How the Corvex Connected Safety™ platform preserves, protects, and analyzes your information.
The Corvex Connected Safety platform (CCS) is primarily a mechanism for enabling workers. It provides information about workplace safety requirements, personal protective equipment requirements, and eases the training process. It can also act as a channel for communicating with and among workers, supervisors, and safety managers. While it is doing these things, CCS collects data. Lots of it!
What happens with all of that data?
First, and most importantly, data is securely stored. Nothing is ever really 100% secure - anyone who says otherwise is selling something! (1) However, the CCS platform is designed from the ground up to be as secure as we can make it. CCS uses industry best practices to ensure that the data moves around in a secure, private network. All connections are encrypted. The data is stored on machines that are only accessible through hardened, local connections. Each CCS subscriber’s (2) data is stored in a silo that is isolated from every other subscriber. And finally, that data is only accessible by authorized members of the subscriber’s staff and Corvex support personnel (when authorized by a subscriber).
Second, the data is protected. CCS ensures that each subscriber's data is replicated (stored in multiple geographic locations) and backed up. Our goal is 100% uptime with 0 data loss. These are ambitious goals, but our decades of experience say that it is achievable. Beyond this, subscriber data is retained and immutable. Through the CCS dashboard, subscribers can examine their historical data with the confidence that it is available and unchanged.
Finally, the data is anonymized and aggregated for use in calculating risk models. “What? I thought you just said the data was secure and protected!” Well… yes. And the servers on which that data is stored run various processes. Part of that processing, and part of the Corvex advantage, is the analysis of all of this data. For example, the backend processors can look at a range of data and determine things like “often people who enter the packaging room after lunch are missing their eye protection” or “there are a surprising number of observations and incidents reported in the machine shop during third shift.” Having identified these patterns, CCS will show them the subscriber’s safety managers.
Having said all that, what data is collected? Here are few examples:
This sort of data is gathered by the Core devices and shared with CCS secure servers via a gateway at each subscriber site. As the data accumulates, supervisors and safety managers can look at the “rolled up” summaries to observe trends, identify areas where additional precautions might help increase worker safety, and in general have a cohesive overview of the safety “environment” of the subscriber.
Most of the information made available in this subscriber view is of the “rolled up” sort. However, users of the CCS platform at the subscriber who have the authorization are permitted to see some information about individual workers. For example, a supervisor is able to see information about what specific requirements a direct report did not meet, in which zone they were not met, and for long the worker was not meeting the requirements (e.g., Bob was missing his protective eyewear near the drill press for 30 minutes yesterday). Even when this sort of information is made available to the supervisor, the intent is that the supervisor and safety manager use the data to identify trends and take corrective action at an environmental level. Usually, issues are down to procedures, lack of awareness, or discomfort. Workers want to be safe. No one wants to get hurt. By making information available to the appropriate people in an organization, it is easier to improve the safety of the workplace more quickly, and therefore the conditions for everyone.
In addition to this “subscriber” view of the data, CCS analyzes the data that is collected to help our Personal Protective Equipment (PPE) partners make better products. How do we do that? By combining the data across subscribers about individual PPE partner products and product families.
Consider Big Shoe Company. They are a PPE partner, and their whole line of cold weather footwear is equipped with Corvex Sense. Because of this, the CCS platform can tell them things like:
Regardless, in no way is any individually attributable information ever released outside of a subscriber. And within a subscriber, it is only made available to people who are authorized. CCS goes to great lengths to protect every worker’s personal data. The collected data across workers and subscribers, anonymized and abstracted, is the only thing that is ever seen outside of a subscriber. And even then, it is only made available to Corvex staff and our PPE partners, for the betterment of products and improved workplace safety for everyone.
1 As made famous in “The Princess Bride”.
2 “Subscriber” is what CCS calls an organization that uses the platform.
Author: Shane McCarron, CTO of Corvex
For so many companies all over the globe, the worker safety story is the same: more and more resources are being spent, but it seems like it’s so hard to make any more improvement. Workers and safety managers both feel stuck – we’re better than we were, but we can’t seem to advance significantly more. From the food industry to manufacturing, oil and gas and beyond, all high-risk industries are facing the same new challenges in modern day worker safety.
Here’s what we know:
We’ve improved a lot in the last 50 years. While any incidence of worker injury or death is too high, the improvements in the last 50 years highlight the focus that manufacturing, construction, and other high-risk industries have put on improving safety. Leading companies in these industries have invested time and resources improving safety cultures, prioritizing worker safety from the top down to proactively manage issues before injuries occur. Take these OSHA stats, for instance: In the 1970s, there were about 38 worker deaths each day, and there were 10.9 worker injuries and illnesses per 100 workers. Fast-forward to 2015: worker deaths dropped to 13 per day, and workplace illnesses and injuries were only three per 100 workers. That’s a significant shift in the right direction.
We’ve reached a plateau. Yes, safety programs have been very successful in reducing incidents since the early 1970s. In recent years, however, reduction in workplace injuries has plateaued. It is a paradox which is difficult to explain. As American companies continue to spend billions on safety programs, injury rates over the past several years remain stagnant.
Top-down safety initiatives will only take us so far. Despite growing expenditures and increased efforts, preventable injuries and deaths still occur. Why? The majority of investments fail to engage and empower the worker in the practice of safety effectively, and often use dated, analog processes. Top-down safety initiatives gave us 50 years of growth, but the last mile in injury reduction will have to be worker-powered and technologically relevant.
Consider this scenario: Tom has worked in manufacturing for the same employer for over 20 years. He knows his job well and does it proudly. Tom has attended hundreds of hours of safety training and, like most of his co-workers, takes safety seriously. Recently, Tom was walking through the plant and noticed a safety hazard that he couldn’t resolve himself. Tom took the time to find the safety issue reporting box, document the problem and submit it. The next day, the hazard was still there. At lunch, several others mentioned that they had also seen the hazard. Tom was angry that this safety issue hadn’t been resolved. Tom wondered whether all of the training wasn’t just a waste of time. A few weeks later, Tom noticed another hazard, but he didn’t bother reporting it. It seemed no one was listening.
It sometimes seems that companies are working so hard to establish a safety culture, that they miss opportunities to leverage the critical element of community. A management-driven safety culture operates top-down in a hierarchical manner. A worker-driven safety culture operates bottom-up, encouraging engagement and ownership. Worker-driven safety is a community of eyes and ears and problem-solvers who are committed to improving results.
The good news is that Tom’s company can still build this type of culture, and so can yours. Here are three ways how:
Capture the voice of the worker. Your workforce is a fantastic source of safety information. Experienced workers are on the front line in your facility and likely know how to identify and resolve most safety issues. Workers want to know that their employer is willing to invest in safety, and they also want the responsibility to help protect themselves and their co-workers. Effective safety programs don’t just offer information and training for employees, but rather create a two-way conversation for employees to be empowered and heard.
Real-time information sharing. Your workforce is in the best position to identify hazards and eliminate them immediately, but only if they have the right tools in place. Sharing real-time information about existing and emerging safety hazards across your organization enables employees to respond quickly while still following critical process. Offering your workforce a better way to stay connected to the right resources is key, and that’s where technology comes into play.
Leveraging wearable technology. In the age of constant connectivity, we can tap a mobile device to catch a ride, order dinner or chat with someone on the other side of the world. At Corvex, we envision an environment where real-time, meaningful safety information is shared between workers and management to improve safety and productivity. The Corvex Connected Safety™ platform utilizes proprietary hardware and software to enable real-time hazard identification and resolution, PPE management and safety communication, and worker engagement. Worker-powered safety is our vision.
Remember Tom’s story? Now imagine he has a Corvex Cor-Link running the Corvex Connected Safety solution.The next time Tom notices a hazard, he simply uses his Cor-Link device to take a picture of the hazard, input some relevant info and notify the team. It takes less than a minute and just a few clicks. Tom can resolve the issue himself or submit it to a group of competent team members for resolution. At the next safety briefing, Tom gets a round of applause and feels like he made a difference.
Author: Ted Smith, CEO of Corvex
Data in safety has always been a critical element in helping companies, and individuals avoid risk. Traditionally that data has been historical and based on the outcome action is then taken. That "lagging" indicator approach has done an excellent job in reducing injury over the years, but in the last decade we have hit a plateau and have not been able to see the gain provided in years past. Many companies are now trying to focus on "leading" indicators to help in preventing risks but have struggled to identify the correct data to track or how to gather and manage the data.
Advancements in wearable technology have opened the door to obtaining real-time data at the point of safety, the worker. Safety happens in real time, and the data we use to prevent injuries should also be the same. The advantages of real-time data in safety are many, but two areas that have real potential are real-time actionable data and leveraging data to build intelligence about potential risks.
Real-time actionable data is information coming directly from the workers in the form of observations, surveys and other behavioral inputs like remembering to wear the appropriate PPE. Using that data to address potential issues right away will mitigate risk and also reinforce a safety culture of action.
Leveraging data to build intelligence about potential risks is a sensitive subject in safety. We believe data in safety can be used to help predict risk, but the workers are the key solution. What you do with that data will determine whether or not you will continue to engage and receive data from your workers. You cannot create technology simply to turn employees into robots and solely rely on the device to let them know when they are in a risky situation. For wearable technology to work in safety, it must be embraced by the worker, and they need to believe and know that this technology will help them.
With technology comes an increase in possibilities, especially in high-risk occupations where real-time information can help reduce injuries. What could PPE technology look like over the next few years?
Use of sensors to alert and reduce injury
With technology, companies can take an active approach towards preventing accidents. By utilizing wearables and sensors, manufacturers improve both end-user experiences and produce insight from data that leads to innovation and growth opportunities. Imagine preventing heatstroke, tracking appropriate PPE attire based on zones, or monitoring chemical/gas levels before the worker enters the location. PPE technology allows the development of sensors that can automate processes and track location, temperature, leaks, humidity, sound, light and other related risk factors. Companies can use this real-time reported information to prevent injuries, hazards, and fatalities.
Valuable employee insight and feedback
Innovation in technology allows the use of smart devices to push safety messages, weather warnings, and surveys. The surveys can help with risk assessments, working environment concerns and overall morale. This tactic empowers the worker to report issues, share their knowledge and give managers and the rest of the company insight into the high-risk jobs. Manufacturers can also use this technology to track valuable feedback on wearability, fit, quality and use of their products.
Quicker, easier training processes
Training is a vital part of the safety process. As requirements change and compliance transforms, safety training and awareness are difficult to solidify because they primarily rely on employees' ability to learn and understand critical safety practices. Employees must be engaged in an active safety culture for their behavior to reflect what they have learned.
It is difficult to retain more than a small percentage of what is taught in a training session let alone apply it to the job at hand. Technology allows for shorter safety training sessions in a fun, interactive way anytime, anywhere. Reminders and pertinent training information can also be pushed via the smart device allowing for quicker retention and less time away from the job floor.
Increased and accurate worker-centered information
Perhaps the most exciting part of the growth of PPE Technology is the valuable information gained. Not only does the technology provide organizations with transparency into the day-to-day, but it also cultivates a culture that is proactive and invested in each worker. The data provided is endless and customizable. Companies can track reoccurring risks and hazards, create individual profiles based on behaviors and performance and predict hazardous situations before they occur. The intelligence accrued can result in reduced injury which equates to a healthier workforce.
Creating a workplace culture centered on safety is always an appropriate goal. Even if your safety culture is top-notch, it is still helpful to engage your team in culture building activities so that you can improve and grow. Five key components can help any organization promote and encourage a safety culture.
1. Create a Common Goal
Begin with a standard definition of your safety culture. Define a relevant and attainable goal and related behaviors that promote your goal. Develop a plan to make it happen and create a clear objective for the organization as a whole. Communicate regularly about the safety-centered objective to strengthen and increase success towards this common goal. Use safety topics and training to empower your workforce and make safety the top priority.
2. Streamline Relationships Between Management and Frontline Employees
When safety becomes the key focus, it takes a team effort to maintain. Great leaders empower their team with the right tools and feedback to sustain a positive work environment. When management spends time in employees’ environments supporting feedback, problem-solving and acting on issues raised, relationships form. Strong relationships encourage employees to speak truthfully and honestly about situations that arise.
3. Encourage a Community
Participation in a workplace community means that everyone needs to know their job and do it well. Utilizing a fair discipline system as well as incentives grows a community that watches out for each other. When the organization measures success around a common safety goal and safety becomes the priority, workers begin to protect each other, report hazards and multiply this initiative.
4. Engage Workers in their Safety
When safety becomes a condition of employment and workers are given the tools they need, they engage. Creating clear lines of roles and responsibilities and equipping employees to do their jobs, encourages active participation to keep the momentum going. Using the correct tools to give the worker a voice gives the worker confidence. The right tools will also promote surveys, training or positive reinforcement to boost morale and the safety culture.
5. Act on Valuable Worker Information
Using the valuable data gathered, reported or witnessed, respond promptly. Identify hazards and use the information to take action and make appropriate changes. Doing nothing about risks leads to a complacent workplace, so get ahead of the curve and detect and resolve issues before they become severe or costly problems.
We are ready to assist you and provide you with tools to cultivate a safety culture. Contact us at 651.294.2130 or email@example.com.