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5 Analytics Tips for Your Chief Safety Officer

Safety data
Industries on average experience 3.2 non-fatal occupational injuries per 100 full-time workers, according to the U.S. Bureau of Labor Statistics. Some industries have nearly four-times this rate. Similar statistics exist for workplace illnesses and, unfortunately, fatalities. Could analytics be a solution for lowering these statistics?

Companies today gather huge volumes of operational and enterprise data, plus they have access to myriad sources of external data such as weather, traffic and social media. Unfortunately, this data is normally stored and analyzed in siloed data systems that are scattered across the enterprise. There are, however, steps a chief safety officer (CSO) can take to apply analytics to all available data to reduce incidents and, therefore, safety-related costs.

Here are five steps CSOs and other safety leaders can take to be smarter about data and safety.

1. Know your network

To reduce incidents and therefore safety-related costs for your organization, you need to know the what, where, when, why and how of accidents. After all, accidents happen at a specific time and place, and involve specific people and pieces of equipment. Knowing your network of time, place and equipment speeds up response time when accidents happen, and can even prevent them.

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Analytics systems are now able to correlate, analyze and visualize operational, enterprise and external data from across your company. The resulting information can identify the situations, patterns and trends that indicate hazardous but preventable conditions. You can more clearly see the job roles, work sites and times of the day or week that pose the greatest risk.

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This information lets you invest your time, money and effort where it has the greatest impact.

2. Collaborate across departments

When you have analytics illuminating the times, places and activities of greatest risk, share that with everyone who can help reduce that risk. Workers and their supervisors need to know what the data indicate about risk, so that they can make appropriate changes. Your facilities department needs to know that some aspects of a work site—lighting, ventilation, access and drainage—contribute to unsafe conditions. Human Resources needs to know what training and certification is required, or should be offered, to increase staff potential.

But collaboration isn’t simply feeding analytics to various job roles. It is important that all those roles—operations, facilities, HR and more—share the same view of analytics in order to work together to address dangerous conditions before something happens.

3. Learn to trust your own data and analytics

There is now too much data arriving too quickly for us humans to manually gather and analyze. It’s still common for business and risk analysts to spend 80% of their time gathering data and only 20% applying it to solving problems. Analytics systems that correlate and analyze multiple data sources flip that equation, enabling analysts to spend 80% of their time acting on insights from data to solve problems.

While you might be willing to trust the math of analytics, you are probably like a lot of leaders who don’t trust their data. Many leaders believe their data is too incomplete, inaccurate, outdated or irrelevant to support an analytics program. When people say this, I usually ask them how they know their data is bad. Until you work with your data, you don’t really know its condition. When you start working with your data to solve a use case, you can address any data quality issues related just to that use case, without needing to somehow fix all of the data.

4. Look for analytics-leveraging skills when hiring

There is a witticism in the business world that “Culture eats strategy for breakfast.” While sayings like this can be cliché, in the case of analytics, this one is true. If your human and work culture doesn’t embrace data-driven decision making, any analytics strategy faces uncertain odds of success.

To establish an analytics culture within your organization, hire people who are comfortable exploring and applying data. You don’t necessarily need to hire data scientists, as that skillset is available from consultants and vendors if and when it is needed. You do, however, need people who are curious and capable of working with each other, and with data scientists, to formulate inquiries, pursue those inquiries, and apply the insights they discover.

5. Start small, but start now

Existing company safety programs that are not data-driven struggle to show their impact. That makes funding harder to justify, which can mean safety programs grow stale over time. If you’d like your organization to be better at safety and analytics, but struggle to measure the effectiveness of your investment in safety programs, it is possible to start small.

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Any CSO can immediately identify their most dangerous job role or location. Start with one of those dangerous situations, use data to drive tangible changes in facilities, tools, process or training, and measure the results.

It is really that simple. You can start small, but at least start—now—and make safety a priority.

Prioritizing Risk Management Strategies in Schools

safety
No matter what precautionary measures schools take, there are many risks and “fires” that need to be put out on a daily basis. To keep staff and students safe and to protect school assets, a proactive approach to mitigating risk in schools is a necessity. The keys to a successful risk management program include careful, strategic planning while taking all relevant and potential factors into consideration, but how can administrators get started?

By identifying potential risks and applying a process to assess them, schools can focus on their objectives more clearly, including top priorities like student and employee wellbeing. Effective risk management reduces the disruption of a student’s education, damage to a school’s reputation, lost time, stress from managing incidents, and the potential risk of legal intervention in an increasingly litigious world. School administrators can explore these strategies as they strive to enhance their risk management initiatives:

Focus on greatest risks and exposures
The concern about lawsuits is ever present, but schools cannot operate under the pretense that litigation is going to happen. They instead must conduct their business for the safety of students and staff. If schools operate under fear, their risk management efforts will simply not be as effective as planned.

Administrators must also consider relevancy. In the private sector, risk management has a large seat at the table, whereas in the public sector that is not always the case. Depending on priorities, some issues that play a vital role within the public sector may not be relevant in the private sector. Identifying the relevance of issues often determines where and how money is spent in a school district, however. District-wide funding can be one of the biggest issues administrators face.

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Districts encounter daily challenges to come up with the right resources available to train staff—especially when it comes to implementing technology. Administrators must make tough decisions when considering funding realities and the need for as much risk management coverage as possible. They need to maintain a balance when money is at stake, as they are only able to make decisions based on the amount of funds available to them.

Focus on what effective training can offer a school faculty
Safety training for school and district staff should play a huge part in every risk management strategy, as well as ensuring the district is in compliance on a state and federal level. Safety training has a trickle-down effect, and if provided at the appropriate level of training, administrators will see a significant effect in reduction of accidents, damage to buildings and costs overall.

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There is always work to be done when it comes to improving school safety and collaboration is a big part of a program’s success. Some of the issues schools now face are different than the concerns of decades past, so providing training and resources to staff can make a difference in helping them understand how to handle a number of situations that could arise.

Technology resources can help with this. Online databases, such as SafeSchools Online Staff Training System, for example, allow school districts to distribute quality training to all employees. This is an effective and way to track and share information on safety and compliance issues that could arise in the classroom or school. The digital database also serves as a proactive approach to training.

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Having an online database enables staff to train in school or at home, and ensures that everyone has the necessary training to handle a situation before it occurs. In the end, by deploying an online safety training system, the district is saving money and time and will be more proactive in handling issues.

Focus on training early on—and take it seriously
First and foremost is tackling the issue of rallying everyone to take safety and compliance issues seriously. Risk management is not a job for one person. It starts with everyone in the school district, from administrators and the school board to principals, teachers, grounds staff and even students. Everyone needs to think of safety and practice mutual accountability within the school community.

Final Thoughts
Risk management may take a back seat when funding is low, giving the impression that it isn’t important. For the sake of their staff and students, however, district-level administrators need to be on board with risk management and make it a priority. In schools, educating students is the main concern, and risk management is secondary. But just like in a factory where posted signs read “safety first” or “safety is number one,” our goal is to get schools to think of safety and its importance to the school in the same way they think of education.

Zika and the Olympics: Business Travel Risks

Zika
The Zika virus, and its presumed association with serious birth defects and a paralytic neurological disorder, poses an unusual problem for business leaders and risk managers. While the virus is not currently being spread by mosquitoes in the U.S., Brazil is an important destination for many U.S. business travelers, which will only increase in the build-up to this summer’s Olympic Games. For many companies, health and safety concerns are top priorities, but travel to Brazil may be a business necessity. Before making decisions around these two opposing drives, it is vital that risk managers and business leaders weigh the facts around Zika.

The Risk to Employees

Brazil ranks in the top 10 in the business travel global rankings, making it one of the world’s largest corporate travel markets. With the Olympics, business travel to Brazil is expected to increase considerably this year, yet many Americans are worried about the threats of the virus. Consider the results of a recent survey conducted by my company, On Call International: 64% of Americans and 69% of all women surveyed, said they would cancel their travel plans because of Zika. There is, however, a disparity between these widespread concerns and the ways businesses have actually responded to the virus. A survey by the Overseas Security Advisory Council found that of the 321 businesses that responded, less than 40% are allowing female employees to defer travel to affected countries, and only a fifth are allowing men to opt out. The majority of respondents are only taking steps to inform their employees about the virus.

Should more employers allow their employees to defer travel? In considering this question, business leaders need to turn to authoritative travel health sources such as the World Health Organization (WHO) and the Centers for Disease Control and Prevention (CDC) to help make informed choices around employee health and safety concerns.

Furthermore, women currently account for nearly half of all business travelers. The virus’s risks around pregnancy-related issues like miscarriages and birth defects will be top of mind for many businesswomen with travel plans to Brazil. Are employee concerns enough reason for businesses to stop travel to Brazil? Turning to authorities such as the CDC—and its recent travel advisory urging women who are pregnant or thinking of becoming pregnant to avoid travel to places like Brazil—provides a compelling reason for business leaders to consider more flexibility.

While women’s apprehensions around Zika seem obvious, the rising concern of the virus being transmitted sexually means that men with pregnant partners, or partners who may become pregnant, also have reason for concern. Notably, the CDC has issued warnings specifically for men traveling to locations like Brazil, which is another reason for businesses to give deferral of travel by men further consideration.

Duty of Care

As part of a company’s Duty of Care—the legal obligation to protect your employees from any reasonably foreseeable harm—your employees’ concerns around the Zika virus should be taken seriously. The virus is a new obstacle for businesses, and its risks require new approaches before any business travel to Zika-affected areas. Through proactive education, there are appropriate and responsible ways organizations can consider responding to the virus that are aligned with their legal and ethical responsibilities to their employees and their business. Organizations should consider meetings with all employees to discuss the virus and the health risks the virus imposes for travel.

If Travel is Necessary

While the symptoms of the virus – which are generally mild – are not immediately life-endangering, it is a good precaution to ensure employees are aware of resources such as doctors or hospitals in the areas where they are traveling. With special events like the Olympics, business leaders can also look into potential resources that are developed to help provide backup services for Rio during the Games. In preparation, Brazil is expected to invest $3.7 million in projects that include improving the medical infrastructure. These are investments that can benefit business travelers, if they have are made aware of them.

As there is no vaccine for the virus, organizations should share protection methods, including:

  • Avoid mosquitos and limit outdoor activities, especially from dawn until dusk when the Aedes aegypti mosquito is most active
  • Stay in accommodations with properly air-conditioned rooms. Netting for beds can also go a long way in protecting against the virus
  • Avoid unnecessary skin exposure by wearing long sleeves and pants
  • Purchase the correct insect spray—specifically those that contain DEET, picaridin, oil of lemon eucalyptus or IR3535

Embracing Flexibility

A sound approach includes weighing the risks and rewards of travel to Brazil and other Zika-affected areas. Where possible, be flexibile. For example, if your organization has employees based permanently in Brazil, or local partners, leverage them for any work that needs to be done in person to reduce the risks of sending additional employees to Zika-affected areas. There are also easy, technology-driven solutions, such as video chats or teleconferences. Be creative in your travel risk management solutions and identify which methods work best for your organization. Building your risk management program from a solid base of proactive education helps empower employees to make informed decisions regarding their travel plans to locations affected by Zika.

For more on this topic, check out our May feature in Risk Management Magazine.

Top Board and C-Suite Risks for 2016

Regulatory changes, economic conditions and cyberthreats are the top concerns of board members and company executives this year, according to a new enterprise risk management survey.

U.S.-based companies listed several operational risks as top concerns, while non-U.S. companies listed only one, cyberthreat, as a major concern, according to the report, Executive Perspectives on Top Risks for 2016, by North Carolina State’s ERM Initiative and Protiviti.

Overall, companies see the current business environment as riskier than in 2015, but not as risky as 2014.

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With increased inquiries and added concerns about risk from boards of directors and company executives, respondents indicated they will be investing more in risk management this year. “More organizations are realizing that additional risk management sophistication is warranted given the fast pace in which complex risks are emerging,” the study found.

Boards of directors rated only one strategic risk among their top five concerns, with the remaining falling into macroeconomic and operational risk categories.

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CEOs, on the other hand, saw strategic risks as three out of their top five issues.

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According to the study:

“This disparity in the viewpoints emphasizes the critical importance of both the board and management team engaging in risk discussions, given their unique perspectives may be contributing to an apparent lack of consensus about the organization’s most significant emerging risks.”

ERM Risks