Like a Broken Record

2012 ASSE President Richard A. Pollock, CSP

Most SH&E professionals know a little about a lot, and it is often difficult to say anything about what they already know. So, let's cut to the chase and discuss something we both know.

Many of my messages have focused on change and the importance of embracing it. From changes in our world at work and their effects on our profession, to changes in groups such as ASSE, how we govern internally, speak externally, encourage volunteerism and engage members, change is everywhere.

Am I starting to sound like a broken record? Some of you may not know how that sounds, as the needle skips on a scratched album, playing the same line in a song over and over. Like the modern progression from listening to analog LP albums to digital CDs and now MP3s, the world is changing rapidly.

Recognizing and adapting to change is difficult, especially when we experience success. Think about Sony, by far the leader in multimedia delivery in the 1990s. The company saw its greatest success at the height of the Walkman and Discman era, and as the TV industry shifted to digital signal delivery. But Sony was tied to old technology and rapidly outdated manufacturing systems. It lived on its success, failed to see the future and was slow to react to Apple's introduction of the iPod MP3 player. With Betamax videotape stubbornly losing its battle with VHS, Sony refused to gauge customer trends toward DVD and DVR until it finally learned, winning with Blu-ray Discs. Then, as Apple saw dramatic growth thanks to the iPhone and iPad, Samsung also began to pull away from Sony with major advances in TV technology, and through its partnership with Google and Android mobile software. In less than 10 years, the once- mighty Sony is struggling to survive.

Such stories aren't new. Think of Kodak's failure to embrace digital photography and image storage technology. Schwinn failed to react swiftly to consumer interest in mountain bikes, hybrids and high-tech racing bikes. Research In Motion is trying to revive its once- dominant BlackBerry brand. Companies such as these are blinded by success and paralyzed by the fear of change.

That said, companies such as Apple have advanced by adopting a philosophy of continuous improvement and by accepting advanced technology. IBM shifted successfully from manufacturing to business consultancy and software service. Amazon and Google continuously innovate.

These are amazing tales. But what does this mean to us, our profession and ASSE? I would be a fool to say I know, so let me share another story. My grandson, Charlie, is 3 years old and as cute as can be. However, his favorite word is no. It is his first reaction to almost anything he is asked."Will you please finish your hot dog?""No.""Would you like me to read the book about kangaroos tonight?""No.""Would you like to watch Aquabats or Go, Diego, Go! on the iPad?""No." It's his first and safest response, whether he means it or not. I'm sure many of you can relate.

Sometimes I find myself resisting change and saying"no." Maybe I'm tired or stressed. Maybe I'm not educated on a topic or unsure. Perhaps the response is purely emotional, or a reaction to the influence of TV or web media. Politicians vilify change, and the press has a heyday with it. If you want to sway public opinion just inject some doubt to arouse fears that a change will bring about the worst possible outcome. Anything worthwhile can be made to look bad and something to be feared.

However, there is a silver lining. It's May, and in most of the northern hemisphere spring is in full bloom. New life abounds and possibilities are everywhere. Change is happening at ASSE as we create new online education opportunities, prepare for another record-setting conference, move forward to upgrade our governance structure, grow our body of knowledge, and lead the discussions on safety and health sustainability and risk assessment across the globe.

I hope you are feeling a spring in your step and view these changes as opportunities. I also hope you see the challenges of recognizing the change around us and are preparing yourself to take advantage. If the fear of change has you in its grips, fight your way through it with the help of ASSE. Our future is very bright and hope abounds for us all.

The Changing Face of ASSE

2012 ASSE President Richard A. Pollock, CSP

While writing this message, I debated what title to use. As I've written several times, ASSE is in the midst of change. Membership demographics are shifting and the ways members engage or recognize value has changed dramatically over the past 20 years. This is why our practice specialties have grown so much and why more members are gravitating toward common interest groups (CIGs). In fact, more than 60% of ASSE members elect to pay more to belong to one or more practice specialty or CIG.

This shift is likely to continue. Technical education and professional networks that help solve industry-specific problems are increasing in value. However, these changes have highlighted the ineffectiveness of our current governance structure, which is based on a geographic model in which chapter meetings are the main point of member contact.

ASSE's Board of Directors (BOD) has been studying these trends for several years. The BOD is focused on aligning the Society's strategies and resources with the needs of members and the profession. The goal is to deliver greater member value, and as a board to become more strategic, efficient and effective. It is the later focus that has led to a review of our BOD governance model.

From Good to Great author Jim Collins defines a great organization as "one that delivers superior performance and makes a distinctive impact over a long period of time." In business, the common measures of great performance are market share, customer satisfaction and financial results. For a membership organization such as ASSE, performance is assessed relative to how well we achieve our mission, serve members, grow, and maintain financial stability and sustainability.

The critical question for taking member value from good to great has changed over the past few decades. Great organizations no longer look at lagging indicators such as how many members attend chapter meetings, but govern for a sustainable future by asking "How effectively do we deliver on our mission and vision, differentiate ASSE, increase our value as a profession, and provide a positive, career-enhancing impact for members?"

Working with a respected association consultant, the BOD and a highly diverse group of more than 50 members met in early 2012 to discuss the current situation and available opportunities. This group reviewed an environmental scan and Society trends, and read materials related to association governance. We discussed issues of alignment, representation, resources, membership needs, current methods of providing value and external factors such as association governance trends.

What's clear is that forward-thinking associations now favor a smaller, more efficient and effective governance structure that is focused on being strategic and sustainable. For ASSE, the new vision provided by a governance change in the Society will create:

• A smaller (10 members versus 16), flatter, more strategic BOD that can effectively recognize and capitalize on emerging opportunities that best serve ASSE's mission and vision.
• A governance structure that is directly accountable to the membership, that is  more representative of the assorted and varied voices of members, and that addresses professional needs.
• A BOD that by its makeup is better qualified and represents how members engage with the Society and derive value, which will allow more members the opportunity to grow into leadership roles.
• A council structure that is more effective in providing support and value to various membership groups, and that is focused on operational aspects and strategies for achieving our goals. 
• A volunteer leadership structure that provides more efficient engagement opportunities with improved support.
• An organizational structure that engages members beyond where they live, and focuses on who they are, what they do, where they work and the solutions they need.
• An organizational structure that is based on trust, respect and the common good, that values strong communication, and that provides pathways for constructive feedback which in turn creates a positive culture for volunteer leaders and ASSE members.

During the coming months, you will hear more about the vision for governance change. I hope you will attend meetings or participate in a webinars that will explain the proposed changes. This is a transparent process, with the shared goal of creating a new governance structure that is more efficient, effective and strategic. We need your feedback and I urge you to participate.

Thank you.

Expanding Our Global Connections

2012 ASSE President Richard A. Pollock, CSP

First, I want to thank you all for taking the leap and voting in the Society election. I appreciate your involvement.

As we expand and develop ASSE's global relationships, we are learning that safety unites us all. As a global community, we are collectively pursuing a common purpose and share a true passion to advance workplace safety.

Unfortunately, each week seems to bring reminders of just how vital our work is. Tragic incidents continue to show that safety lessons from history too often remain unlearned, become neglected or are simply ignored.

As you know in 1911, 146 workers died in the Triangle Shirtwaist Factory fire in New York City. Despite the ensuing outrage that prompted new standards and improved protections, and led to the founding of ASSE, today, more than 100 years later, workers continue to die in similar situations. For example, more than 700 workers have died over the past 5 years in textile factory fires in Bangladesh with nearly 120 workers perishing in two recent fires at Tazreen Fashions and Smart Exports. The recent nightclub fire in Santa Maria, Brazil, is another tragic example. More than 230 people died in that fire, which unfortunately resembles too many other fatal incidents, as does the Petroleos Mexicanos refinery explosion that killed more than 35 people. Sadly, the list goes on.

Occupational safety precautions and protective measures are well known, yet tragic outcomes continue to occur. Multinational corporations are beginning to set standards for their suppliers and some are conducting audits, but progress is slow as the drive for profits in developing economies often results in disregard for known safety precautions.

While the need for regulatory oversight, increased risk assessment, hazard awareness and control measures in developing countries is clear, safety problems persist in developed countries as well. Each day, we hear reports of refinery fires, mining explosions, crane collapses, pipeline failures, multivehicle crashes and more. No country is immune to occupational safety tragedies.

Expanding Relationships & Opportunities
As a premier leader of the SH&E profession, ASSE is uniquely positioned to tackle these challenges and champion viable solutions around the world. To support our global efforts, we are making connections and establishing relationships with many international partners. Consider just a few recent developments:

• New chapters formed in India and United Arab Emirates (UAE), a new section in Mexico, new student sections in India, and interest is high in Qatar, Costa Rica, Jamaica and Oman.
• Conference presentations in India, Qatar, Azerbaijan, UAE, Canada, the U.K. and Australia are expanding global awareness of ASSE.
• The Center for Safety and Health Sustainability released a study, "Current Practices in Occupational Safety and Health Reporting," that provides a snapshot of sustainability reporting practices, examines their comparability and offers guidance for occupational safety and health sustainability reporting.
• As secretariat of the International Network of Safety and Health Practitioner Organizations, ASSE is working with other SH&E organizations to develop a global model, scope and function for the profession, and to achieve consensus on technical competencies and core activities.
• The International Practice Specialty hosted a symposium on metrics this past year in Orlando, FL.
• ASSE is the U.S. Technical Advisory Group Administrator for ISO standards on risk management and risk assessment, and fall protection and fall arrest.
• ASSE is developing a Global Certificate in Safety Management program.
• Safety 2013 will include a full track of global sessions with speakers from countries such as Australia, China, India, Kuwait, Nigeria, Panama, South Africa, South Korea, Switzerland and the U.K.

ASSE's global connections are opening doors of opportunity. Our international partners want to expand safety awareness in their countries, establish standards and transform cultures. ASSE is poised to provide valued guidance, insight, products, services and education, and we are eager to learn from our colleaguesÕ experiences as well. Together, we can prevent the needless deaths that occur each day in every country. Please support our global initiatives and seize the emerging opportunities to help SH&E professionals worldwide.

One Giant Leap For ASSE

2012 ASSE President Richard A. Pollock, CSP

American hero Neil Armstrong passed away last year. We remember him as the first person to walk on the moon. Armstrong also earned degrees from Purdue University and University of Southern California, and he served in the U.S. Navy and flew 78 combat missions during the Korean War. Although he made two trips into space during his career with NASA, the most memorable moment came in 1969 when he stepped off the lunar module and said,  "That's one small step for man, one giant leap for mankind" Some of you may remember the excitement, suspense and awe surrounding that moment. That step and Armstrong's proclamation brought a great sense of accomplishment and national pride.

Throughout history we have witnessed many meaningful first steps. In fact, anything worth doing always requires someone taking action. Today, I want you to do something that 's important and meaningful? Take a first step, then a leap.

During March, ASSE holds its elections. If you turn (or scroll) to p. 29 in the January issue of Professional Safety, you will see information about the candidates and the positions they seek.  Even more information (including platform statements) is on the ASSE website at www.asse.org/elections.

As a membership organization, ASSE depends on volunteers to lead the Society. Some members volunteer within their chapter or practice specialty, while others serve on region or Society-level committees and councils. The top leadership group is the 15-member Board of Directors, made up of regional vice presidents, council vice presidents and the Executive Committee, which is comprised of the vice president, finance, senior vice president, president-elect, the president and the executive director.

ASSE's election process is important. In the coming years, the Society will be addressing several critical strategic issues concerning ASSE's governance structure, and the path forward for our profession and those affecting your livelihood. We need our best members to step up and lead. By being informed and voting, you play an important role in deciding who will lead ASSE. It's an important responsibility of membership.

First a Step, Then a Leap
This first step is easy. Please take out your smartphone, tablet, day planner or whatever you use to keep your calendar and circle March 1. Then, note this to-do: Vote in the ASSE election.
Once you've done that, taking the leap will be easier. At 12:01 a.m. on March 1, most members will receive an e-mail containing a link to our online voting system and detailed candidate information. (Those who haven 't selected the online option will receive the information in the mail.) When you open that e-mail (or letter), take the giant leap: Cast your vote.

The reason for my earnest request is simple: Traditionally, less than 18% of members vote in these elections, and last year the percentage dropped to an alarming 11%. Some suggest such low participation indicates that members are satisfied and aren't compelled to vote. Others say members don 't know the candidates, have never voted before or believe the election is a popularity contest. I don 't buy any of those arguments.

Voting Is a Responsibility of Membership
Like volunteering, voting in the Society elections is a fundamental responsibility of membership. But as the voting returns indicate, most members feel it is acceptable to skip this responsibility. As a result, not voting has become part of the ASSE culture one of our norms.

This is a problem we must address. To do so, we must challenge our collective beliefs. With 35,000 members, it is easy to sit on the sidelines and assume someone else will take the lead. It also is easy to cite reasons many of them legitimate to justify not volunteering.

The same cannot be said for not voting. Becoming informed about ASSE governance, the elected offices and the candidates takes so little time. In fact, I 'm guessing that in 30 minutes tonight on your couch, you can learn what you need to know to cast an informed vote.

Together, we can change our culture and drive our profession and ASSE forward. Let's recognize our membership responsibilities and challenge our beliefs, then act accordingly. By doing so, we can foster a new ASSE culture of involvement. Let's make 2013 the year we all take one small step for ASSE and what very well may be a giant leap for ourselves. Mark your calendar today and vote on March 1.

 "You may never know what results come of your action, but if you do nothing there will be no result."
 Mahatma Gandhi

It's Not Broken, So Why Change?

2012 ASSE President Richard A. Pollock, CSP

The headline for this message may seem a bit odd, particularly since this is the time of year when we all make resolutions to change. But, given the global economic uncertainty of recent years, the current signs of stabilization and forecasts for improvement make it easy to say, "Let's stay the course."

Positive results make this approach even more inviting. After all, ASSE is on solid financial footing, our membership is growing, and our products, services and benefits are in demand. Yet, now is not the time to grow complacent. In fact, more than ever, we must be forward thinking. We must continuously scan the current environment in order to proactively update the Society's strategic plans and anticipate business demands, economic trends and our members' professional needs.

A Changed Environment
Recognizing this need, ASSE formed a task force last year to examine the Society's future as well as its governance structure. The Society last reviewed this structure in 1993, which led to changes that were implemented in 1995. Our governance structure has not changed since then, even though the environment in which we operate has evolved immensely. Consider these facts:

• In 1995, 49% of us had unrestricted access to the Internet while 33% had no access. Today, almost all of us have full access.
• In 1995, we largely relied on OSHA regulations or voluntary consensus standards as part of our practice. Today, we must review and be aware of a wide range of global standards.
• In 1995, most professional development was conducted face-to-face. Today, more than 30% is conducted online, and that percentage will continue to grow.
• In 1995, we focused primarily on safety issues and regulatory compliance. Today, sustainability has taken center stage, and our responsibilities have expanded to include security, environment, global management, business strategy and wellness.
• In 1995, our profession focused little on accreditation and credentialing. Today, unqualified practitioners are a key concern, and we must act to protect our profession.

Times clearly have changed, and so have ASSE members. Consider these facts:

• In the mid-1990s, ASSE's membership was smaller, and members were younger on average, more male and white. Members were more likely to attend chapter meetings and volunteer for service. Employers often paid membership dues, sent members to professional development events and supported volunteer activities. Today, less than 30% of members engage with their local chapters even once per year.  In addition, most members now pay their own dues.
• In the mid-1990s, ASSE had only a few divisions. Now called practice specialties, these groups have grown in number and are producing significant content that is expanding our body of knowledge. They also have spawned branches and common interest groups (CIGs). Today, more than 60% of members pay additional dues to belong to a practice specialty or CIG.
• ASSE's competitors in the mid-1990s were U.S.-based SH&E organizations. Today, the Society's competition is global, and it is no longer limited to nonprofit organizations.

The Mandate for Change
All of these facts demonstrate that ASSE membership and the environment in which the Society operates have changed dramatically. To remain relevant and achieve our vision to be a global advocate for SH&E professionals and a premier leader of the profession, ASSE's leadership team also must evolve and adapt as the environment changes in order to ensure that we remain focused on strategy and policy.

It's easy to maintain the status quo, but that is a route we cannot accept. Instead, we must focus on being current, proactive and nimble. Ours is an ever-changing world, and we must be ready, willing and able to adapt.

Best wishes for a successful 2013.

"They always say time changes things, but you actually have to change them yourself."
Andy Warhol

Now is not the time to grow complacent. In fact, more than ever, we must be forward thinking.

Changing World Demands Proactive Preparation

2012 ASSE President Richard A. Pollock, CSP

I love this time of year, as winter approaches and another year draws to a close. It is a time to be thankful, as well as a time to reflect and plan for the future.

As this year passes, ASSE has now seen 101 new chapters written. Each year brings a fresh start with exciting new opportunities. This past year was no different, setting in motion many new opportunities. Change is, indeed, in the wind.

Sensing this change, ASSE's Board of Directors formed a 50-member task force of past presidents and a diverse group of members to discuss the Society's future and governance structure. This group reviewed demographic and survey data, examined research about trends in other professional associations and read books about association governance. The task force also was provided with an "environmental scan" of the world in which ASSE operates and in which we perform our jobs. This scan covered global realities and trends in economics, politics, technology, demographics, education, the nature of work, risks and risk management, and the SH&E profession itself.

I subsequently shared this scan with many members, and I'd like to share some highlights with you.

• Economics. A global shift is occurring. Telecommunications and transportation have shrunk the globe and competition among multinationals is increasing. China will likely overtake the U.S. economy by 2020 and India may do so by 2050. Stakeholders have higher expectations and lower tolerance. Emphasis on sustainability and improved corporate governance continues to grow.
• International politics. Building dissatisfaction is creating greater demand for political and economic transparency. Growth and economic disparity continue to fuel instability. E-activism is growing, fueled by communication technology, and the global political influence of China, India, Brazil, Russia and the Middle East increases.
• U.S. demographics. The U.S. population is graying, living longer and retiring later. Technology and Social Security concerns are fueling a widening generation gap. Too few citizens hold college degrees in engineering and the sciences, with one-third of all Ph.D.s awarded to temporary visa holders.
• Technology. In our interconnected global society, 2 billion PCs and 5 billion mobile phones are in use, and more than 2.1 billion people use the Internet. Social networking is expanding opportunities for engagement and communications. Eighty percent of Americans age 18 to 29 and 50% of all Americans use online social networking.
• Education. Innovations continue to emerge rapidly. More than 30% of corporate education and training is delivered by e-learning, while e-books comprise more than 20% of the market, and will continue to gain more market share. By 2015, South Korea plans to digitize all school learning materials, and China has already spent more than $1 billion to pioneer e-learning in rural areas. In the U.S., more than 1,000 school districts have or are budgeting to purchase iPads for incoming freshmen.
• Nature of work. U.S. workers face an emerging and increasing set of risks. The workforce is aging, while losing competitiveness due to the lack of technical education. U.S. workers risk becoming less valuable, yet they face higher workloads, longer hours, increased pressures for greater productivity, and increased use of irregular and flexible work schedules.
• Implications for ASSE. Change will continue to occur rapidly, making an expanded global perspective and understanding critical. Increased and evolving risks will present opportunities for qualified SH&E professionals, as will the expanding focus on good corporate governance and sustainability.
• The SH&E profession. Demand is surpassing the supply of qualified professionals. More employers are seeking SH&E professionals with graduate degrees and M.B.A.s, while the number of qualified professors to teach courses is declining. Employers are expecting greater fluency in international cultures, foreign languages and global SH&E topics. Research-to-practice will gain momentum as the profession embraces fact-based solutions. More will be learned about human factors, and SH&E professionals will play a greater role in process and work design.

Our world is clearly different than it was 18 years ago when we last reviewed ASSE's governance structure and strategic focus. Technology has changed how we operate, and the pace of change requires ASSE to be more nimble and data-driven, to plan and react faster, and to think strategically for the benefit of all members.

In the months ahead, you will hear more about this initiative as we create a structure for the future. As the world continues to change, ASSE and each of us must be prepared.

Technology has changed how we operate, and the pace of change requires ASSE to be more nimble and to think strategically for the benefit of all members.

Wanted: Your Ideas

2012 ASSE President Richard A. Pollock, CSP

While researching and gathering information for a conference presentation on the link between supervisors and improvements in the safety climate, I logged onto ASSE's Body of Knowledge (BOK) website - which you can find at www.safetybok.org -and searched on some select keywords related to my topic. Like many search engines, the BOK was easy to use. But what struck me was the quality of the information the search returned. It was specific to my topic, and I didn't have to dig deeply into the results to find the information I wanted.

That experience made me think about ideas, which led me to this quote from Plato: "Ideas rule the world, and as the human mind will receive new ideas, laying aside the old and effete, the world will advance." The idea for ASSE's BOK was first discussed in 1998, when the Society's Council on Practices and Standards began to take on a more strategic and visionary role as steward of the profession's body of knowledge. To ensure that the SH&E profession continues to prosper, grow and gain professional recognition, ASSE leaders realized we had to define our practices, and assemble, advance and sustain our own body of knowledge.

Initially, we focused on compiling a list of publications, books and articles that SH&E professionals use to implement effective management programs. By 2003, that vision had evolved and expanded. We wanted to ensure that our body of knowledge would be user-friendly and readily available, so we surveyed members and published a white paper that recommended new standards and suggested a need to define professional competencies. Those efforts moved the needle, but the real a-ha moment came in 2008, when two members, Fred Fanning and Jeff Camplin, shared their ideas for turning the BOK into a living resource that would perpetually reflect current practice.

Today, just 4 years later, the BOK includes more than 6,000 assets, and more than 3,000 members have registered for and are using the site. The growing number of assets and users are a testament to the power of ideas-not just the culminating idea, but also all those that led the way. The BOK has developed over the past 15 years, and it is a shining example of how we stand on the shoulders of those who came before us.

Building on previous successes to influence the world is something most people find motivating. In fact, a recent Harris Poll found that 97% of Generation Y want careers that allow them "to have an impact on the world."

As SH&E professionals, don't we share a similar palpable hunger to make the world safer? In How to Change the World, David Bornstein says, "[We] are ready to roll up our sleeves and dig in to fix, or at least substantially address the very problems that evade governments and established institutions." ASSE is committed to lead by fostering new ideas, valuing innovation and creating a vision for a better tomorrow. We speak of the "influence" of an idea, and say that ideas are "contagious." Bornstein sees it this way: "We know that when the ripening of an idea is due, when the hour strikes, that idea will spread with a force that nothing can resist."

ASSE's goals to become a primary source of SH&E knowledge, the voice of the profession and a thought leader are such ideas. Another example is the Center for Safety and Health Sustainability. In just 1 year, the center has elevated workplace safety as a key component of corporate sustainability efforts.

So, let's build on our momentum. Let's draw public attention to workplace fatalities. Recent BLS statistics show that 4,609 people died from on-the-job injuries in the U.S. in 2011. That's 13 people each day who will never return home to their families.

We must actively advocate for workplace safety. We must define significant SH&E problems and collaborate with our stakeholders to find solutions. We must actively share and discuss our ideas so they can be considered, refined and pursued. As a profession, we must dream, innovate and invent.

ASSE's BOK started as an idea. It expanded and grew, and it is now poised to become a significant tool for current and future SH&E practitioners. What's your big idea? We'd love to hear it. It just might lead to a new way of preventing workplace injuries and illnesses.