Response to Catastrophic Personal Injury Loss

Workers’ Compensation ConferenceDetroit, MI ~ May, 2000

Presented by Kristin Hoffman,McCord Winn Textron

All of the sudden...• The dreaded phone call

comes (to you, we hope!).• You have just been “elected”

the organizational coach.– Your initial reaction…collect

data!– Stop & think.– You will need every skill you

have - and some you don’t have.• Your next word/action

determines your future!

Initial Responsibilitiesof the “Coach”

• Scene Safety is #1 priority.

• Gain composure & take control:– Self;– Management team;– Witnesses.

• Direct scene safety & area isolation.

• Calm things down.

Today’s Discussion...• We will not talk today about the

principles of accident investigation.• We will talk about “response” - an

organized system for crisis management.

• We are talking about sound management principles (planning, organizing, leading, & controlling) for an unorganized occurrence in our facility.

The potential for catastrophic PI Loss exists at all plants…even in the best of Safety & Health processes!• Falls• Fires/Explosions• Confined Spaces• Caught in machines• Contractors• Motor vehicle

crashes

Crisis Management• Use your own “crystal

ball.” • What resources will

you need to manage the crisis? – People, – Equipment, – Services, – Support,– A phone, fax, notebook

and pen.

Every catastrophic personal injury loss is

different,

But the managementprinciples are similar.

Principles ofCritical Incident Response• “Do no [more] harm”…At all times, the

priority is to assure scene safety.• Prompt, appropriate care for the injured.• Preserve respect & dignity for the

injured, all of the “involved,” the family, all others.

• Fix the problem, not the blame. • Restore “normal” operations.• Prevent recurrence.

Incident Command System• Organized system for managing

emergencies.• Used by the Fire Service since the

1950’s, originally for managing forest fires - staff, equipment, changing status, etc.

• Helps you to plan, lead, organize, control response & resources.

Incident Command System• Establishes hierarchy for emergency…

not for everyday site management.• Requires intimate knowledge of the

facility, the people, emergency management, multitude of site plans.

• Some of your best “everyday” managers will become totally useless under ICS.

• Develop ICS Structure & Roles in your site Emergency Preparedness Plan.

Getting to the Scene~Initial “Seize Up”

• Take your own pulse.• Ensure the area is safe & that no other

persons will become similarly injured.• Protect would-be responders/rescuers.• Ensure structural integrity.• Stop equipment/process operation.• Stop activity in immediate area.• Plan rescue, determine resources...

Medical Care for the Injured

• Who is injured?• What type & extent of injuries?• Observe the location & position of

the injured.• Who is there? What are they doing?• What treatment is being rendered? • What hospital are they going to?

Begin “Seeing” Area ~Observing the Physical World • Look for pieces of

evidence…expect that pieces will not yet fit together.

• What is the equipment doing? Note settings of controls.

• Any physical evidence from victim?

• Begin to note (& sketch) what you see…provide all notes to the investigator!

Meanwhile, Back at the “Office”…Gathering Records • OBTAIN EMPLOYEE

INFORMATION:– Employee name & address,

DOB, emergency contact;• EMPLOYMENT SPECIFICS:

– Job title, – length of employment,– Time on the job;

• TRAINING RECORDS:– safety training, – orientation, – department specific.

Before the Investigation...• Get the incident stabilized.• Get the area under control.• Stop activity.• Minimize discussion about the details

of the incident. Everyone is a witness.

• Minimize written communication about the incident.

• Disallow “conclusion jumping.”

Thoughts about Critical Incident Investigation• In-plant staff will need help handling the

investigation…this is a “special” task. • With these types of incidents, superior

investigation skills & experience are required.

• Consider background, education, experience, certification, degree, past work.

• Expert documentation skills required. • Help to prepare the investigation outline.

Interested Parties...• People who will be interested in

knowing about what happened:– Family members;– Site, Division, Segment, Corp.

EHS & Risk Management;– TXT Legal - Jaime Schiff;– Insurance Representative;

• Professional Accident Reconstructionist/”Expert”;

• Nurse Case Manager.– Regulatory Agencies;– The Media;– “Third Parties” (equip.

manufacturers?)– Other Employees.

Handling Multiple “Interests”

• Consider written plans, developed in advance of the loss:– Regulatory Inspection Plan (written);– Media Coordination Plan?

• Utilize the hierarchy of the “Incident Command System” or your site “Disaster Recovery Plan” to direct activities & information.

A Pre-loss Notification Plan...• Minimizes confusion

at the time of the incident.

• Helps to organize information.

• Maintains central location for contact information.

• Decides who is responsible for notifications.

• Indicates in what time frame the notifications should be conducted.

• Guides what information may/must be provided.

• Minimizes improper notifications (i.e. regulatory agencies, family, etc.).

In all Notifications, Stick to the Facts• Facts are more accurate & generate less

debate.• Minimize speculation by others who want

to “conclusion jump.”• Provide basic information only…Even if you

“know” what happened, advise: – “The incident is still under investigation.”

• Minimize written communication regarding the supposed details, evidence, etc.

• Call TXT people before gov’t people!

Who Is Likely to Come “Visit”?• Local & State Police;• Local Fire Dept. &

State Fire Marshall;• OSHA;• EPA;• DOT;• Division, Segment,

Corporate people;• Insurance company

representatives;

• “Expert Witnesses”;

• Forensics Experts;• Attorneys;• “Engineers”.

Regulatory Inspection Plan• Names the team members who will

participate in a regulatory inspection.– Specifies roles of participants;– Includes collective bargaining unit;– Assesses possible areas to be inspected

& contact persons/titles for each area.– Guidelines for regulatory notification (in

critical incidents), credential check, communication, note-taking, sampling, post-visit assistance, etc.

• Must be kept up-to-date & should be reviewed with team members periodically.

Written Plans to Reference in the Event of Catastrophic Loss• Emergency

Preparedness (including Incident Command System)

• Crisis Management• Notification• Regulatory

Inspection• Media Coordination

OnePlan?

Viable Corrective Action• The site is “under the microscope” for

a reason.– Fix the problem, not the blame.– Injuries are never just the result of

“worker error” or carelessness.– Management systems review and

correction needed - short & long-term.• Engineering controls first, then

administrative controls, PPE & training.

Ending Business Interruption• Establish approximate time-frame for

release of equipment to run again.• Look for clues during start-up.• Ensure that the investigator is

present for resumption of business.• Staff needed to start equipment or

process.• Make sure that corrective actions

remain viable.

Closing Thoughts• Use of the Employee Assistance

Program for individuals, family members, co-workers.

• Critical Incident Stress Debriefing (CISD) Team for the site and Incident Command Team.

• Ensure that corrective actions are correct & upheld.

• Carry the lessons learned with you.