Injury Management. CopperPoint Insurance Loss Control and Risk Management Services

Transcription

1 Injury Management CopperPoint Insurance Loss Control and Risk Management Services

2 Objective Discuss Injury Prevention and Control Identify Leading and Lagging Indicators Discuss a System Approach (Pre-Loss/Post-Loss) Strategy for Program Management

3 Injury Prevention Injury Prevention Program Collect workplace safety data Perform advanced and predictive analytics against that data Report the results of their analysis Sustainable injury prevention programs are driven by robust reporting capabilities that can disseminate the information resulting from the advanced and predictive analytics.

4 Injury Control Research has shown that Safety Climate predicted safety-related outcomes. Incorporate organizational factors and relevant organizational constructs H.W. Heinrich- 88% of all employees injuries are due to worker unsafe actions Self-Reported Injuries Primary Elements of a Injury Control Program

5 Injury Control Program Elements: Management Commitment Return-to Work Policies Post-Injury Administration Safety Training Employee Safety Control

6 Program Performance Leading Indicators Leading Indicators- focus on preventative measures and future performance. Injury Prevention- Safety Improvement Continuum Safety Committees Accident Investigation written procedure Injury Control- Inventory of Critical Behaviors Root Cause Analysis procedure Job Hazard Analysis/Job Safety Analysis procedure

7 Program Performance Lagging Indicators Lagging Indicators- refer to events that have already happened and are of historical nature. Injury Prevention- Accident Investigation results Root Cause Analysis results Corrective Action/Loss Mitigation Injury Control- Return-to-Work Program results Average Cost Per Claim Loss Frequency and Severity

8 System Approach (Pre-loss) Participation-Based Safety- (Perception Surveys) Behavior-Based Safety: Planning the facility inventory of critical behaviors Facilitating meetings in which the inventory is reviewed Observing the workforce to take a baseline measure of the facility s safety performance Facilitating meetings which present the baseline figures and the behavior-based safety process to the facility as a whole Planning at a level of the work group, to establish the complete feedback loop of the safety mechanism

9 System Approach (Post-loss) Accident Investigation procedure activation Cost Containment procedure activation (RTW) Implement the selected controls to improve unsafe behaviors identified from the inventory Measure Injury Management Program performance Modify Injury Management Program to obtain the desired results

10 Program Management Strategy Model Framework Infrastructure Reporting and Records Communication Channels Audit Protocols

11 Sample Model

12 Program Audit Protocols Periodic Auditing of program elements driving the Key Performance Indicators Audit Protocols must have a inter-dependent relationship to the inspection activities Program Audit results should directly impact those accountable for organizational performance

13 Program Management Tactical Application Model Framework- should support analyzing the correlation between the reported incidents and positive observations Infrastructure Reporting and Records Communication Channels Audit Protocols

14 Tactical Model Basic Principles: Safety is a Corporate Value Regulatory Compliance is a top business priority Leaders at all levels are responsible and accountable for managing safety Expectations are clear, authority is appropriate, and the process is managed to deliver continuous improvement

15 Tactical Model Critical to Program Success: All employees are involved Communication is clear, organized, planned, and executed in a effective and measurable manner Policies and Procedures are in place Training is quality and effective Audit activities proactively assess the relationship between employee actions and workplace exposures

16 Communication Channels

17 Performance Metrics Determine True Performance Indicators Indicators should be aligned with Corporate Performance Indicators Assess and improve the principles, key elements, best practices, and systems of your Injury Management Program

18 Performance Metrics Qualities of a good metrics: Be comparable to time, other equivalent groups, and competitors Understandable Based on a clear ratio Ask yourself, What will I do differently based on this information?

19 Common Areas of Program Deficiencies Safety meetings and safety training that waste time and money, and bore employees Injury investigations that overlook system failures, don t find true causes and place blame Corrective Actions do not prevent recurrence Many activities; few results

20 Common Areas of Program Deficiencies Unsafe activities are positively reinforced, condoned, ignored, and implicitly approved. The resulting negative impact on safety culture is not understood. Searching for and/or attempting a quick fix. Auditing that generates work for someone else. Safety messages from the top leadership inconsistent with production realities.

21 Cost Benefit Analysis

22 Return on Investment (ROI)

23 Closing Statement Business leaders can only drive safety change through the sustained support of frontline employees collecting data, operations and executive management acting on the data, and trumpeting the results to drive further participation and sustainability.

24 References American Society of Safety Engineers National Safety Council