Workshop FF Passionate about Safety Successful Strategies for - - PDF document

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Workshop FF Passionate about Safety Successful Strategies for Reducing Workplace Violence Wednesday, March 25, 2020 8:00 a.m. to 9:15 p.m. Biographical Information Andrew Tirmenstein, Senior Project Manager of Security, Health and Safety

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Workshop FF

Passionate about Safety … Successful Strategies for Reducing Workplace Violence

Wednesday, March 25, 2020 8:00 a.m. to 9:15 p.m.

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SLIDE 2

Biographical Information

Andrew Tirmenstein, Senior Project Manager of Security, Health and Safety KERAMIDA 401 North College Avenue, Indianapolis, IN 46202 317/685-6600 ext 140 Fax: 317/685-6610 atirmenstein@keramida.com Andrew Tirmenstein is a Senior Project Manager for the Security, Health & Safety (H&S) division of KERAMIDA. He has over 20 years of experience in creating proactive safety cultures while implementing strong environmental management systems and reducing potential security risks. He excels at establishing overall facility engagement throughout all levels of the organization. Andrew is responsible for ensuring client’s Health and Safety systems maintain compliance with local, state and federal requirements while meeting the objectives of established policies, procedures, and guidelines. His areas of expertise include professional writing, implementation of various programs, policies and procedures; hands

  • n training; and auditing and/or assessment of establishments with gap analysis
  • reporting. Andrew also specializes in training on workplace violence awareness and

active shooter preparedness; writing and implementation of risk management plans; and providing vulnerability assessments for internal and external threats. He has an in-depth background in hazardous waste management, regulatory compliance, and emergency response as well. The types of past and on-going clients of his include manufacturers, foundries, laboratories and various other types of businesses. Andrew regularly demonstrates the ability to achieve functional goals in a cost-effective and timely manner. He is personable, responsive to client’s needs, and willing to face any challenge for the benefit of the client.

  • Mr. Tirmenstein is a graduate of Indiana University-Purdue University of Indianapolis

(I.U.P.U.I.) receiving a B.S. from Indiana University in Public Health with a concentration in Environmental Management.

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Biographical Information

Michael Hough, Director Health, Safety, Environmental and Security Nishikawa Cooper LLC (NISCO) 324 Morrow Street, Topeka, IN 46571 260-593-4625 mehough@niscoseals.com Mike has over 36 years in the Safety Field. He started his Safety Career in Law Enforcement with the Terre Haute, IN Police Department in 1983 as a police officer. Mike was soon promoted to Detective Corporal within the Juvenile Division where he acted as a Liaison Officer with the Vigo County School system. As a Detective Mike’s unit investigated all cases involving Child Abuse, Child Molest, Child Rapes, and misc. crimes involving juveniles. Mike was also a G.R.E.A.T (Gang Resistance Education and Training)

  • Instructor. In this capacity Mike taught the G.R.E.A.T curriculum in the local Middle

Schools against Gang Involvement. Mike was also Crime Prevention Officer specializing in bank robbery prevention, robbery prevention, home invasions, neighborhood watch groups, drugs / alcohol abuse and numerous other topics with local Businesses, High Schools / Middle Schools and Local Colleges. After his career in Law Enforcement he continued his safety career by joining GenCorp / GDX Automotive in Wabash, IN. In this role he was the Health, Safety, Environmental, and Security Manager for 8 years. His main responsibilities were to maintain all of the regulatory requirements for OSHA, IDEM, EPA, and City requirements. Mike also had responsibility for all security programs and policies while at GDX. In 2005 Mike joined his current company, Nishikawa Cooper LLC (NISCO) as the HSE

  • Manager. In 2012 Mike was promoted to Director of Health, Safety, Environmental, and
  • Security. Mike’s responsibilities at NISCO are to oversee all regulatory requirements for

OSHA, IDEM, EPA, Workers Compensation, TSCA, Workplace Violence, and Loss Control for three automotive supplier plants all in Indiana and a Design / Sales Office in Michigan. Mike is a 1983 graduate of the Indiana Law Enforcement Academy. Mike is also a graduate of Indiana State University, Terre Haute, IN with a B.S. in Safety Management.

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Workplace Violence Awareness And Active Shooter Preparedness

THE NEW REALITY

Andrew Tirmenstein

S enior Proj ect Manager 317/ 685-6600 atirmenstein@ keramida.com

Mike Hough

Director of HS E 260/ 593-4625 mehough@ niscoseals.com

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OBJECTIVES

1) Raise overall awareness of the increased risk involving workplace violence and active shooters. 2) Prevent violence from

  • ccurring in the workplace.

3) Maintain employee safety.

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SLIDE 6

BEFORE AWARENES S AND PREP AREDNES S

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CASE STUDIES

August 1, 1966 – In Austin, Texas, Charles Whitman killed 16 people and wounded at least 30 while shooting from a University of Texas tower. August 20, 1986 - Edmund, Oklahoma, Post Office Massacre – Patrick H. S herrill, a postal worker, reported to work after receiving a formal reprimand the day before. He was armed with 3 semiautomatic

  • pistols. By the end of the day he had killed 14 workers and inj ured 6

before killing himself. The phrase “ going postal” was coined from this incident. S eptember 14, 1989 – In Louisville, Kentucky, Joseph Wesbecker armed with a AK-47 semiautomatic assault rifle, 2 MAC-11 semiautomatic pistols, a 38 caliber handgun and a 9 millimeter semiautomatic pistol kills 8 co-workers at S tandard Gravure Corporation then kills himself. He was placed on disability leave the day before due to mental problems. June 18 1990 – In Jacksonville, Florida, James Pough opened fired at a General Motors Acceptance Corp. office killing 9 people. He then took his own life. He was said to be angry because of his car being repossessed. April 20, 1999 –At Columbine Highschool in Littleton, Colorado, eighteen old Eric Harris and 17 year old Dylan Klebold killed 12 fellow students and one teacher before committing suicide.

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CASE

STUDIES CONTINUED

April 16, 2007 – In Blacksburg, Virginia, at Virginia Tech, S eung-Hui Cho shoots and kill 32 people and wounds an undetermined number of others on campus. He then commits suicide. July 12, 2012 – In Aurora, Colorado, James E. Holmes equipped with an AR-15 rifle, 12-guage shotgun and at least

  • ne .40 caliber handgun shoots and kills 12 people at a

screening of a Batman film. A total of 58 people were

  • wounded. James was sentenced to life in prison with no

parole. December 14, 2012 – In Newton, Connecticut, at S andy Hook Elementary S chool, Adam Lanza shot and killed 20 students and 6 faculty members before committing suicide. No reason was determined for why the school was picked out. June 17, 2015 – In Charleston, S

  • uth Carolina, Dylann Roof

shoots and kills 9 people inside the Emanuel African Methodist Episcopal Church. He said his reasoning for the act was to start a race war. October 1, 2017 – In Las Vegas, Nevada, S tephen Paddock

  • pened fired on a country music festival from his hotel

window killing 58 people and wounding almost 500. Police found 23 rifles and one handgun in his room. S tephen ended up taking his own life.

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Charleston S C - Church

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ACTIVE SHOOTER STATISTICS

Around 2 million US workers report workplace violence per year. It is

  • ccurring at epidemic proportions.

Approximately 18,000 assaults in the workplace are documented weekly.

About 25%

  • f workplace violence goes unreported.

21%

  • f all workplace homicides are committed by co-workers.

An active shooter event happens, on average, about once per month.

70%

  • f active shooter events last less than 5 minutes.

The shooter is male 97%

  • f the time. Of which, 98%

act alone.

In 10%

  • f the cases the shooter stops and walks away.

43%

  • f the time, the event is over before the police arrive.

In 40%

  • f the cases the shooter commits suicide.

Not every person that was bullied becomes an active shooter but every active shooter has been bullied.

S hootings occur in the following:

  • Businesses – 45.6%
  • S

chools 24.4%

  • Government facilities – 10%
  • Other (churches, social or sporting events, conferences,

etc.) 10%

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WHAT IS WORKPLACE VIOLENCE?

Definition: Any act or threat of physical

violence, harassment, intimidation or other threatening disruptive behavior that creates hostility at the workplace. It creates a risk to the physical and/ or emotional health and safety

  • f an employee or multiple employees.

Examples include the following:

Physical assault – slapping, kicking, pushing, punching, rape

Verbal abuse – humiliation, teasing, ridiculing, spreading rumors, threats

Aggressive communication – insults, finger pointing, shouting, invasion of space, hostile e-mails

Domestic abuse

Bullying

Active shooter

Homicide

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WHAT WOULD YOU DO?

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WORKPLACE VIOLENCE IS NOT…

Annoying behavior

Disliking a co-worker

A rude customer

Being unhappy

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CATEGORIES OF WORKPLACE VIOLENCE

S tranger to stranger Client, customer, patient Boss or employee to employee –40%

  • f all

documented workplace violence cases Domestic violence spillover

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WHAT IS AN ACTIVE SHOOTER

Definition: An “ active shooter” is an individual who is engaged in killing or attempting to kill people in a confined and populated area.

  • An active shooter can be a form of workplace

violence.

  • In most cases, active shooters use firearms and

have no pattern or method to their selection of victims.

  • The event is usually unpredictable and evolves

quickly.

  • There may be more than one active shooter.
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POSSIBLE WARNING SIGNS OF TROUBLE

History of violence

Threatening or intimidating behavior

Demonstration of increased personal stress

Negative personality characteristics

Obvious changes in mood or behavior

Unkept appearance and/ or poor personal hygiene

S

  • cial isolation

Drug and alcohol abuse

Dramatic changes in work performance

Observable grievances with threats and plans of retribution

Be concerned with the exhibition of multiple signs and the intensity for which they are being shown.

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BEHAVIORS THAT MAY BE MORE PREDICTIVE OF VIOLENCE

Forceful of beliefs on others, spreading rumors or gossip

Continual argumentative and/ or unreasonable behavior

Disregarding the health and safety of

  • thers

Regular open protest about authority, the company and/ or another employee

Unaccountability and the need to blame

  • thers

Acts of intimidation or instigation of fear in others

Addictive and/ or obsessive behavior

Fixation on issues

Increasingly paranoid or suspicious behavior

Extreme depression

Having nothing left to lose

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CONTRIBUTING FACTORS TO WORKPLACE VIOLENCE

Job related stress or high frustrations Being fired or rej ected for a promotion Fear of losing ones j ob Rej ection of a romantic interest Personal problems – drugs and / or alcohol addiction, family problems, financial issues, mental or emotional disorders Low self esteem

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HIGH RISK GROUPS FOR VIOLENCE IN THE WORKPLACE

Police

Correctional officers

Healthcare workers

Public works employees

Teachers

Managers and supervisors

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THE HUMAN FACTOR

S

  • metimes people j ust need help. Is it a

problem employee or an employee with problems?

Use critical thinking as you investigate. Be factual, not opinionated or j udgmental.

Communicate with one another and ask questions.

Get to know the people you work with!

Be sensitive to others!

Help people to see the importance of their role for the success of the company as a whole.

Be respectful and nice!

People need to show respect to ne another! A kind word and smile really do go a long way.

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 Always error on the side of

  • caution. It is better to be safe

than sorry.

 Think of the potential

consequences if not reported.

 Immediately contact supervisor

and/ or human resources to alert

  • f concerns and potential danger.

 Immediately notify authorities in

the case that actual threats are made or inferred.

 By not reporting you are enabling

further behavior.

 Only report facts not opinions or

j udgements.

REPORT… REPORT… REPORT

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Afraid of retaliation from person

Lack of confidence that concern will be addressed

Fear of not being believed

Not knowing who to tell

Do not want to draw attention to one’s self

Not want to be looked at as tattling or snitching.

REAS ONS FOR NOT REPORTING

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ESCALATION IF LEFT UNCHECKED

INCIVILITIES AND UNPROFES S IONALIS M HARRAS S MENT AND BULL YING (Hostile Work Environment) WORKPLACE VIOLENCE (Out of Control Behavior) (Dysfunctional Behavior)

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KNOW WHAT TO DO IN THE MOMENT

Assess the situation and maintain focus on the disgruntled person. Keep attention on their hands. Be aware of your surroundings. Be patient, empathetic and

  • encouraging. Always proj ect

confidence and calmness! Maintain a relaxed yet attentive posture. Also, position yourself at a right angle instead of directly in front of that person. Have your hands ready to block or

  • grab. Be ready to act!

Be reassuring and point out

  • ptions. Being positive is

important! Position yourself so that your exit is not blocked.

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BOYD’ S CYCLE

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OODA LOOP

Developed by Air Force Col John Boyd for combat mission strategy

Observe – Orient – Decide –Act – “ It’s learning how to turn uncertainty into

  • pportunity”

Y

  • u do this everyday as you drive to work taking the same route, getting a drink

from the fridge.

Y

  • u have done the first three already over and over so now all you have to do is

Act.

A person that can process this cycle quickly and faster than your opponent, can thereby “ get inside” your opponents “ OODA LOOP” and short-circuiting their thinking process which gives opportunities for them to react inappropriately.

Example – when I go to a restaurant, church, store I always look at my

  • surroundings. If something happens what are my actions going to be. Already

thinking ahead.

Y

  • u see most Active S

hooters don’ t j ust wake up one morning and decide that I’ m going to go shoot up some place.

They have already Observed, Oriented, Decided, and now going to Act

All we want to do in bad situation is to try and take back control

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ACTIVE SHOOTER EVENT

Denial is the largest problem. Understand that workplace violence is a real and present danger for everyone.

Remain calm!

There is no perfect response. Think… adapt… react!

The person responsible for your safety is you!

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ACTIVE SHOOTER RESPONSE (A.L.I.C.E.) (It’s About Taking Back Control..)

1) ALERT

(Alert)

2) RUN

(Lockdown)

3) HIDE

(Inform)

4) FIGHT

(Counter)

5) S

URVIVE (Evacuate)

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ACTIVE SHOOTER RESPONSE 1) ALERT – NOTIFICATION OF AN ACTIVE SHOOTER

People must be made aware of an active shooter!

Never pull the fire alarm in such an event.

Utilize one of the following:

  • mobile phone alerts (text broadcasts)
  • push button alerts (panic alarms)
  • voice broadcasts (P

A system)

  • computer screen warnings/ pop up

alerts

  • emails
  • locked compute screens
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ACTIVE SHOOTER RESPONSE 2) RUN – EVACUATE THE PREMISES

Have an escape route and plan in mind.

Evacuate regardless of whether

  • thers want to follow.

Run in a zig zag formation from place of cover to place of cover.

Leave your belongings behind except phone.

If possible, help others escape.

S top others from entering where the active shooter may be.

Keep your hands visible as you are leaving the area.

Do not attempt to move wounded people.

Call 911 when you are safe.

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ACTIVE SHOOTER RESPONSE 3) HIDE AND BARRICADE– IF YOU ARE UNABLE TO EVACUATE FIND A PLACE TO HIDE

Hide out of the shooter’s view.

Have protection if shots are fired in your direction. Use cover… not concealment. An example would be a door.

Do not trap yourself anywhere or become restricted with regard to movement.

If possible, lock and/ or blockade doors and cover windows.

S ilence your cell phone including vibration mode.

Turn off lights.

Remain quiet!

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SLIDE 33

Barricades… … …

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Barricades Cont.… ..

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SLIDE 35
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ACTIVE SHOOTER RESPONSE 4) FIGHT –AS A LAST RESORT

Act as aggressively as possible.

Improvise whatever you have access to as a weapon.

  • pencils, pens, staplers
  • chairs, book bags
  • belt buckles

Try to incapacitate the shooter at all costs.

S cream and yell as loud as you can. Distract and surprise!

Control the shooter or shooters.

Commit to your actions and follow through with your attack. Y

  • ur

life depends on it!!

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TAKING ACTION

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ACTIVE SHOOTER RESPONSE 5) SURVIVE – BELIEVE IT AND MAKE IT HAPPEN!

Consider nothing else but to survive.

Have a superior state of mind!

Be willing to do whatever it takes!

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SLIDE 39

Noblesville West Middle S chool (Indiana)

"Mr. Seaman started running at him," the boy said. "He tackled him to the ground. We were all hiding in the back of a classroom behind some desks, then (Seaman) was yelling to call 911, to get out of the building as fast as we could, so we ran (out)." Jason S eaman, a seventh-grade science teacher and football coach, was shot several times after Noblesville police say a boy in his class asked to be excused and returned with two handguns, shooting S eaman and a 13-year-old girl.

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REPORTING TO POLICE

  • Dispatch will need Name and location First and Foremost
  • Dispatch will be flooded with calls on this same incident…

…

  • Dispatch will hold the 1st 2-3 calls then remaining calls will roll to neighboring county

(S teuben/ Noble/ Elkhart/ Michigan/ Etc.)

  • Be aware that if the call rolls to another county they may not know the location as well
  • S

tay calm and provide as much information as possible

  • Description of subj ects
  • Height/ Weight/ Clothing/ Hair Color/ Hair S

tyle/ Eye Color/ Glasses/ S cars/ Tatoos/ carrying anything…

  • Current location
  • Anything that would aide arriving officers to end the threat
  • Communications Center will be extremely busy and Dispatchers will be doing many things at one

time

  • Taking calls from all aspects (People on S

cene/ Newspapers/ TV/ Family/ Police/ Fire/ EMS

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REPORTING TO POLICE CONTINUED…

  • Text to 911 as an option if you can’t call
  • Calling from a Land line should provide Dispatch with the location, Cell

phone will not

  • Leave phone open/ on if you need to stop talking, dispatch will hear

background

  • Dispatchers will advise to evacuate if its safe, or to Barricade and fight

back if necessary.

  • Give your location in the building if you are hiding, if evacuated give

location as well as your description

  • Current process for dispatch is modeled after the Newton CT Police

departments

  • Process was enacted after S

andy Hook S chool shooting in 2012

  • Director Maureen Will (Working Dispatch during S

hooting, and still there today)

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ONCE OUT OF THE AREA/BUILDING

Never go back into the danger zone even with the intent to

  • help. Police will not know you are one of the good guys.

Police will arrive to first get the shooter then they will address the wounded.

Follow instructions that are given by the police.

Keep hands visible, raised, empty and with fingers spread so you are not mistaken for having a weapon.

Avoid quick movements toward officers.

Provide information to police officers.

  • location of, physical description and number of shooters
  • describe the weapons being used and how many there are
  • the number of and location of potential victims
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SLIDE 43

Scene photos from Sandy Hook

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PERSONAL PREPAREDNESS

Treat others with respect and build trust.

Always be aware of your surroundings! Know where the exits are and how to get to them quickly.

Watch people! Be on the lookout for signs and/ or patterns of behavior that may be an indicator of violence.

If you see something… say something! Report a concern.

Remain vigilant and always think ahead!

Act from strength not from fear!

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SLIDE 45

PER THE OSHA GENERAL DUTY CLAUSE, SECTION 5(A)(1), CORPORATIONS HAVE A DUTY OF CARE RESPONSIBILITY

Employers are required to provide their employees with a place of employment that “ is free from recognizable hazards that are causing or likely to cause death or serious harm to employees.” Ensuring that the workplace does not become hostile or violent falls under this requirement.

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CORPORATIONS MUST BE PREPARED ORGANIZATIONALLY

1) Establish effective and principle centered leadership. 2) Maintain a healthy culture. 3) Implement a workplace violence prevention program. 4) Provide adequate security.

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1) LEADERSHIP

Consistently demonstrates professionalism. Has purpose and integrity.

Values and engages employees.

Is accountable and has ability to follow through with action.

Immediately addresses all negative and threatening behaviors.

Promotes a culture of respect, trust and confidence throughout the organization. “ THE CULTURE OF ANY ORGANIZATION IS S HAPED BY THE WORS T BEHAVIOR THE LEADER IS WILLING TO TOLERATE.” Gruenter and Whitaker

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2) CULTURE

A clear and distinct purpose or vision is understood by the organization.

S afety is fully integrated. Awareness is raised to potential risks and concerns.

Recognizes the human factor. Values employees.

S upports learning opportunities and encourages professional growth.

Functions as an organization without

  • silos. Relationship building and

teamwork is encouraged.

Allows for open communication and sharing of information throughout

  • rganization.

Cultivates positivity, kindness and respect throughout.

Develop the best “ shock absorption” protocol for separations.

S ustains progress.

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SLIDE 49

3) WORKPLACE VIOLENCE PREVENTION PROGRAM

Regularly assesses culture and identifies vulnerabilities. Examination of trends.

Establishes workplace violence policy and code of conduct. Obtains written commitment from organization.

Implements an “ active shooter” emergency response plan.

Initiates a “ zero tolerance” policy for bullying and enforces disciplinary / corrective actions accordingly.

Provides training on policies, laws, awareness and reporting procedures.

Provides drills and training events on active shooter response.

Implements an employee assistance program (AEP).

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ORGANIZATIONAL PREPAREDNESS 3) BE TACTICAL

Build relationship with local law enforcement.

  • Provide map of facility and arrange annual visits.
  • Allow access to facility! Provide badges and/ or keys.
  • S

et up knock boxes.

  • Arrange annual drills and training events.

Arrange official contact with local law enforcement.

  • Facilities or maintenance
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SLIDE 51

4) SECURITY

Full background checks.

Deterrence measures. Trained personnel are on site.

Visitors (contractors, suppliers, etc.) are accounted for.

The perimeter and special interest areas are secured.

There are no blind spots within the organization.

Administrative controls are in place. Cameras and / or video surveillance are utilized.

Adequate lighting is available throughout building.

Entryways and exits are controlled.

Roles and responsibilities are established among key figures

Communication and alert notification systems

Relationships are established with local law enforcement.

  • A map of facility is provided and annual visits

are arranged.

  • Access to facility is allowed! Badges and/ or

keys are provided.

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SUMMARY

Take immediate action against all threatening behavior. Immediately report any concerns! Promote effective communication throughout.

Emergency planning… run, hide and fight. Have policies and procedures in place. Provide employee training. Knowledge is power!! Understand what workplace violence is, know the potential warning signs and be familiar with possible contributing factors. Be conscious of the human factor. Advance the human side of the

  • rganization. Respect must be fostered throughout the organization and a

zero tolerance policy enforced. Know how to diffuse a potentially violent situation. Be personally prepared! Be aware, take security measures seriously and always have a plan in place. Be organizationally prepared! There must be effective leadership and a good supporting culture. The implementation of a workplace violence prevention program and security measures is of the utmost importance.

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RES PONS E

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SLIDE 54

QUESTIONS

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SLIDE 55

CONCLUS ION

Each one of us can make a difference. Together we make change! Barbara Mikulski