ASSE President's Blog

Our Urgent Priority: Preventing Fatalities

2014-11-01T09:30:00.000-05:00

Trish Ennis, CSP, ARM

On Sept. 11, 2014, the U.S. Bureau of Labor Statistics released its Census of Fatal Occupational Injuries for 2013. A preliminary total of 4,405 fatal work-related injuries were recorded in the U.S. last year, and the rate of fatal work-related injuries for U.S. workers in 2013 was 3.2 per 100,000 full-time equivalent workers. Both statistics are slight improvements from 2012. And while any improvement is worth noting, the fact is, more than 4,400 people lost their lives on the job in 2013.

These results are even more troubling when we consider the findings of ASSE-Foundation-sponsored research as reported in “Occupational Fatality Risks in the U.S. and the U.K.” in the January 2014 issue of American Journal of Industrial Medicine:

Our comparison of reported work injury deaths in the U.S. and the U.K. indicates that by this measure workers are considerably safer in the latter. The disparity is large—twofold in some sectors, more than fourfold in others. In construction, the sector with the largest number of deaths in the U.S., the disparity grew larger during the last decade, from a rate that was 50% higher to a rate almost 4 times as high.

Why haven’t we made greater strides in eliminating work-related fatalities? What lessons can we learn from our counterparts in the U.K.? One answer to both of these questions is OSH risk assessments. Consider the following facts:

•European Union directives have required employers in member countries to perform OSH risk assessments since 1989.

•Safety by design (also called prevention through design) is required by legislation in the U.K.

ASSE believes that a greater focus on the use of risk assessments and application of risk assessment principles is a key to improving OSH performance and reducing work-related fatalities. That is why ASSE has established a strategic objective to promote the value of risk-based OSH decision making. I’d like to share with you a few initiatives we are undertaking.

ASSE’s Risk Assessment Initiatives
Founded in 2013, ASSE’s Risk Assessment Institute is a gateway for ASSE members to share best practices, and access the latest tools and research. The institute’s website (www.oshrisk.org) offers a host of checklists, templates, forms and other resources to help us implement new practices or upgrade current procedures to better control risks.

In addition to using the available tools and resources, we must continuously improve our risk assessment skills. To help us meet that need, ASSE will launch its Risk Assessment Certificate Program Feb. 10-12, 2015, during SeminarFest in Las Vegas, NV. Featuring a blend of classroom and online learning and a final project, the program is designed to help OSH professionals learn risk assessment techniques, practice the skills we need to influence management and gain support for risk reduction efforts, and understand how to identify and report key metrics that support an organization’s objectives.

As risk assessment continues to gain business importance, ASSE is also leading efforts to bring greater attention to risk assessment through standards. The ANSI/ASSE/ISO (Z690/31000) standards on risk assessment and risk management are being adopted by organizations around the world, and the 31000 document is among ISO’s top five best-selling standards. In addition, ASSE has published a well-received technical brief on these standards (http://bit.ly/1yMMvaN). It’s also worth noting that the Z690/31000 standards are key references for the workgroup developing the proposed ISO 45001 standard on safety and health management systems because risk assessment plays a key role in their effective implementation.

A Worldwide Priority
Another interesting OSH-related news item was reported on Sept. 11, 2014. Following a meeting in Melbourne, Australia, the G20’s labor and employment ministers endorsed a statement in which they call safer and healthier workplaces “an urgent priority” (http://bit.ly/1oxQU7p). The statistics don’t lie. Work-related injuries and diseases are a human tragedy that produce lasting consequences for workers, families and businesses around the world. As OSH professionals, we must use and continuously improve our ability to identify and control risk to prevent these devastating outcomes and generate the urgent attention and action needed to create truly safe and healthy workplaces.

Leadership in Safety

2014-10-01T08:30:00.000-05:00

Trish Ennis, CSP, ARM

ASSE volunteer leaders gather each fall near Chicago, IL, for the Society’s annual Leadership Conference. This event aims to help attendees:

develop valuable leadership skills that are transferable to the workplace;
network with other safety leaders to find solutions to their latest challenges;
share best practices and meet key Society leaders.

Why is it important to develop leadership skills? Beyond helping us be better volunteer leaders, these skills apply to every facet of our professional practice. As I have moved through various stages of my personal development as a leader, I have made several observations. I’d like to share three of them with you.

My first observation is that SH&E professionals have transformed from being solely technical advisors to being influencers. Management expert Kenneth Blanchard once said, “The key to successful leadership is influence, not authority.” My experience suggests he is correct. Management’s involvement in safety leadership remains paramount, but high-performing OSH professionals recognize the importance of influencing key constituencies. Understanding and applying techniques and strategies derived from current research on influence can help each of us expand our leadership capabilities.

My second observation is that to be effective leaders we must look beyond our own workplaces. We face new challenges related to global supply chains, temporary workers, a mobile workforce, and expectations to improve employee safety and wellness. From a leadership perspective, these developments present us with opportunities to find new solutions, build new coalitions and challenge the status quo.

Consider, for example, OSH issues related to the global supply chain. Of the four worst tragedies in the history of the supply chain, three of the worst have happened in the past 2 years. Over the years, many of us have grown desensitized to news of worker deaths in developing countries, where many of the products we purchase and use each day are manufactured. Yet, these deaths come at a huge price. As International Labor Organization reports:

Deaths and injuries take a particularly heavy toll in developing countries, where a large part of the population is engaged in hazardous activities. . . . Throughout the world, the poorest and least protected, often women, children and migrants, are among the most affected.

ASSE is leading the charge to elevate safety as a key component of sustainability initiatives that many corporate boards worldwide support. In May 2014, ASSE met with representatives of the Bangladesh and U.S. governments, garment industry groups and other stakeholders to discuss ways to improve safety in the supply chain. In August, at the XX World Congress on Safety and Health at Work, Center for Safety and Health Sustainability, which was founded by ASSE, AIHA, and Institution of Occupational Safety and Health, delivered a well-received symposium on building a sustainable culture of prevention in the supply chain.

Such efforts challenge the long-held assumption that worker deaths in the supply chain are a cost of doing business. We all must examine our organization’s external touch points and consider whether we are sufficiently engaged to successfully manage those risks.

My third observation is that safety leadership also entails taking a lead in advancing the OSH profession. To become recognized leaders, we must elevate the status of our profession by better educating the business community about the value we bring to organizations in areas such as risk, productivity, employee engagement and culture, and sustainability. To do so, we must expand our knowledge into new areas such as negotiations, finance, project management, and risk assessment and risk management.

By increasing our knowledge and skills in all of these areas, we can demonstrate our unique abilities to manage change, resolve conflict and produce results. By continuously transforming our practice and our profession, we can engage our senior management teams and deliver effective solutions.

Lifelong Learning

2014-09-01T09:00:00.000-05:00

Trish Ennis, CSP, ARM

Ever since I was young, I have loved to learn. For as long as I can remember, I have enjoyed the excitement of discovering the next new bit of information. Even today, each time I learn something new I discover 10 other things I want to know more about.

When I think about my career in safety, I can definitely see the influence of this love for learning—whether it was earning the CSP and ARM designations, completing a master’s degree in organizational leadership or attending a wide range of ASSE professional development events over the years. Each of these experiences has helped me understand current trends and develop new areas of competence. Collectively, these activities have helped me improve my personal effectiveness and increase my organizational influence.

From Technical Advisor to Influencer
Technical competence will always be the cornerstone of the occupational safety and health (OSH) profession, but being able to influence an organization’s direction and performance has become essential to our success. For our profession to thrive, we must be viewed as trusted business partners who can effectively manage a wide range of risks.

To achieve this, we must continuously add new skill sets related to business, communication and leadership. These skills can help us understand the internal and external business climate and business needs, and will enable us to more effectively communicate a vision for the future. Applying these skills will also help us change how our profession is perceived by business leaders, decision makers and the general public.

Well-known management expert Ken Blanchard once said, “The key to successful leadership is influence, not authority.” High-performing OSH professionals understand the importance of learning and applying effective techniques and strategies to influence key constituencies.

There is a wealth of research on the science of influencing others. One great source is Robert Cialdini, the author of the best-selling book, Influence, who has spoken at several ASSE events. Another is author Daniel Pink, who says in his latest book, To Sell Is Human, “People are now spending about 40% of their time at work engaged in nonsales selling—persuading, influencing and convincing others” (p. 34). To successfully engage with our leadership team and become influential members of our organizations, we must have strong business fundamentals and effective interpersonal skills.

ASSE: Your Continuing Education Partner
So where do we go to learn and develop these skills? ASSE offers several programs designed specifically to meet this need. These include seminars such as “Becoming a Great Leader” and “Realizing Your Leadership Potential.” In addition, the Executive Program in Safety Management and the Global Safety Management Certificate Program provide an opportunity for OSH professionals to sharpen their business acumen and develop a global vision that is a must in today’s world.

ASSE also delivers skill-building courses that teach us how to influence leaders and key decision makers. Seminars such as “Establishing Your Place in the C-Suite” and the upcoming symposium, “Energizing Your Safety Management Program,” contain content that aims to help OSH professionals increase interaction with and gain greater recognition from senior leaders. Beyond these in-person courses, ASSE offers a selection of virtual learning options as well. Please take some time to explore ASSE’s many educational options (you can learn more at www
.asse.org/education) and consider expanding your education outlook beyond your normal area of practice.

Continuous learning and education propel us, in our lives and in our careers. There simply is no better path to take on our journey to becoming effective leaders and organizational influencers.

A New Day for ASSE

2014-08-01T07:30:00.000-05:00

Trish Ennis, CSP, ARM

“Coming together is a beginning, staying together is progress and working together is success.” - Henry Ford

On June 8, 2014, ASSE’s House of Delegates overwhelmingly approved changes to the Society bylaws. The historic vote to restructure ASSE’s governance framework heralds a new day for the Society. The changes to come offer us an opportunity to take a fresh look at how we can better engage our members and improve lines of communication, while easing the burden on our volunteers.

One of the first changes we will see involves Society elections. Nominations for ASSE’s 2015 leadership positions are being accepted until Sept. 1, 2014. On the Board of Directors, we will elect a senior vice president and four directors at large. Other positions include council vice presidents for professional affairs, professional development and region affairs; vice presidents in regions I, III, V and VII; area directors in regions II, IV, V, VI and VIII; assistant administrators for nine practice specialties; and administrators and assistant administrators for four common interest groups. Be sure to visit the nominations and elections web page to learn more about these positions, the qualifications to run for office and the nomination package requirements.

The new structure that will take effect with the 2015 Society elections will result in a smaller, more diverse and strategic-focused board that can effectively recognize and capitalize on emerging opportunities that best serve ASSE’s mission. A volunteer leadership structure that provides more efficient engagement opportunities will create more support and streamlined responsibilities for members who have increasingly limited time to volunteer.

In charting ASSE’s new course, much work lies ahead. We will examine the current region structure and the level of support given to our chapters. We will seek to engage more members, embrace our diversity and continue to establish a broader global reach. Through these initiatives, we will create more leadership opportunities for members looking to get involved with ASSE in various ways.

I encourage you to sincerely consider what ASSE role you might fill. By becoming more involved in ASSE, you can help the Society elevate the status of the occupational safety and health profession and expand our profession’s influence with key stakeholders in the business community, workers, local, state and federal policymakers, and the general public.

Your increased involvement will also help ensure that we continue to challenge the status quo in our workplaces, our industries and our profession. In our workplaces, we must continue to evolve from technical advisors to valued business partners. In our industries, we must constantly look beyond our own work sites to identify emerging trends and develop innovative solutions that will improve safety performance.

In our profession, we recently challenged the status quo by approving the Society’s new governance model. To ensure that the anticipated improvements become reality, we must now begin the important work of implementing the changes related to this model. In the coming months, the Society’s leadership team will be reaching out to members, visiting with regions and chapters, talking to councils, practice specialties and common interest groups, and asking for input across the Society to inform and shape our future actions.

To start the process, ask yourself these questions: How do I envision ASSE? How would I like to be engaged? Then, please share your comments with me in this space. I look forward to hearing from you and collaborating with you as we begin this exciting journey.

ASSE Is a Member-Driven Organization

2014-07-01T08:30:00.000-05:00

Trish Ennis, CSP, ARM

ASSE is often described as a member-driven organization. But what does that mean exactly? And how are ASSE members setting the organization’s direction?

In a member-driven organization, members are actively engaged in the activities the organization performs. This includes participation and leadership at all levels in support of the organization’s strategic goals. Within ASSE, we as members are involved in all aspects of Society operations, from the elected Board of Directors to the activities carried out by councils, regions and chapters at the Society, region and local levels. ASSE is a great example of an organization whose members are actively working to define their profession and set a direction for the future.

As a 103-year old organization with a diverse membership base, the Society has continuously evolved in response to significant changes over the years, from regulatory and societal changes to the global economy and technology. Throughout this long history, ASSE has been a leader in providing top-quality continuing education as a key element of achieving its mission to help ASSE members excel in their careers. This has only been possible because ASSE members are always willing to help each other learn, ever ready to share their knowledge and collectively determined to grow this profession.

Let’s consider two key areas in which this is most evident—professional development and technical publications. At the Society level, ASSE’s annual professional development conference (PDC) improves each year, SeminarFest continues to grow and our hot-topic symposia are well attended, as are our many virtual learning events.

At the local level, the education delivered by chapters and regions is expanding as well. For example, this past Society year, ASSE chapters and regions around the world delivered nearly 35 local or area PDCs that drew more than 5,550 safety practitioners. These events included the 11th Middle East Chapter PDC, the Nigeria Chapter’s first-ever PDC, the biennial Pacific Rim Governor’s Conference and the Society’s first-ever PDC in India. These are just a few examples of the extensive and diverse learning opportunities available to ASSE members. They are also a testimony to our members’ dedication to advancing the profession through education, networking and knowledge exchange.

Members are also directly involved in identifying professional development topics and creating events. Members of ASSE’s Council on Professional Development work closely with members of other ASSE councils and committees to assess member needs, identify subject-matter experts and develop new delivery methods, such as webinars, virtual symposia, podcasts and similar offerings that enable 24/7 accessibility to education.

In addition, technical publications have long been a top benefit of membership. ASSE members play a key role in these efforts by serving as peer reviewers on the Editorial Review Board for Professional Safety or by reviewing book proposals as members of ASSE’s Technical Publications Committee. Many more members write these articles and books as a way to share their knowledge and lessons learned.

The Society’s practice specialty groups also regularly publish member-written technical articles and white papers, and many other members help develop the consensus standards that drive continuous improvement across all industries. All of this information contributes to our profession’s body of knowledge and helps us improve our skills so we can better safeguard workplaces around the world.

As you can see, ASSE membership provides us with many tangible benefits such as continuing education and technical content. For many, membership also provides diverse ways to give back to the profession, whether it is presenting at conferences, writing articles or volunteering as Society leaders at various levels. I encourage each of you to explore the many opportunities available to you to get involved in ASSE and add your voice as we pursue our vision of the future of our profession.

Let's Take a Public Stand for Worker Safety

2014-05-27T15:18:00.000-05:00

Dear Fellow ASSE Members:

It's not every day that we get a chance to do something together to make a public stand for the safety and health of workers. As I know many of you already have heard, ASSE's partners in occupational safety and health - OSHA and NIOSH - have been working hard to get as many construction employers as possible to participate in the June 2-6 National Safety Stand-Down to Prevent Falls in Construction. The point of the Stand-Down is to get employers and workers together to stop and take the time to focus on ways each job site can reduce the leading risk of death in construction - FALLS. What you already do to protect workers from falls is needed on every construction worksite.

Even if you do not work in construction, you have a role to play by committing to this effort with your employer and by reaching out to other employers, colleague safety and health professionals, construction workers you know or anyone else who can help make a Stand-Down happen. Both OSHA and NIOSH have created webpages to help you learn more about the Stand-Down and how you can participate. ASSE and its Construction Practice Specialty have urged chapters and members to be a catalyst and embrace this opportunity to demonstrate our leadership role in construction safety. Please click here for a list of good ideas on how to make a Stand-Down effective.

In these last couple of weeks before the Stand-Down, it's not too late to step up and be that catalyst in the prevention of falls in construction. Making workplaces safer is our common goal. This is a great opportunity to make that happen together.

Make it a safe day!

Sincerely,

Kathy A. Seabrook, CSP, CFIOSH, EurOSHM

President

Connecting the Dots: Partnerships, Alliances & Collaboration

2014-05-01T08:00:00.000-05:00

2013 ASSE President
Kathy A. Seabrook, CSP, CMIOSH, EurOSHM

Occupational safety and health (OSH) professionals are natural collaborators. It is how we get things done. Whether we partner with leaders in operations, procurement and maintenance, or with other stakeholders such as human resources, research and development, risk management, legal or marketing, through collaboration we build the buy-in and engagement needed to effect change and advance any safety initiative.

Collaboration through partnerships and alliances is essential to ASSE as well. The outcomes of our collaborative efforts far exceed what any one group could achieve on its own for OSH professionals, for the profession and, most importantly, for worker safety. The unified voice of the global OSH community is strong. When heard, opportunities for change abound.

This month, I would like to highlight some examples that illustrate how collaboration helps strengthen the profession and, ultimately, benefits all ASSE members.

The Power of Collaboration

•The Central Indiana Chapter partners with the Indiana Department of Labor’s INSafe Division and the Indiana Chamber of Commerce each year to present a 3-day conference that draws more than 800 safety professionals.

•The Central Florida Chapter joined forces with the Alliance for Central Florida Safety to create Safety Day 2014 in March. The event drew more than 500 attendees and 50 vendors.

•Region I’s strategic plan includes designating a region-level association outreach coordinator. The ultimate goal of this position is to foster relationships and build partnerships with groups such as AIHA, NSC, RIMS, Society for Human Resource Management and Public Agency Safety Management
Association.

•In Region V, the Northeastern Illinois, Three Rivers and Greater Chicago chapters have long partnered with various groups, including AIHA’s Chicago Section, the local section of Alliance of Hazardous Materials Professionals, OSHA, Northern Illinois University and National Safety Education Center, to hold an annual conference. This past year marked the 25th anniversary of this partnership, and the conference attracted more than 800 attendees.

•ASSE’s Safety Professionals and the Latino Workforce common interest group and the Standards Development Committee are translating safety information for Spanish-speaking audiences. The Z359 Fall Protection Code and the curriculum of the VPP Excellence in Safety Certificate of the University of Alabama in Birmingham are examples of the ongoing effort to reach out to Hispanic SH&E professionals and the Spanish-speaking workforce.

•ASSE and its partners in the International Network of Safety & Health Practitioner Organizations are developing a global competency model for the profession.

• North American Occupational Safety and Health Week continues to grow and raise awareness of occupational safety globally. It’s the result of our ongoing collaboration with Canadian Society of Safety Engineering and Interdisciplinary Association of Occupational Health and Hygiene of Mexico.

•ASSE joined with NSC and AIHA to support federal funding for OSHA and NIOSH. Even in difficult budget years, the national focus on OSH must remain strong.

•ASSE is also working with OSHA to spread the word about the agency’s National Safety Stand-Down to Prevent Falls in Construction June 2-6.
The campaign goal is to have more than 25,000 employers and 500,000 workers participate.

Connecting the Dots

As these examples show, the whole is, indeed, greater than the sum of its parts. Whether in your workplace, as an ASSE volunteer or throughout life, alliances and collaboration are game changers that help us achieve outcomes that likely would not have been possible otherwise. I challenge each of you to seek out partners, build alliances and look for opportunities to collaborate so that your safety strategies and initiatives can succeed.

What you will do today to move the safety needle in your organization?

'Do You Know' - Highlights about the Society.

2014-04-01T08:00:00.000-05:00

2013 ASSE President
Kathy A. Seabrook, CSP, CMIOSH, EurOSHM

Greetings! So many exciting things are happening within ASSE right now. I'd like to share some information on several of these initiatives - a sort of 'Do You Know?' highlights about the Society.

Changing ASSE
Over the past 12 months, ASSE has published articles, fielded questions and delivered webinars to educate members and delegates on the proposed governance model and related bylaws changes. At its winter meeting, ASSE's Board of Directors agreed on the next step in the governance process: During the House of Delegates (HOD) face-to-face meeting on June 8, in Orlando, FL, delegates will vote on a motion to change ASSE's governance model by adopting bylaws changes set out in the motion.

For the first time in 20 years, ASSE is seeking to change its governance structure. It is time for a change when you consider the backdrop of challenges the Society faces: the need for more resources among chapters, practice specialties and common interest groups who are directly serving our members; a shrinking volunteer pool; declining employer support for the time commitment many volunteer leader positions currently require; and changes in how members are engaging in ASSE.

Take some time to learn about the proposed changes. One great resource is our restructure website (www.asse.org/restructure), where you can find links to articles, webinars and other content about the proposal. Carefully consider the proposal, then ask your region vice president or council vice president any questions you have about how and why ASSE leaders determined that this model will help the Society compete and be viable into the future. In addition, we will host a Society-wide online governance panel discussion on April 24, 2014, at 12:00 p.m. (CDT).

Giving Back & Helping ASSE Grow
If you are interested in giving back to ASSE and the profession, consider participating in the Member-Get-a-Member Scholarship Fund campaign. The Society is donating $1 for each new member who joins ASSE based on a referral by a current member. To date, the campaign has raised nearly $2,900 for the ASSE Foundation. The Member-Get-a-Member Scholarship recipient will be announced this month along with the Foundation's entire scholarship program. Your participation in these programs demonstrates the power of our network: We help grow the Society and give back to the safety profession at the same time. That's definitely a win-win. You can learn more about the campaign and fund at www.asse.org/mgam.

Improving the Member Experience
ASSE's Council on Member and Region Affairs has approved an online chapter management tool that will streamline chapter-related processes. It is anticipated that this tool will allow chapter leaders to focus more of their limited volunteer time on engaging with local members and meeting their needs. This tool is just one example of ASSE's ongoing efforts to support chapters and improve the member experience. To learn more, contact ASSE's Steve Hansen (shansen@asse.org).

Defining the Safety Profession
Through the Council on Professional Affairs and Council on Practices and Standards, ASSE has been working to define the competencies needed to practice safety in the 21st century. In addition, as secretariat of International Network of Safety and Health Practitioner Organizations, ASSE is leading a global initiative to harmonize competency requirements for safety professionals around the world. These efforts also encompass work to revise ANSI/ASSE Z590.2-2003(R2012), Criteria for Establishing the Scope and Function of the Professional Safety Position. Through these initiatives, ASSE is defining the safety profession so that we are better able to demonstrate our value to our employers and other stakeholders.

Potential New ASSE Home
ASSE has identified a potential new headquarters building, and the Board of Directors has approved moving ahead with due diligence and negotiations. This follows on the HOD's approval in 2012 to search for a new headquarters facility. Look for more details as the process proceeds.

Connecting the Dots
I hope you are now more in the know about some exciting ASSE initiatives and are connecting the dots between these initiatives and your interests. I wonder, How will you connect to our ASSE network today?

Connecting the Dots: Writing Our Future

2014-03-01T08:00:00.000-06:00

2013 ASSE President
Kathy A. Seabrook, CSP, CMIOSH, EurOSHM

While in the Newark airport recently, I noticed a businesswoman carrying a bag emblazoned with this quote: "The future is unwritten." Attributed to Joe Strummer, front man of the band The Clash, these words inspired me to think about ASSE and our unwritten future. Opportunities abound for ASSE, the safety profession and safety professionals, if we are bold enough to recognize and seize them. Let's consider just a few of the ways that ASSE helps us collaborate to write a bright future.

Creating the Road Map
Our profession is on the cusp of great change and ASSE is positioned to both inform and lead this change. Over the past 8 months, I've shared updates on the Society's many strategic initiatives, from students and global outreach to promoting our profession's business value and connecting safety to business goals and initiatives. In particular, ASSE's collaborative partnership in the Center for Safety and Health Sustainability and our creation of the Risk Assessment Institute are key steps in our efforts to ensure that corporate leaders consider occupational safety when making business decisions.

The Society is also an active, influential voice in the collaborative global effort to frame the profession. By level setting competencies for safety professionals, we will provide a benchmark, agreed to by global consensus, on the skills (technical and business) and the readiness needed for safety professionals to work effectively anywhere in the world. These diverse initiatives directly affect each of us as SH&E professionals practicing today, and they move our profession and ASSE toward the future.

Leading Culture Change
ASSE and our members are also at the forefront of efforts to develop an international standard for occupational safety and health management systems. ASSE is the administrator of the U.S. Technical Advisory Group (TAG) for ISO Project Committee 283, Occupational Health and Safety Management SystemsÑRequirements. More than 80 TAG stakeholders and thought leaders met in Washington, DC, to participate in the development of ISO 45001, a risk-based standard that will encompass leadership engagement, risk assessment and continual improvement. By fostering a systems-thinking approach to safety management, this standard has the potential to transform business culture and help elevate SH&E professionals and the profession worldwide.

This standards-development work ties directly to ASSE's efforts to educate our stakeholders on the value of occupational safety, and to help SH&E professionals align occupational safety with business strategy, goals and planning. The culture transformation that occurs when safety professionals partner and collaborate to inform organizational strategy and influence operational decision making is both evolutionary and revolutionary. It takes business time to change its culture around workplace safety. Yet, when safety professionals step outside their comfort zone and engage executives by making a business case for safety, companies can experience operational excellence, high productivity, top quality, lower costs and continuous improvement. That can be revolutionary.

Connecting the Dots
While the future is unwritten, by focusing on assessing risks and seizing opportunities, developing a dynamic strategic plan and engaging key stakeholders in understanding the business value of occupational safety, we can take proactive steps to ensure that the future is a bright one for safety professionals, our profession and ASSE.

Opportunities abound for us to become valued business partners, contributors, in-demand collaborators and go-to resources for decision makers in our organizations. I wonder, What choices you will make today to seize these opportunties and help write our collective future?

"We are continually faced by great opportunities brilliantly disguised as insoluble problems."
Lee Iacocca

Connecting the Dots: Demonstrating Safety's Business Value

2014-02-01T08:30:00.000-06:00

2013 ASSE President
Kathy A. Seabrook, CSP, CMIOSH, EurOSHM

Everything ASSE does, from programs, products and services to networking opportunities and member development, aligns with its vision to be a global advocate and premier leader for the SH&E professional and the profession. As SH&E professionals who actively demonstrate the business value of SH&E each day, each of us also plays a vital role in helping ASSE achieve this vision.

Demonstrating Our Value
Delivering value in business means protecting assets, mitigating risks and adding to the bottom line. Our employers expect to rest well each night knowing that business risks are mitigated and stakeholders are happy. SH&E risks are among those business risks, and it is our professional challenge to ensure that every meaningful engagement we have with employers demonstrates this connection.

Our role in business continues to transition from a focus on compliance to a focus on risk assessment and mitigation. SH&E professionals are adept at identifying risks, and we are learning to communicate about safety performance in terms of risk identification and mitigation. Risk is the language of business. CEOs, CFOs, directors, investors and operational leaders all understand this language, and such communication helps us demonstrate our value and brings us closer to our operational and leadership partners.

Our professional transformation has also seen us grow from safety enforcers to be avoided to in-demand collaborators who understand organizational challenges and needs. Operational leaders who own and are accountable for safety recognize that everyone is responsible for identifying and mitigating SH&E risk and making informed decisions. These leaders rely on us for subject-matter expertise and guidance that will help them make good decisions, mitigating risk and managing production expectations.

Meeting Customer Expectations
During the Kuwait Chapter's professional development conference, I participated on a panel with the leaders of two of Kuwait's largest companies: Mr. Ismail Abdulla Ali, deputy chief executive officer (Corporate Services Directorate) of Kuwait Oil Co., and Mr. Mohammed Hussain, CEO of Equate Petrochemical Co. These top executives discussed their commitment to worker and operational safety, and made clear their expectations that safety professionals must work with operational leaders across the organization to identify and mitigate SH&E risks to their businesses.

This is where high-level executives see our greatest value, and their expectations should challenge each of us to answer several questions: What am I doing today to move the needle on SH&E risk mitigation? Do operational leaders view me as a valued collaborator with innovative problem-solving abilities and an understanding of internal and external business concerns? Am I a business enabler who can positively influence my organization's direction? To best answer these questions, we must first understand the business environments in which we operate as well as the challenges our CEOs face. Then, we must work to align SH&E objectives with overall business objectives. This may be integration with FDA/quality issues in a pharmaceutical company, sustainability initiatives at a consumer-products manufacturing site or challenges related to domestic/international supply chains.

Connecting the Dots to Performance
Recall the story of Alcoa CEO Paul O'Neill. When O'Neill began his tenure, Alcoa's safety record was better than the average U.S. company. But he clearly understood the value of keeping workers safe: If you want to understand how Alcoa is doing, you need to look at our workplace safety figures. If we bring our injury rates down . . . it will be because the individuals at this company have agreed to become part of something important. Safety will be the indicator that we're making progress in changing our habits across the entire institution.

O'Neill recognized that worker safety is an effective platform for changing organizational culture, and that an increased focus on worker safety leads to operational excellence, high productivity, top quality, lower costs and continuous improvement. In other words, he knew that safety is not only the right thing to do, it's also good for business.

Our role is to help our employers similarly connect the dots. Let's take up the challenge as SH&E professionals and ASSE members to help our employers recognize that an emphasis on worker safety creates highly sustainable and profitable organizations that have strong ethical values, high employee morale and solid reputations.

Our role in business continues to transition from a focus on compliance to a focus on risk assessment and mitigation.

Connecting the Dots: Students Power Our Future

2014-01-01T08:04:00.000-06:00

2013 ASSE President
Kathy A. Seabrook, CSP, CMIOSH, EurOSHM

It's common to hear "students are our future" when speaking about the next generation. Although true, it also reflects an inevitability. That's why I view this topic a bit differently. I believe students power our future; they make it possible. As leaders of ASSE and in the global SH&E community, it is our responsibility to engage with them, pave their way and help them overcome obstacles. ASSE is doing just that.

Last year, our student member segment grew 23%, making it one of our fastest-growing segments. And it's happening on a global scale, with 13% of our student members residing internationally. We also added five new student sections in India in 2013. Our goal is to provide value not only to our more than 2,800 student members, but also to safety students who are not yet members, and those students who are not yet aware of our profession but have the skill set and passion needed to be great safety professionals. These opportunities to extend the Society's reach and grow our profession are energizing and exciting. Student Strategy Task Force ASSE has long focused on supporting and encouraging accredited degree programs and the academic community.

Thanks to the work of a task force of practicing SH&E professionals, employers, educators, young professionals and students, we are now taking a similar cohesive approach to the SH&E student life cycle. The group recommended a three-tiered strategic approach designed to increase the number of students entering the safety profession and engaging with ASSE. It focuses on the pipeline of students entering the profession, the overall student experience and the successful transition from student to practicing professional. This targeted focus will be coupled with the guiding policy of establishing a connection and proof of value between ASSE and SH&E students. This strategy is being implemented through a collaborative effort that involves the Society's four councils and various programs.

Student Sections
Our 69 student sections around the world are a great example of how an organization like ASSE can develop future leaders. Supported by dedicated faculty and local chapters and led by the students themselves, these sections are achieving amazing things. For example, ASSE's 2013 Outstanding Student Section at Central Washington University conducted a research project on using smartphone apps in safety and health. The section was invited to present its findings at the 2013 Oregon Governor's Safety and Health Conference. Applications for the 2014 Outstanding Student Section will be available this month at www.asse.org/membership/OSSA.php. If you have a local student section, please encourage its leaders to apply.

Annual Future Safety Leaders Conference
Each year, a select group of outstanding student members participate in our Future Safety Leaders Conference. It is a unique event during which they can network, receive career training, gather job information and learn from practicing SH&E professionals. This year, 130 applicants were accepted, representing 36 colleges and universities from around the U.S. They participated in mock interviews and resume critiques, as well as sessions on research in safety and managing a multigenerational workforce.

Connecting the Dots
In a recent survey, we asked ASSE student members, "As you think ahead to beginning your SH&E career, what are your top concerns?" The most frequent answer was concerns about being adequately prepared and having the right skills to perform and be successful. ASSE is a key resource for these students. Each of us can help prepare these future leaders by sharing our stories, knowledge, expertise and networks. I urge each of you to participate. Help our students power the future of our profession: Speak at a student section meeting, mentor, open your facilities for a student tour, sponsor the Future Safety Leaders Conference, share your next "big idea" about students with ASSE. The opportunities to engage with our students are limitless. Help us connect the dots and power the future of ASSE and our profession.

"Three things give the student the possibility of surpassing his teacher: Ask a lot of questions, remember the answers, teach." Jan Amos ComŽnius 1592-1670

Connecting the Dots: Ensuring a Bright Future for ASSE

2013-12-01T09:19:00.000-06:00

2013 ASSE President
Kathy A. Seabrook, CSP, CMIOSH, EurOSHM

By now, you've most likely read or heard about our efforts to revise the Society's governance structure. As a Society, we have been transparently discerning a better governance model for ASSE since 2010. To keep you informed, we have published articles in PS since April; we've hosted webinars; we've discussed the model at many chapter and regional operating committee meetings; and it was discussed during Safety 2013 at the regional caucus and council meetings. In addition, we created a dedicated website at www.asse.org/restructure.

These ongoing communications are designed to explain why this governance change is important to ASSE's future. Our ultimate goal is to create an organization that can readily identify and seize opportunities to serve Society members and deliver value while advancing the SH&E profession in the eyes of employers, the business community, policy makers, ASSE members and other stakeholders. ASSE's Board of Directors (BOD) has approved the proposed model and the associated bylaws changes. The final step will be a vote by the House of Delegates, which represents our regions, chapters, councils and practice specialties.

So Why Change?
Let's face it, change can be hard in any organization. So, what prompted the BOD to examine ASSE's governance? First, our model had not been reviewed in nearly 20 years. It was time. The world has changed dramatically since 1993, thanks to technology, globalization and changing economies. ASSE has also changed greatly in response to changing trends in volunteerism, the growth of chapters and practice specialties, and the advent of common interest groups (CIGs), which did not exist 20 years ago. You, our members, are telling us that you want choice in how you engage with ASSE in order to meet your needs geographically, by subject matter and affiliation. ASSE is mindful of this trend and continuously seeks to better meet members' changing needs in all three areas.

Through this process, we also came to better understand the workload and expectations experienced by regional and council vice presidents in fulfilling their dual operational and strategic roles. As any board member can attest, ensuring productive operations in regions, chapters, practice specialties, CIGs, professional development, professional affairs, and practices and standards is a full-time volunteer job. Add to this the need to identify strategic opportunities for the Society, and it is clear that our volunteer leaders often face unrealistic expectations.

This understanding led to development of a new model that ÒdecouplesÓ BOD operational roles from strategic roles. The BOD will focus on strategic planning, legal and policy, financial management and overall
organizational evaluation. The public director would help the BOD calibrate its perspective on ASSE's strategic direction. Decoupling also addresses the fact that fewer members are volunteering due to competing priorities of family, work and ASSE. The Society is already finding that fewer volunteers are able to engage due to time constraints and/or lack of employer support. This reflects a trend seen across volunteer associations of all kinds.

Will Member Needs Be Met?
One member recently raised a concern that member needs will not be met under the proposed model. Meeting member needs was a driving force behind the BOD's decision to assess ASSE's governance. Through our dialogue with members and past and current leaders, and our work with recognized association management experts, it became clear that all members will benefit if regional and council vice presidents are able to focus on their operational roles. Chapters, sections, practice specialties and CIGs will have greater access to these leaders' expertise and guidance, and our volunteer leaders will be able to dedicate their time to addressing operational challenges and collaborating to develop innovative solutions.

Some members believe the proposed model leaves them with no voice on the board. Let's take a look at that concern. Under the proposed model, ASSE's councils will have decision-making authority over operational issues at their level. Unless those issues are strategic, or have significant financial or reputational implications, BOD approval will not be needed. This will enable our operational leaders to make decisions, implement timely resolutions, and move quickly on ideas from all groups. This increases the member influence in ASSE. In addition, all councils can raise strategic issues through the senior vice president who is their voice on the BOD.

Connecting the Dots
So, let's connect the dots. A governance model that is relevant and reflective of ASSE's current and future needs will enable the Society to be strong, viable and sustainable. We are then positioned to advocate the value of workplace safety and health with our employers and other stakeholders, and to provide all members with networking and professional development opportunities, resources and tools to help us do our jobs. At the end of the day, each of us is working to provide safe, healthy workplaces wherever we are in the world. Happy holidays!

Meeting member needs was a driving force behind the Board of Directors' decision to assess ASSE's governance.

Connecting the Dots: ASSE Global Initiatives Influence Our Profession and You

2013-11-01T07:52:00.000-05:00

2013 ASSE President
Kathy A. Seabrook, CSP, CMIOSH, EurOSHM

ASSE's vision is to be a global advocate for the safety professional and a premier leader of the safety profession. In my first message in July, I highlighted many ASSE initiatives that are relevant to us all while advancing our profession. Let's continue to connect the dots on three global initiatives that are influencing the value of our profession.

International Network of Safety & Health Practitioner Organizations
ASSE is secretariat of International Network of Safety and Health Practitioner Organizations (INSHPO), a global alliance of international professional safety organizations. In September, INSHPO representatives met in Montreal, Quebec, to continue their work to develop a global occupational safety and health (OSH) competency framework. This framework involves a cross-national analysis of core competencies, bodies of knowledge and professional benchmarks. Its creation will be a major step toward better defining our profession.

In addition, the framework will inform the next revision of ANSI/ASSE Z590.2, Criteria for Establishing the Scope and Functions of the Professional Safety Position, a U.S. consensus standard that defines our profession for the business community and society. This connection is an important step. It recognizes that our profession is becoming more global and needs well-defined standards of practice, which are common in traditional professions such as medicine, law and engineering. The competency framework and ANSI/ASSE Z590.2 will better define what an OSH practitioner does and, in the process, increase our profession's value.
Well-defined competency requirements ensure that those who practice safety represent our profession well and have the skills, knowledge and capability to do so. They also give us an effective means to educate business stakeholders and general society about the profession and the value it delivers. Building brand awareness and reputation also enhances our marketability and helps advance our careers.

International Safety Management Systems

International Organization for Standardization (ISO) has formed a committee to develop an occupational health and safety management systems (OHSMS) standard. ASSE is leading this global initiative as administrator of the U.S. technical advisory group (TAG) on the standard. ANSI President S. Joe Bhatia calls the proposed standard "one of the most significant consensus standards activities in the past 50 years." Indeed, it will influence OSH management on a global scale.

In September, the TAG discussed the proof of concept document to meet ISO formatting and language requirements. The project committee held its initial meeting in London, England in October. This will lead to the first working draft, then to a formal committee draft, which is expected to be available for public comment in 2014. ISO anticipates the standard will be completed within 3 years (mid-2016).

Center for Safety & Health Sustainability

Center for Safety and Health Sustainability (CSHS) seeks to give SH&E professionals a stronger voice in sustainability policies. Through informed research and dialogue with sustainability leaders, CSHS provides new insights into the measurement, management and impact of safety and health as it relates to sustainability.

By shaping this dialogue to include safety, the center aims to be a recognized thought leader for sustainability and corporate social responsibility. Such efforts will raise the value of our profession. As more business leaders and policy makers recognize that workplace safety and health is integral to sustainable organizations, they will place greater emphasis on managing OSH risks, which will lead to our ultimate goal: Safe workplaces, globally.

The center is working to establish key performance indicators for OSH, and is working to influence the Global Reporting Initiative's (GRI) framework. Better GRI metrics will further increase the value of OSH and demonstrate true OSH performance.

Conclusion

ASSE is influencing the future direction of OSH through its global initiatives and as a result is raising the bar for our profession. Recognition that our profession delivers value and that safety management is good business will produce safe workplaces, create jobs and enrich our careers. Your challenge: What will you do today to influence the perspective of your organizational leaders to recognize that managing OSH risks is good business? Have a safe month!

ASSE is influencing the future direction of OSH and raising the bar for our profession through its global initiatives

Connecting the Dots: Directing Your Career Journey

2013-10-01T08:00:00.000-05:00

2013 ASSE President
Kathy A. Seabrook, CSP, CMIOSH, EurOSHM

So, what do you want to be doing in 3 years? In 5 years? In 10 years? Careers are lifetime journeys that involve planning, setting goals and reaching milestones, then regularly confirming that we're on the right path so we know that we are moving in the best direction. By asking these questions, we can also assess the present and adjust our path based on changing interests, needs and industry demands.

To help you make the most of your career journey, whether you are a student, a mid-career practitioner, a top-of-your-game performer or a transitioning professional, consider ASSE your career partner. ASSE offers many resources that you can use to advance your education, gain new skills and knowledge, and access expertise across a more than 35,000-member network. All of these will help you deliver greater value professionally and advance your SH&E career.

A good first step in your journey is to map out a career plan. Career Guide to the Safety Profession, co-published by ASSE Foundation and BCSP (http://goo.gl/kex3CH), examines employment outlook and explores work opportunities within the profession. It also defines areas of specialization, explains certification and lists recommended courses of study to enter the profession and advance your career.

Mentors are another important career resource. ASSE has more than 35,000 members, any one of whom is a potential mentor. To start connecting, take a look at the Women in Safety Engineering mentoring program (http://goo.gl/UsGK3G), which is not gender specific, and the Society's Networking Partners Program (http://goo.gl/4D3UBv), which helps connect ASSE members who are seeking employment with members who can help them begin or recharge their job search.

In addition, check out ASSE's updated Members-Only Mentor Board, and watch for the debut of a new leadership mentoring program in mid-2014 that will help ASSE identify and develop future Society leaders. Another valuable resource is the SH&E Career Resource Center (http://goo.gl/rgck5a), where you'll find links to information on job search essentials and resources, as well as career change advice. The new jobs board (http://jobs.asse.org) will provide you with current employment opportunities as well.

Beyond all these great resources, let's take this discussion on connecting the dots between your career and ASSE a bit further and consider continuing education. Are you technically oriented or seeking a future safety leadership role in your organization? What skills, experience and knowledge will help you reach the next level in your career and, ultimately, achieve your career goals?

Once you identify these needs, here's how ASSE can help. ASSE delivers education on technical, leadership, business and communications topics. For example, attaining a CSP designation is a primary career goal for many SH&E professionals, and ASSE's certification workshops with world-class instructors and study guides can help you prepare for these exams.

In addition, ASSE's certificate programs offer enrichment for safety professionals at all career stages, from novice practitioner to seasoned professional. Completing the Certificate in Safety Management, Executive Program in Safety Management and/or Global Safety Management Certificate can open the door to career opportunities.

Many other face-to-face education options are available at the Society, chapter, region, practice specialty and common interest group levels as well. For example, our next symposium, Fatality and Severe Loss Prevention, will be held Nov. 21-22, 2013, in San Diego, CA, and Safety 2014 will be held June 8-11, in Orlando, FL. To learn more about Society-level events, visit www.asse.org/education. For details on other events, visit http://calendar.asse.org.

ASSE also offers many virtual events to provide you with on-demand learning options. The e-Learning center (http://goo.gl/VwHV0M) offers podcasts, virtual symposia, webfests and conference recordings. Monthly live webinars feature subject-matter experts from around the world speaking about topics such as improving human performance, OHSAS 18001, fatigue management and the global harmonization standard. All webinars are accessible on demand after the event.

ASSE also recently launched the Business Skills for Safety Professionals portal. This collection of short videos focuses on business skills, such as communications strategies, negotiating tactics and finance essentials, that SH&E professionals must hone to be effective leaders. You'll find these videos on the Members-Only website (www.asse.org/membersonly).

Make the most of your career journey, enjoy what you do, and partner with ASSE to start taking full advantage of the many career resources our Society provides.

Connecting the Dots: Strategic Governance Defines Our Future

2013-09-01T08:30:00.000-05:00

2013 ASSE President
Kathy A. Seabrook, CSP, CMIOSH, EurOSHM

Think for just a moment about the following quote from Peter Sheahan, author of Flip: How to Turn Everything You Know on Its Head and Succeed Beyond Your Wildest Imaginings: "Things are changing faster and faster, new opportunities and new markets are opening up every day . . . it is important to understand exactly what is changing and what impact this is having on your existing business."

His words certainly ring true in today's fast-paced, dynamic global marketplace. Sheahan's statement also captures the essence of strategic thinking and how fundamental it is to our success each day. To excel in today's world, you must know what is changing, understand how those changes will affect you and your organization, then capitalize on the opportunities those changes present. Each of us must think strategically in our work as SH&E professionals, and ASSE must think strategically as an organization whose mission is to be a thought leader for the SH&E profession and an advocate for SH&E professionals worldwide.

Let's connect the dots between strategic thinking and ASSE, and what it means to you. To capitalize on opportunities as they emerge, ASSE's Board of Directors (BOD) must be visionary and strategic minded, and it must have the agility to be decision?al, timely and focused on the future in order to advance SH&E professionals and the profession. Rather than focus on tactical, day-to-day matters, ASSE's Board needs to focus its attention 3 to 10 years into the future to identify emerging trends, recognize new opportunities, and develop goals, strategies, partnerships and alliances that will benefit members, the Society and the profession.

ASSE's governance model must enable the BOD to continuously focus on our profession's long-term viability and sustainability. A strategically focused BOD helps to ensure that ASSE is continuously helping SH&E professionals discover new opportunities by creating value for our stakeholders in business, industry and government. Creating value increases jobs and expands career opportunities. It gives SH&E professionals a seat at the decision-making table within our organizations. And, it expands our influence in ensuring safe, healthy workplaces around the world.

Several current ASSE initiatives aim to help us demonstrate our value to employers. These include the recently launched Risk Assessment Institute; our focus on connecting safety and sustainability; our efforts to develop a student strategy to ensure a strong supply of SH&E professionals to meet future demands; and our implementation of a global strategy.

For these initiatives to succeed, we must scan the horizon to determine what's next. What influences will affect our profession? Where does ASSE need to be 5 years from now? 10 years from now? Consider, for example, the current emphasis in the oil and gas industry and the sustainability world, embracing "safety assurance" from internal operational integrity to supply chain accountability.

A strategically focused BOD can identify these types of emerging trends and position the Society to capitalize on new opportunities to create value for the SH&E profession. That's why, at its meeting this past June, ASSE's BOD unanimously approved new bylaws to change ASSE's governance structure. These changes reflect alignment with the proposed ASSE governance model. (See more on this topic on p. 43 of this issue or visit www.asse.org/restructure.) This new model will help the Society govern more strategically, while providing expanded leadership opportunities at the region level, streamlining the workload of region and council vice presidents, and engaging more diverse voices and perspectives in the Society.

The next step in this process is for ASSE's House of Delegates to review the approved bylaws. ASSE's BOD has used an open, transparent process to arrive at this point, and has strived to clearly communicate the thought process behind this proposal with all members. See the article on p. 43 for more details on this process. We will continue to reach out in coming months to answer your questions. I also encourage you to talk with your regional and council vice presidents to better understand how these governance changes will make ASSE a more strategic, agile organization that is best positioned to support our chapter, region, practice specialty and common interest group networks, while enabling the BOD to actively focus on identifying and pursuing opportunities for ASSE, our profession and you.

"You need to have the mind-set, flexibility and courage to innovate and change not just your organization but yourself . . . you cannot really do one without the other." Peter Sheahan

Connecting the Dots: Our ASSE Network

2013-08-01T08:00:00.000-05:00

2013 ASSE President
Kathy A. Seabrook, CSP, CMIOSH, EurOSHM

ASSE is an expansive network of safety professionals spanning the globe. But what does that mean to you? Knowledge is powerful. Accessing ASSE's network to harness expertise is what the Society is all about. So, continuing our connecting the dots theme, let's look at how ASSE's extensive network is relevant to you in your work and to our profession.

Here's how our network might look in action. A U.S.-based member learns he needs to conduct an initial site audit of a recently acquired site in Shanghai, China. First contact: Members in Shanghai. A member in Mexico learns that her company has purchased a site in the U.S. Her first outreach: Members in the U.S.

What about a member creating a fork truck certification program? Rather than develop a brand new program, this professional might ask members of the local chapter, a practice specialty (PS) or a common interest group (CIG) for a sample program that can be customized. Other times, it's simply talking through a hazardous situation and potential controls with a colleague. No matter the issue, you have access to more than 35,000 members in 80 countries who possess a depth and breadth of knowledge, and a cadre of skills, resources and know-how.

Local ASSE Chapters
Your chapter connects you to the SH&E community where you work and live. You'll be able to access local SH&E resources; participate in relevant educational opportunities through monthly meetings and timely workshops; gain valuable leadership experience; and promote and advance the SH&E profession.

I recently asked a member, "So, why did you join ASSE?" Her reply was simple: "Attending chapter meetings opens doors to networking, mentoring and education, and offers a platform to share knowledge. If I were to compare my chapter relationship with something, it is like family members who live far away. You may not see them often, but when you need them, they are there." Learn more at www.asse.org/chapters.

Practice Specialties, Branches & Common Interest Groups
To be successful SH&E professionals, we need access to information, best practices and new innovations, as well as to insight on emerging global issues. That's where ASSE's PSs, branches and CIGs can help you advance your career. These groups help position you for success by providing networking, mentoring and leadership opportunities; technical and educational resources; publication opportunities; and advice on global issues. Learn more at www.asse.org/practicespecialties. Let's consider the value and relevance our four CIGs deliver to members.

Women in Safety Engineering (WISE).Chair Jennifer Zipeto explains, "WISE fosters an environment that allows our members to share ideas and knowledge. We have a robust mentoring program and are strong networkers. We are "leaning in' to our careers and to the ongoing evaluation of the state of women in the SH&E profession." WISE helps its members find resources (such as fall protection gear sized for women) and share knowledge on topics such as pregnancy in a hazardous work environment or ergonomics for the female body.
Safety Professionals and the Latino Workforce (SPALW). This group focuses on creating bilingual safety resources. For example, SPALW reviewed a translation of ANSI/ASSE Z359.2-2007, Minimum Requirements for a Comprehensive Managed Fall Protection Program. Other initiatives include a Spanish OSHA-10 marathon in multiple cities and participation in the "SPALW Against Falls" campaign in partnership with OSHA and NIOSH, reports SPALW Chair Oscar Paredes.
Blacks in Safety Engineering (BISE). Chair Joe Davis III says, "[Our] mission is to promote and encourage the collaboration, interest, recognition and promotion of blacks and all safety professionals within ASSE." BISE aims to strengthen interactions with members abroad, support information sharing, mentor members, share job opportunities and foster networking.
Young Professionals (YP) seeks to "enhance the Society by identifying, developing and connecting young leaders." YP and its members develop programs that encourage personal and professional growth; share tips for work-life balance; and promote active Society involvement.

ASSE members have many pathways for engaging with and in the Society. Identify the pathway that best fits your needs, and start connecting the dots between you, your work and ASSE by collaborating, networking, mentoring and sharing knowledge. Together, we will move the needle on our Society and profession. PQ: "Do you want to know who you are? Don't ask. Act! Action will delineate and define you." Thomas Jefferson Knowledge is powerful. Accessing ASSE's network to harness expertise is what the Society is all about.

Connecting the Dots

2013-07-01T12:21:00.001-05:00

2013 ASSE President
Kathy A. Seabrook, CSP, CMIOSH, EurOSHM

Welcome to a new leadership year. As I start my term as ASSE President, I want to highlight the many ASSE initiatives that are relevant to you in your job, while advancing our profession. Together, we will focus on connecting the dots at all levels of the Society, internally and with our external stakeholders on relevant initiatives. By relevant I mean initiatives, collaborations, alliances, resources and tools that help you do your job. As a member, this is important because knowledge is powerful and provides a competitive edge in your career success and advancement. That is what ASSE is all about.

These initiatives also aim to move the needle on the value of our profession so the leaders in your organizations better understand that safe, healthful workplaces are good business. This message is good for all: safety professionals, our profession, ASSE and, most importantly, workers around the world. As we know, the more integrated workplace safety and health are on boardroom agendas and in business dialogue, the more effective we all can be.

Because ASSE cannot move the needle on the value of our profession alone, we are working with traditional and nontraditional external stakeholders. Over the next 11 months, we will focus together on connecting the dots between you, our profession and sound business outcomes, whether itÕs through initiatives with agencies such as NIOSH and OSHA, activities with international sister organizations such as Canadian Society of Safety Engineering and Institution of Occupational Safety and Health, or collaboration with groups such as the Global Reporting Initiative.

To give you a sense of what's to come, let's look at some current ASSE initiatives.

Fall Protection & Motor Vehicle Safety
ASSE's latest collaborations with long-term partners NIOSH and OSHA focus on fall protection and highway safety. In fall protection, the collective goal is to reduce construction-related fall incidents by engaging ASSE's 35,000 members in the Campaign to Prevent Falls in Construction. You can learn more at www.asse.org/newsroom/fall-protection.php. I also encourage you to contact ASSE's Ron Sokol, a key member of the campaign group, at rrsokol@csctc.org.

NIOSH's Center for Motor Vehicle Safety (www.cdc.gov/niosh/topics/motorvehicle) is another great resource that provides tools to help SH&E professionals address the leading cause of worker fatalities. The center's leader, Stephanie Pratt, spoke at Safety 2013, and will be featured in an interview in a future issue of PS.

ASSE Risk Assessment Institute
The business community continues to embrace the value of risk assessment. According to Babson Executive Education, in a survey of 1,048 executives, managers and other business individuals, 70% said they were "more focused on managing risk and uncertainty today compared to before the market crash of 2008." Risk is the language of business, and the business community's increased interest in risk provides new opportunities for those engaged in its assessment, specifically the SH&E community.

Promoting the risk assessment function not only highlights the value SH&E professionals deliver each day, but also counters the notion that we are compliance focused. That's why we launched the ASSE Risk Assessment Institute at Safety 2013. Through the institute, we are striving to ensure that SH&E risk assessment is viewed as an integral part of an organization's risk management process and that safety professionals are perceived as possessing key competencies needed to manage a wide range of risks.
Ultimately, ASSE aims to educate the business community on the role and value of SH&E professionals in the risk process; improve risk-related education for SH&E professionals; provide a platform for the SH&E community to contribute to the development of new evidence-based risk-related policies, processes and solutions; and act as a clearinghouse for risk-related information and tools relevant to the SH&E profession. To learn more about the institute, including how you might assist in these efforts, visit www.oshrisk.org.
As ASSE members, we have great opportunities to collaborate and contribute. Our Society is working to help each of us by providing the knowledge, know-how and tools to ensure safe and healthy workplaces and raise the bar on the value of the SH&E profession. As you meet your challenges each day, ask yourself, "What can I do to increase the value of SH&E in my workplace?" Together, let's connect the dots and raise the bar on SH&E in our workplaces and in our profession.

ASSE provides the knowledge, know-how and tools we need to ensure safe workplaces. Together, let's connect the dots and raise the bar on SH&E in our workplaces and in our profession.

Find Your True North

2013-06-01T08:49:00.000-05:00

2012 ASSE President
Richard A. Pollock, CSP

I have enjoyed penning these messages each month. I've written about volunteerism, developing leadership skills, continuing education and the ASSE governance process. I have also written about ASSE initiatives, such as global outreach, fatality prevention and sustainability, and how to embrace change. Interwoven throughout has been a message about the importance of personal and professional growth. I hope you have enjoyed the messages. I truly care about you, our profession and the Society, and I see a very bright future ahead.

Since this is my last message, I want to share some parting thoughts for the future. As we look ahead, I'm reminded of the movie Back to the Future. Through the entertaining, far-fetched story, we learn that changing just one thing in the past can profoundly affect the future. In Marty McFly's (Michael J. Fox) case, his life depends on it. Marty has to ensure that his mother and father kiss at a school dance so they will eventually marry and he will be born.

So, imagine you are in Doc Brown's DeLorean with the flux capacitor set to high, ready to travel back in time. If you could change one thing, what might it be? Each moment of every day, situations, events, decisions and actions affect the future. However, in the present, we do not and cannot recognize these defining moments. Instead, we do our best, relying on our ethics and morals to guide our actions.
My father was a great leader and a wise man. He often said, "Sitting down and wishing will not change the fate. God will do the fishing, but you must dig the bait." It took me years to understand that he was talking about preparation and regret. We control how well we prepare, and we never want to look back with regret because of insufficient effort or poor attention to detail.

Let's think of it another way. Suppose you could travel to the future. Think how it would be to know what is coming. With the ability to predict the future and guide others, you would be seen as highly credible and you would be well respected. You would also have an aura of confidence knowing that your advice is helping and likely correct.

Predicting the future based on our knowledge and past experience is what SH&E professionals do. ASSE helps us achieve that more than we realize. Through networking and by applying our collective body of knowledge, we look into the future and plan accordingly. We assess risk and identify the probability of serious outcomes. Then, based on our knowledge and understanding of the past, we predict the future to make accurate recommendations. We see potential failure and create plans to avert it or to mitigate its effects. In the process, we gain respect, our confidence grows, and we create a vision of the future, almost like we've been there before.

In The Hobbit, Bilbo Baggins takes a life-altering chance by leaving the Shire to journey east. Through his adventures, he experiences new situations and encounters great dangers that require a quick wit, cunning and bravery. He gains strength, knowledge, confidence and the respect of others. In the movie Groundhog Day, Phil Connors (Bill Murray) is an arrogant and egocentric TV weatherman who, during a hated assignment covering the annual Groundhog Day event in Punxsutawney, PA, finds himself in a time loop, repeating the day again and again. As the movie proceeds, he begins to reexamine his life and priorities, and realizes that he can continue to complain about life or he can do something to make it better.

"Sitting down and wishing will not change the fate. God will do the fishing, but you must dig the bait." The lessons are many. No one wants to have regrets. Work to advance your knowledge, expand your network and prepare for the opportunities ahead. Step outside your comfort zone and venture into new territory. Be optimistic and focus on the good around you. Instead of complaining, seek solutions. Learn to see the future for the good of others. Find your guiding light, your true north, and always be proud of the work you do.

Thank you and take care.

Like a Broken Record

2013-05-01T08:00:00.000-05:00

2012 ASSE President
Richard A. Pollock, CSP

Most SH&E professionals know a little about a lot, and it is often difficult to say anything about what they already know. So, let's cut to the chase and discuss something we both know.

Many of my messages have focused on change and the importance of embracing it. From changes in our world at work and their effects on our profession, to changes in groups such as ASSE, how we govern internally, speak externally, encourage volunteerism and engage members, change is everywhere.

Am I starting to sound like a broken record? Some of you may not know how that sounds, as the needle skips on a scratched album, playing the same line in a song over and over. Like the modern progression from listening to analog LP albums to digital CDs and now MP3s, the world is changing rapidly.

Recognizing and adapting to change is difficult, especially when we experience success. Think about Sony, by far the leader in multimedia delivery in the 1990s. The company saw its greatest success at the height of the Walkman and Discman era, and as the TV industry shifted to digital signal delivery. But Sony was tied to old technology and rapidly outdated manufacturing systems. It lived on its success, failed to see the future and was slow to react to Apple's introduction of the iPod MP3 player. With Betamax videotape stubbornly losing its battle with VHS, Sony refused to gauge customer trends toward DVD and DVR until it finally learned, winning with Blu-ray Discs. Then, as Apple saw dramatic growth thanks to the iPhone and iPad, Samsung also began to pull away from Sony with major advances in TV technology, and through its partnership with Google and Android mobile software. In less than 10 years, the once- mighty Sony is struggling to survive.

Such stories aren't new. Think of Kodak's failure to embrace digital photography and image storage technology. Schwinn failed to react swiftly to consumer interest in mountain bikes, hybrids and high-tech racing bikes. Research In Motion is trying to revive its once- dominant BlackBerry brand. Companies such as these are blinded by success and paralyzed by the fear of change.

That said, companies such as Apple have advanced by adopting a philosophy of continuous improvement and by accepting advanced technology. IBM shifted successfully from manufacturing to business consultancy and software service. Amazon and Google continuously innovate.

These are amazing tales. But what does this mean to us, our profession and ASSE? I would be a fool to say I know, so let me share another story. My grandson, Charlie, is 3 years old and as cute as can be. However, his favorite word is no. It is his first reaction to almost anything he is asked."Will you please finish your hot dog?""No.""Would you like me to read the book about kangaroos tonight?""No.""Would you like to watch Aquabats or Go, Diego, Go! on the iPad?""No." It's his first and safest response, whether he means it or not. I'm sure many of you can relate.

Sometimes I find myself resisting change and saying"no." Maybe I'm tired or stressed. Maybe I'm not educated on a topic or unsure. Perhaps the response is purely emotional, or a reaction to the influence of TV or web media. Politicians vilify change, and the press has a heyday with it. If you want to sway public opinion just inject some doubt to arouse fears that a change will bring about the worst possible outcome. Anything worthwhile can be made to look bad and something to be feared.

However, there is a silver lining. It's May, and in most of the northern hemisphere spring is in full bloom. New life abounds and possibilities are everywhere. Change is happening at ASSE as we create new online education opportunities, prepare for another record-setting conference, move forward to upgrade our governance structure, grow our body of knowledge, and lead the discussions on safety and health sustainability and risk assessment across the globe.

I hope you are feeling a spring in your step and view these changes as opportunities. I also hope you see the challenges of recognizing the change around us and are preparing yourself to take advantage. If the fear of change has you in its grips, fight your way through it with the help of ASSE. Our future is very bright and hope abounds for us all.

The Changing Face of ASSE

2013-04-01T06:12:00.001-05:00

2012 ASSE President
Richard A. Pollock, CSP

While writing this message, I debated what title to use. As I've written several times, ASSE is in the midst of change. Membership demographics are shifting and the ways members engage or recognize value has changed dramatically over the past 20 years. This is why our practice specialties have grown so much and why more members are gravitating toward common interest groups (CIGs). In fact, more than 60% of ASSE members elect to pay more to belong to one or more practice specialty or CIG.

This shift is likely to continue. Technical education and professional networks that help solve industry-specific problems are increasing in value. However, these changes have highlighted the ineffectiveness of our current governance structure, which is based on a geographic model in which chapter meetings are the main point of member contact.

ASSE's Board of Directors (BOD) has been studying these trends for several years. The BOD is focused on aligning the Society's strategies and resources with the needs of members and the profession. The goal is to deliver greater member value, and as a board to become more strategic, efficient and effective. It is the later focus that has led to a review of our BOD governance model.

From Good to Great author Jim Collins defines a great organization as "one that delivers superior performance and makes a distinctive impact over a long period of time." In business, the common measures of great performance are market share, customer satisfaction and financial results. For a membership organization such as ASSE, performance is assessed relative to how well we achieve our mission, serve members, grow, and maintain financial stability and sustainability.

The critical question for taking member value from good to great has changed over the past few decades. Great organizations no longer look at lagging indicators such as how many members attend chapter meetings, but govern for a sustainable future by asking "How effectively do we deliver on our mission and vision, differentiate ASSE, increase our value as a profession, and provide a positive, career-enhancing impact for members?"

Working with a respected association consultant, the BOD and a highly diverse group of more than 50 members met in early 2012 to discuss the current situation and available opportunities. This group reviewed an environmental scan and Society trends, and read materials related to association governance. We discussed issues of alignment, representation, resources, membership needs, current methods of providing value and external factors such as association governance trends.

What's clear is that forward-thinking associations now favor a smaller, more efficient and effective governance structure that is focused on being strategic and sustainable. For ASSE, the new vision provided by a governance change in the Society will create:

A smaller (10 members versus 16), flatter, more strategic BOD that can effectively recognize and capitalize on emerging opportunities that best serve ASSE's mission and vision.
A governance structure that is directly accountable to the membership, that is more representative of the assorted and varied voices of members, and that addresses professional needs.
A BOD that by its makeup is better qualified and represents how members engage with the Society and derive value, which will allow more members the opportunity to grow into leadership roles.
A council structure that is more effective in providing support and value to various membership groups, and that is focused on operational aspects and strategies for achieving our goals.
A volunteer leadership structure that provides more efficient engagement opportunities with improved support.
An organizational structure that engages members beyond where they live, and focuses on who they are, what they do, where they work and the solutions they need.
An organizational structure that is based on trust, respect and the common good, that values strong communication, and that provides pathways for constructive feedback which in turn creates a positive culture for volunteer leaders and ASSE members.

During the coming months, you will hear more about the vision for governance change. I hope you will attend meetings or participate in a webinars that will explain the proposed changes. This is a transparent process, with the shared goal of creating a new governance structure that is more efficient, effective and strategic. We need your feedback and I urge you to participate.

Thank you.

Expanding Our Global Connections

2013-03-01T07:00:00.000-06:00

2012 ASSE President
Richard A. Pollock, CSP

First, I want to thank you all for taking the leap and voting in the Society election. I appreciate your involvement.

As we expand and develop ASSE's global relationships, we are learning that safety unites us all. As a global community, we are collectively pursuing a common purpose and share a true passion to advance workplace safety.

Unfortunately, each week seems to bring reminders of just how vital our work is. Tragic incidents continue to show that safety lessons from history too often remain unlearned, become neglected or are simply ignored.

As you know in 1911, 146 workers died in the Triangle Shirtwaist Factory fire in New York City. Despite the ensuing outrage that prompted new standards and improved protections, and led to the founding of ASSE, today, more than 100 years later, workers continue to die in similar situations. For example, more than 700 workers have died over the past 5 years in textile factory fires in Bangladesh with nearly 120 workers perishing in two recent fires at Tazreen Fashions and Smart Exports. The recent nightclub fire in Santa Maria, Brazil, is another tragic example. More than 230 people died in that fire, which unfortunately resembles too many other fatal incidents, as does the Petroleos Mexicanos refinery explosion that killed more than 35 people. Sadly, the list goes on.

Occupational safety precautions and protective measures are well known, yet tragic outcomes continue to occur. Multinational corporations are beginning to set standards for their suppliers and some are conducting audits, but progress is slow as the drive for profits in developing economies often results in disregard for known safety precautions.

While the need for regulatory oversight, increased risk assessment, hazard awareness and control measures in developing countries is clear, safety problems persist in developed countries as well. Each day, we hear reports of refinery fires, mining explosions, crane collapses, pipeline failures, multivehicle crashes and more. No country is immune to occupational safety tragedies.

Expanding Relationships & Opportunities
As a premier leader of the SH&E profession, ASSE is uniquely positioned to tackle these challenges and champion viable solutions around the world. To support our global efforts, we are making connections and establishing relationships with many international partners. Consider just a few recent developments:

New chapters formed in India and United Arab Emirates (UAE), a new section in Mexico, new student sections in India, and interest is high in Qatar, Costa Rica, Jamaica and Oman.
Conference presentations in India, Qatar, Azerbaijan, UAE, Canada, the U.K. and Australia are expanding global awareness of ASSE.
The Center for Safety and Health Sustainability released a study, "Current Practices in Occupational Safety and Health Reporting," that provides a snapshot of sustainability reporting practices, examines their comparability and offers guidance for occupational safety and health sustainability reporting.
As secretariat of the International Network of Safety and Health Practitioner Organizations, ASSE is working with other SH&E organizations to develop a global model, scope and function for the profession, and to achieve consensus on technical competencies and core activities.
The International Practice Specialty hosted a symposium on metrics this past year in Orlando, FL.
ASSE is the U.S. Technical Advisory Group Administrator for ISO standards on risk management and risk assessment, and fall protection and fall arrest.
ASSE is developing a Global Certificate in Safety Management program.
Safety 2013 will include a full track of global sessions with speakers from countries such as Australia, China, India, Kuwait, Nigeria, Panama, South Africa, South Korea, Switzerland and the U.K.

ASSE's global connections are opening doors of opportunity. Our international partners want to expand safety awareness in their countries, establish standards and transform cultures. ASSE is poised to provide valued guidance, insight, products, services and education, and we are eager to learn from our colleaguesÕ experiences as well. Together, we can prevent the needless deaths that occur each day in every country. Please support our global initiatives and seize the emerging opportunities to help SH&E professionals worldwide.

One Giant Leap For ASSE

2013-02-01T09:35:00.003-06:00

2012 ASSE President
Richard A. Pollock, CSP

American hero Neil Armstrong passed away last year. We remember him as the first person to walk on the moon. Armstrong also earned degrees from Purdue University and University of Southern California, and he served in the U.S. Navy and flew 78 combat missions during the Korean War. Although he made two trips into space during his career with NASA, the most memorable moment came in 1969 when he stepped off the lunar module and said, "That's one small step for man, one giant leap for mankind" Some of you may remember the excitement, suspense and awe surrounding that moment. That step and Armstrong's proclamation brought a great sense of accomplishment and national pride.

Throughout history we have witnessed many meaningful first steps. In fact, anything worth doing always requires someone taking action. Today, I want you to do something that 's important and meaningful? Take a first step, then a leap.

During March, ASSE holds its elections. If you turn (or scroll) to p. 29 in the January issue of Professional Safety, you will see information about the candidates and the positions they seek. Even more information (including platform statements) is on the ASSE website at www.asse.org/elections.

As a membership organization, ASSE depends on volunteers to lead the Society. Some members volunteer within their chapter or practice specialty, while others serve on region or Society-level committees and councils. The top leadership group is the 15-member Board of Directors, made up of regional vice presidents, council vice presidents and the Executive Committee, which is comprised of the vice president, finance, senior vice president, president-elect, the president and the executive director.

ASSE's election process is important. In the coming years, the Society will be addressing several critical strategic issues concerning ASSE's governance structure, and the path forward for our profession and those affecting your livelihood. We need our best members to step up and lead. By being informed and voting, you play an important role in deciding who will lead ASSE. It's an important responsibility of membership.

First a Step, Then a Leap
This first step is easy. Please take out your smartphone, tablet, day planner or whatever you use to keep your calendar and circle March 1. Then, note this to-do: Vote in the ASSE election.
Once you've done that, taking the leap will be easier. At 12:01 a.m. on March 1, most members will receive an e-mail containing a link to our online voting system and detailed candidate information. (Those who haven 't selected the online option will receive the information in the mail.) When you open that e-mail (or letter), take the giant leap: Cast your vote.

The reason for my earnest request is simple: Traditionally, less than 18% of members vote in these elections, and last year the percentage dropped to an alarming 11%. Some suggest such low participation indicates that members are satisfied and aren't compelled to vote. Others say members don 't know the candidates, have never voted before or believe the election is a popularity contest. I don 't buy any of those arguments.

Voting Is a Responsibility of Membership
Like volunteering, voting in the Society elections is a fundamental responsibility of membership. But as the voting returns indicate, most members feel it is acceptable to skip this responsibility. As a result, not voting has become part of the ASSE culture one of our norms.

This is a problem we must address. To do so, we must challenge our collective beliefs. With 35,000 members, it is easy to sit on the sidelines and assume someone else will take the lead. It also is easy to cite reasons many of them legitimate to justify not volunteering.

The same cannot be said for not voting. Becoming informed about ASSE governance, the elected offices and the candidates takes so little time. In fact, I 'm guessing that in 30 minutes tonight on your couch, you can learn what you need to know to cast an informed vote.

Together, we can change our culture and drive our profession and ASSE forward. Let's recognize our membership responsibilities and challenge our beliefs, then act accordingly. By doing so, we can foster a new ASSE culture of involvement. Let's make 2013 the year we all take one small step for ASSE and what very well may be a giant leap for ourselves. Mark your calendar today and vote on March 1.

"You may never know what results come of your action, but if you do nothing there will be no result."
Mahatma Gandhi

It's Not Broken, So Why Change?

2013-01-01T10:00:00.000-06:00

2012 ASSE President
Richard A. Pollock, CSP

The headline for this message may seem a bit odd, particularly since this is the time of year when we all make resolutions to change. But, given the global economic uncertainty of recent years, the current signs of stabilization and forecasts for improvement make it easy to say, "Let's stay the course."

Positive results make this approach even more inviting. After all, ASSE is on solid financial footing, our membership is growing, and our products, services and benefits are in demand. Yet, now is not the time to grow complacent. In fact, more than ever, we must be forward thinking. We must continuously scan the current environment in order to proactively update the Society's strategic plans and anticipate business demands, economic trends and our members' professional needs.

A Changed Environment
Recognizing this need, ASSE formed a task force last year to examine the Society's future as well as its governance structure. The Society last reviewed this structure in 1993, which led to changes that were implemented in 1995. Our governance structure has not changed since then, even though the environment in which we operate has evolved immensely. Consider these facts:

In 1995, 49% of us had unrestricted access to the Internet while 33% had no access. Today, almost all of us have full access.
In 1995, we largely relied on OSHA regulations or voluntary consensus standards as part of our practice. Today, we must review and be aware of a wide range of global standards.
In 1995, most professional development was conducted face-to-face. Today, more than 30% is conducted online, and that percentage will continue to grow.
In 1995, we focused primarily on safety issues and regulatory compliance. Today, sustainability has taken center stage, and our responsibilities have expanded to include security, environment, global management, business strategy and wellness.
In 1995, our profession focused little on accreditation and credentialing. Today, unqualified practitioners are a key concern, and we must act to protect our profession.

Times clearly have changed, and so have ASSE members. Consider these facts:

In the mid-1990s, ASSE's membership was smaller, and members were younger on average, more male and white. Members were more likely to attend chapter meetings and volunteer for service. Employers often paid membership dues, sent members to professional development events and supported volunteer activities. Today, less than 30% of members engage with their local chapters even once per year. In addition, most members now pay their own dues.
In the mid-1990s, ASSE had only a few divisions. Now called practice specialties, these groups have grown in number and are producing significant content that is expanding our body of knowledge. They also have spawned branches and common interest groups (CIGs). Today, more than 60% of members pay additional dues to belong to a practice specialty or CIG.
ASSE's competitors in the mid-1990s were U.S.-based SH&E organizations. Today, the Society's competition is global, and it is no longer limited to nonprofit organizations.

The Mandate for Change
All of these facts demonstrate that ASSE membership and the environment in which the Society operates have changed dramatically. To remain relevant and achieve our vision to be a global advocate for SH&E professionals and a premier leader of the profession, ASSE's leadership team also must evolve and adapt as the environment changes in order to ensure that we remain focused on strategy and policy.

It's easy to maintain the status quo, but that is a route we cannot accept. Instead, we must focus on being current, proactive and nimble. Ours is an ever-changing world, and we must be ready, willing and able to adapt.

Best wishes for a successful 2013.

"They always say time changes things, but you actually have to change them yourself."
Andy Warhol

Now is not the time to grow complacent. In fact, more than ever, we must be forward thinking.

Changing World Demands Proactive Preparation

2012-12-01T10:19:00.000-06:00

2012 ASSE President
Richard A. Pollock, CSP

I love this time of year, as winter approaches and another year draws to a close. It is a time to be thankful, as well as a time to reflect and plan for the future.

As this year passes, ASSE has now seen 101 new chapters written. Each year brings a fresh start with exciting new opportunities. This past year was no different, setting in motion many new opportunities. Change is, indeed, in the wind.

Sensing this change, ASSE's Board of Directors formed a 50-member task force of past presidents and a diverse group of members to discuss the Society's future and governance structure. This group reviewed demographic and survey data, examined research about trends in other professional associations and read books about association governance. The task force also was provided with an "environmental scan" of the world in which ASSE operates and in which we perform our jobs. This scan covered global realities and trends in economics, politics, technology, demographics, education, the nature of work, risks and risk management, and the SH&E profession itself.

I subsequently shared this scan with many members, and I'd like to share some highlights with you.

Economics. A global shift is occurring. Telecommunications and transportation have shrunk the globe and competition among multinationals is increasing. China will likely overtake the U.S. economy by 2020 and India may do so by 2050. Stakeholders have higher expectations and lower tolerance. Emphasis on sustainability and improved corporate governance continues to grow.
International politics. Building dissatisfaction is creating greater demand for political and economic transparency. Growth and economic disparity continue to fuel instability. E-activism is growing, fueled by communication technology, and the global political influence of China, India, Brazil, Russia and the Middle East increases.
U.S. demographics. The U.S. population is graying, living longer and retiring later. Technology and Social Security concerns are fueling a widening generation gap. Too few citizens hold college degrees in engineering and the sciences, with one-third of all Ph.D.s awarded to temporary visa holders.
Technology. In our interconnected global society, 2 billion PCs and 5 billion mobile phones are in use, and more than 2.1 billion people use the Internet. Social networking is expanding opportunities for engagement and communications. Eighty percent of Americans age 18 to 29 and 50% of all Americans use online social networking.
Education. Innovations continue to emerge rapidly. More than 30% of corporate education and training is delivered by e-learning, while e-books comprise more than 20% of the market, and will continue to gain more market share. By 2015, South Korea plans to digitize all school learning materials, and China has already spent more than $1 billion to pioneer e-learning in rural areas. In the U.S., more than 1,000 school districts have or are budgeting to purchase iPads for incoming freshmen.
Nature of work. U.S. workers face an emerging and increasing set of risks. The workforce is aging, while losing competitiveness due to the lack of technical education. U.S. workers risk becoming less valuable, yet they face higher workloads, longer hours, increased pressures for greater productivity, and increased use of irregular and flexible work schedules.
Implications for ASSE. Change will continue to occur rapidly, making an expanded global perspective and understanding critical. Increased and evolving risks will present opportunities for qualified SH&E professionals, as will the expanding focus on good corporate governance and sustainability.
The SH&E profession. Demand is surpassing the supply of qualified professionals. More employers are seeking SH&E professionals with graduate degrees and M.B.A.s, while the number of qualified professors to teach courses is declining. Employers are expecting greater fluency in international cultures, foreign languages and global SH&E topics. Research-to-practice will gain momentum as the profession embraces fact-based solutions. More will be learned about human factors, and SH&E professionals will play a greater role in process and work design.

Our world is clearly different than it was 18 years ago when we last reviewed ASSE's governance structure and strategic focus. Technology has changed how we operate, and the pace of change requires ASSE to be more nimble and data-driven, to plan and react faster, and to think strategically for the benefit of all members.

In the months ahead, you will hear more about this initiative as we create a structure for the future. As the world continues to change, ASSE and each of us must be prepared.

Technology has changed how we operate, and the pace of change requires ASSE to be more nimble and to think strategically for the benefit of all members.

Wanted: Your Ideas

2012-11-01T07:23:00.000-05:00

2012 ASSE President
Richard A. Pollock, CSP

While researching and gathering information for a conference presentation on the link between supervisors and improvements in the safety climate, I logged onto ASSE's Body of Knowledge (BOK) website - which you can find at www.safetybok.org -and searched on some select keywords related to my topic. Like many search engines, the BOK was easy to use. But what struck me was the quality of the information the search returned. It was specific to my topic, and I didn't have to dig deeply into the results to find the information I wanted.

That experience made me think about ideas, which led me to this quote from Plato: "Ideas rule the world, and as the human mind will receive new ideas, laying aside the old and effete, the world will advance." The idea for ASSE's BOK was first discussed in 1998, when the Society's Council on Practices and Standards began to take on a more strategic and visionary role as steward of the profession's body of knowledge. To ensure that the SH&E profession continues to prosper, grow and gain professional recognition, ASSE leaders realized we had to define our practices, and assemble, advance and sustain our own body of knowledge.

Initially, we focused on compiling a list of publications, books and articles that SH&E professionals use to implement effective management programs. By 2003, that vision had evolved and expanded. We wanted to ensure that our body of knowledge would be user-friendly and readily available, so we surveyed members and published a white paper that recommended new standards and suggested a need to define professional competencies. Those efforts moved the needle, but the real a-ha moment came in 2008, when two members, Fred Fanning and Jeff Camplin, shared their ideas for turning the BOK into a living resource that would perpetually reflect current practice.

Today, just 4 years later, the BOK includes more than 6,000 assets, and more than 3,000 members have registered for and are using the site. The growing number of assets and users are a testament to the power of ideas-not just the culminating idea, but also all those that led the way. The BOK has developed over the past 15 years, and it is a shining example of how we stand on the shoulders of those who came before us.

Building on previous successes to influence the world is something most people find motivating. In fact, a recent Harris Poll found that 97% of Generation Y want careers that allow them "to have an impact on the world."

As SH&E professionals, don't we share a similar palpable hunger to make the world safer? In How to Change the World, David Bornstein says, "[We] are ready to roll up our sleeves and dig in to fix, or at least substantially address the very problems that evade governments and established institutions." ASSE is committed to lead by fostering new ideas, valuing innovation and creating a vision for a better tomorrow. We speak of the "influence" of an idea, and say that ideas are "contagious." Bornstein sees it this way: "We know that when the ripening of an idea is due, when the hour strikes, that idea will spread with a force that nothing can resist."

ASSE's goals to become a primary source of SH&E knowledge, the voice of the profession and a thought leader are such ideas. Another example is the Center for Safety and Health Sustainability. In just 1 year, the center has elevated workplace safety as a key component of corporate sustainability efforts.

So, let's build on our momentum. Let's draw public attention to workplace fatalities. Recent BLS statistics show that 4,609 people died from on-the-job injuries in the U.S. in 2011. That's 13 people each day who will never return home to their families.

We must actively advocate for workplace safety. We must define significant SH&E problems and collaborate with our stakeholders to find solutions. We must actively share and discuss our ideas so they can be considered, refined and pursued. As a profession, we must dream, innovate and invent.

ASSE's BOK started as an idea. It expanded and grew, and it is now poised to become a significant tool for current and future SH&E practitioners. What's your big idea? We'd love to hear it. It just might lead to a new way of preventing workplace injuries and illnesses.