Cover -- Title page -- Copyright page -- Dedication -- Contents -- Preface -- Acknowledgments -- Introduction -- 1: On Becoming a Profession -- Introduction -- A Limited Literature Review -- Requirements for the Practice of Safety to Be Recognized as a Profession -- A. Establish a Well-Defined Theoretical and Practical Base, to Include -- Discussion -- The Practice of Safety -- B. Developing a Common Language for the Practice of Safety, Realizing That -- Discussion -- C. Achieving Recognition as a Profession by the Clientele to Whom We Give Advice, Considering -- Discussion -- D. Promoting and Supporting Research, Recognizing That -- Discussion -- E. Maintaining Rigid Certification Requirements, Promoting the Significance of Certification, and Giving Additional Status to Certification -- Discussion -- F. Adhering to an Accepted Standard of Conduct -- Discussion -- G. Having a Professional Society, Participating in It, and Supporting It -- Discussion -- H. Obtaining Societal Sanction for Professionalization -- Discussion -- Conclusion -- Action Subjects -- References -- 2: Defining the Practice of Safety -- Introduction -- Defining Safety -- Defining Acceptable Risk -- Defining Risk -- Defining Hazards -- Our Baffling and NonDescriptive Titles -- Defining the Practice of Safety -- The Practice of Safety -- Major Elements in the Practice of Safety -- Knowledge and Skill Requirements -- Conclusion -- References -- 3: Principles for the Practice of Safety: A Basis for Discussion -- Introduction -- A. On Hazards -- B. Defining Risk, Acceptable Risk, and Safety -- C. Risk Assessment -- D. Defining the Practice of Safety -- The Practice of Safety -- E. Hierarchy of Controls -- F. On Achieving the Theoretical Ideal for Safety -- G. On Organizational Culture -- H. Concerning Leadership, Training, and Behavior Modification -- I. Prevention through Design.

J. On System Safety -- K. Setting Priorities and Utilizing Resources Effectively -- L. On Incident Causation -- M. Performance Measures -- N. On Safety Audits -- Conclusion -- References -- 4: Academic and Skill Requirements for the Practice of Safety -- Introduction -- Accreditation Board for Engineering and Technology (ABET) -- National Institute for Occupational Safety and Health (NIOSH) Survey -- Brief Survey Made by This Author -- The BCSP Certification Examinations -- Comprehensive Practice Examination* -- Domain 1. Collecting Safety, Health, Environmental, and Security Risk Information -- Domain 2. Assessing Safety, Health, Environmental, and Security Risk -- Domain 3. Managing Safety, Health, Environmental, and Security Risk -- Knowledge Areas Are Presented Here-A Composite for All Three Domains and All Eleven Tasks, In Groups-Sort Of -- Skills Areas Are Presented Here-A Composite for All Three Domains and All Eleven Tasks, In Groups-Sort Of -- Transitions in Knowledge and Skill Requirements for the Practice of Safety -- Conclusion -- References -- 5: Transitions Affecting the Practice of Safety -- Introduction -- General Observations -- Employment Projections -- Employer Knowledge and Skill Expectations for Safety Professionals -- Sustainability -- Lean Concepts -- Risk Assessment -- Prevention through Design -- Human Error Prevention-A Significant Modification in Concept -- Management of Change/Prejob Planning -- Content of Examinations for the CSP Designation as Indications of Changes in Knowledge and Skill Needs -- Combined Responsibilities for Safety, Health, and Environmental Control -- Importance of Understanding the Basics of Financial Management -- Conclusion -- References -- 6: Acceptable Risk -- Introduction -- Fundamental Premise -- Progression with Respect to Use of the Term Acceptable Risk.

With Respect to the Foregoing Citations -- Summary to This Point -- Nature and Source of Risk -- A Zero Risk Level IS Not Attainable -- Opposition to Imposed Risks -- Minimum Risk as a Substitute for Acceptable Risk -- Designing to Standards as a Substitute for Acceptable Risk -- Considerations in Defining Acceptable Risk -- Risk Assessment Matrices -- The ALARP Principle -- Defining Acceptable Risk -- Social Responsibility, an Emerging Opportunity -- The State of the Art in Risk Assessment -- Conclusion -- References -- 7: Superior Safety Performance: A Reflection of an Organization's Culture -- Introduction -- Culture Defined and Its Significance -- Management Leadership, Commitment, Direction, and Visible Involvement -- Establishing Accountability -- Providing Adequate Resources -- Risk Assessment, Prioritization, and Management -- Prevention through Design -- Safety Organization and Staff -- Technical Information Systems -- Communication and Information Systems -- Management of Change -- Ergonomics and Human Factors Engineering -- Procurement Standards -- Preventive Maintenance-System Integrity -- Safety Committees -- Supervisory Participation and Accountability -- Training -- Employee Involvement and Participation -- Control of Occupational Health Hazards -- Environmental Controls -- Safe Practice Standards -- Inspection Programs -- Incident Reporting and Investigation -- Recording, Analysis, and Use of Incident Data -- Medical and First Aid Facilities -- Emergency and Disaster Planning -- Compliance with Government Regulations -- Performance Measurement -- Summary -- References -- 8: Improving Serious Injury and Fatality Prevention -- Introduction -- Scope of This Chapter -- Recent History -- A Statistical Review -- Serious Injury Trending -- Fatality Trending -- Innovations to Be Considered -- Achieving a Culture Change.

Countering the Premise: Unsafe Acts Are the Principal Causes of Occupational Accidents -- Reducing Injury Frequency Will Not Equivalently Reduce Severity -- On Risk Assessments -- Prevention through Design -- Human Error Reduction -- Management of Change/Prejob Planning -- Incident Investigation -- Summary -- 9: Management of Change/Prejob Planning -- Introduction -- Studies That Support the Premise -- Management of Change Concept -- Assessing the Need for a Formalized MOC System -- Experience of Others Implies Opportunity -- History Defines MOC System Needs and Difficulties in Their Application -- Management of Change Requirements in Standards and Guidelines -- Management of Change Process -- Responsibility Levels -- Activities for Which the MOC Process Should Be Considered -- Management of Change Request Form -- Implementing the Management of Change Process -- Managing Organizational Change -- Risk Assessments -- Risk Assessment Matrices -- Significance of Training -- Documentation -- On the MOC Examples -- Example 1 For an Operation Producing Mechanical Components -- Example 2 A Specialty Construction Contractor -- Example 3 Form for an Operation That Has Had Serious Injury Experience -- Example 4 A MOC System with a Specifically Defined Prescreening Questionnaire -- Example 5 High-Risk Multiproduct Manufacturing Operation -- Example 6 Extensive MOC System Crafted for a Particular Operation -- Example 7 An International Multioperational Entity -- Conclusion -- References -- 10: Reviewing Heinrich: Dislodging Two Myths from the Practice of Safety -- Introduction -- Recognition: Heinrich's Achievements -- Heinrich's Sources Unavailable -- Psychology and Safety -- Heinrich's Causation Theory: The 88-10-2 Ratios -- Human Errors above the Worker Level -- Heinrich's Analytical Method -- Summation on the 88-10-2 Ratios.

Foundation of a Major Injury: The 300-29-1 Ratios -- Statistical Indicators: Serious Injury Trending -- Contradictions: Unsafe Acts and Injuries -- Summation on the 300-29-1 Ratios -- Misinterpretation of Terms -- Heinrich's Premises versus Current Safety Knowledge -- Conclusion -- Recommendations -- References -- 11: Indirect-to-Direct Accident Cost Ratios -- Introduction -- Examples of Unsupported Statements on Indirect-to-Direct Cost Ratios -- Differences in Cost Categories -- On Heinrich's Indirect-and-Direct Cost Ratios -- Frank E. Bird, Jr., on Accident Costs -- A Construction Industry Study -- Cost Distribution Study -- Updating the Stanford Indirect-and-Direct Cost Ratios -- A NIOSH Research Project -- OSHA Adopted the Stanford Report Ratios -- Computing the "Additional Sales" Necessary to Cover Injury Costs -- Conclusion -- 12: On Leading and Lagging Indicators -- Introduction -- About the Origin of the Terms Leading and Lagging Indicators -- Leading Indicators -- Lagging Indicators -- Observations to This Point -- Definitions and Comments in Safety-Related Literature -- Questions as to Accuracy in Selecting Leading Indicators -- The Balanced Scorecard -- On Incident Data-A Lagging Indicator -- Lack of Clarity in Term Usage -- Cause-and-Effect Relationships -- An Appropriate Course of Action -- Closure -- References -- 13: Systemic Socio-Technical Causation Model for Hazards-Related Incidents -- Introduction -- Why Promote Discussion of a Hazards-Related Incident Causation Model -- Recognition of the Need for an Accepted Causation Model -- Definitions -- Moving the Causation Emphasis to the Socio-technical Work Environment -- Organizational Culture -- Management Commitment or Noncommitment to Safety -- Safety Policies, Standards, Procedures, and the Accountability System -- Providing the Necessary Resources -- On Risk Assessments.

Prevention through Design.