Transcript Responding to Catastrophic Loss

Response to Catastrophic
Personal Injury Loss
Workers’ Compensation Conference
Detroit, MI ~ May, 2000
Presented by Kristin Hoffman,
McCord Winn Textron
All of the sudden...
• The dreaded phone call comes
(to you, we hope!).
• You have just been “elected”
the organizational coach.
– Your initial reaction…collect
data!
– Stop & think.
– You will need every skill you
have - and some you don’t have.
• Your next word/action
determines your future!
Initial Responsibilities
of the “Coach”
• Scene Safety is #1
priority.
• Gain composure &
take control:
– Self;
– Management team;
– Witnesses.
• Direct scene safety &
area isolation.
• Calm things down.
Today’s Discussion...
• We will not talk today about the
principles of accident investigation.
• We will talk about “response” - an
organized system for crisis
management.
• We are talking about sound
management principles (planning,
organizing, leading, & controlling) for
an unorganized occurrence in our
facility.
The potential for catastrophic
PI Loss exists at all
plants…even in the best of
Safety & Health processes!
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Falls
Fires/Explosions
Confined Spaces
Caught in machines
Contractors
Motor vehicle
crashes
Crisis Management
• Use your own “crystal
ball.”
• What resources will you
need to manage the
crisis?
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People,
Equipment,
Services,
Support,
A phone, fax, notebook and
pen.
Every catastrophic personal
injury loss is different,
But the management
principles are similar.
Principles of
Critical Incident Response
• “Do no [more] harm”…At all times, the
priority is to assure scene safety.
• Prompt, appropriate care for the injured.
• Preserve respect & dignity for the injured,
all of the “involved,” the family, all others.
• Fix the problem, not the blame.
• Restore “normal” operations.
• Prevent recurrence.
Incident Command System
• Organized system for managing
emergencies.
• Used by the Fire Service since the
1950’s, originally for managing forest
fires - staff, equipment, changing
status, etc.
• Helps you to plan, lead, organize,
control response & resources.
Incident Command System
• Establishes hierarchy for
emergency…not for everyday site
management.
• Requires intimate knowledge of the
facility, the people, emergency
management, multitude of site plans.
• Some of your best “everyday” managers
will become totally useless under ICS.
• Develop ICS Structure & Roles in your
site Emergency Preparedness Plan.
Getting to the Scene~
Initial “Seize Up”
• Take your own pulse.
• Ensure the area is safe & that no other
persons will become similarly injured.
• Protect would-be responders/rescuers.
• Ensure structural integrity.
• Stop equipment/process operation.
• Stop activity in immediate area.
• Plan rescue, determine resources...
Medical Care for the Injured
• Who is injured?
• What type & extent of injuries?
• Observe the location & position of the
injured.
• Who is there? What are they doing?
• What treatment is being rendered?
• What hospital are they going to?
Begin “Seeing” Area ~
Observing the Physical World
• Look for pieces of
evidence…expect that pieces
will not yet fit together.
• What is the equipment
doing? Note settings of
controls.
• Any physical evidence from
victim?
• Begin to note (& sketch)
what you see…provide all
notes to the investigator!
Meanwhile, Back at the
“Office”…Gathering Records
• OBTAIN EMPLOYEE
INFORMATION:
– Employee name & address,
DOB, emergency contact;
• EMPLOYMENT SPECIFICS:
– Job title,
– length of employment,
– Time on the job;
• TRAINING RECORDS:
– safety training,
– orientation,
– department specific.
Before the Investigation...
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Get the incident stabilized.
Get the area under control.
Stop activity.
Minimize discussion about the details of
the incident. Everyone is a witness.
• Minimize written communication about
the incident.
• Disallow “conclusion jumping.”
Thoughts about Critical
Incident Investigation
• In-plant staff will need help handling the
investigation…this is a “special” task.
• With these types of incidents, superior
investigation skills & experience are
required.
• Consider background, education,
experience, certification, degree, past
work.
• Expert documentation skills required.
• Help to prepare the investigation outline.
Interested Parties...
• People who will be interested in
knowing about what happened:
– Family members;
– Site, Division, Segment, Corp.
EHS & Risk Management;
– TXT Legal - Jaime Schiff;
– Insurance Representative;
• Professional Accident
Reconstructionist/”Expert”;
• Nurse Case Manager.
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Regulatory Agencies;
The Media;
“Third Parties” (equip. manufacturers?)
Other Employees.
Handling Multiple “Interests”
• Consider written plans, developed in
advance of the loss:
– Regulatory Inspection Plan (written);
– Media Coordination Plan?
• Utilize the hierarchy of the “Incident
Command System” or your site
“Disaster Recovery Plan” to direct
activities & information.
A Pre-loss
Notification Plan...
• Minimizes confusion at
the time of the
incident.
• Helps to organize
information.
• Maintains central
location for contact
information.
• Decides who is
responsible for
notifications.
• Indicates in what time
frame the notifications
should be conducted.
• Guides what
information may/must
be provided.
• Minimizes improper
notifications (i.e.
regulatory agencies,
family, etc.).
In all Notifications,
Stick to the Facts
• Facts are more accurate & generate less
debate.
• Minimize speculation by others who want to
“conclusion jump.”
• Provide basic information only…Even if you
“know” what happened, advise:
– “The incident is still under investigation.”
• Minimize written communication regarding the
supposed details, evidence, etc.
• Call TXT people before gov’t people!
Who Is Likely to Come “Visit”?
• Local & State Police;
• Local Fire Dept. &
State Fire Marshall;
• OSHA;
• EPA;
• DOT;
• Division, Segment,
Corporate people;
• Insurance company
representatives;
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“Expert Witnesses”;
Forensics Experts;
Attorneys;
“Engineers”.
Regulatory Inspection Plan
• Names the team members who will participate
in a regulatory inspection.
– Specifies roles of participants;
– Includes collective bargaining unit;
– Assesses possible areas to be inspected &
contact persons/titles for each area.
– Guidelines for regulatory notification (in
critical incidents), credential check,
communication, note-taking, sampling,
post-visit assistance, etc.
• Must be kept up-to-date & should be reviewed
with team members periodically.
Written Plans to Reference in
the Event of Catastrophic Loss
• Emergency
Preparedness
(including Incident
Command System)
• Crisis Management
• Notification
• Regulatory
Inspection
• Media Coordination
Viable Corrective Action
• The site is “under the microscope” for a
reason.
– Fix the problem, not the blame.
– Injuries are never just the result of “worker
error” or carelessness.
– Management systems review and correction
needed - short & long-term.
• Engineering controls first, then
administrative controls, PPE & training.
Ending Business Interruption
• Establish approximate time-frame for
release of equipment to run again.
• Look for clues during start-up.
• Ensure that the investigator is present
for resumption of business.
• Staff needed to start equipment or
process.
• Make sure that corrective actions
remain viable.
Closing Thoughts
• Use of the Employee Assistance
Program for individuals, family
members, co-workers.
• Critical Incident Stress Debriefing
(CISD) Team for the site and Incident
Command Team.
• Ensure that corrective actions are
correct & upheld.
• Carry the lessons learned with you.