Category Archives: Workplace

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Community, Diversity Spotlighted at RIMS Canada

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TORONTO—The 2017 RIMS Canada Conference quickly found its groove on Monday morning, kicking off the annual conference with performances by a choir of local schoolchildren and an opening session centered on the theme of community.

Focusing first on the RIMS community, the RIMS Canada Council announced its top honors for accomplishment in the risk management field. RCC Chair Rieneke Lips presented the Fred H. Bossons Award—given to the risk management professional earning the highest average mark on the three examinations required to attain the Canadian Risk Management (CRM) designation—to Deborah Moor, vice president of HIIG Underwriters Agency (Canada) Ltd.

In recognition of outstanding contributions to the risk management profession, Christina Gardiner, president of the RIMS Ontario chapter (ORIMS), and Val Fox, special advisor to ORIMS, presented the Donald M. Stuart Award to Tony Lackey, director of risk and insurance services for Carleton University in Ottawa. Lackey has not only managed the university’s risk management program and developed and implemented its annual enterprise risk assessment process, but has been deeply involved in the education of other risk managers.

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Indeed, after obtaining his Associate from the Insurance Institute of Canada (AIIC now CIP) and helping forge the relationship between his university and RIMS to promote and administer CRM programming, he became an instructor, teaching the CRM course at Carleton University’s Sprott School of Business.

In his opening keynote, workplace diversity expert Ted Childs shifted the focus from community to an exploration of the human and strategic imperatives of fostering and maintaining diversity programs. Childs, who oversaw such programs and policies as part of his 39-year tenure at IBM, laid out what he called the “business context for diversity.

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” He noted that creating the strongest business depends on recruiting and retaining the best talent, which requires an enterprise-wide culture that actively works to ensure representation and advancement.

These goals, however, cannot be considered synonymous, Childs cautioned. “Diversity is the picture, inclusion is the test,” he said, explaining that anyone could likely walk through a business and select enough people who “look different” to fill a photo. When that lens is narrowed by various levels of seniority, however, it remains much more difficult.

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Building community builds business, Childs argued, and while this should be motivated in part by the obvious factors, from moral imperative to the competition for talent, he focused heavily on the impact to every business’s bottom line as well. “Workforce diversity is the bridge between the workplace and the marketplace,” he said. Customers want to see themselves reflected in the companies that serve their needs.

Should that be insufficient compulsion, however, Childs has copyrighted his argument in blunter terms: “No matter who you hate, you don’t hate them more than you love money.”

Drive Safely Work Week Campaign Revs Up in October

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American workers’ safety on the road continues to affect careers and companies. According to the Department of Labor’s National Census of Fatal Occupational Injuries in 2015, transportation incidents caused that year’s most fatal work injuries at a staggering 26%; the 1,264 roadway incidents also marked a 9% rise from 2014. When paired with other sobering statistics—such as positive urine drug testing in the workplace increasing 5% from 2014 to 2015, as previously reported—awareness groups are reacting to combat these statistics.

The Network of Employers for Traffic Safety (NETS) reports that vehicle crashes are the number one cause of death and injury in the workplace. In addition to the pain and suffering caused, traffic crashes cost employers more than billion annually in the U.

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S. alone. Studies by the National Highway Traffic Safety Administration have concluded that 80% of all crashes and 65% of near-crashes are due to some form of driver inattention.
NETS is addressing fleet safety and the dangerous combination of impaired driving while at work beginning Oct. 2, when it launches Impaired Driving, its newest Drive Safely Work Week campaign.

The goal for the week is to equip employers with the means to improve awareness of the risks of impaired driving—operating a vehicle under the influence of alcohol, illicit and prescription drugs, and other substances—by offering tangible solutions employers can implement to reduce them. The NETS site, trafficsafety.org, offers an online toolkit which will be updated in October with Impaired Driving campaign activities that reinforce the program’s safe-driving messages. This includes customizable employer launch letters, fact sheets, pledge cards and interactive employee presentations.

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While the campaign’s top priority is to save lives, it also sheds light on the major financial risks employers face when employees drive under the influence. NETS information indicates that the average cost of an on-the-job crash to employers is:

  • $670,000 per fatality,
  • $65,000 per non-fatal injury, and
  • $6,000 for property damage.

Impaired Driving is DSWW’s third campaign of the year. The safety week had been observed annually for many years, but NETS updated its structure to quarterly deliveries in 2017. Its focus will not be time-sensitive or tied in with certain events or holidays.

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This way, any of the campaigns can be tailored to the employer’s schedule, without consuming significant time from the work day, said NETS executive director Joe McKillips.

“With these changes, our mission remains the same,” McKillips said. “[That mission is] to improve the safety and health of employees, their families, and members of the communities in which they live and work by preventing traffic crashes that occur both on-and off-the-job.”

For employers looking to host a safety week, NETS suggests alerting employees up to two weeks prior to the week by email and posting notices.

During a scheduled Drive Safely Work Week:

  • Post social media announcements
  • Distribute employee fact sheet(s)
  • Conduct distracted driving training workshop and/or webinar using the PowerPoint presentation contained in the downloadable campaign materials

Founded by the National Highway Traffic Safety Administration (NHTSA), NETS is an employer-led road safety organization comprising global traffic safety leaders across private industry and government, whose fleets range from fewer than 100 vehicles to more than 50,000.

Workplace Safety Tips for the Total Solar Eclipse

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On August 21st, a total solar eclipse will be visible from North America for the first time in nearly 40 years. Many employers across the country will host viewing parties or may allow employees to take an extra break to observe the phenomenon, while those who employ outdoor workers can expect employees to have a front-row seat for the big event.

It is important to remember that such eclipses can expose workers to safety and worksite hazards, however. For example, outdoor workers should be sure to turn off any equipment or machinery before sun-gazing.

So what further information can employers pass on to reduce the risk of worksite and on-the-job injuries? NASA’s Total Solar Eclipse safety page suggests the following:

  • Never look directly at the sun.
  • If you are within the path of totality, remove your solar filter only when the moon completely covers the sun’s bright face and it suddenly gets quite dark. Experience totality, then, as soon as the bright sun begins to reappear, replace your solar viewer to look at the remaining partial phases.
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  • Use eclipse glasses and handheld solar viewers verified to be compliant with the ISO 12312-2 international safety standard for such products.
  • Always inspect your solar filter before use; if scratched or damaged, discard it. Read and follow any instructions printed on or packaged with the filter.
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  • Do not look at the sun through a camera, a telescope, binoculars, or any other optical device while using your eclipse glasses or hand-held solar viewer — the concentrated solar rays will damage the filter and enter your eye(s), causing serious injury.
  • Keep normal eyeglasses on, if normally worn, and place eclipse glasses over them.
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Check out the map below to see if your business is in the path of totality for the upcoming eclipse:

total solar eclipse map

Corporate Culture and Risk Management

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According to an April New York Times article, “Uber’s core company values included making bold bets, being “obsessed” with the customer, and to “always be hustling.” The company emphasized meritocracy, setting employees up as rivals and overlooking transgressions of its high performers.

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At its worst, Uber maintained an “unrestrained culture” that has since resulted in several allegations of harassment. A published blog post by engineer Susan Fowler, indicated that “the culture was stoked—and even fostered—by those at the top of the company.”

Adoption of a strong risk culture
An effective risk culture is not a matter of risk assessment or level of compliance; it is a matter of “conviction” – a corporate state of mind where human beings can take well-informed risk decisions because they want to, not because they have to.—@RiskCultureBuilder on Twitter

The “tone at the top” describes the climate and overall philosophy set by the board of directors and executive team to drive the culture and behaviors of all employees. In companies ranging from Uber to small businesses, this tone permeates the enterprise in a number of ways, including executive communications and onboarding and learning programs, as well as the policies and procedures designed to empower and/or control employee decision-making. The right tone stresses a high standard of ethics and a culture of compliance, but should be balanced with a message that empowers managers to take risks—appropriately—in the pursuit of short- and long-term rewards for the business.

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Translating the tone into a strong risk culture requires reinforcement to employees defining how their decisions and actions affect the broader mission of the company.
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 Then, through change management and strong accountability, culture and risk management can be aligned to keep everyone “rowing in the same direction.”

Drivers of risk culture
Many companies today have defined a “culture statement,” put it down on paper, and socialized it to employees. This is only the first step in driving employees to make the right risk management decisions, however. Consider a few of the levers that companies can pull to drive behaviors towards a stronger risk culture:

  • Performance management and compensation – Are corporate and employee goals tied to desired risk management outcomes?
  • Corporate governance – From the board of directors down, are enough questions being asked? Is there too much reliance on historical data?
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  • Management reporting – Is attention to certain metrics—often short-term in nature—driving decisions that could cannibalize long-term outcomes?
  • Investor Relations – Are reasonable expectations being set with a company’s shareholders when it comes to risk versus reward?

While company leaders can help drive the desired corporate culture, this alone will not guarantee good risk management decisions every day. All employees must be taught risk management techniques, and relevant risk management skills should be built into the company’s overarching competency model. A risk culture that positions employees as an integral part of risk management will drive more successful and predictable business outcomes.

During his keynote presentation at the 2016 TMG Executive Summit, cybersecurity expert Brian Krebs reinforced this point when referring to the risk culture needed to deal with cyber risk: “…layers of technology are not enough to stop a data breach…security is only as effective as the people managing it.” Although achieving a strong risk culture is no small undertaking, the benefits will be significant as more and more risks are mitigated before impact.