The Critical Importance of Executive Participation in Accident Review Boards

Some time ago, while attending a division’s recent accident review board for a vehicle accident involving significant loss from a single vehicle accident, I was struck by the fact that even though the loss was significant with serious potential for injury, neither the division head or the assistant were in attendance. The committee was chaired by a first line supervisor who seemed to struggle with the consequences before him, a large loss that initially appeared preventable barring any contributions from failed road maintenance. The process in this example was lacking while there was so much opportunity for management to participate, to positively impact employees by attending and participating in the accident investigation process.

First, the attendance of senior leadership demonstrates to employees that the leadership has a vested interest in their personal safety. If conveyed effectively, not utilizing the investigation merely as fault finding, the presence of senior leadership demonstrates that managers do care about employees and that managers do want to utilize the investigation as a mutual commitment to prevent injuries. Of course, it is most meaningful when managers follow up and act and make changes as needed.

Secondly, participation in accident reviews provides senior staff first hand information not only on the accident’s initial causes but also circumstances that may have contributed to the unfortunate event. Could it be that policy contributed to an injury? Or inadequate equipment or an ineffective process? Is wearing a plastic hard hat at all times in a Virginia summer outdoors reasonable if there are no inherent hazards? What is the employees “black box” process, what they really do instead of following the policy? There are other forms of communication for senior staff to engage employees but where a critical incident occurs, the accident investigation provides an interactive opportunity to learn more to prevent re-occurrence while engaging staff.

Thirdly, the executive does not have to be the chair but the mere presence provides support, structure and guidance that is often needed to have an effective accident review board. Accident boards should be conducted effectively time wise and efficiently to obtain pertinent information while maintaining a cordial tone. Ineffective boards can be a painful process for both the subject employee and the board. In the situation described in the introductory paragraph, the supervisor acting as the chairperson needed support and guidance that was lacking, not to sway but to have constructive feedback.

Hence, mangers need to attend accident review boards so that they have provide a meaningful concern for employee safety, that they not only want to know what contributed obviously to the event but find out circumstances and procedures that may have contributed to the occurrence, and finally, to assist in the efficiency and effectiveness of the accident review board but not to control it. An accident review board without senior leadership sends a negative message to employees and the board, and creates an ineffective process to eliminate reoccurrences.

*The views and opinions expressed in the Public Risk Management Association (PRIMA) blogs are those of each respective author. The views and opinions do not necessarily reflect the official policy or position of PRIMA.*