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Emergency Preparedness

By Eric Michrowski and Dr. Josh Williams, Propulo Consulting Too Many People Are Dying on the Job: Will a Focus on ESG Help Reverse this Trend? Larry Fink’s annual letter to CEOs has been observed and assessed in Boardrooms across America for many years. As BlackRock’s CEO, he steers an $8tn-plus financial behemoth, a major shareholder in most big companies around the world, that has the capacity to move markets and influence Corporate strategy. This year, Larry’s letter points a very clear focus on Environmental, Social, and Corporate Governance (ESG) themes, steering BlackRock into greener waters. While his poignant letter primarily focuses on

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By Dr. Josh Williams & Eric Michrowski Recently, on the Safety Guru Podcast, we identified our Top 21 predictions on what to look out for in Safety in 2021. Our list is based on emerging themes in all our interactions with senior leaders. We’ve republished the high-level themes regarding Safety's Top 21 for 2021 in this article, and encourage you to listen to our podcast for more details. Safety’s Top 21 for 2021 1. Mergers and Acquisitions: As the pace of mergers and acquisitions is likely to pick up in 2021, there will be increased attention on integrating Safety Cultures and conducting Safety

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By Madison Hanscom, PhD When it comes to natural disasters, companies with mature safety cultures have robust emergency preparedness plans that are specific to every scenario imaginable. These plans are accompanied by all the resources needed to carry out the action (e.g., training, practice drills, water supply, shelters, power supply). Although it is a paramount responsibility for organizations to have strong emergency preparedness, it should also be a priority for you to have emergency plans at home. A safety champion understands the boundaries between home and work are extremely blurred — they see the big picture: safety doesn’t have boundaries. For instance, weather-related

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By Brie DeLisi Experiencing a pandemic and changing the way organizations operate in a very short period of time has identified plenty of opportunities for improvement, particularly in developing contingency plans. The purpose of a contingency plan is to identify outside forces that could potential impact business operations and identifying solutions to be able to mitigate and respond to those situations. There are several crucial steps to developing contingency plans, the following steps are an example of how to develop a contingency plan for a call center – specifically with forward looking impacts of COVID.Create a contingency team – stakeholders from every

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By Eric Johnson As states and local governments begin to loosen the travel and commerce sequestration guidelines, many people are looking to get back to the sense of normalcy from pre-lockdown. However, a number of locales that have commenced reopening have also experienced an increase in Covid cases.  It is currently not clear if the rise is due to the greater number of people being tested, or due to actual statistical increase in cases. However, the nominal numbers are increasingly worrying both elected and health officials and there are many discussions around a potential second wave and the possibility of a new round

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By Eric Michrowski With the first phase of the response to COVID-19 behind us, we are beginning to adjust to a new normal. But it’s now critical to start thinking of risk layering. The concept of risk layering is the effect of one risk piled onto another. In business, it’s typically risk layering that causes the most critical business failures. While it might seem alarmist to think that something else could happen at this stage, it’s always better to think through the most critical steps that would keep our businesses and employees safe. Most Business Continuity Plans that I have seen are

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