There are two words which characterize the challenge that organizations face in preventing occupational injuries and illnesses "Idea and Execution". While it is commonplace to hear executive management acknowledge the importance of preventing injuries, only a small percentage of companies actually achieve what we would consider to be "World Class" status. Our perspective of "World Class" relates to fully integrating risk management best practices (including injury prevention) into the operating culture of an organization.

In this presentation, we will explore the idea of developing a business process which focuses on the deployment of risk management best practices through the establishment of operational accountability. The cost of risk is allocated; risk reduction is a formal component of all projects, operational accountability for risk management performance is formalized & measured and employees are involved and empowered. We propose that by creating a business process for risk management it is possible to integrate risk management performance expectations with all other business metrics to effect organizational change.

The process described in this discussion relates to but one approach in improving an organizations safety performance. While we have successfully used this approach worldwide in a variety of different industries, there is a wide variety of approaches which have demonstrated significant reduction in work related injuries and illnesses.

Recognizing the Need for a New Paradigm: (Organizational Integration)

IBM has conducted several studies1 to explore differences in how change was implemented by over 1,500 practitioners worldwide, starting with the awareness that very few organizations do it well. Surveys and face-to-face interviews were conducted with project leaders, sponsors, project managers and change managers from many of the world's leading organizations. One conclusion the study identified is that the ability to manage change must be a core competence – and yet, as the level of expected change continues to rise, many are struggling to keep up. "Eight out of ten CEOs anticipate substantial or very substantial change over the next three years however; the study suggests that most CEOs consider themselves and their organizations to be executing change poorly". Their summary concluded that "The gap between the magnitudes of change and the ability of organizations to manage it continues to widen". If we want to take our organizations business processes to the next level, this will involve our becoming engaged in the change process.

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