is now called Jones Act.FELA NOT workers compensation.
Federal Employers Liability Act (FELA)Gives an employee the right to charge employer with negligencePrevents employer from pleading the common defenses:Fellow servant andAssumption of risk.Substitutes comparative negligence for contributory negligence.
Jones Act Benefits
Maintenance
Cure
Negligence
Contributory NegligenceWhere a seaman is injured by an unseaworthy condition caused exclusively by the seaman’s ow.
The CISO's role and responsibilities are defined by the Federal Information Security Modernization Act of 2014 (FISMA). FISMA requires agency heads to ensure the security of their information and systems, and allows them to delegate information security tasks to the agency's CISO. While FISMA provides the overall framework, each agency structures its own information security program and the CISO's specific role may vary depending on the agency's needs and priorities. The CISO is responsible for ensuring the agency complies with government-wide cybersecurity requirements and manages risk to the agency's information and systems.
This document discusses implementing a focus on preventing fatal and serious injuries (FSI) within an occupational health and safety management system. It recommends defining FSI as life-threatening, life-altering or life-ending injuries or near misses with such potential. Organizations should analyze past incidents for their FSI potential rather than just outcomes. Clear roles and responsibilities around transparent FSI reporting and control of high-risk activities are needed. Leaders must support this approach through training, metrics, and resources to improve safety beyond just reducing minor incidents.
This document provides an overview of safety management practices and concepts. It discusses the evolution of safety management from focusing on technology, to humans, to organizations and systems. It also covers accident causation models, priority hazards, legislative frameworks like the WHS Act and regulations, key terms, health and safety duties of different parties, and offences and penalties. Overall, the document presents essential information on understanding and applying safety management principles.
Here are the steps to analyze an accident using root cause analysis:
1. Describe the direct cause of injury:
- The injury was a laceration to the right forearm caused by contact with a rotating saw blade.
- The accident type was "struck-by".
2. Identify primary surface causes:
- Conditions: Unguarded saw blade
- Behaviors: Working at the saw without guard
3. Identify secondary surface causes:
- Conditions: Missing fall protection equipment
- Behaviors: Supervisor not performing safety inspections
4. Determine system implementation weaknesses:
- Safety inspections were not being conducted consistently
- Safety rules were not being enforced
RISK-ACADEMY’s guide on compliance risk in non-financial companies. Free down...Alexei Sidorenko, CRMP
Attention all risk management professionals! We are proud to announce the publication of our comprehensive guide to compliance risk management. This guide covers the latest industry best practices and provides practical advice for managing compliance risks in your organization. Whether you are new to the field or an experienced professional, this guide is designed to help you effectively identify, assess, and mitigate compliance risks.
Get your copy today and stay ahead of the game in the ever-evolving world of compliance risk management.
Your company is required to comply with laws within all the countries it operates in, the legal and regulatory requirements vary between different regions adding to the need to have the understanding and confidence in the risk management processes in place. Your company faces considerable uncertainty when making decisions and taking actions that may have significant compliance consequences. The management of compliance risks helps your company protect and increase its value.
This document provides guidance on the activities to be undertaken to support decision makers to assess and treat compliance risks efficiently and cost effectively to meet the expectations of a wide range of stakeholders. Failure to meet legal requirements and stakeholder expectations can have considerable and immediate negative consequences that could affect performance, reputation and might lead to criminal prosecution of top management.
Behavioral based safety is a new approach to workplace safety that focuses on identifying and preventing unsafe behaviors rather than just injuries. It involves employees observing each other and providing feedback on safety behaviors. Data on unsafe behaviors is collected and analyzed to identify risks and recommend solutions like training or barrier removal. The goal is to change behaviors and attitudes to reduce injuries and incident rates over time. Peer observations are non-punitive and aim to have employees understand risks and voluntarily improve safety practices.
Sarbanes Oxley & IT Compliance discusses the Sarbanes Oxley Act and its implications for IT departments. The act was passed in 2002 in response to several corporate accounting scandals. It aims to improve financial disclosures and prevent fraud. Compliance is costly for companies and affects departments like finance, IT, and operations. The document recommends establishing cross-functional teams, coordinating IT activities with overall security plans, and seeking technology solutions to reduce compliance costs over time through areas like document management and controls automation.
The auditing is simply expressing an opinion on the prepared financial statements. Many scandals in the past years have made the profession a little bit questioned. Many do not want to trust accountants, auditors since auditors were in the core of these issues. Various regulations are there to give a good stance in the profession.
Week 1Defining the Safety Management SystemSeveral years .docxcelenarouzie
Week 1
Defining the Safety Management System
Several years ago, during my short time as a football coach, I had the pleasure of meeting and listening to legendary coach, Eddie Robinson. He spoke about the importance of a system. Coach Robinson relayed the experience of being thrust into the helm at Grambling. He had been informed of how simple minded his athletes would be and the difficulty of running plays and defensive schemes. Well, if you watched Grambling State during the Robinson era, you would see anything but a simple offensive scheme. Instead you would see multiple formations, motions, audibles, and an attack that could change and adapt midstream. It was his system that enabled the team to understand and execute his plan. In other words, it learned from its experiences.
A safety system must have the same characteristics. It has to be able to adapt procedures and policies at a pace which allows it to manage the outcomes that are associated with the tasks of the organization. In order to accomplish this it must:
1. Collect relevant statistics and information (facts)
2. Organize and analyze the data (investigate)
3. Implement countermeasures
4. Monitor changes, and
5. Communicate with all the components.
A safety management system must be comprehensive in order to allow the organization to learn from its experience. The goal of a management system is to implement a chosen strategy by allocating resources at critical tasks (Kausek, 2007). A system is defined as a set of interacting or interdependent entities, real or abstract, that form a whole. The whole is the operating process that governs the core activities mentioned above.
The structure of the system is defined from its processes. It is further described as “open” or “closed.” A closed system operates by itself without interaction from other entities or inputs. “Open” describes a system which interacts with entities in an environment. Safety is an “open” system. It has many customers that have input to it and then it produces an output or service to the customer.
We can further describe systems as high functioning or low functioning. This refers to the exchange of information between the inputs and the system. In other words safety is an “open” and “highly functional” system. Safety continually exchanges feedback to its inputs in order to maintain close alignment. So, it collects data, analyzes it, adapts to it, coordinates change, and then resets to do it again.
A simple schematic of this exchange could be drawn in this manner.
In this basic schematic you can see that safety has closely aligned inputs. This drawing can be made better. Missing is the names of the customers and the services or outputs that safety produces to each.
A systematic approach encompasses all levels of an organization. The functions can be spread among each level or among its inputs, if so structured. This helps in implementing the change and directing its continuation. But the bigges.
1.)The Occupational Safety and Health Administration, or OSHA, was.pdfsaahinmanpam
1.)
The Occupational Safety and Health Administration, or OSHA, was established in 1970 to
encourage employees and employers to decrease workplace hazards. OSHA recommends that
both parties cooperatively establish workplace-specific safety standards. The agency also
establishes training programs for occupational safety and health personnel. Finally, OSHA
oversees research to find new approaches to workplace safety and health issues, according to
Princeton University Environmental Health and Safety Department.
OSHA has had significant effects on workplace safety. Although U.S. employment has almost
doubled, workplace fatalities have gone down by more than 65 percent since OSHA’s inception.
There were about 38 worker deaths a day in 1970 as compared to 13 per day in 2011.
Occupational injury and illness rates have also lowered noticeably. In 1972 the workforce
experienced about 10.9 incidents per 100 workers as compared to fewer than 4 per 100 in 2010.
Compliance with OSHA regulations along with implementing your own well-designed safety
program can save your business money. Accidents and injuries occurring on the job can result in
major medical and legal expenses. Training your employees and having a program in place can
prevent these costly incidents from occurring. Maintaining a safe environment for your workers
rewards you with increased productivity and higher morale as well.
2.)
Industrial safety expert, H.W. Heinrich’s 10 axioms of industrial safety stem from his domino
theory. He said injuries occur due to a series of preventable incidents or factors. An accident
occurs as the last step or last falling domino.
\"Heinrich Revisited: Truisms or Myths\" by Fred A. Manuele, CSP, PE [2002, ISBN 0-87912-
245-5 published by National Safety Council offers the following in the last chapter. \"The intent
of this book is to present a review of the origin of certain of Heinrich\'s premises that became
accepted as truisms, how they evolved and changed over time, and to determine their validity. A
summary of the observations made in this book follows.
1. Files pertaining to Heinrich\'s research do not exist. Thus, there is no material to review as the
quality of research, or the analytical system used to arrive at his premises or their validity.
2. Heinrich\'s studies were made of accidents that occurred in the 1920s. Safety at work and the
workplace itself have changed substantively since then, as evidenced by noteworthy reductions
in accident experience in the past 70 years. Therefore, the current value and applicability of his
conclusions should be questioned and researched.
3. Although psychology has a place in safety management, the emphasis Heinrich gave to it as
being \"a fundamental of great importance in accident causation\" was disproportionate, and that
overemphasis influenced his work considerably.
4. Heinrich\'s 88-10-2 ratios indicate that among the direct and proximate causes, 88 percent are
unsafe acts, 10 percent are unsafe mechanica.
New model for a just and fair culture april 2008 posted april 2011DigitalPower
This document summarizes a paper that proposes a new model called "Meeting Expectations" for managing non-compliance in high-risk industries. The current model, called the "Just Culture," is analyzed and found to have shortcomings, including an emphasis on punishment, lack of manager accountability, and not recognizing different types of non-compliance. The proposed new model would recognize intentional and unintentional non-compliance as well as exemplary behavior, and define consequences for individuals and their managers. Non-compliance is found to stem from expectations of rule-bending, a sense of competence or "powerfulness," opportunities for shortcuts, and poor work planning. Different types of non-compliance are identified. The Texas City refinery disaster
CHAPTER 34Turning Crisis into OpportunityBuilding an ERM.docxketurahhazelhurst
CHAPTER 34
Turning Crisis into Opportunity
Building an ERM Program at General Motors
MARC S. ROBINSON
Assistant Director, Enterprise Risk Management, GM
LISA M. SMITH
Assistant Director, Enterprise Risk Management, GM
BRIAN D. THELEN
General Auditor, GM
This case study chronicles the ground-up implementation of enterprise riskmanagement (ERM) at General Motors Company (GM), starting in 2010through the first four years of implementation. Discussion topics include
lessons learned during implementation and some of the unique approaches, tools,
and techniques that GM has employed. Examples of senior management reporting
are also included.
I think risk management is an element of all good executive management teams
and boards. It will ensure viability in downturns and high-risk periods. I think if
that is done not only within the automotive industry, but on a global and specif-
ically on a national scale, economies will be in better shape because it is additive.
If everybody is doing their job in assessing and understanding risk, the ultimate
outcome will be much more positive for our national economy and society, and it
is incumbent that corporate leadership understands that responsibility.
—Daniel F. Akerson, Chairman and Chief Executive Officer,
General Motors, October 2012
BACKGROUND AND IMPLEMENTATION
The enterprise risk management (ERM) program at General Motors was founded
in late 2010 at the direction of GM’s then newly appointed chief executive officer
(CEO), Daniel F. Akerson, who sought to leverage the program as another means to
achieve a competitive advantage in the industry. Having gone through bankruptcy
in 2009 as a new board member, Akerson felt that a more robust risk management
program would help guide the organization around the drivers of killer risks1
going forward. His goal was to help the company ensure that it was prepared,
607
www.it-ebooks.info
608 Implementing Enterprise Risk Management
agile, and fast to respond in an ever-changing world. Perhaps most importantly,
Akerson wanted an ERM program that would focus not only on risks but on oppor-
tunities as well.
A chief risk officer (CRO) was selected and appointed from within, and the
Finance and Risk Policy Committee of the board of directors was chartered to over-
see risk management as well as financial strategies and policies. In support of the
program, a senior manager and director joined the team. Risk officers were also
identified and aligned to all direct reports of the CEO; this helped to ensure that
all aspects of the business were covered. The CEO is the ultimate chief risk officer,
and his direct reports are the ultimate risk owners. Members of the risk officer team
were carefully selected by senior leadership based on their strong business expe-
rience, financial acumen, and most of all their ability to lead in the identification
and discussion of risk in an objective and transparent manner. These representa-
tives were expected to actively p ...
The Next 10 Years of EHS - Canada & LATAM - Alex Lima - Feb 2016Alex Lima
The document discusses how environmental, health and safety (EHS) practices will evolve over the next 10 years. Key points include:
- EHS professionals will become part of executive teams and report directly to CEOs, recognizing the strategic importance of EHS. This may lead to new roles like Chief EHS Officers.
- Statistical tools used in other industries, like six sigma, will be applied more extensively to EHS to facilitate continuous improvement and better communication.
- Continuous improvement frameworks will be established as the standard EHS model, integrating EHS practices with other departments.
- As data quality and access improves, EHS functions will shift from reactive to predictive by understanding trends and variables that impact safety
This document discusses the history and evolution of human factors analysis and just culture in aviation incident investigation. It provides details on:
- The shift from solely focusing on human-machine interfaces to recognizing broader organizational and cultural causes of human error.
- Advances in understanding why errors occur rather than just classifying them, driven partly by reduced hardware errors with technological changes.
- Types of errors (active vs. latent) and Reason's Swiss cheese model of defenses with holes that must align for accidents to occur.
- Challenges investigating errors but importance of reports, including near misses, for understanding underlying causes even if reconstructed versus objective.
- Just culture aims to balance accountability with open reporting by focusing
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
1. W. A. L. K. Internal Responsibility System Workplace - Action - Learn - Knowledge
2. Introduction Eric LeFort Married with three Children 30 yrs + Reside in Whycocomagh NS Graduate Algonquin College 15 years + Experiences in OHS 5 yrs + NS OHS Division Regulator 5 yrs + NS WCB Consultant 3 yrs + OHS Advisor in Industry 1.5 yrs + OHS Faculty Program, NSCC Marconi CRSP, CSS Designation NSCC CCEDP Candidate 7/7/21
3. Agenda Accident Theory Model 5 steps Accident Analysis Effective Theory Model of IRS Defining IRS First for IRS in legislation Everyone's Responsibility Wrap Up 7/7/21 Welcome
4. Where does the “IRS” Come from? Though the ideacomes from the Accident Model Theory, “The Ham Royal Commission into Safety in the Mines In Ontario”, which discussed the IRS in its 1976 report, made this idea much clearer and easier to understand as it applies to OHS. 1 7/7/21 Eric LeFort , CRSP
5. Accident Theory Model . If thepeoplein a managed system areidentified,andas you work through the accident analysis, you can see the structure of the IRS forming. * In this example we have a domino model that encompasses all the direct players of the IRS. 7/7/21 Eric LeFort , CRSP W. H. Heinrich's Domino Theory 2 Most modern accident theories take the analysis away from the direct causes of accidents and exposures to the root problems in the management system.
6. People and the IRS If the people in a managed system areidentified,asyou work through the accident analysis, you can see the structure of the IRS forming. 7/7/21 Eric LeFort , CRSP 3 5 Step Accident Causation Analysis IRS
7. Steps in cause analysis 1. Analyze the injury event to identify and describe the direct cause of injury. Example: Laceration to right forearm resulting from contact with rotating saw blade. 7/7/21 Eric LeFort , CRSP 4 Step 1 - Accident Causation Analysis 1 IRS
8. Steps in cause analysis 2. Analyze events occurring just prior to the injury event to identify those conditions and behaviors that caused the injury (primary surface causes) for the accident. Example: Event x Unguarded saw blade. (condition or behavior? ) 7/7/21 Eric LeFort , CRSP 5 Step 2 - Accident Causation Analysis 2 IRS
9. Steps in cause analysis 3. Analyze conditions and behaviors to determine other specific conditions and behaviors (contributing surface causes) that contributed to the accident. Example: Supervisor not performing weekly area safety inspection. (condition or behavior? ) 7/7/21 Eric LeFort , CRSP 6 Step 3 - Accident Causation Analysis 3 IRS 3
10. Steps in cause analysis 7/7/21 Eric LeFort , CRSP 7 Step 4 - Accident Causation Analysis 4. Analyze each contributing condition and behavior to determine if weaknesses in carrying out safety policies, programs, plan, processes, procedures and practices exist Examples: Safety inspections are being conducted inconsistently. (condition or behavior? ) 4 IRS
11. Steps in cause analysis 7/7/21 Eric LeFort , CRSP 8 Step 5 - Accident Causation Analysis 5. Determine implementation flaws to determine the underlying design weaknesses. Example: Inspection policy does not clearly specify responsibility by name or position. (Condition or behavior?) IRS 5Leadership
12. Would you agree with this theory? W. H. Heinrich's Domino Theory "The occurrence of an injury invariably results from a completed sequence of factors, the last one of these being the accident itself. The accident in turn is invariably caused or permitted directly by the unsafe act of a person and/or a mechanical or physical hazard." (W.H. Heinrich) 7/7/21 Eric LeFort , CRSP 9
13. 7/7/21 Eric LeFort , CRSP Quiz yourselves on the Accident theory W. H. Heinrich's Domino Theory 10 Who can cause an accident? Who can take steps to prevent accidents? Who should be taking steps to prevent accidents and exposures? Who should be responsible for health and safety in the organization?
14. Did you get it right? Who can cause an accident? Anyone Who can take steps to prevent accidents? Anyone Who should be taking steps to prevent accidents and exposures? Everyone Who should be responsible for health and safety in the organization? Everyone 7/7/21 Eric LeFort , CRSP 11
15. Anything else which may influence the effectiveness of the IRS? 7/7/21 Eric LeFort , CRSP 12
16. Human Resources Theory The human resources literature usually refers to "productivity" or "quality", but if you substitute the phrase "health and safety", we can see that the human element is by far the most important element of health and safety management. 13 7/7/21 Eric LeFort , CRSP
17. Management & Staff Engagement It is absolutely clear that for an organization to perform optimally, it is the hearts and minds of the individualpeople throughout the organization that have to be engaged. 14 7/7/21 Eric LeFort , CRSP
18. I.R.S. Defined I - Internal R - Responsibility S - System 7/7/21 Eric LeFort , CRSP 15 It Is Not Rocket Science
19. The IRS as a Structure Commissions and acts aside, the IRS can be seen to arise from an understanding of how organizations work best. The simple corporate model, shown on the the following Figure ,illustrates the flow of legitimate authority from the legal charter through to the operations people. 16 7/7/21 Eric LeFort , CRSP
20. Organizations and the IRS There is, as we all know, enormous variation in workplaces and organizations. To varying degrees, every organization has an IRS, no matter how stunted or deformed. The process is to assess yourcurrent situation -- the health ofyour IRS -- and then move forward with improvements, with the true model of the IRS in mind. 17 7/7/21 Eric LeFort , CRSP Company Legal Charter
21. IRS is an Important Set of Ideas The IRS is such an important set of ideas that it is properly the responsibilityof the most senior people to see to it that the IRS is optimized. Monitoring and fixing the IRS should be of high priority. However, goodleadershipis the most important idea of all. 7/7/21 Eric LeFort , CRSP 18
22. IRS and OHSDr. Peter Strahlendorf “The internal responsibility system, or IRS, is a system in which every individual is responsible for health and safety. It can be thought of as an organizational chart, with a clear set of statements about responsibility and authority for health and safety for each person within an organization -- no exceptions” . 19 7/7/21 Eric LeFort , CRSP
23. Got the correct understanding of the idea? Should we conclude that the IRS is based on the law? Should health and safety law be evaluated as to whether and to what degree it advances the IRS concept? 7/7/21 Eric LeFort , CRSP 20
24. IRS or Not! Whether they call it the IRS or not, the best performers have found that a system of universal,but personal, responsibilityis the most effective way to drive risk down. The power of the IRS is that it captures the creativity, leadership, experience and knowledge of everyone in the organization. 7/7/21 Eric LeFort , CRSP 21 Why Re-Invent The Wheel?
25. Break Down - Plain Language Meaning of I.R.S 7/7/21 Eric LeFort , CRSP 22
26. The Internal The “Internal" in the phrase “Internal Responsibility System" has more than one meaning. First, the primary responsibility for health and safety is internal tothe workplace. The second meaning of “Internal" is that responsibility for health and safety is internal tothe work, internal to the job. 23 7/7/21 Eric LeFort , CRSP
27. Responsibility Refers to the personal duties of each person in the workplace. These responsibilities exist on several levels. There are responsibilities for each person spelled out in most health and safety legislation -- worker duties, supervisor duties, employer duties and so on. There are responsibilities associated with each person's job description -- he or she is responsible for doing the job in such a way as to achieve a good outcome. And there is the moral responsibility that each of us has to do the right thing. A person who discharges all these duties is "taking responsibility" and, overwhelmingly, the most important element of the IRS is that everyone has personal responsibility. 24 7/7/21 Eric LeFort , CRSP
28. System Are the individual people. The parts work together in relationships to further the purpose of the whole entity -- the system. The purpose of the system is to drive risk down and keep up the pressure so that we can go for increasing lengths of time with zero injuries and illnesses. As a true "system", the IRS comes with built-in self-monitoring devicesthat can readjust the system when part of it fails. Work refusals, health and safety reps, and health and safety committees are among the more obvious self-correcting feedback loops. As all parts of the system are inter-related and interdependent, damage to one part can affect another part in ways that may be indirect, butwhich can be very serious. 25 7/7/21 Eric LeFort , CRSP
29. Courts Definition Adopted Recommendations of the 1974 - 1976 Ontario “Ham Royal Commission”. Report and inquiry of IRS / OHS “Responsibilities in a Mining Organization”. 7/7/21 Eric LeFort , CRSP 26
30. “Ham Royal Commission” Report defines IRS Table setting out the organizational structure of a mining company. 7/7/21 Eric LeFort , CRSP 27
31. Organization Structure Beside each layer of the structure was stated Person's Role in Health and Safety President Vice-president Mine Manager Superintendent Supervisor Worker 7/7/21 Eric LeFort , CRSP 28
32. Emphasis Roles of the “worker auditor” commonly known as the “employee representative” and the health and safety committee were described as ways of ensuring that the IRS worked well within a any given organization. Therights and responsibilities of the “worker” or employees were also discussed. 7/7/21 Eric LeFort , CRSP 29
33. OHS Act of Ontario - 1979 The Ontario health and safety legislation that came into effect in 1979 was based on Ham's vision of the IRS and how it could be monitored and fixed. It is highly unlikely that we would be using the phrase "internal responsibility system" today were it not for the Ham Royal Commission. 7/7/21 Eric LeFort , CRSP 30
34. Where did this idea originally come from? A requirement for a company to spell out its "organizational arrangements" -spelling out who was to be responsible for what aspects of health and safety in the organization. 7/7/21 Eric LeFort , CRSP 31
35. British legislation of 1974 Does the phrase on the previous slide come close to the meaning of the IRS as you know it? 7/7/21 Eric LeFort , CRSP 32
36. IRS Define “ Ontario MOL Study 2001” “The IRS is a system, within an organization, where everyone has direct responsibility for health and safety as an essential part of his or her job.” “An individual does health and safety in a way that is compatible with the kind of work that person does.” Nothing left to chance !!! 7/7/21 Eric LeFort , CRSP 33
37. Westray Mine Inquiry After the Westray Mine Explosion of 1992, which killed 26 Coal Miners, Nova Scotia re-wrote its OHS Act and based it on the IRS model as developed in the Ontario mining industry. 7/7/21 Eric LeFort , CRSP 34
38. “Legal IRS” or “ Pre-Legal IRS” When an act refers expressly to the IRS, as is the case in Nova Scotia, we would distinguish between the the "legal IRS" and the "pre-legal IRS". Nova Scotia deserves much credit for being the first to have the nerve to put such a rich and subtle concept into their legislation in black and white terms. 7/7/21 Eric LeFort , CRSP 35 NS OHS Act 1996
39. IRS Defined “The NS OHS Act” s. 2 The foundation of this Act is the Internal Responsibility System which; is based on the principle that (i) employers, contractors, constructors, employees and self-employed persons at a workplace, and 7/7/21 Eric LeFort , CRSP 36
40. NS IRS Definition Continued … the owner of a workplace, a supplier of goods or provider of an occupational health or safety service to a workplace or an architect or professional engineer, all of whom can affect the health and safety of persons at the workplace, share the responsibility for the Health and Safety of persons at the workplace; 7/7/21 Eric LeFort , CRSP 37
41. NS IRS Definition Continued (b) assumes that the primary responsibility for creating and maintaining a safe and healthy workplaceshould be that of each of these parties, to the extent of each party's authority and ability to do so; 7/7/21 Eric LeFort , CRSP 38
42. NS IRS Definition Continued (c) includes a frameworkforparticipation, transfer of information and refusal of unsafe work, all of which are necessary for the parties to carry out their responsibilities pursuant to this Act and the regulations; and 7/7/21 Eric LeFort , CRSP 39 Right to Know Right to Participate Right to Refuse Right to complain
43. NS IRS Definition Continued is supplemented by the role of the Occupational health and Safety Division of the Department of Labour, which is not to assume responsibility for creating and maintaining safe and healthy workplaces, but to establish and clarifythe responsibilitiesof the parties under the law, and to support them in carrying out their responsibilities and to intervene appropriately when those responsibilities are not carried out. OHS Division Regulator Support providing clarity 7/7/21 40 Eric LeFort , CRSP
44. Something to Think about What element does every job in every single workplace have? 1. Responsibility to perform certain tasks. 2. Authority to do certain things. 3. Accountability for the outcome. 7/7/21 Eric LeFort , CRSP 41
45. Health and Safety Add "health and safety" to each element and you have a world-class system that intergrades seamlessly into the chain of command. 7/7/21 Eric LeFort , CRSP 42
47. James Ham James Ham got it right in 1976: 1. OHS should be integrated into production; it’s not a separate function. 2. Everyone should be doing OHS directly as part of his or her job. 7/7/21 Eric LeFort , CRSP 44
48. The IRS means that … 1. Responsibility for identifying hazards and solving OHS problems is _________ to the workplace. Primary responsibility for OHS is not _________. ie; on the shoulders of the NS OHS Division. Key “Internal” “External” 7/7/21 Eric LeFort , CRSP 45
49. The IRS means that … 2. OHS should not be an adversarial matter between ________ and employers. 3. Everyone has an _________ in avoiding workplace injury and illness. Key “ Worker” “Interest” 7/7/21 Eric LeFort , CRSP 46
50. The IRS means that … 7/7/21 Eric LeFort , CRSP 47 4. Everyone in the workplace has _________ duties and rights regarding OHS. 5. Everyone is legally _________ as an individual, to participate in identifying hazards and in seeking to eliminate or control them. Key “Legal” “Required”
51. The IRS means that … 6. Everyone is an "internal auditor" to see that the Act and regulations are _________ with. 7. The NS OHS Division Officer's job is not to be at __________ elbow to advise and to give commands. Key “Complied” “Everyone's” 7/7/21 Eric LeFort , CRSP 48
52. The IRS means that … 8. The Officer (External Responsibility System) only _____ in when the Internal Responsibility System is clearly not working , this when ______ are not taking their rights and responsibilities seriously. Key “Steps” “People” 7/7/21 Eric LeFort , CRSP 49
53. Wrong IRS Description “The IRS is a partnership between labour, industry and government to ensure a safe and healthy workplace.” Refers to a tripartite policy-making process (e.g. the development of WHMIS) but not the IRS. 7/7/21 Eric LeFort , CRSP 50
54. Wrong IRS Description “The company/employer is responsible for OHS, not the government.” Fails to raise the “corporate veil” and identify all individuals as personally responsible. 7/7/21 Eric LeFort , CRSP 51
55. Wrong IRS Description Labourand management co-manage OHS through the Committee. The Committee is the “IRS.” The “labour relations” version of the IRS. Missing personal contribution of individuals. 7/7/21 Eric LeFort , CRSP 52
56. Wrong IRS Description “IRS” is a set of three rights: 1. To know about hazards 2. To refuse unsafe work 3. To participate (through committee) Missing the main element - personal duties of everyone 7/7/21 Eric LeFort , CRSP 53
57. Internal to the Job Description of Everyone Everyone, no exception Staff and line employees Workers, supervisors, managers, officers and directors Personal, individual responsibility Do the kind of OHS work that fits with authority and control 7/7/21 Eric LeFort , CRSP 54
58. Internal to Routine Decision-Making OHS not an add-on, or an afterthought OHS not a separate function As you do your ordinary work you think about risk, hazards, controls and adjust your work accordingly Easy to see with workers and supervisors Hard to see with mid to senior managers and with staff positions 7/7/21 Eric LeFort , CRSP 55
59. IRS and Due Diligence “Take every measure reasonable in the circumstances to improve processes you are involved in.” For world class OHS performance, we must incorporate quality principles into OHS decision-making. 7/7/21 Eric LeFort , CRSP 56
60. Proactive vs Reactive A well functioning IRS System goes a long way to establishing DueDiligence and Ensuring for Total Quality within and Organization. 7/7/21 Eric LeFort , CRSP 57
Today, I would like for you to take a WALK through this presentation with me By the end of this presentation:You will have the knowledge to apply the the principles and ideas of an Organizational INTERNAL RESPONSIBILITY STSTEM , and how you might apply this concept to your own WORKPLACEIt`s about the WorkplaceIt`s about taking action in the Workplace and applying the principles and ideas of the IRSIt`s about learning the skills needed to apply the principles and ides of the IRSIt`s about gaining knowledge on the importance of the IRS and your due diligence
Who am I ? Eric LeFortMarried to Barbara (three children) - Oldest son graduate Red Seal Construction Electrical NSCC - Daughter graduate from Holland College Inter - Provincial Designation Dental Hygiene Assistant - Youngest son presently accepted in Metal Fabrication Program at NSCC, Marconi 2011/2012 Calendar yearReside in Whycocomagh for 30 yrs +Graduate from Algonquin College in Forestry / Environmental Science Diploma Program18 yrs + Experiences in Environmental / Forestry Sustainable Development & Management ( DNR)15 yrs + Experiences in OHS 5 yrs + NS OHS Division Regulator 5 yrs + NS WCB Injury/Illness Prevention Consultant 3 yrs + OHS Advisor to Private Industry 1.5 yrs + OHS Program, Faculty School of Trades and Technology, NSCC MarconiProfessional Designations: CRSP Canadian Registered Safety Professional since 2000 CSS Construction Safety Supervisor , NSCSA since 2000
Welcome to Walk - Workplace / Action / Learn / Knowledge of the IRSTal
Most accident theories take the analysis away from accident investigation and never get to the root cause. More often then none, finger pointing and worker blame is concluded as the cause... But is it really the only cause ?A step by step root cause analysis, can arrive at the true cause, and highlight substandard conditions and substandard behavior or actions ..... Or lack thereof !!!Example: If a worker makes a mistake and causes an accident, we can see how very often there was a prior failure of a supervisor to train, coach, observe, job plan, motivate, and so on.So, if the supervisor can be said to have caused the accident in part, then we can see that frequently the manager did not properly select and train the supervisor, or did not develop programs needed by the supervisor, or did not properly allocate resources or staff the workplace.Where the direct causes of an accident involve unsafe conditions, tools, machines, processes and structures, we can often bypass the worker and supervisor in our causal analysis and see the failure of the mid-level to senior manager to properly apply design standards or allocate resources.Managers cause accidents; they just cause them in different ways than workers and supervisors. It does not matter as to how many layers there are in an organization, we can see a causal connection back to the accident. So we can conclude that Presidents cause accidents. They can fail to lead, to set policy, to ensure a proper delegation of authority, to inspire a proper safety culture, to design a workable organizational structure or to allocate resources.
If a worker makes a mistake and causes an accident, we can see how very often there was a prior failure of a supervisor to train, coach, observe, job plan, motivate, and so on.So, if the supervisor can be said to have caused the accident in part, then we can see that frequently the manager did not properly select and train the supervisor, or did not develop programs needed by the supervisor, or did not properly allocate resources or staff the workplace.Where the direct causes of an accident involve unsafe conditions, tools, machines, processes and structures, we can often bypass the worker and supervisor in our causal analysis and see the failure of the mid-level to senior manager to properly apply design standards or allocate resources.Managers cause accidents; they just cause them in different ways than workers and supervisors. However many layers there are in an organization we can see a causal connection back to the accident. Presidents cause accidents. They can fail to lead, to set policy, to ensure a proper delegation of authority, to inspire a proper safety culture, to design a workable organizational structure or to allocate resources.
The IRS starts with the board of directors and refers to the delegation of authority and responsibility for work (and health and safety integrated into the work) on down to the operative worker.We can capture the three aspects of any job -- authority, responsibility and accountability -- in Figure 2.In the case of health and safety, authority and responsibility flow down the organization by way of delegation. This does not mean that health and safety is the subject of "buck passing" downward. The health and safety work becomes more detailed and operational as it moves down.
The IRS starts with the board of directors and refers to the delegation of authority and responsibility for work (and health and safety integrated into the work) on down to the operative worker.We can capture the three aspects of any job -- authority, responsibility and accountability -- in Figure 2.In the case of health and safety, authority and responsibility flow down the organization by way of delegation. This does not mean that health and safety is the subject of "buck passing" downward. The health and safety work becomes more detailed and operational as it moves down.
Organization structure looking at the role of thePresidentVice PresidentSuperIntendentMine ManagerSupervisorWorker
Later in the roles of the "worker auditor" and the health and safety committee were described as ways of ensuring that the IRS worked well.