About Randy Boss

Randy Boss is a Certified Risk Architect at Ottawa Kent in Jenison, Michigan, where he designs, builds and implements risk management and insurance plans for middle market companies in the areas of human resources, property/casualty & benefits. He is also a lead instructor for the Institute of Benefit & Wellness Advisors. He can be reached at rboss@ottawakent.com.
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Employer Accountability Targeted by Osha and DOJ

Safety harness
OSHA and the Department of Justice (DOJ) formally agreed to team their investigations and prosecute worker endangerment violations on Dec. 17, 2015. While the agencies have worked together in the past, this is now a formal arrangement which employers should be very concerned about, especially those with something to hide. Facing OSHA is bad enough, but it’s a walk in the park compared to tangling with the Department of Justice.

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“On an average day in America, 13 workers die on the job, thousands are injured, and 150 succumb to diseases they obtained from exposure to carcinogens and other toxic and hazardous substances while they worked,” said Deputy Attorney General Sally Quillian Yates in a memo sent to all 93 U.S. Attorneys across the country. “Given the troubling statistics on workplace deaths and injuries, the Department of Justice is redoubling its efforts to hold accountable those who unlawfully jeopardize workers’ health and safety.”

Deputy Yates urged federal prosecutors to work with the DOJ in pursuing worker endangerment violations. The worker safety statutes provide only for misdemeanor penalties. Prosecutors, however, are now encouraged to consider utilizing Title 18 and environmental offenses, which often occur in conjunction with worker safety crimes, to enhance penalties and increase deterrence. Title 18 of the United States Code is the criminal and penal code of the federal government, dealing with federal crimes and criminal procedure.

This cooperation could lead to hefty fines and prison terms for employers and individuals convicted of violating a number of related laws.

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For example, the owner of a roofing company may go to prison for up to 25 years in connection with the death of one of his workers who fell off of a roof. Not only did the worker not have the required fall protection equipment, but the owner then lied to OSHA inspectors.

James McCullagh, owner of James J. McCullagh Roofing Inc. of Philadelphia, pleaded guilty in federal court to six charges in connection with the death of Mark Smith in June 2013. Smith fell 45 feet from a roof bracket scaffold while repairing the roof of a church in Philadelphia.

McCullagh pleaded guilty to one count of willfully violating an OSHA regulation causing death to an employee (failing to provide fall protection equipment) and four counts of making false statements. He admitted lying to investigators that he had provided safety gear and harnesses to his employees when, in fact, he hadn’t.

McCullagh also admitted to telling an OSHA inspector he had seen his employees in harnesses and tied off earlier on the day Smith fell to his death. McCullagh pleaded guilty to one count of obstruction of justice for instructing workers to tell OSHA investigators that they had safety equipment when they did not. He was sentenced in March 2016 to 10 months in prison as well a one year of supervised release and a $510 special assessment.

“No penalty can bring back the life of this employee,” said OSHA chief David Michaels, “but the outcome, in this case, will send a clear message that when employers blatantly and willfully ignore worker safety and health responsibilities, resulting in death or serious injury to workers, or lie to or obstruct OSHA investigators, we will pursue enforcement to the fullest extent of the law, including criminal prosecution.”

While criminal prosecution in worker fatalities is still a rarity, the likelihood of charges being brought increases when there is suspicion of lying to OSHA or other federal officials.

This partnership has been brewing for a while, as the Justice Department has tried to use the nation’s tougher environmental statutes to bring stronger prosecutions of workplace safety violations by focusing on companies that put workers in danger.

OSHA has placed emphasis on criminal enforcement of workplace safety violations recently by referring more cases to the Department of Justice and U.S. Attorneys offices for criminal prosecution. They referred or assisted with the criminal prosecution of 27 cases in fiscal year 2014—the highest ever in OSHA history.

What can an employer do to avoid the double team? They first need a strong offense by recognizing that under the OSHA Act, they are responsible for providing a safe and healthful workplace. Second, they must know that OSHA’s mission is to assure safe and healthful workplaces by setting and enforcing standards. They also provide training, outreach, education and assistance.

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OSHA inspections can be conducted without advance notice, on-site or by phone by highly trained compliance officers. Their priorities are imminent danger; catastrophes and fatalities; worker complaints; targeted inspections due to high injury or illness rates; and severe violators as well as follow-up inspections.

One of the errors many employers make is waiting too long to put an effective program in place. They risk a huge fine, being placed on the Severe Violators Enforcement list, or even jail. Before OSHA shows up, companies need to establish good safety and health programs with four essential elements:

  • Management Commitments and Employee Involvement. The manager or management team must lead the way by setting policy, assigning and supporting responsibility, setting an example and involving employees.
  • Worksite Analysis. The worksite is continually analyzed to identify all existing and potential hazards.
  • Hazard Prevention and Control. Methods to prevent or control existing or potential hazards are put in place and maintained.
  • Training for Employees, Supervisors and Managers. Managers, supervisors, and employees are trained to understand and deal with worksite hazards.

“Every worker has the right to come home safely. While most employers try to do the right thing, we know that strong sanctions are the best tool to ensure that low road employers comply with the law and protect workers lives,” said Assistant Secretary for Occupational Safety and Health Dr. David Michaels. “More frequent and effective prosecution of these crimes will send a strong message to those employers who fail to provide a safe workplace for their employees.

We look forward to working with the Department of Justice to enforce these life-saving rules when employers violate workplace safety, workers’ health and environmental regulations.”

That’s why it is important to have a living, targeted safety program, versus one copied from another employer or one quickly downloaded from a website. OSHA inspectors can quickly determine if a program is real or just a binder on a shelf.

Given the formal partnership with OSHA, the Justice Department’s renewed focus on prosecuting individuals, company executives, managers, and supervisors for workplace safety violations, organizations should note the enhanced risks, and implement measures to stay in the clear and keep their workers safe.

What is Your Reputation Worth?

“It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently.” – Warren Buffett

For Volkswagen, the second largest auto manufacturer in the world, it took 78 years to build its reputation and one day to lose it. Volkswagen Group has about 340 subsidiary companies. It has operations in 150 countries, including 100 production facilities. The company sells passenger cars under the Audi, Bentley, Lamborghini and Porsche brands, and motorcycles under the Ducati brand.

VW admitted installing software in diesel cars to dupe emissions control tests byVW making them test cleaner than they actually were—even using this information in their marketing campaign to promote these cars. Unfortunately for them, in 2014 a team of researchers at West Virginia University ran separate tests both in the lab and on the road and to their surprise the road tests showed 40 times more emissions. After 14 months of denials VW admitted they had installed “defeat” software that detected when the car’s emission system was being monitored in the lab and altered the results.

As a result of the fallout, the company’s CEO resigned, criminal charges were filed, and losses are estimated to be in the billions.

No one will know for sure how much this lapse in judgment will cost Volkswagen in the long run. It makes you wonder who made the decision to cheat. Was it just one engineer, or a team of engineers? How far up the chain of command did it go? Did the CEO know? It doesn’t matter because he was forced to resign and the damage had been done.

This is yet another example of the need to add reputational risk to our list of risk issues. Damage to a firm’s reputation can result in lost revenue, increased operating cost, regulatory costs and destruction of shareholder value (VW stock was down 37% two days after they admitted cheating). It can also be triggered by an adverse or potentially criminal event, even if the company is not found guilty. Adverse events that are typically associated with reputation risk include ethics, safety, security, sustainability, quality and innovation. Reputational risk can also be a matter of corporate trust.

This damage is not always limited to one company and often embroils others. Just ask former employees of Arthur Anderson. The company, founded in 1913, was formally one of the big five accounting firms until it was found guilty of criminal charges in its handling of the auditing of Enron, an energy, commodities, and services company based in Texas. Arthur Anderson managed the firm he founded until his died in 1947. He had a reputation of being a committed supporter of high standards in the accounting industry; and was known for his honesty and his argument that an accountant’s responsibility was to investors, not their clients’ management. According to employees, during the early years an executive from a local utility approached Andersen to sign off on accounts containing flawed accounting, or else face the loss of a major client. Andersen refused without thinking twice, replying that there was “not enough money in the city of Chicago” to make him do it. For many years, Andersen’s motto was “Think straight, talk straight.” If the Arthur Anderson auditors had followed the advice of its founder, however, they might still be around today.

As for Enron, before its bankruptcy in 2001 the company employed about 20,000 staff and claimed revenues of nearly $111 billion during 2000. Fortune magazine named it “America’s Most Innovative Company” for six consecutive years. But eventually top executives Jeff Skilling and Ken Lay were convicted of securities fraud and other charges.

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Lay died before serving any prison time, while Skilling received a 24-year sentence and could be released as early as 2017.

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The fallout hit their employees hard and cost many of them their 401(k) retirement. This prompted congress to change the laws to limiting ownership of company stock in 401(k)’s, and perhaps was the catalyst for Sarbanes-Oxley legislation.

An effective approach to managing reputational risk is to address it before, during and after a crisis. Crisis management will be critically important in handling major reputation problems. It begins with identifying risks and putting controls in place to limit the damage.

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All this needs to be done before a crisis hits, rather than developing a crisis management strategy when your back is against the wall—a good offense is the best defense. So make sure your “blind side” is well-protected. While protecting your company’s reputation and brand can be challenging, being prepared is critical.