Why Should You Attend:
Managers have an obligation to understand how safely the work they are responsible for, especially safety critical work, is performed. Lack of such an understanding has been a recurrent and principle factor in recent tragedies from the Columbia and Challenger space shuttle disasters to the Deepwater Horizon explosion. Believing (or hoping) that the work is performed safely just because you issued rules and procedures and told everyone to follow them is not enough.
Companies too often fail to know that procedures weren’t used (or weren’t usable), that the lessons from previous events weren’t learned, that corrective actions weren’t implemented, that supervision was AWOL, or that vital equipment wasn’t maintained – until after the tragedy. In legal terms this obligation to understand operational safety (and act appropriately) is known as due diligence.
If you don’t think due diligence is important consider that after the Deepwater Horizon debacle, British Petroleum (BP) plead guilty to manslaughter charges and paid $4.5 billion in government penalties. This fine comes on top of $20 billion that BP has agreed to pay into a trust fund to cover damages. In addition, the two highest ranking supervisors on board the Deepwater Horizon the day of the explosion were charged with 23 criminal counts.
Just 7 hours before the platform exploded killing 11 and dumping millions of barrels of oil into the Gulf of Mexico, four VIPs (2 from BP and 2 from Transocean) were in fact on the Deepwater Horizon conducting “management visibility tours” and inspecting for safety.
Rather than observing the work and actually talking to employees to better understand how the very hazardous well capping operation was going (it was going very poorly with numerous danger signs, procedure violations and shortcuts) they were focused on specific behaviors (wearing hand protection, protection from falling objects) and conditions (slip, trip and fall hazards). These management actions were well intended and more than many organizations get from their managers. On the other hand, the missed opportunity to do something more productive with their time has had historic implications (Hopkins, Failure to Learn).
In this webinar, you will:
High Reliability Organizations (HROs) with outstanding safety performance have long recognized the need to see what is actually happening in the field “regardless of what we were supposed to do based on intentions, designs, and plans. HROs make an effort to see what people with greasy hands know.” (Weick and Sutcliffe). This webinar is intended to help you learn what many HRO’s already know; how to gain a deeper understanding of work as actually performed in order to proactively avoid disastrous “surprises.”
Areas Covered in the Webinar:
Webinar participants will learn:
Who Will Benefit:
James Loud, MPH, MS, CSP. Mr. Loud has over 40 years of hands-on experience in a wide variety of management and Environmental Safety Health positions. Management experience includes direct responsibility for critical organization-wide programs such as worker safety, quality assurance, nuclear safety oversight, training, independent assessment and regulatory compliance. Mr. Loud served as the corporate lead for nuclear safety oversight at the Tennessee Valley Authority and as director of the Performance Assurance Division for the Los Alamos National Laboratory.
Mr. Loud is a frequent and sought after speaker at national and international conferences, webinars and university classrooms. He has authored numerous articles and papers for professional health and safety and general industry publications on a variety of topics including corrective action management.
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