Injuries, Illnesses, and Fatalities = Expense · Injuries, Illnesses, and Fatalities = Expense...
Transcript of Injuries, Illnesses, and Fatalities = Expense · Injuries, Illnesses, and Fatalities = Expense...
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Both ◦ Injuries, Illnesses, and Fatalities = Expense ◦ Safety Programs, Systems, Equipment, Etc. =
Investment
Whether investing in people, equipment,
programs or the process, there are savings!
Returns on Investment (ROI) exist! ◦ ROI = cash flow or savings that result from an
action divided by the total cost of that action.
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The True Cost of Injuries and
Fatalities
Selling the Investment
The Right Message
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Each year workplace injuries, illnesses, and deaths cost our nation:
A) 1 billion dollars B) 100 billion dollars C) 150 billion dollars D 200 billion dollars
Answer $200 billion dollars – direct/indirect
costs (2014 National Safety Council’s “Security Facts Report”)
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36.5 billion in administrative expenses
55.7 billion in medical costs
89.6 billion in wage and productivity losses
11 billion in employer’s uninsured costs
3.2 billion in fire losses
2.2 billion in vehicle losses
Every worker in the United States must produce an additional $1,400 in goods and services each year to offset the cost of injuries and death.
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The numbers may surprise you!
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It is important to understand that while we can put dollar figures to injuries and fatalities, cost savings is not the primary reason for safety efforts.
We do it for people, their families, and loved ones.
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Direct costs associated with injuries, illnesses, and fatalities include:
◦ Worker’s compensation
◦ Medical expenses
◦ Property losses
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Indirect measurable costs include:
◦ Workplace disruption
◦ Loss of productivity
◦ Worker replacement/overtime
◦ Training of replacements/retraining
◦ Increased insurance premiums
◦ Attorney fees
◦ Administrative fees
◦ OSHA penalties
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Marketing/Sales – Customers don’t want to be associated with poor safety performers.
◦ Guilt by association
◦ May find another company to work with
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Human Resources
◦ Employees are the best
recruiters. If the workplace is safe, they will recruit.
◦ If employees feel they are at risk, they will not recruit and most likely leave.
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Operations
◦ Where the work is done and
morale is determined
◦ If people are getting injured, morale takes a nose dive
◦ Low morale = decreased productivity, poor customer service, infighting, and people looking for other jobs
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The basis of this discussion will focus on models used by:
◦ The National Safety Council (NSC)
◦ The Center for Disease Control (CDC)
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CDC Model Estimates
◦ $991,000
NSC Model Estimate
◦ $1,420,000
Although these estimates may seem high. They only account for direct costs.
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Much more expensive
For every dollar of direct costs, indirect costs may be as much as $2.12 (NSC)
Using this math the cost of a fatal injury goes from costing $1.42 million to $3 million
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Medically consulted injury estimate from NSC:
◦ $39,000 including
wage losses, medical expenses, administrative expenses, and other employer costs
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Amputation $66,777
Burn $37,389
Concussion $60,770
Crushing $56,567
Dislocation $73,800
Electric Shock $86,528
Foreign Body $18,953
Fracture $48,492
Laceration $19,059
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How do we sell it?
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Would you spend $1 to save $2 in the future?
What if you could save $3, $,4 or $5 for every dollar ?
Easy choice right, but what if it were $50,000, to save $100,000 or $500,00 to save a $1,000,000?
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The challenge with safety is selling it to management, especially when investment is required.
Investing in safety can be different than calculating ROI for a piece of equipment.
◦ I.e. Install a new loadout system for $200,000 that
will lead to an additional $600,000 of revenue over within three years.
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Safety programs vie for the same resources as other programs that provide revenue
Attitude that health and safety is not a business issue
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Experts suggest that the savings exist
Armed with the right info, we can improve our chances for success
We can use direct and indirect cost associated with injuries for justification and projections
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Hard sell when bosses, managers, and companies don’t “get it”
Start with the “human side”
Invest to protect the company’s greatest asset, the employee
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Initial focus on the return on investment – “the human side” ◦ Increased productivity
◦ Improved customer service
◦ Employee Satisfaction
◦ Morale
◦ Improved Community Relations
◦ Brand Image
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The “the human side” – Additional Benefits:
◦ Quality
◦ Lower absenteeism
◦ Lower employee turnover
◦ Image in the community
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What do we do if the “human side” approach isn’t enough?
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Poll of company executives – For every dollar a company invested in safety , they saved from $3 – $5 dollars (Liberty Mutual)
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Review the company’s injury expense data history
Use calculations for estimating indirect costs (projections)
◦ Loss of productivity
◦ Workplace disruptions ◦ Worker replacement ◦ Increased insurance premiums
Look for productivity/efficiency gains
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Include information and data that you can back up and feel confident explaining:
◦ Include the cost of a fatality
or injury to communicate the size and scope of the problem
◦ Put it in terms that management can understand
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Communicate the Cost of an Injury or Illness:
◦ As a percentage of payroll (i.e. our injuries costs
represent 15% of payroll)
◦ In production terms
“We need to make X number of units per month/sales to offset or break even from injury costs before we start to make a profit” or
“Our facility has to operate the first five days of the month just to pay for injury losses”
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In Product Cost Terms ◦ “Out of our losses this month, we have to sell X
next month to pay for them”
Per Employee “This cost equates to $300 per employee per year”
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Designed to assess the impact of injuries and illnesses on a company’s profitability
Project the amount of sales needed to cover both indirect and direct costs associated with injuries using:
◦ Company’s profit margin
◦ Average cost of an injury or illness
◦ Direct cost multiplier
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Total Cost
of Accident 1% 2% 3% 4% 5%
$1,000 $100,000 $50,000 $33,000 $25,000 $20,000
$5,000 $500,000 $250,000 $167,000 $125,000 $100,000
$10,000 $1,000,000 $500,000 $333,000 $250,000 $200,000
$25,000 $2,500,000 $1,250,000 $833,000 $625,000 $500,000
$100,00 $10,000,000 $5,000,000 $3,333,000 $2,500,000 $2,000,000
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Profit Margin
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The sell becomes more challenging when little to no history of illness or injury exists
Hard to convince management “there could be a problem”
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Switch the focus to the impact an injury would have on the interruption to business ◦ Use near miss data ◦ Use average injury cost data
◦ Saving projections
Good safety management programs may impact insurance premiums (discounts)
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Elements of a Business Case: ◦ Definition of the problem and
desired outcome (goals) ◦ Both direct costs or benefits
of a project ◦ Specific Ideas for
Implementation ◦ Budget including start-up
funding, ongoing costs ◦ Comparisons to other
Companies (Competitors)
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Consequences of non-action and non-compliance
Discussions of alternative solutions
Explanations of calculations, projections, etc.
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Know the audience
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Always consider the audience
Discussing financials is appropriate for managers, leadership, etc., but may not be appropriate for discussions with front-line employees.
Put yourself in their shoes ◦ Savings may appear more important than safety of
employees
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We invest in safety to protect employees
A side benefit of investing in safety is savings, it’s not the primary reason we do it, but a side benefit!
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Review:
◦ The cost associated with fatalities
◦ The cost associated with workplace injuries
◦ The $afety Pays calculator
◦ Selling the Investment
◦ Elements of the Business Case
◦ The right message
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Morrison, Kyle W. “The ROI of Safety” Safety and Health Magazine.
May 2014. Safetyandhealthmagazine.com Web. 28 July 2014.
Colford, Jill, “The ROI of Safety” Business Week. September 2005. Businessweek.com Web. 28 July 2014.
Burns, Kevin, “Strategies to Build Personal Leadership in Safety” www.kevinburns.com, Web. 13 May 2013
National Safety Council, “Preparing The Business Case for Investment in Safety” nsc.org/journey, Web.
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