About Justin Smulison

Justin Smulison is the business content manager at RIMS and the host of RIMScast, the society's weekly podcast.
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Workforce Drug Positivity Rate Still Peaking

Workforce use of illicit drugs across the board—including cocaine, marijuana and methamphetamine—remains at its highest rate in a decade, a new study by Quest Diagnostics found.

Overall positivity in urine drug testing among the combined U.S. workforce in 2017 continued to hold at 4.2%, which is still 0.7% higher than the positivity rate from 2012, which represented a 30-year low. The findings were made from analysis of more than 10 million workforce drug test results.

“It’s unfortunate that we mark 30 years of the Drug-Free Workplace Act with clear evidence that drugs continue to invade the country’s workplaces. Not only have declines appeared to have bottomed out, but also in some drug classes and areas of the country drug positivity rates are increasing,” Barry Sample, senior director of science and technology at Quest Diagnostics, said in a statement.

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“These changing patterns and geographical variations may challenge the ability of employers to anticipate the ‘drug of choice’ for their workforce or where to best focus their drug prevention efforts to ensure a safe and healthy work environment.”

The new data indicates shifting patterns of drug use, with cocaine and amphetamines positivity surging in some areas of the country and marijuana positivity rising sharply in states with newer recreational use statutes.

Opioids
The one bit of good news is that prescription opiate positivity rates declined dramatically on a national basis. Quest reported that the positivity rate for opiates in the general U.S. workforce in urine drug testing declined 17% between 2016 and 2017 (0.47% versus 0.39%). More notably, oxycodones (oxycodone and/or oxymorphone) positivity declined 12% between 2016 and 2017 (0.69% vs. 0.61%), hydrocodone positivity declined 17% (0.81% vs. 0.67%); and hydromorphone positivity declined 22% (0.59% vs. 0.46%). Opiates other than codeine were at their lowest positivity rate in more than a decade.

This data is supported by the Centers for Disease Control and Prevention (CDC), which shows that the overall national opioid prescribing rate in 2017 fell to the lowest it had been in more than 10 years, although rates vary by state and are high in some areas of the country.

The topic was explored during an educational session at RIMS 2018, where it was noted that the decrease in opioid use may be attributed to corporate initiatives like prescription drug monitoring policies (PDMP), which can limit employees’ ability to refill scripts, in addition to states that had comprehensive reforms.

“This shows that the more queries there are, the bigger the drop in opioid prescribing,” said John Ruser, president and CEO of the Workers Compensation Research Institute (WCRI), last month in San Antonio. He said WCRI used Kentucky as an example of a successful PDMP. Kentucky’s HB1 law mandated the use of the PDMP and between 2011 and 2013, WCRI information indicated a 10% decline in prescriptions in the state, whereas prescription levels were flat in others that did not have similar reforms.

Methamphetamine
Methamphetamine positivity, however, is increasing. An analysis of trends in the general U.S. workforce based on the four U.S. Census regions identified large increases of methamphetamine positivity rates. Between 2013 and 2017, methamphetamine positivity increased: 167% in the East North Central division of the Midwest (Illinois, Indiana, Michigan, Ohio, Wisconsin); 160% in the East South Central division of the South (Alabama, Kentucky, Mississippi, Tennessee); 150% in the Middle Atlantic division of the Northeast (New Jersey, New York, Pennsylvania); and 140% in the South Atlantic division of the South (Delaware, District of Columbia, Florida, Georgia, Maryland, North Carolina, South Carolina, Virginia, West Virginia). The percentage increase in these four divisions ranged between 9% and 25% between 2016 and 2017.

Marijuana
Overall, marijuana positivity continued its five-year upward climb for both the general U.S. workforce and the federally-mandated, safety-sensitive workforce. Marijuana positivity increased 4% in the general U.S. workforce (2.5% in 2016 versus 2.6% in 2017) and nearly 8% in the safety-sensitive workforce (0.78% versus 0.84%).

Increases in positivity rates for marijuana were most striking in states that have enacted recreational use statues since 2016. Those states include: Nevada (43%), Massachusetts (14%) and California (11%). These three states also saw significant increases in marijuana positivity in federally-mandated, safety-sensitive workers: Nevada (39%), California (20%), and Massachusetts (11%). Federally-mandated, safety-sensitive workers include pilots, rail, bus and truck drivers, and workers in nuclear power plants, for whom routine drug testing is required by the Department of Transportation.

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“These increases are similar to the increases we observed after recreational marijuana use statues were passed in Washington and Colorado,” Sample said. “While it is too early to tell if this is a trend, our data suggest that the recreational use of marijuana is spilling into the workforce, including among individuals most responsible for keeping our communities safe.”

Hawaii Volcanic Activity Reinforces States’ Need for Catastrophe Planning

Recent volcanic activity in Hawaii has turned national attention to emergency preparedness planning. As previously reported, the Kilauea eruption lessened but caused aftershocks, lava flow and lingering hazardous fumes in nearby areas. About 1,800 people live in the area, which was ordered to be evacuated last week by Hawaii County. No deaths or injuries have been reported.

On May 9, two more actively erupting fissures from the Kilauea volcano opened near Lanipuna, a neighboring community to the already affected Leilani Estates. Fox News reported that first responders went door to door to ensure everyone in the community was safely evacuated. At least 14 fissures are now open from Kilauea—considered one of the world’s most active volcanoes—with some releasing toxic gases and others spewing lava, at times at least 200 feet into the air.

Hawaii Gov. David Ige signed a Presidential Disaster Declaration request, asking President Donald J. Trump to declare the state a major disaster as a result of the ongoing seismic activity. Gov. Ige also requested assistance from the Federal Emergency Management Agency (FEMA), citing the unpredictable nature of the volcano, the number of structures destroyed, and the fact that residents may be unable to return to their homes for an undetermined amount of time.

Gov. Ige said in his Presidential Declaration request:

As more fissures open and toxic gas exposure increases, the potential of a larger scale evacuation increases. A mass evacuation of the lower Puna District would be beyond current county and state capabilities, and would quickly overwhelm our collective resources. Federal assistance would be necessary to enable us to successfully conduct such large-scale operations.

CBS reported that many people in the affected communities live in “lava zone one,” a high-risk area. Lava insurance doesn’t exist and homeowners’ insurance is very expensive, so some are going to be left on their own to try and rebuild.

With all these events, however, visitors to Hawaii.gov will find very little, if anything about the volcanic eruption on the state’s homepage [see screenshot]. Instead, there is much about the mild weather and announcements of a groundbreaking ceremony for a road pavement rehabilitation and the modernization of its payroll system. All-in-all, it’s difficult for the public to gage imminent dangers, such as the dangers of molten lava on the site. Visitors, as well as residents, need to navigate to the Residents Page to find the Emergency Information.

What Other States Can Learn
While volcanic eruptions may be relatively infrequent in the continental United States, the threat exists: There are 169 active volcanoes in the U.S., and 54 of them are considered high threats by the United States Geological Survey (USGS). Washington is one state that is proactive in its planning, and May just happens to be when it observes Volcano Preparedness Month. Washington has had five active volcanoes: Mount Rainier, Mount Baker, Mount Adams, Glacier Peak, and Mount St. Helens. The latter volcano erupted in 1980 and demonstrated the disaster potential of volcanoes, causing an estimated $31 million in insured losses. That eruption killed 57 people and left dramatic changes to the landscape. It undoubtedly impacted state officials, who regularly include environmental and natural disasters in their strategic plans.

King County, Washington is in close proximity to these volcanoes and has a page dedicated to volcanic activity. It explains how its active volcanoes pose different threats from Hawaii’s:

Unlike Hawaiian volcanoes that ooze molten lava, volcanoes in the Pacific Northwest are known for sending choking ash, hot rocks, and poisonous gases high into the sky. Lahars, which are deadly mixes of hot mud, ash, and other debris, are also a big concern.

It also advises how residents and businesses should prepare and react in the event of an eruption. After ashfall:

  • Wear goggles to protect your eyes and long-sleeved shirt and pants to protect your skin.
  • Clear roofs and rain gutters of ashfall. Ashfall is very heavy and can cause buildings to collapse. Use extreme caution when working on a roof.
  • Avoid running vehicle engines. Driving can stir up volcanic ash that can clog engines, damage moving parts, and stall vehicles.
  • Avoid driving in heavy ashfall unless absolutely required. If you must drive, keep the speed down to 35 MPH or slower. Be prepared to change oil, oil filter, and air filters frequently (every 50 to 100 miles in heavy dust and every 500 to 1,000 miles in light dust).
  • As much as possible, keep ash out of buildings, machinery, air and water supplies, downspouts, storm drains, etc.

In 2017, King County co-hosted a climate change resiliency summit with the United Kingdom’s consulate to assess the physical geography and explore better emergency preparedness plans.

Risk Manager of the Year Honor Roll Member Jennifer Hills already had natural disasters on her radar. The director of risk management for King County, Hills is continually learning about the practical threats of a natural disaster and the county’s resiliency.

“We’re now looking at where emergencies and climate change should be on our risk register,” she told Risk Management magazine earlier this year, adding that she frequently collaborates with the county’s climate change and emergency management offices. “There’s a lot we’re understanding about King County’s exposures to natural disasters and we’re planning for those risks and how to mitigate them.  There’s a lot of untapped resources we may need to open.”

Business Continuity Awareness Week Takes On Emergency Preparedness

Resilience is constantly on the minds of risk professionals. If last year taught us anything—between ransomware attacks, natural disasters, and pandemics, just to name a few examples—it is that businesses have unlimited reasons to plan for major disruptions.

To help professionals address emergency preparedness, the Business Continuity Institute (BCI) has initiated the annual Business Continuity Awareness Week (BCAW), May 14 through May 18. The online event will feature 29 webinars tackling a variety of issues under the resiliency umbrella, including crisis leadership, workplace recovery and data breaches that will be hosted by BCI members and organizations such as Amazon and Google. Additionally, BCI will host three onsite launches for its organizational resilience manifesto in London, Toronto and Sydney.

BCI uses the global event as a vehicle to raise awareness of the profession and demonstrate the value effective business continuity management can have to organizations of all sizes. The organization is also hosting a blog writing competition and a photo face cut-out contest with Amazon vouchers for prizes.

Other resources include BC24, an interactive roleplay game where you and up to five colleagues can test your responses in an emergency and tackle the challenge of recovering after an incident. The game is designed to encourage critical thinking about the importance of decisions made in a crisis and demonstrates how these decisions can impact the wider organization. There is free access to the game for the month of May only.

In an effort to bring BCAW awareness into the workplace, BCI advises risk managers to initiate campaigns in their companies, with suggestions including:

  • Run an exercise. You can use BC24 or devise your own exercise to ensure that employees and colleagues are informed on what to do during an incident.
  • Host Q&A sessions. These can be in-person or on social media channels. Asking your staff important questions relating to your incident response strategies can help in identifying your training needs.
  • Circulate your documentation. Does your staff know where to find your business continuity plans? Why not circulate them to everyone, asking for feedback or questions.
  • Hold competitions. You put some fun into learning by holding your own contests. Devise a quiz relating to your business continuity plan, or even send staff members on a scavenger hunt for clues relating to an incident.
  • Host a webinar. BCI will host webinars throughout BCAW, however, there may be a topic relevant to your organization or discipline that it does not cover. You can contact the BCI with questions on how to host a webinar and the best ways to engage your staff.
  • Publish white papers. Every organization approaches disaster recovery in a slightly different way. You can share your analysis with staff members by publishing white papers from various disciplines. This raises awareness about resilience and helps employees understand your organization in more depth. You can email yours to BCI here, and it may publish via its news channel through BCAW.
  • Social media. Social media campaigns will be running throughout the week, asking questions about business continuity and organizational resilience. Tweet BCI at @thebceye with your BCAW activities to inspire other organizations.

Reputational Crisis Forces Cambridge Analytica’s Closure

Most of us are aware of the recent scandal involving Facebook and political consulting firm Cambridge Analytica, wherein the latter company obtained data from up to 87 million Facebook users and, in turn, built profiles of individual voters and their political preferences to best target advertising and sway voter sentiment. This information was used to enable Donald Trump’s campaign in the 2016 presidential election.

Right around that time it was reported that the Cambridge Analytica board of directors suspended CEO Alexander Nix. This action was taken after a whistleblower claimed Nix set up a “fake office” in Cambridge to present a more academic side to the company, and made comments to undercover reporters  that “do not represent the values or operations of the firm and his suspension reflects the seriousness with which we view this violation.”

A feature about the scandal in Risk Management’s current issue explains why the incident was not a data breach and how companies can learn from this and comply with EU’s General Data Protection Regulation (GDPR) in time for its May 25 implementation.

In the aftermath of the scandal and Cambridge Analytica’s concession that it will not be able to recover from its reputational crisis—although the company’s leadership maintains that it acted ethically—the UK-based firm and its affiliates announced on May 2 that it will be “ceasing all operations.” Excerpts from its statement are below:

Over the past several months, Cambridge Analytica has been the subject of numerous unfounded accusations and, despite the Company’s efforts to correct the record, has been vilified for activities that are not only legal, but also widely accepted as a standard component of online advertising in both the political and commercial arenas.    

Despite Cambridge Analytica’s unwavering confidence that its employees have acted ethically and lawfully, which view is now fully supported by [Queen’s Counsel Julian Malins] report, the siege of media coverage has driven away virtually all of the Company’s customers and suppliers. As a result, it has been determined that it is no longer viable to continue operating the business, which left Cambridge Analytica with no realistic alternative to placing the Company into administration.

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This once again demonstrates how attacks in the court of public opinion can cripple a business.

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Despite a fast reaction and being exonerated by a credible authority, no amount of crisis management and communication could make up for the actions of Cambridge Analytica’s leadership. It also seems that the company had not considered a business continuity plan for a reputation crisis of this magnitude.

Last year, Steel City Re CEO Nir Kossovsky wrote for Risk Management Monitor about reputational risk—reflecting on it and warning of the consequences to an organization. When public anger rises, he said, “more blame is being cast upon recognizable targets, such as CEOs.”

And while Facebook CEO Mark Zuckerberg seems to have dodged the bullets fired his way during a Congressional hearing last month (did you #deletefacebook?), Cambridge Analytica’s leadership knew that, based on its actions and the cavalcade of accusations, neither their clients nor the public would ever “like” them again.

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