campbell institute symposium executive summaries...caleb: safety data doesn’t tell you much about...

Campbell Institute Symposium

Executive Summaries

February 19-20, 2019

thecampbellinstitute.org/symposium

DAY 1

Safety Data & Analytics in Action Caleb Wall – Senior Partner, ERM Obed Varela – Director, Environment, Health and Safety, Takeda Pharmaceutical Company Limited Keith Bowers – President, Bowers Management Analytics Geoff Walter – Corporate Director of Enterprise Safety, Owens Corning Caleb Wall Caleb began his presentation by explaining that nothing that we’re currently doing in data science is particularly new – the methods for analyzing data were conceived decades ago. What has changed in recent years is the accessibility and the availability of data visualization tools, which are instrumental in using data to tell a story and connect to others. It’s not enough to use data just for the sake of using data; it’s much more impactful to take the insights from data and put them into action. Using the example of General Sherman’s attack on Atlanta during the U.S. Civil War, Caleb said that to effectively put data into action, we need to focus on a specific problem or objective. Ensure that the decision makers understand and visualize the data, and commit to using the insights that come from the data visualization. Digitizing data for health, safety, and environment has three steps, the first of which is data acquisition. In thinking about design, which challenges can effectively be addressed by digitization, and in a manner that is safer, faster, and/or cheaper? Also think about your data diagnostics; test the veracity of your underlying datasets and the data acquisition process. The second step is the systemization and automation of data, which includes creating and managing information systems, leveraging cloud and mobile technology, and creating data governance standards. The last step is analysis and visualization, which looks at several types of analytics (descriptive, predictive, and prescriptive), the tools to visualize the data, and the steps to integrate the learnings from the data into operations.

The Future of EHS: Rise to Excellence

http://www.thecampbellinstitute.org/symposium


Using data for operational results creates a virtuous cycle of data acquisition and visualization, which leads to information, knowledge, and insights to improve programs. Obed Varela Obed provided an insightful case study on how Takeda Pharmaceutical Company took measures to prevent serious injuries and fatalities (SIF). The practical steps included making the case for change to leadership and management, gathering high value data, providing feedback and learnings to the organization, and preparing for next steps in data analytics. To make the case for change, Obed explained that Takeda had to change the mindset around safety metrics and engage leadership to help drive that change. EHS leaders also need to embrace and champion the change, specifically around moving to thinking of SIF potential rather than traditional near miss reports. EHS tools are needed to gather high value data. For instance, Takeda found that it had to overcome the barriers for the entry of data, making it easy for workers and giving them the ability to enter data with a mobile device. Along with the data entry tools must come the training to use those tools and know how they integrate with the larger business process. Takeda also used the training to reinforce leadership training and capture their hearts and minds for the SIF prevention process. The organization needs to also provide feedback and learnings to support and reinforce the change in behavior and mindset. Within the first nine months of the new process, Takeda saw a jump in the number of events reported, from about 2800 to over 7400. Over 300 potential SIF events were reported and the number of completed investigations increased tenfold. The increase in high quality investigations in SIF precursor areas significantly reduced risk in the organization. To prepare for the next steps in data analytics, Takeda realized that they needed a high volume dataset to allow for more advanced data mining. They started using reporting as a surrogate for employee engagement and began spotting trends by location, type of work, shift, etc. This has set the stage for more predictive analytics at Takeda. Shifting the emphasis from regressive to progressive analytics has helped Takeda reduce risk and prevent serious injuries and fatalities to its workforce. Keith Bowers Geoff Walters Keith and Geoff spoke about how Owens Corning utilized tools from Bowers Management Analytics to prevent serious injuries and fatalities (SIF). Using Big Data and artificial intelligence (AI), they identified potential SIFs among the thousands of incident narratives in the Owens Corning safety database. They then developed a ranked list of company-specific SIF potential incident types and created and implemented customized education and controls to reduce potential SIF events. Keith explained that AI and Big Data analyses are necessary for safety data mainly because of availability bias. This refers to our human tendency to calculate a reliable estimation of safety risk because we give preference to events that are more recent, observed personally, or more memorable. For example, we tend to overestimate the risk of shark attacks when swimming in the ocean, yet drowning is a much bigger risk and the third leading cause of unintentional injury death. Advanced analytics help to overcome cognitive biases in estimating risk. Owens Corning discovered that the most frequent incidents are not necessarily the most severe. While injuries like punctures to fingers and



hands were the most frequent, these are not the incident types that have the most impact on the business. These would be limb fractures or injuries related to slips, trips, and falls. Most business information is hidden in free form text: reports, emails, databases, and spreadsheets. When there is too much free form text, it’s too much to read and understand; the value is diminished. Big Data techniques go through the textual data to extract valuable information and pinpoint the hidden issues. The current SIF prevention approach is to study the SIF events that occurred in the past for details and clues. Geoff and Keith advocate for a new SIF prevention approach that uses Big Data and AI tools to identify potential SIF events from safety database narratives. This enables organizations to be proactive and act now, rather than later. Question and Answer Session What should we be wary of when using data visualizations to make decisions? Caleb: Spurious correlations and false causality. Data needs to combine with subject matter expertise and operations to find the true connections and do something about the data insight.

What can organizations do to move from one level of maturity to the next? How do you get leadership buy-in? Caleb: Safety data doesn’t tell you much about how to act on safety because these are often small datasets that capture aberrations. If you instead focus on prevention and the presence of safeguards, you can more accurately assess the amount of risk. Shift the ownership of prevention and safeguards to operations, combine this knowledge with operational data, and share the results. What do you mean when you say that people tend to act on emotion rather than reason? Keith: People tend to write reports about the events that get their adrenaline pumping instead of the incidents that actually carry the most risk. This is the availability bias. How much data is needed before you can make your case to leadership? Obed: It’s a marathon, not a sprint. It depends how astute your leadership is when it comes to EHS. In one instance at Takeda, the profit from one site equaled the amount paid out in workers compensation at another site. This data made an impactful case to leadership for the need of SIF prevention efforts. What can I do if the quality of near miss reports and incident reports is poor? Geoff: Focus on SIF events and SIF potential events instead of all recordables, which might not have many learnings. Make workers aware that you’re actually using the data that they’re providing so that they are encouraged to make quality reports, and provide workers with the proper tools to make reports. Do you see organizations moving from SIF to life critical potential risk reduction? Geoff: Owens Corning is currently changing the way it does permitting around life critical activities. Caleb: Move towards safeguards and make sure that safeguards are effective to eliminate the potential for any kind of SIF event. EHS leaders aren’t trained to be storytellers. How do we get better at this skill? Obed: Make a connection with others to start a conversation and obtain trust. Geoff: Encourage teams to be storytellers. This is part of the training for incident investigation. Teams are trained to ask themselves, What was the situation? What was leading up to it? This helps to understand the full picture. Once you identify the type of accident, can you accurately describe the severity of it?



Obed: Takeda has adopted what is considered a standard definition of serious injury as a life-threatening or life-altering work-related injury or illness. This is a definition that also applies to environmental events. Takeda has identified certain activities as high hazard (e.g. LOTO, confined space). What are the criteria used to identify SIF events? Geoff: Owens Corning has been using DEKRA tools and criteria. Is the incident potentially life altering? Caleb: What are the causes and safeguards? If you focus on those, you don’t have to worry about the semantics of how to classify a SIF event.



Diversity & Inclusion: an EHS Perspective Michael Bach – Chief Executive Officer, Canadian Centre for Diversity and Inclusion Angela Hall – Director, Boeing EHS Operational Excellence Mohamed Abdillahi – Safety Specialist, The Boeing Company Michael Bach Michael began his presentation with interesting statistics about diversity in the U.S. Women comprise 52 percent of the U.S. population, but about 90-93 percent of nurses and less than 10 percent of truck drivers. People of color comprise 40 percent of the population, but this varies widely by city and state: about 60 percent in Atlanta and 8 percent in the state of Montana. The indigenous population also varies by city and state: 0.5 percent in Atlanta and 6 percent in Montana. People with disabilities are estimated to be between one-seventh and one-fifth of the workforce. Immigrants are about 13 percent of the U.S. population, with Mexico, India, China, and the Philippines as the top countries of origin. Most organizational policy and safety management programs do not have these populations in mind, however. Instead organizational policies and programs are written with consideration to a specific demographic group of straight, white, able-bodied men (SWAMs) who comprise only about 20 percent of the U.S. workforce. Michael asked audience members to consider if their workforce is as diverse as the numbers he cited at the beginning of the presentation. And if their workforce is not as diverse, what could be the reasons why? What are the barriers to entry? What needs to happen to make change? Michael outlined six signature traits of inclusive leadership from Deloitte. The first is commitment, because staying the course is hard, and being inclusive of diversity presents a large challenge. Committed leaders believe in the business case for diversity and inclusion, and diversity objectives align with their personal values. The second is courage, because talking about imperfections involves a degree of risk-taking. Inclusive leaders are humble about their strengths and weaknesses, and are brave about challenging the status quo. The third is cognizance, because bias is a leader’s Achilles’ heel. Inclusive leaders are self-regulating, mindful of their organizational blind spots, and do what they can to ensure “fair play.” The fourth trait is curiosity, because different ideas and experiences enable growth. Leaders who are inclusive possess an open mindset, seek out the perspectives of others, and are tolerant of uncertainty. The fifth trait is




cultural intelligence, because not everyone sees the world through the same cultural frame. Inclusive leaders crave knowledge from others and are effective in cross-cultural interactions. The sixth and last trait is collaboration, because a diverse-thinking team is greater than the sum of its parts. Inclusive leaders empower team members and make sure that unique voices are heard. Angela Hall Mohamed Abdillahi Angela kicked off the presentation with the purpose and mission of Boeing, which is to connect, protect, explore, and inspire through aerospace innovation. They have lived up to this mission through their goals, behaviors, and enduring values. In addition to integrity, quality, safety, trust and respect, corporate citizenship, and stakeholder success, diversity and inclusion rounds out the enduring values at Boeing. Their C-suite can speak to all the values and what they are doing to uphold them, regularly holding conversations on diversity and inclusion to talk about how it is benefitting the business, and if they are as successful at inclusion as they think they are. Boeing realized that it is difficult to invest in a team and collaborate with all team members unless everyone’s voices are included, and unless there is respect for everyone’s opinions. Boeing has formed diversity and inclusion (D&I) councils throughout the organization; Mohamed leads one for EHS. Mohamed explained that members of the D&I councils interviewed managers and employees about the kinds of initiatives and activities they wanted to see from the councils, also asking what diversity and inclusion means to them. Boeing has found that diversity and inclusion is an enabler for EHS to gain diverse perspectives. There is a D&I newsletter that is produced monthly to highlight specific individuals and worksites. The newsletter also includes a section about knowledge transfer within EHS and other experiences. Diversity is an essential tool to solve issues within the organization. Question and Answer Session Do we expect to see equity, or equal opportunity? Angela: Being curious and being willing to have a conversation even when you don’t have the right words is a place to start. There should be a tentative plan to get to a place of equity. It’s okay to not have all the answers, and admit that you don’t know. But be curious to find those answers. Michael: Equity is about treating everyone they should be treated. Equality is about treating everyone the same. Leaders should recognize the difference and strive towards equity.



We plant the seeds of discrimination by creating “types” with accompanying stereotypes. Mohamed: The D&I councils are for everyone, not just for certain types of people. Angela: As with EHS, we should encourage organizations to move from a compliance-based system to a beyond-compliance system. It’s not about just checking the box from an EEOC perspective. For example, the D&I newsletter includes other perspectives about what D&I means to them (religious upbringing, technical experience, education, etc.) and also intersectionality of these backgrounds. Michael: Our brains naturally put people into categories. At the same time, we can’t mute who we are; we are different types. It’s important to recognize the lived experiences of others. What role can male, stale, pale professionals play as leaders in promoting D&I? Michael: Leaders need to take ownership of D&I in their organization. It’s okay to be a SWAM, but the question is what to do with that privilege. Are you going to make space for others? Are you going to work for the other? Angela: You have an obligation to go back to your organizations and share that D&I was a key theme of the Symposium. Have conversations with others in your organization about the intersection of D&I and EHS. It’s okay to not have all the answers, but you’re starting the conversation. How or where are you recruiting for not only diverse, but technically and skilled candidates in QSE? Mohamed: Once you visit a university, you’ve let people know that you’re recruiting for EHS and can encourage people to gain certain skills. Michael: Look at the recruitment process. Do some populations have barriers to the steps of the recruitment or application process? How can you be diverse and inclusive in operations? Angela: Diversity is being invited to the party and inclusion is being asked to dance. Business leaders are leaving opportunity on the table by not having a dialogue with others. Michael: One cannot operationalize diversity (it’s a goal), but one can operationalize inclusion. Put inclusion first and then diversity will follow.



Fatigue: Managing the Hidden Risk Paul Courtois – Portland Site Leader, Owens Corning Laura Higginbotham – Health and Productivity Leader, Owens Corning Thomas C. DiSalvi – Vice President, Safety and Loss Prevention, Schneider National, Inc. Paul Courtois Laura Higginbotham Paul and Laura introduced the Healthy Living Program at Owens Corning, which includes six healthy living pillars: know your numbers, healthy minds, physical activity, nutrition, tobacco free, and financial health. The Healthy Living Program has evolved since its inception in 2008 from basic employee awareness and one annual activity challenge to developing a governance framework for wellness, involving new vendors and strategies (Virgin Pulse), and getting more engagement from employees. The Healthy Living Program is governed by the Wellness Leadership Council, which has oversight of the program goals, priorities, budgets, and integration across teams. The Leadership Council oversees Aspiration Team and Regional HR teams, which ensure that the value of wellness programs is aligned with business needs and site culture. Local Wellness Champions are groups of dedicated employees that promote and support the programs at each Owens Corning location and help solicit feedback from employees regarding wellness programs. Owens Corning has kept the Wellness Champions engaged through measurement and data sharing, such as through the integrated wellness scorecard that reports the aggregate, de-identified data at different sites on a quarterly basis. The Healthy Living Dashboard includes data on engagement and enrollment in different activities/programs. Owens Corning conducted a survey of its leadership, using targeted interviews and focus groups, to

understand the need for team/social support and fatigue management and education. The survey




found that managers perceived themselves as less at risk of a fatigue-related incident versus their supervisees, even though they reported greater sleep issues than employees. Sleep issues are amplified at plants that have rotating shifts versus straight shifts, and more managers attribute sleep and fatigue issues to personal lifestyle factors, rather than workplace policies. From these results, Owens Corning started developing a standard for work hours by gathering information from sources such as NIOSH, ANSI/API RP 755, and ACOEM. They also consulted with experts to review the draft standard and improve the definition of fatigue for the organization. They landed on a standard of 60 hours of service per seven-day work week. Other key elements of the standard included a training component for leaders and employees and the integration of a fatigue risk management system (FRMS) with Wellness and Safety. In total 21 leaders and managers at Owens Corning reviewed a conceptual plan of the training, rating the relevance of the training and the need for the training. There were six modules to the training, including the science of wellbeing, risk/protective factors, fatigue risk management, tolerate or respond, alignment of role and team, and response plan. The majority of leaders and managers found the training both needed and relevant. The next steps for Owens Corning is to roll out two Test and Learn elements: energy and focus, which looks at building and educating healthy leadership, and FRMS development, which reviews scheduling and shifts and focuses on risk management and incident investigation. One of the targeted outcomes of the Test and Learn is to gain a deeper understanding of the drivers of workplace fatigue and the impact on safety, productivity, and employee health. Other targeted outcomes include a model to address the dual responsibility of fatigue related issues and a refined tool to incorporate core elements of fatigue risk management. Thomas C. DiSalvi Tom started his presentation by explaining the large role that fatigue plays in the trucking industry, which involves around-the-clock operations and days or weeks away from home. This means that drivers often sleep in their trucks, have a mostly sedentary lifestyle, and find it difficult to eat well and exercise. The hours of service for truck drivers are regulated, but unfortunately this is not always a good indicator of fatigue. Currently there are no regulations on sleep apnea testing and treatment, only guidelines. Fatigue management at Schneider National has four main programs including training and awareness, leveraging technology, leadership oversight, and health and wellness. Sleep disorder screening is one of the subareas under the health and wellness category. One of the most prevalent sleep disorders is sleep apnea, which is a condition that causes excessive daytime sleepiness. During sleep apnea, a person’s upper airway is completely blocked, and breathing can stop between five and 100 times an hour for ten seconds to up to two minutes. Sleep apnea prevents a person from obtaining restorative sleep. The signs and symptoms of sleep apnea include a high body mass index, short stocky neck, excessive daytime sleepiness, loud snoring, and never feeling rested. The safety effects of untreated sleep apnea are decreased vigilance while driving and increased risk of crashes. There are also long-term health concerns stemming from untreated sleep apnea, including high blood pressure, diabetes, and heart attack or stroke. To diagnose sleep apnea, people generally have to discuss the situation with a primary care physician and go to a sleep clinic to confirm the diagnosis and severity. This is not ideal for truck drivers because they do not have enough time away from work to be diagnosed. The treatment for sleep apnea include modifying diet and



increasing exercise, using a continuous positive airway pressure (CPAP) machine, wearing of a dental appliance, and surgery. In 2004, Schneider took on a sleep apnea study of its workforce because it recognized the link between comorbidities and sleep apnea. They identified 339 drivers with sleep apnea and evaluated their safety performance and health care costs for twelve months before treatment and twelve months after treatment. The initial findings were astounding: preventable crashes decreased by 30 percent, median cost of crashes decreased by 48 percent, and health care costs decreased by over 50 percent. In 2006, they expanded the study to 788 drivers and found similar results. There were key steps in the approach for the sleep apnea study. First, Schneider removed the barriers for drivers to be tested for sleep apnea by cutting the cost of sleep evaluation and treatment. Schneider covers the sleep study cost and the cost of the CPAP machine. Drivers do not have to fear dismissal or loss of earnings from being off the road. Schneider also partnered with third-party providers for testing and treatment across the country so drivers can be tested and treated while on the road. Schneider now screens all new driver associates upon completion of their driver training. The screening tool is an online questionnaire with a high predictive rate. Those drivers who are deemed at-risk for sleep disorders are enrolled in sleep studies, which have evolved from sleep labs to home sleep tests. New technology now allows for remote tracking of drivers and their adherence to the CPAP machine. Schneider has realized many benefits as a result of the sleep study. There is the improved safety for drivers and for the motoring public, as well as improved health outcomes for the drivers. On average, there is a $400 cost reduction per member per month. There is also improved productivity and retention of drivers across the company. Schneider saw its retention rate increase by 60 percent. The call to action for other companies is to just start somewhere and do something. Organizations have a tremendous opportunity to impact lives. Question and Answer Session Do you have union representation in the workforce? Was that a challenge for implementing wellness programs? Laura: The wellness activities at Owens Corning are all voluntary. Unions have moved to the full Virgin Pulse program, and are even willing to move forward with a more expensive program that requires more active participation. About 71 percent of the union workforce has enrolled in the platform. How do you manage data privacy when sharing health dashboard metrics? Laura: Virgin Pulse does not give any identified data, and doesn’t even provide aggregated statistics for groups of fewer than 20 employees. In general, employees don’t participate in wellness programs because they’re not aware of the offerings, don’t have enough time, or don’t want to wear the fitness tracking device. Have you thought about other factors of fatigue, like tasks or circadian rhythms? Paul: Things like tasks and circadian rhythms are part of the training modules. Owens Corning has been looking into research on light cycles and blue light spectrums. We’ve learned that job rotation helps reduce fatigue, as does reducing repetition. Have you had concerns that in restricting worker hours (and thus pay) that workers might take side gigs? Tom: Schneider closely monitors hours of service for compliance. Activities on the off-time still need to be logged by drivers because this means they haven’t been resting before getting back to work.



Paul: Workers at Owens Corning were indeed taking secondary jobs, which isn’t what Owens wanted. We are taking more steps to ensure that workers are financially well and don’t feel the need to take up side employment. How do you know for certain is fatigue is a factor related to an incident? Tom: Fatigue is very underreported and can be the root cause of many crashes. Drivers who are fatigued may be looking for a distraction to keep them awake and may not be using proper judgment of speed in certain conditions. In incident investigations, Schneider looks at driver schedules in the week leading to the incident. Is employee consent required for tracking sleep patterns? Laura: Everyone must consent before using the Virgin Pulse platform. It’s up to the employee how much they want to participate: in sleep tracking, or basic physical activity/step tracking. Data sharing is completely voluntary. What have you done to reduce front-end collisions among drivers? Tom: Schneider has leveraged technology, such as proximity braking, which serves as a safety net. You want to do as much as possible, however, before sending drivers on the road by better managing scheduling and shifts. Does fatigue belong in the EHS realm? Paul: If you’re not getting between 7 and 9 hours of sleep, you’re more at risk for mental and physical health issues. Your decision-making power is reduced, which is crucial when on the job. Has Schneider experimented with driver-less vehicles? Tom: The technology is being developed, but just isn’t ready yet. There are different levels of autonomy for driver-less vehicles. Schneider will continue to build platforms for the driver to have less input into the truck. How do leaders in your organization participate or model the behavior they require of employees? Paul: As the survey results showed, leaders have a bias. They think they have more of a fatigue issue than their employees. We need to break down the bias and get leaders to be more self-aware. Laura: We changed the governance structure of the Healthy Living Program to pull people in from the leadership roles. We ask leaders to create opportunities to talk about wellness and fatigue issues with their teams. How are you measuring to ensure adherence to sleep apnea treatments? Tom: In the past, drivers had to mail the data card from the CPAP machine and mail it in. But the newest CPAP machines have digital information. This allows for more real time feedback and more timely intervention. What are your thoughts on strategic napping? Tom: Don’t nap more than 40 minutes because you’ll enter a state of sleep inertia. If you can stay asleep for more than 40 minutes, however, this means you are truly fatigued and need more sleep. How do you address sleepiness in the part of the workforce that does not suffer from sleep apnea? Tom: Schneider has a host of programs for people to understand the importance of sleep, with ongoing training to refresh information to workers. Did organizational culture play a role in the successful integration of fatigue management? Paul: The culture at Owens Corning is still that production is king. The prevailing belief is that limiting work hours will add costs or headcount to operations. We are moving to new process to indoctrinate new

employees to a fatigue management system.



Tom: New drivers come to Schneider knowing that it has a reputation of safety. We communicate in orientation why it’s so important to get enough rest and why it’s crucial to safety. Has the nutrition program improved fatigue management metrics? Paul: This is not known for certain, but there are still interdependencies with mental wellness, nutrition, and sleep/fatigue.



EHS in the Changing World of the Gig Economy Steven I. Simon – President, Culture Change Consultants, Inc. Steffi Bryson – Head of Safety and Consumer Protection Policy, Uber Joe Stough – President and COO, WAITR, Inc. Steven I. Simon Steven began his presentation by stating that organizational culture drives safety and safety performance. Over the years, safety culture has evolved from framing safety as a value to what Steve calls Safety Culture 5.0: cultivating psychological safety. This means creating the space and opportunity for employees to speak up. Safety culture is essential, as seen in Maslow’s hierarchy of needs. In this classic conception, Maslow highlights both physical and psychological safety as the most basic of human needs. Physical and psychological safety are related – in fact, you can’t have one without the other. The history of psychological safety has evolved from individual security (1965) to employee engagement (1990) to team learning (1999) to organizational effectiveness (2003). Psychological safety is “a shared belief that the team is safe for interpersonal risk taking” (Amy Edmondson, 1999). Without psychological safety, the environment reflects a lack of engagement, cynicism, and even fear. A space of psychological safety is an environment that encourages contributions, risk taking, and creativity. Individual employees are not afraid to be themselves, point out problems, admit mistakes, and ask for help. Psychologically safe teams perform more effectively, promote a learning environment, and speak up at work. Leaders can foster psychological safety at their organizations by educating themselves and others about the impact and importance of psychological safety, and by making psychological safety a goal for every workgroup in the organization. Companies can assess and measure where they are by conducting a psychological safety survey and developing action teams to apply countermeasures and appropriately scaled initiatives. Leaders may also want to consider keeping a psychological safety self-awareness journal to track their personal progress as a leader. To foster psychological safety in the gig economy, organizations must transform the “management culture” into change agents who will make it safe for gig workers to speak up. Remember that leaders cast a big shadow.




Steffi Bryson Steffi provided some background information on Uber to begin her presentation. Flexibility and independence are major benefits for Uber drivers, and most drive for Uber as a part-time gig. Driver screening includes a motor vehicle (driving) history and criminal background checks. These checks are performed on an annual basis. The community guidelines for Uber drivers are to be polite and respectful. Uber has implemented several safety features, both for drivers and passengers. There is GPS tracking so that both drivers and passengers can share their trips with others. Drivers receive alerts if they are speeding and there are limits on the number of hours that a driver can remain active. Drivers are required to take a selfie before they begin driving to confirm that the correct person has logged into the account. Passengers have access to the safety center within the Uber app, which includes emergency assistance and location information that can be relayed directly to emergency services. The Uber Safety Advisory Board has partnered with experts in human trafficking, domestic violence, and road safety to make driving and riding with Uber safer for women. In general, there is a “pink tax” on transportation, meaning that women spend more on transportation and make different, costlier transportation choices to ensure their safety, to the tune of $26 to $50 per month. Women drivers appreciate the flexibility of driving for Uber, but they still express concern about their safety, with many choosing to not drive at night. Uber met with over 100 women’s safety groups to learn about the issues that women face when participating in ride sharing, either as a driver or a passenger, and joined leading sexual assault prevention organizations in the U.S. To show their commitment to this issue, Uber has instilled trainings throughout the corporate side to increase empathy and raise awareness of women’s safety concerns. Uber has removed mandatory arbitration for individual claims of sexual assault, which has allowed survivors to settle claims without a confidentiality provision. They have partnered with the National Sexual Violence Resource Center to create a taxonomy for sexual assault incidents and are committed to publishing a safety transparency report that will include details on sexual assaults that occur on the Uber platform. Joe Stough Joe spoke about the relationship between operational excellence and safety. The overall premise is that reducing the risk of incidents improves business outcomes, which is the primary reason why organizations should invest in resources and systems to strive for excellence (that is, zero incidents). The operational excellence processes to reduce residual risk include incident investigation, audit and risk assessment, behavior based safety, inspections, Six Sigma, and other action items to implement risk protections. The premise of operational excellence analytics research is that strengthening operational excellence process capability continuously reduces risk, which can lead to zero loss.



Joe explained the most predictive risk process capability indicators. Organizations that are learning-minded have strong team competency and are committed to quality root cause investigations. Being risk-driven means that organizations devote resources to reducing the greatest potential risk exposures. Organizations that are process-disciplined have engaged leadership and timely, disciplined, and proactive investigations. Lastly, workforces should be engaged, which encourages a strong reporting culture and actively involves workers in risk reduction processes. Waitr Excellence is Waitr’s operational excellence system. Its core elements are leadership accountability, risk reduction, compliance assurance, and efficiency. These are enabled with analytics, learning and competency, and program governance. Waitr realizes that safety and operational excellence is a journey, and they are still on their way. They are currently focusing on leader engagement and reporting culture, with safety as a priority for the company. Question and Answer Session What have we learned about embracing the gig economy from a business standpoint? Steffi: Uber has been focused on creating a community and shared norms, not only within the company, but between drivers and passengers. Sometimes the community may not be physical, but virtual. This creation of a community has led to more reports of sexual assault through Uber than to law enforcement. What are examples of organizational best practices around integrating psychological safety? Steve: Try to integrate at the grassroots level. Do research on what makes for effective teams, and you’ll find that it’s not so much who you have on the team, but the norms of the team. One of the basic norms for effective teams is psychological safety. How does Uber monitor that drivers are safe and not driving distracted? The app seems to be an inherent distraction. Steffi: Drivers use their own vehicles, so they are operating vehicles that they are comfortable with. The safety features that are required by NHTSA in vehicles obviously benefit the Uber platform. Uber has worked to minimize the distractions in the interface while driving so that it looks very similar to Waze or Google Maps. Drivers are encouraged to use voice commands to navigate the app. What are examples of norms for increasing psychological safety? Steve: The Google Aristotle project lists the exact norms (besides psychological safety) that they found effective: dependability, structure and clarity, meaning, and impact. Why would having more women on the Uber platform increase safety for everyone? Steffi: Passengers tend to be better behaved when women are driving. Women are underrepresented in transportation jobs in general, probably because these jobs are not perceived as safe. Perhaps if more women enter these jobs, this can increase the safety. What was the reasoning behind using W-2 versus 1099 for employees? Joe: You can’t dictate many things about 1099 contract workers. But with W-2 workers, they are full employees and organizations can dictate codes of conduct. It’s more expensive to have W-2 workers, but you can interface and communicate with them better. Does Uber have a passenger sexual assault issue? Steffi: Sexual assault in general is a prevalent problem, so this is something that takes place in every industry. Organizations in all industries should be asking themselves some questions: What can we do to help

survivors? What can we do to eliminate this problem? How can we use behavior-based definitions of



sexual assault to compare apples to apples? When awareness is raised, more people feel that the stigma won’t stop them from coming forward.



DAY 2

Serious Injury & Fatality Prevention: From Concept to Practice Steve Lilley – Senior Safety Engineer, NASA Safety Center Jennifer Swaim – Vice President, Health, Safety and Environment, Terex Kristen Bell – Partner, Krause Bell Group Steve Lilley NASA refers to serious injury and fatality (SIF) events as “high visibility” incidents. While the vocabulary and processes around high visibility incidents has evolved over the decades, the takeaway is that NASA policy has been addressing SIF potential in various activities for the last fifty years. Initially, scrutiny of NASA in the public eye as a government organization spurred NASA to develop safety programs to protect people, the public, and operational systems and processes. Now, regardless of whether an incident occurs in the public eye, if it was a high-risk situation, the incident is investigated thoroughly. One example of a high visibility close call in NASA is the balloon launch in Alice Springs, Australia in April 2010. In this instance, an unmanned balloon carrying a heavy payload crashed shortly after liftoff, narrowly missing nearby onlookers. While no one was injured, the crash resulted in costly damage to the science instruments but more importantly posing unnecessary risk to the public. The flawed assumption at the time of the balloon launch was that the public was at risk only from overflying balloons and not from the balloon launch process. Another high visibility close call that Steve described is the spacesuit water intrusion event during a spacewalk in July 2013. In this instance, water entered an astronaut’s helmet interfering with his sight, communication and breathing. While a smaller amount of water intrusion occurred on an earlier spacewalk, this was dismissed as a drink bag leak. Upon further investigation, NASA found that contaminated water had corroded parts of the astronaut’s backpack, blocking normal flow to intrude inside the pressure suit. This failure mode was completely unknown in the years that the spacesuit design had been in use. NASA has designated about forty “potentially hazardous operations” agency-wide or at NASA Centers that require special training and safety program requirements. Many of these operations are performed by




contractors for NASA, which means that the safety requirements must be part of the contract. Each designated operation has its own hierarchical SIF prevention control set. To sum, NASA has searched for SIF precursors in human spaceflight since the 1960s. Over the decades, they have identified scores of hazardous operations with SIF potential, and have since developed engineering and administrative controls to address these hazards. Protection of the public remains NASA’s highest priority. Jennifer Swaim Jennifer described the way that Terex transformed their safety programs through a focus on serious injury and fatality prevention. Prior to 2014, their focus was to reduce lost-time injuries and unfortunate events. Post 2014, Terex has focused on reducing exposure and preventing events outright by finding new ways to identify hazards in the workplace. Leaders at Terex took on a more prominent role in championing the SIF prevention efforts. What really changed at the organization was eyesight, engagement, and exposure. What did not change was the Terex Way values. Proctor & Gamble CEO A.G. Laffey said that, “Transforming a company requires excruciating repetition and clarity.” This guided Terex towards a SIF prevention process that involves precursor identification, near miss reporting, life-saving behaviors, safety leadership behaviors, robust investigation and learning, and measurement. Near miss reporting is the light source for identifying hazards, and the precursor decision tree narrows the light to focus on SIF potential categories. Terex trains its leaders to talk about and prevent SIF exposure by providing them lessons in investigation, storytelling, communicating expectations, and taking action on learnings. Terex holds a monthly SIF call with the CEO, general managers, operations directors, and segment presidents. Before the meetings, it is expected that these individuals review the investigation and be informed of past events. During the meeting, they’re expected to listen, tell the story, and take notes. After the meeting, they have the obligation to spread the story and learnings like wildfire and commit to never let a similar incident occur again. Between 2015 and 2017, Terex had about an equal balance of administrative controls and engineering controls to address SIF prevention. These included actions such as precursor classification, near miss reporting, completing investigations, and closure of countermeasures. While these actions will continue, Terex wants to place more emphasis on engineering controls and exposure elimination in the future. Kristen Bell Even ten years after knowing that serious injuries and fatalities have different precursors, the U.S. is still experiencing workplace fatalities. In fact, the fatality rate has plateaued instead of decreasing. Kristen

explained that surveys and interviews with senior leaders and safety professionals revealed a lot of



variation in how organizations approach SIF prevention, which is understandable since not all organizations have the same risk profile or access to resources. Instead of being frustrated with this variation, Krause Bell Group decided to embrace and describe it. There are common activities in the SIF prevention journey, which can be described as a SIF Maturity Curve comprised by the milestones that organizations experience along the way: understanding, alignment, leadership, measurement, learning from the past (incident investigation), proactive prevention (addressing precursors), and full integration. Organizations are also in the process of defining excellence, or what it looks like when SIF prevention principles are fully integrated into safety management systems, safety programs and tools, organizational culture, leadership practices, business systems (budgets, organizational goals), and metrics. As we continue to work on SIF prevention, we are seeing a number of trends. Metrics are shifting, for example. There is a shift in emphasis from lagging to leading metrics, which is positive, but also presents new challenges. For instance, should organizations communicate SIF potential rate? How should organizations relay the message that they encourage reporting, yet also want to manage risk? There is a trend toward better capability to learn from incidents investigations. As learning improves, it accelerates the continuous improvement cycle and strengthens our ability to prevent SIFs. Safe decision making is emerging as another mechanism for preventing SIFs. As organizations start to focus on decision making, keep it from becoming about fault and blame the way behavior-based safety did in spite of all our effort to prevent that from happening. Ongoing research on decision making around SIF events is changing the way we think about safety improvement. When looking at the SIF prevention maturity curve, we should remember that the journey is not linear, but rather cyclical: we will continue to strengthen foundational issues as we are progressing forward. The important thing is to keep the overall forward motion. Question and Answer Session How effective was Terex in decreasing exposure? Jennifer: We began by educating workers on what SIF potential. Relating stories of near misses is crucial. Terex experienced a decrease in repeat exposure categories as a result of these efforts. Until you start to eliminate exposure, you’re not doing enough. How do we anticipate things that we’ve never experienced before? Steve: Stay hungry, which means to stay alert to high risk situations. It’s easy to think of scenarios that have occurred in the past. Use systems thinking to think of the things that are possible, but are as of yet unseen. What are examples of SIF metrics, both leading and lagging? Kristen: One is a measure of SIF potential. How many incidents had the potential to be life altering or fatal? Steve: NASA is moving toward a measurement of the health of defenses. For example, when considering a critical lift, the procedures look at the steps and process, but we don’t always consider the human factors that may add risk to the situation. What were the defenses that were in place at the time? What were not? Kristen: We can measure the health of safeguards and measure how many improvements were made as a result. The more problems are solved, the more improvement in safety performance. How do we move away from the blame culture? Kristen: In BBS, despite trying to convey that you’re not blaming the worker, many still do. We don’t want to blame the decisions on the part of workers or leaders. Consider every decision as being part of a network of

decisions. Our job is first to understand the decisions that are connected to each other and set up the



network so we get the outcome that we want. Therefore, we’re not focused on one decision, but rather a network of decisions. How did you design and execute your precursor identification assessments? Jennifer: Terex did workshops with the DEKRA team for qualitative brainstorming, and ended up with nine precursor categories. We take a sampling of data quarterly to make sure that the classification system is still relevant. How does complacency factor into your SIF prevention efforts? Steve: Instead of seeing complacency as disinterest or apathy, see it as an interest in something not relevant, which can create a bias in decision making. Make the decision making process transparent. What are the biggest hurdles for an organization in trying to move from one maturity category to another? Kristen: Progression along the SIF Maturity Curve is not linear. You can’t master alignment without leadership, for instance. Perhaps the recommendation is to be open to learning and gaining experience. Just continue to work on all those competencies. Were resources bolstered at Terex after the fatal incidents? Jennifer: There were many conversations among workers, leaders, and investigators. The fines and penalties dwarf what actually happened. The level of staff involved in safety and SIF prevention remained the same after the incidents, but the span and depth of involvement by others in the organization expanded greatly.



New Insights in HOP & Neuroscience David Musgrave – Vice President, Consulting Leader, DEKRA Rajni Walia – Principal Consultant, DEKRA Cliff Gibson – Safety and Environmental Programs Manager, Exelon Monika Bay – Owner, Safety and Operational Risk Solutions, LLC David Musgave Rajni Walia Rajni kicked off the presentation by talking about how humans approach risk taking and risk-taking behavior. She explained that risk taking is actually in our genes, and that there are three factors that lead us to take risks. First, when we feel protected, we become adventurous. Second, we’re hard-wired for optimism and confidence, meaning that we tend to think positively and that the outcome will be in our favor. If we do things over and over without consequence, our risk-taking behavior is reinforced. Lastly, rewarded risks are repeated. Leaders can inadvertently reward behavior that is unsafe.




David explained that group interactions influence our individual risk-taking behavior and how we approach risk. The social brain monitors how we are “getting along with the group.” This partly explains why people do not speak up even if they have stop work authority – it’s because they don’t want to stand out and be ostracized. We need to ask workers and leaders to override this tendency to be quiet and just “go along” for the sake of social desirability. There are three processing centers in the brain that are interrelated. The first is the emotional center, or the “fast brain.” This is where our “fight or flight” response resides. The second is the cognitive center, or the “slow brain.” This center is in use when we think about the risk and its potential outcomes. The third is the social center, which takes into account what others may think about us and how the risk and its consequences may impact us and others. If someone is in a familiar situation, s/he tend to use the emotional and social centers to make decisions. David recommends implementing brain-centric layers of protection. For one thing, there should be organizational alignment on risk because management and workers may not have the same ideas of what constitutes “high risk.” Organizations may want to consider employing brain-aligned work processes, which is a systems approach to mitigate the risk of human errors. Investment in individual and team reliability capabilities (i.e. training) is also key. Training should be done strategically – if people don’t see the world in a different way as a result of training, then nothing much has been done. Rajni and David provided a “formula” for human performance reliability. Four factors combine to create measurable outcomes and continuous improvement in human performance: interventions that reinforce individual and organizational capability, aligned leadership, empowered employees, and having safety and human performance embedded in the DNA of the workforce. Cliff Gibson Monika Bay Cliff and Monika gave a presentation on how Baltimore Gas and Electric (BGE) leveraged neuroscience to reduce the risk of serious injuries and fatalities. Between 2008 and 2010, BGE experienced a fatality and several near-fatal events, which led them to form a SIF Prevention Team in 2011. This came with a foundational culture shift in thinking, the first insight being that they don’t manage safety, but instead manage risk. The better risk is managed, the better the safety performance. Another insight is that zero events does not mean zero risk, and the data that is collected on injuries is not reality. There are always injuries, events and risks that are not reported for a variety of reasons, leaving them unseen and unmeasured. Ultimately, it is how well an organization designs its systems (physical and organizational) and manages behavioral choices that dictates what it experiences in terms of injuries and fatalities. BGE worked with field crews to identify the primary risk drivers by modeling how an incident can occur. By using fault-tree analysis, BGE was able to better understand the interrelationship between system and behavioral factors that play a role in specific events. Within a span of 6 months BGE developed over 50 models, essentially modeling every way that an employee can get injured.



Through this process they came to realize that focusing on behaviors is where the breakthrough would happen. In order to better understand behaviors, you have to understand behavioral science and ultimately how the brain works. The way our brains assess and manage risk often makes us vulnerable. For instance, we don’t recognize risk, or we see it too late. Sometimes we don’t believe that we’re placing ourselves in danger, or we place too much faith in PPE to protect us. BGE invested time and money into teaching workers how their brains work. They found that for certain work activities, the failure was that of the brain’s internal risk monitor and for other activities, it was a failure related to either System 1 (fast brain) or System 2 (slow brain). BGE experienced tangible differences as a result of the training. They reduced backing collisions by 86 percent, which is 20 percent more than what was projected. They cut line of fire incidents in half by focusing on strengthening the employees’ internal risk monitor. Monika outlined the blueprint for success for reducing the risk of serious injuries and fatalities. First, you need to engage, collaborate and partner with frontline employees. Sell the problem then teach the solution, including exercises to facilitate self-discovery. Next, provide focus and context for learning by relating the science to the specific risks workers face. Make the interventions “sticky” by appealing to workers’ heads and hearts. Finally, don’t underestimate the ability of frontline workers to engage with and internalize advanced concepts. This is essential for sustaining the change that you want to make. Going forward, BGE and Exelon Utilities looks to expand the initial neuroscience efforts to other operating companies. They want to use brain science theories as a filter to investigate events and near misses and use brain science to review new technologies and management of change plans. They will also use partnerships through other electric energy industry groups and the Campbell Institute to expand on brain science knowledge and integrate with data analytics. Question and Answer Session How do you make brain science concepts stick? Monika: Sustaining the change in mindset and behaviors is the toughest part of this kind of effort, one that we continue to struggle with. We know the concepts are sticking because the field crews are still using the language from the training. The concepts have to be built into the DNA of the organization, how the organization operates, how decisions are made. The concepts need to be incorporated into the ongoing Safety, Human Performance, and task-training programs and processes. And ultimately, it is the line leaders that need to keep the conversation going. What tools did you build to help see risk, especially seeing as humans are fallible? Monika: We first needed to teach people about fundamental brain science. This makes them more aware of their own inherent vulnerabilities and, as a result, helps them better manage risk on the job site. Secondly, we show them how they can use these concepts to help others better manage risk. There may be a person on the crew who’s internal risk monitor fires before everyone else’s, and thus



needs to speak up to the rest of the crew. Often, it’s about slowing people down, giving themselves time for System 2 (slow brain) thinking to kick in. Cliff: We should consider layering in protections to account for the gap in human thinking. What are some good resources to train employees on how the brain works? What is some advice? Rajni: Thinking Fast and Slow by Daniel Kahneman is a good resource. DEKRA also has many white papers on the subject. Cliff: Organizations must make the education and training personal in order to be engaging. Exelon had help in developing the training from line workers who have a good understand of their fellow employees. This helped Exelon make the training personal and engaging without coming off as “Big Brother” or combative. Monika: Thinking Fast and Slow is an excellent resource for a primer on brain science. We found Daniel Kahneman’s System 1 / System 2 model to be a very practical way to explain these concepts to our field crews. In addition, I have found other books that aren’t necessarily classified as neuroscience, but still provide great insight into what drives human behavior, risk-assessment and decision making, such as Deep Survival by Laurence Gonzales.


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