Podcast appearances and mentions of Blaine J Hoffmann

Get the Book "Rethinking SAFETY Culture" Today! Join the Community of Safety Pros today! In this episode, Blaine J. Hoffmann, MS OSHM, talks with attorney Phillip Russell about whether or not OSHA will be abolished! You've heard the rhetoric; get the facts from this OSHA attorney! Please listen to this episode and share it with others. If you want to discuss this and other topics in depth, become a SafetyPro Community member (it's FREE to join). Premium Community members can access exclusive content like episode videos, video courses, templates/downloads, participate in live streams, and direct message/live chat with the Safety Pro.  Join the Community of Safety Pros today! Visit Mighty Line Tape for all of your facility marking needs. Order your free sample of floor tape TODAY! Visit Arrow Safety for all of your safety service needs. Remember to mention we sent you to get 25% off your estimate!

Get the Book "Rethinking SAFETY Culture" Today! Join the Community of Safety Pros today! In this episode, Blaine J. Hoffmann, MS OSHM, talks with attorney Phillip Russell about the OSHA Heat Illness Standard with Blaine J. Hoffmann. Will it stand after the SCOTUS decision to overturn the Chevron deference? Will it be amended? Check it out and join the conversation by becoming a SafetyPro Community member (it's FREE to join). Premium Community members can access exclusive content like episode videos, video courses, templates/downloads, participate in live streams, and direct message/live chat with the Safety Pro.  Join the Community of Safety Pros today! Visit Mighty Line Tape for all of your facility marking needs. Order your free sample of floor tape TODAY! Visit Arrow Safety for all of your safety service needs. Remember to mention we sent you to get 25% off your estimate!

Get the NEW Book "Rethinking SAFETY Communications"! Join the Community of Safety Pros today! In this episode, Blaine J. Hoffmann, MS OSHM talks with attorney, Phillip Russell about the recent Supreme Court ruling on the Chevron Deference and what it might mean for the OSHA rule making process. Check it out and join the conversation by becoming a SafetyPro Community member (it's FREE to join). Premium Community members can access exclusive content like episode videos, video courses, templates/downloads, participate in live streams, and direct message/live chat with the Safety Pro.  Join the Community of Safety Pros today! Visit Mighty Line Tape for all of your facility marking needs. Order your free sample of floor tape TODAY! Visit Arrow Safety for all of your safety service needs. Remember to mention we sent you to get 25% off your estimate!

Get the NEW Book "Rethinking SAFETY Communications"! Join the Community of Safety Pros today! Recorded live at the 2024 TapRoot Global Summit, join Blaine J. Hoffmann, MS OSHM as he talks with Mark Paradies and Alex Paradies from TapRooT® about managing your safety communications. Using Blaine's latest book, Rethinking SAFETY Communications, the panel talks about how developing a communications strategy, identifying communications channels, knowing your audience, and using storytelling can help improve human performance. Check it out and join in on the conversation - become a SafetyPro Community member (FREE to join). Premium Community members can access exclusive content like episode videos, video courses, templates/downloads, participate in live streams, and direct message/live chat with the Safety Pro.  Join the Community of Safety Pros today! Visit Mighty Line Tape for all of your facility marking needs. Order your free sample of floor tape TODAY! Visit Arrow Safety for all of your safety service needs. Remember to mention we sent you to get 25% off your estimate!

In today's episode, Rob sits down with Blaine J. Hoffmann, from The SafetyPro Podcast, to discuss his new book, titled "Rethinking SAFETY Culture". Blaine details why he was motivated to write the book, how he defines safety culture, and discusses ways to implement the ideas he presents in "Rethinking SAFETY Culture". He also talks about his recommendations for digital safety management systems, how KPIs can be used to improve safety cultures, and more. Find Blaine on LinkedIn here, find "Rethinking SAFETY Culture" on Amazon here, and be sure to check out Blaine's library of over 175 episodes at ⁠thesafetypropodcast.com⁠ or wherever you find your podcasts. We also invite you to check out our previous episodes with Blaine, where we teamed up to discuss a variety of topics from both a process safety lens and an occupational safety lens. Episode 23 - Incident Investigation with The SafetyPro Podcast Episode 24 - Emergency Planning & Response with The SafetyPro Podcast Episode 27 - Contractor Management with The SafetyPro Podcast Episode 28 - Hot Work with The SafetyPro Podcast --- Send in a voice message: https://podcasters.spotify.com/pod/show/amplifyyourprocesssafety/message

Get the Book "Rethinking SAFETY Communications" Today! Join the Community of Safety Pros today! In this episode, Blaine J. Hoffmann, MS OSHM talks about the new book, Rethinking SAFETY Communications and read the section, Why a Communications Strategy Matters. Please listen to this episode and share it with others. If you want to go more in-depth on this and other topics - become a SafetyPro Community member (FREE to join). Premium Community members can access exclusive content like episode videos, video courses, templates/downloads, participate in live streams, and direct message/live chat with the Safety Pro.  Join the Community of Safety Pros today! Visit Mighty Line Tape for all of your facility marking needs. Order your free sample of floor tape TODAY! Visit Arrow Safety for all of your safety service needs. Remember to mention we sent you to get 25% off your estimate!

Partners In Safety On today's podcast, we'll be talking with our friend, Blaine J. Hoffmann of The Safety Pro Podcast. So - stay tuned. You can find the show notes to each episode, links to the information mentioned on the podcast, the social media platforms we're on, and anything else related to the podcast at WarehouseSafetyTips.com. If you're a seasoned Podcast Listener, this podcast will be different from most you listen to.  It's based on exactly what the name implies - Warehouse Safety Tips.  And since the people in that industry are busy - we know time is money so each episode will be as short and to the point as possible. And now that all that is out of the way - let's get to the Podcast! Partners In Safety Have you ever heard the term "Tribe Knowledge"?  It refers to knowledge within a group but unknown outside of it. Regarding safety, it's essential to know as much as you can.  Learning what other individuals are doing outside your influence allows your knowledge to grow and progress what's known about safety in the process. That's precisely what we're doing today! We're interviewing our friend Blaine J. Hoffmann - host of The Safety Pro Podcast and author of the book "Rethinking SAFETY Culture" - to learn his safety tips. As always - these tips are provided as guidelines for you to follow.  Please be sure to follow the specific tips offered by your facility. Here are five great tips from Blaine and a bonus tip from him and me. Slips, Trips, and Falls Prevention and Protocols - Housekeeping, alerting maintenance to issues, and making sure your facilities are properly marked off with safety floor tape and signs are vital. Understanding Materials and Mechanical Handling - Because receiving, handling, and shipping products are being handled both by hand and with all shapes and sizes of machinery - it's important to know exactly what you're supposed to be doing and where you're allowed to do it at all times. Avoiding Falling Objects - With racks and shelving as part of many facilities - it's important to know all the proper weight limits, stacking guidelines, height restrictions, and anything related to your warehouse. Fire Safety and Protection - Storage and disposal of flammable items need to be front of mind.  And knowing what to do, who to contact, and where to go in the event of a fire - is equally important. Proper PPE (Personal Protective Equipment) - This is something we cover on a regular basis, and will continue to do so in the future.  Making sure staff are wearing safety boots, gloves, hats, masks, respirators, vests, belts, harnesses, glasses, hearing protection, and anything else that will keep them safe needs to be constantly trained and enforced. Bonus 1 - Emergency Preparedness via an EAP (Emergency Action Plan) - Knowing what to do in the case of an incident or emergency will make dealing with it that much easier. Bonus 2 - Ensuring your entire facility is trained on all of the above and any other Safety Protocols your facility has in place.  Having safety guidelines in place does nothing if your staff doesn't know about them.  Training, drills, and staff involvement are great ways to keep safety front of mind. Safety should be something you never stop training on, implementing, and improving upon!   Be sure to keep listening to this podcast, checking out The Safety Pro Podcast, and reading Blaine's Book "Rethinking SAFETY Culture" to better YOUR Safety Program! Thank you for being part of another episode of Warehouse Safety Tips. Until we meet next time - have a great week, and STAY SAFE! Before moving on - here's a word from one of our sponsors. If you've ever been to or worked in a warehouse - you know just how important safety is to management and staff.  It's almost impossible to go 10 steps without seeing Safety Tape, Angles, Signs, and/or products. These items show us how to be safe and avoid danger in the workplace.  And if you're looking for the best products to make this happen - look no further than Mighty Line! Mighty Line Floor Signs / Floor Markings offer the best industrial products! Go to MightyLineTape.com/SafetyTips to request a Sample Pack of their incredible Safety Signs and Floor Markings. What makes Mighty Line the superior choice in keeping your facility safe and productive? Mighty Line Tape is the strongest floor tape on the market and has a beveled edge that increases durability for industrial brush scrubbers, forklifts, and heavy industrial wheel traffic.  Easy installation and removal thanks to Mighty Line's peel-and-stick backing.  You can apply and reapply it during installation - and it leaves no sticky residue should you need to remove it.  This allows the ability to change workflow areas quickly and easily - and not have the downtime associated with painting or using floor markings that leave behind a mess when you remove them. Mighty Line Tape is 7 times thicker than the average Safety Floor Tape. Mighty Line's Signs and Markings come in various shapes, colors, and sizes.  And if they don't have what you're looking for in stock - their Customize It Program allows you to create exactly what you're looking for.  Mighty Line offers a Limited 3-Year Warranty on their Floor Signs and Markings. And last but certainly not least - Mighty Line Products are Patented and PROUDLY Made in the USA! We're proud to have Mighty Line as THE Official Floor Sign / Floor Marking Company for the Warehouse Safety Tips Podcast and Site. Again - Go to MightyLineTape.com/SafetyTips to request a Sample Pack of their incredible Safety Signs and Floor Markings. If you visit WarehouseSafetyTips.com - you'll find the Show Notes for this episode.   Thank you for listening to Warehouse Safety Tips - and have a SAFE day!

Safety Has No Boundaries On today's podcast - we're going to discuss safety boundaries. So stay tuned. You can find the show notes to each episode, links to the information mentioned on the podcast, the social media platforms we're on, and anything else related to the podcast at WarehouseSafetyTips.com. If you're a seasoned Podcast Listener, this podcast will be different from most you listen to.  It's based around exactly what the name implies - Warehouse Safety Tips.  And since the people in that industry are busy - we know time is money, so each episode will be as short and to the point as possible. And now that all that is out of the way - let's get to the Podcast! Safety Has No Boundaries I was recently a guest on The Safety Pro Podcast with Blaine J. Hoffmann.  One of the many things we discussed was how safety applies to your ENTIRE facility.  Blaine and I would tell you that you need to be aware of safety in ALL aspects of your life - at home and work.  But in what we were discussing, it had to do with marking and identifying pipes and wires outside facilities.   In a nutshell - we were talking about how important it is to know everything about your facility to remain safe.  And how important it is to relay that information to staff and non-staff working inside and outside of your location. We live and work in very busy times - so it's of the utmost importance that we always keep our heads on a swivel and constantly look for ways to stay safe.  Doing this and sharing what we find with others will keep our surroundings as safe as possible. We look forward to seeing you next week for another Warehouse Safety Tips. Until then, have a great week and STAY SAFE! Before moving on - here's a word from one of our sponsors. If you've ever been to or worked in a warehouse - you know just how important safety is to management and staff.  It's almost impossible to go 10 steps without seeing Safety Tape, Angles, Signs, and/or products.  These items show us how to be safe and avoid danger in the workplace.  And if you're looking for the best products to make this happen - look no further than Mighty Line! Mighty Line Floor Signs / Floor Markings offer the best industrial products! Go to MightyLineTape.com/SafetyTips to request a Sample Pack of their incredible Safety Signs and Floor Markings. What makes Mighty Line the superior choice in keeping your facility safe and productive? Mighty Line Tape is the strongest floor tape on the market and has a beveled edge that increases durability for industrial brush scrubbers, forklifts, and heavy industrial wheel traffic.  Easy installation and removal thanks to Mighty Line's peel and stick backing.  You can apply and reapply it during installation - and it leaves no sticky residue should you need to remove it.  This allows the ability to change workflow areas quickly and easily - and not have the downtime associated with painting or using floor markings that leave behind a mess when you remove them. Mighty Line Tape is 7 times thicker than the average Safety Floor Tape. Mighty Line's Signs and Marking come in various shapes, colors, and sizes.  And if they don't have what you're looking for in stock - their Customize It Program allows you to create exactly what you're looking for.  Mighty Line offers a Limited 3-Year Warranty on their Floor Signs and Markings. And last but certainly not least - Mighty Line Products are Patented and PROUDLY Made in the USA! We're proud to have Mighty Line as THE Official Floor Sign / Floor Marking Company for the Warehouse Safety Tips Podcast and Site.  Again - Go to MightyLineTape.com/SafetyTips to request a Sample Pack of their incredible Safety Signs and Floor Markings. If you visit WarehouseSafetyTips.com - you'll find the Show Notes for this episode.   Thank you for listening to Warehouse Safety Tips - and have a SAFE day!

Double And Triple-Checking Safety On today's podcast - we're going to discuss double and triple-checking safety. So stay tuned. You can find the show notes to each episode, links to the information mentioned on the podcast, the social media platforms we're on, and anything else related to the podcast at WarehouseSafetyTips.com. If you're a seasoned Podcast Listener - this podcast is going to be different from most you listen to.  It's based around exactly what the name implies - Warehouse Safety Tips.  And since the people in that industry are busy - we know time is money so each episode will be as short and to the point as possible. And now that all that is out of the way - let's get to the Podcast! Double And Triple-Checking Safety As mentioned on last week's podcast - our village is having Fiber Optic Cable buried, and has cut wires all over the place while doing it.  I know this personally - because they cut our Internet Cable while working in our yard. Right after posting that podcast - I was on The Safety Pro Podcast with Blaine J. Hoffmann.  One of the things we discussed was Call811.com.  That's the "Know What's Below.  Call Before You Dig" Hotline.  That service only covers Public Utilities - NOT Private Utilities or things you've put underground such as an Electric Fence for your pets or Irrigation Pipes.  People digging are still SUPPOSED to ask you about items such as this before digging. In addition - what if a pipe or line was missed by those called to mark them?  A cut Internet Cable is an inconvenience.  A cut gas or electric line could result in death. When it comes to safety - you can't assume!  You have to double and triple-check it to assure you're keeping yourself and those around you safe. It might take some extra time - but doing so might mean the difference between having the time to double and triple-check or rolling the dice.  When you choose safety - the house almost always WINS! We look forward to seeing you next week for another Warehouse Safety Tips. Until then, have a great week and STAY SAFE! Before moving on - here's a word from one of our sponsors. If you've ever been to or worked in a warehouse - you know just how important safety is to both management and staff.  It's almost impossible to go 10 steps without seeing Safety Tape, Angles, Signs, and/or products.  These items show us how to be safe and avoid danger in the workplace.  And if you're looking for the best products to make this happen - look no further than Mighty Line! Mighty Line Floor Signs / Floor Markings offer the best industrial products out there! Go to MightyLineTape.com/SafetyTips to request a Sample Pack of their incredible Safety Signs and Floor Markings. What makes Mighty Line the superior choice in keeping your facility safe and productive? Mighty Line Tape is the strongest floor tape on the market and has a beveled edge that increases durability for industrial brush scrubbers, forklifts, and heavy industrial wheel traffic.  Easy installation and removal thanks to Mighty Line's peel and stick backing.  You can apply and reapply it during installation - and it leaves no sticky residue should you need to remove it.  This allows the ability to change workflow areas quickly and easily - and not have the downtime associated with painting or using floor markings that leave behind a mess when you remove them. Mighty Line Tape is 7 times thicker than the average Safety Floor Tape. Mighty Line's Signs and Marking come in various shapes, colors, and sizes.  And if they don't have what you're looking for in stock - their Customize It Program allows you to create exactly what you're looking for.  Mighty Line offers a Limited 3-Year Warranty on their Floor Signs and Markings. And last but certainly not least - Mighty Line Products are Patented and PROUDLY Made in the USA! We're proud to have Mighty Line as THE Official Floor Sign / Floor Marking Company for the Warehouse Safety Tips Podcast and Site.  Again - Go to MightyLineTape.com/SafetyTips to request a Sample Pack of their incredible Safety Signs and Floor Markings. If you visit WarehouseSafetyTips.com - you'll find the Show Notes for this episode.   Thank you for listening to Warehouse Safety Tips - and have a SAFE day!

In this episode, Apolonia Rockwell talks with Blaine J. Hoffmann, host of the SafetyPro Podcast. Topics discussed: * How firefighters are often weighing up risk (e.g. risk to themselves while fighting fires) and reward (e.g. saving someone’s life). * The unfortunate fact that many small businesses simply aren’t aware of fire compliance requirements, such as having fire extinguishers and making sure that “exit” signs light up. * Training professionals shouldn’t just think about transferring safety knowledge to their employees. Training is an opportunity to impress upon your employees the seriousness, dedication, and investment a company is making in safety. Effective safety training should essentially communicate to everyone: “This is who we are. This is how we do the job. These are our values.” * There are two types of clients that safety consultants often deal with. One type of client is those that “need” your services. They’ve usually got a safety citation and now they’re reacting. The other kind of clients is those that “want” your services. They’re the ones who have a preventative mindset. Thanks so much to Blaine J. Hoffman for being a guest! Listen to Blaine’s SafetyPro Podcast: https://www.thesafetypropodcast.com. Connect with Blaine on LinkedIn: https://www.linkedin.com/in/blainejhoffmann. Learn more about the VPP Simplified Gap Tool, a proprietary tool that Blaine created to allow safety professionals to track progress toward VPP readiness or just to improve their safety and culture to the VPP standards: https://thesafetypropodcast.com/about. Apolonia Rockwell is the Founder and CEO of True Safety Services and True Safety University. Learn more about “The True Safety Podcast with Apolonia Rockwell”: https://www.truesafetyservices.com/podcast. Subscribe to Apolonia Rockwell’s YouTube channel (where her podcasts are also posted): http://bit.ly/subscribe-Apolonia-Rockwell-YouTube. True Safety Services is Colorado’s #1 provider in safety training and safety management services. Learn more about True Safety Services: https://www.truesafetyservices.com. True Safety University is a world-class virtual training platform for individuals and companies: https://www.truesafetyuniversity.com. Follow True Safety Services on Instagram: https://www.instagram.com/truesafetyservices. Follow True Safety Services on Twitter: https://twitter.com/true_safety. This episode was produced by Story On Media & Marketing: https://www.successwithstories.com.

From Gallup: To say the "world's largest work-from-home experiment" has presented challenges would be an understatement. These challenges range from strategy and brand loyalty to customer centricity and employee wellbeing. While it might have been easy to dismiss well-being as simply a personal matter in the past, top leaders and managers who emphasize it will see significant returns. Employees with high well-being are more resilient during widespread or personal tough times, are less likely to have unplanned days out of the office, and have better performance than those with low well-being. The data tell us that remote workers have experienced well-being challenges, including ergonomics and lower back pain, poor mental and emotional wellbeing, less exercise, low self-care, and fewer social connections. Here's how leaders can address each of these relevant topics with their teams and organization. Stress and Mental Wellbeing On average, only 5% of employees reach out to their employee assistance program (EAP) each year. Yet many people are experiencing mental stressors: Gallup data from May showed that about half (47%) of employees felt worried, and 24% felt lonely "during a lot of the day yesterday." Leaders can encourage EAP utilization by bringing in experts to discuss it, identifying champions of mental health within the organization or its partners, and consistently communicating about program benefits. Leaders don't need to be mental health experts; they need to become a conduit to the right resources. Social Wellbeing Zoom gatherings have helped boost team relationships because employees have an opportunity to be more vulnerable (i.e., introducing their homes, pets, and children) and see their leaders in a more authentic home setting. But still, employees crave an even deeper solution. To promote social wellbeing, leaders should create a work environment that is conducive to friendship. Gallup finds that women who strongly agree they have a best friend at work are twice as likely to be engaged as those who say otherwise. Strong social connections outside of work are essential as well. Leaders and managers should ask employees about their friends and loved ones and ask employees to share stories about time spent away from work to demonstrate their authentic care. Physical Activity One of the best ways to sustain team physical wellbeing is by providing a robust organizational wellness program. Leaders should actively participate in well-being initiatives to stay current, strengthen relationships, and encourage employees to participate. When leaders are involved, it "green lights" individuals to activate and experiment with new ways to move and live healthy lives. Ergonomics As we moved to home offices, many of us settled into chairs and workspaces that don't meet our body's musculoskeletal (MSK) system needs. Even if leaders can't immediately offer home ergonomic solutions, they can aid workers by sharing free resources like professional videos and advice about reducing the risk and severity of ergonomic ailments. Self-Care Prioritizing individual well-being over a long list of responsibilities is easier said than done for many. Leaders should communicate that self-care is more than a trip to the spa; it includes a range of items from getting clinically recommended screenings to relaxing to intentionally using your strengths. Gallup research found that those who spent more time using their strengths experienced less worry, stress, anger, sadness, and pain. Employee wellbeing isn't something leaders can afford to overlook - on the contrary, it's more important than ever. Leaders who start prioritizing employee wellbeing will start seeing how it correlates with employee engagement - and, in turn, a host of personal and business outcomes. Reprinted with permission from Gallup. Join the discussion on LinkedIn. Just be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

Podcast: The Safety Pro Podcast (LS 45 · TOP 1.5% what is this?)Episode: 111: Root Cause Analysis Best PracticesPub date: 2020-11-03Notes from @BEERISAC: OT/ICS Security Podcast Playlist:Anton Shipulin: "'Root Cause Analysis' is also relevant to OT cyber incidents (not only attacks)" Picture: TapRooT® I recently read an article from the folks over at TapRooT® that I wanted to share. It talks about how to have a successful root cause analysis and lists some best proactices. You can read their full article here. In order to be successful in completing a root cause analysis you should: Provide a complete, clear picture of what happened. Identify all the problems (Causal Factors) that led to the incident being investigated. Find the real root causes of each problem. Find the Generic Causes of each Root Cause. Develop effective corrective actions. Get management to understand the problems and solutions and take timely action to get the solutions implemented. 1st Root Cause Analysis Best Practice The first thing you should do is provide a complete, clear picture of WHAT HAPPENED. Without a complete, clear picture of what happened, the investigator is just making things up. The results of the investigation will be guesses. If you need to provide a complete, clear picture of what happened, you need to: Know how to collect evidence. (Covered in a previous episode) Organize that evidence into a complete, easy to understand story.  Share that evidence and story with others (management, other investigation team members, or workers). 2nd Root Cause Analysis Best Practice Identify all the problems (Causal Factors) that led to the incident being investigated. Many people focus on a single problem (even a single root cause) when they are investigating an incident. If the investigator focuses on a single cause, they will be missing other opportunities to improve performance and stop future incidents. Why? Because usually there is more than one problem (Causal Factor) that leads to an Incident. 3rd Root Cause Analysis Best Practice Find the real root causes of each problem. Even with all the evidence in front of them, people can get tricked into the wrong root cause. How? There are several common errors but here’s a shortlist of potential problems: Confirmation Bias Favorite-Cause-itis No human factors training/guidance No systematic process Thinking the know the cause Picking from a list of causes 4th Root Cause Analysis Best Practice Find the Generic Causes of each Root Cause. Some people stop when they find a root cause. But we’ve found a best practice that goes beyond a simple root cause. We discovered Generic Causes. Generic Causes start with root causes and then go beyond the root cause to find what is allowing the root cause to exist. Fixing Generic Causes can help you eliminate whole classes of problems. Here is an example… Let’s say that you have a problem with a procedure that has more than one action in a step. On the Root Cause Tree® you would identify the root cause: more than one action per step To fix that procedure, you would rewrite the procedure with just a single action per step. Once you have finished fixing the one procedure involved in this incident, you might start thinking: What about our other procedures? Do those procedures have similar problems? What if you find that many procedures have “more than 1 action per step?” Then you know there is a Generic Cause. You need to ask what in the system is allowing procedures written with more than one action per step. 5th Root Cause Analysis Best Practice Develop effective corrective actions. You might think that once an investigator finds the real root causes (and Generic Causes) that we are home free. What could go wrong? But even in the 1990s many people, even when the identified root causes, still didn’t develop effective corrective actions. 6th Root Cause Analysis Best Practice Get management to understand the problems and solutions and take timely action to get the solutions implemented. Now we’ve: Understand what happened, Defined the Causal Factors, Identified the all Causal factors root causes, Identified any Generic Causes, and Developed effective corrective action. What’s left? Getting management to approve the corrective actions and get the corrective actions implemented. And that’s where the last best practice comes in. The last best practice is an effective method to present the investigation to management and get their approval to implement effective corrective actions. Management is much more likely to commit resources to corrective actions when they understand what happened and how the: What happened, Why it happened, and How we can fix it, All fit together into an easy to understand presentation. Listen to the podcast episode for more commentary. Join the discussion on LinkedIn. Just be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.The podcast and artwork embedded on this page are from Blaine J. Hoffmann, MS OHSM, which is the property of its owner and not affiliated with or endorsed by Listen Notes, Inc.

Picture: TapRooT® I recently read an article from the folks over at TapRooT® that I wanted to share. It talks about how to have a successful root cause analysis and lists some best proactices. You can read their full article here. In order to be successful in completing a root cause analysis you should: Provide a complete, clear picture of what happened. Identify all the problems (Causal Factors) that led to the incident being investigated. Find the real root causes of each problem. Find the Generic Causes of each Root Cause. Develop effective corrective actions. Get management to understand the problems and solutions and take timely action to get the solutions implemented. 1st Root Cause Analysis Best Practice The first thing you should do is provide a complete, clear picture of WHAT HAPPENED. Without a complete, clear picture of what happened, the investigator is just making things up. The results of the investigation will be guesses. If you need to provide a complete, clear picture of what happened, you need to: Know how to collect evidence. (Covered in a previous episode) Organize that evidence into a complete, easy to understand story.  Share that evidence and story with others (management, other investigation team members, or workers). 2nd Root Cause Analysis Best Practice Identify all the problems (Causal Factors) that led to the incident being investigated. Many people focus on a single problem (even a single root cause) when they are investigating an incident. If the investigator focuses on a single cause, they will be missing other opportunities to improve performance and stop future incidents. Why? Because usually there is more than one problem (Causal Factor) that leads to an Incident. 3rd Root Cause Analysis Best Practice Find the real root causes of each problem. Even with all the evidence in front of them, people can get tricked into the wrong root cause. How? There are several common errors but here’s a shortlist of potential problems: Confirmation Bias Favorite-Cause-itis No human factors training/guidance No systematic process Thinking the know the cause Picking from a list of causes 4th Root Cause Analysis Best Practice Find the Generic Causes of each Root Cause. Some people stop when they find a root cause. But we’ve found a best practice that goes beyond a simple root cause. We discovered Generic Causes. Generic Causes start with root causes and then go beyond the root cause to find what is allowing the root cause to exist. Fixing Generic Causes can help you eliminate whole classes of problems. Here is an example… Let’s say that you have a problem with a procedure that has more than one action in a step. On the Root Cause Tree® you would identify the root cause: more than one action per step To fix that procedure, you would rewrite the procedure with just a single action per step. Once you have finished fixing the one procedure involved in this incident, you might start thinking: What about our other procedures? Do those procedures have similar problems? What if you find that many procedures have “more than 1 action per step?” Then you know there is a Generic Cause. You need to ask what in the system is allowing procedures written with more than one action per step. 5th Root Cause Analysis Best Practice Develop effective corrective actions. You might think that once an investigator finds the real root causes (and Generic Causes) that we are home free. What could go wrong? But even in the 1990s many people, even when the identified root causes, still didn’t develop effective corrective actions. 6th Root Cause Analysis Best Practice Get management to understand the problems and solutions and take timely action to get the solutions implemented. Now we’ve: Understand what happened, Defined the Causal Factors, Identified the all Causal factors root causes, Identified any Generic Causes, and Developed effective corrective action. What’s left? Getting management to approve the corrective actions and get the corrective actions implemented. And that’s where the last best practice comes in. The last best practice is an effective method to present the investigation to management and get their approval to implement effective corrective actions. Management is much more likely to commit resources to corrective actions when they understand what happened and how the: What happened, Why it happened, and How we can fix it, All fit together into an easy to understand presentation. Listen to the podcast episode for more commentary. Join the discussion on LinkedIn. Just be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

In 2020, an estimated 276,480 new cases of invasive breast cancer will be diagnosed in women in the U.S., as well as 48,530 new cases of non-invasive (in situ) breast cancer. 64% of breast cancer cases are diagnosed at a localized stage (there is no sign that cancer has spread outside of the breast), for which the 5-year survival rate is 99%. This year, an estimated 42,170 women will die from breast cancer in the U.S. 1 in 8 women in the United States will be diagnosed with breast cancer in her lifetime Breast cancer is the most common cancer in American women, except for skin cancers. It is estimated that in 2020, approximately 30% of all new women cancer diagnoses will be breast cancer. There are over 3.5 million breast cancer survivors in the United States. On average, every 2 minutes, a woman is diagnosed with breast cancer in the United States. Join the discussion on LinkedIn. Just be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

We're back with Wesley Carter, CCPSC, as part of our ongoing collaboration comparing and contrasting the PSM standard with OSHA general industry regulations. In this episode, we cover the requirements surrounding Hot Work, any work that involves burning, welding, cutting, brazing, soldering, grinding, using fire- or spark-producing tools, or other work that produces a source of ignition. You'll learn what the PSM standard requires for hot work, its relationship with standard 1910.252 (for the general industry), and even about what the OSHA construction standard says about hot work activities. You'll also hear an up close and personal story about hot work and associated hazards, and then we'll walk you through 7 key lessons from the CSB to prevent worker deaths during hot work in and around tanks. Listen to the Contractor Management episode we referenced a few times here: https://thesafetypropodcast.com/108-contractor-safety-with-wesley-carter-ccpsc   CSB Fact Sheet: Safe Hot Work Practices (Summary of 7 Key Lessons to Prevent Worker Deaths during Hot Work in and around Tanks)   Full CSB Safety Bulletin: Seven Key Lessons to Prevent Worker Deaths During Hot Work In and Around Tanks Join the discussion on LinkedIn. Just be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

In this episode, I was back with Wesley Carter, CCPSC on the Amplify Your Process Safety Podcast for another collaboration where we talk about both occupational safety and process safety, and this time we cover contractor management. We talk about what OSHA says about contractor management for the general industry, and what's required for PSM-covered facilities, how contractor management relates to both occupational and process safety, and why you should care. Find OSHA's Recommended Practices for Safety and Health Programs, Communication and Coordination for Host Employers, Contractors, and Staffing Agencies, here. * CORRECTION: While we regularly recommend videos from the U.S. Chemical Safety Board (CSB) and think they make excellent training material, in this episode we mistakenly said that there was a CSB animation video for the Phillips disaster of 1989 in Pasadena, TX. No such video exists, but you may learn more about the incident on its Wikipedia page, on Youtube, or from ABC13 Houston. Join the discussion on LinkedIn. Just be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

  In this episode, I share some great resources for businesses considering reopening during the current COVID-19 Pandemic from our friends at Mighty Line Tape. Mighty Line even got a shout-out from Mr. Wonderful himself, check it out here. The plan to reopen must be carefully considered and planned in order to protect workers and their families. Listen to this episode for some great tips and links to resources you will need to reopen safely. Join the discussion on LinkedIn. Just be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

  We've teamed up with the Amplify folks once again to bring you an episode on emergency planning and response. Wesley Carter will cover the general industry requirements, what PSM says, and a bit about RMP's requirements. If you work at a PSM-covered facility, or in an industry where safety is essential, you don't want to miss this episode. CCPS Process Safety Beacon - Emergency Preparation - The Titanic Disaster (July 2012) Join the discussion on LinkedIn. Just be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

  In this very special episode, process safety and occupational safety worlds collide as Wesley teams up with Blaine Hoffmann from The SafetyPro Podcast to discuss incident investigation. You'll learn what OSHA's PSM standard says about incident investigations, as well as OSHA's requirements for the general industry, why an incident investigation is important, why root cause analysis matters, and more. Check out the Amplify Your Process Safety Podcast page! Mentioned in this episode: OSHA Recordkeeping Policies and Procedure Manual OSHA/EPA Root Cause Analysis Fact Sheet The SafetyPro Podcast, 082: SMS Pt 3 - What is Root Cause Analysis (RCA) Join the discussion on LinkedIn. Just be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

  As more states are taking steps to reopen their economies and workers are returning to their workplaces, OSHA is receiving complaints from affected workers in non-essential businesses. As a result, they have a new interim enforcement guideline. Click HERE for the interim guideline. OSHA also has new guidance with respect to the recording of occupational illnesses, specifically cases of COVID-19. Click HERE for the Revised Enforcement Guidance for Recording Cases of Coronavirus Disease 2019 (COVID-19). Check out the podcast episode for more detailed information. Join the discussion on LinkedIn. Just be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

  Do valves on respirators impact their effectiveness? The purpose of a respirator’s exhalation valve is to reduce the breathing resistance during exhale; it does not impact a respirator’s ability to provide respiratory protection. The valve is designed to open during exhalation to allow exhaled air to exit the respirator and then close tightly during inhalation, so inhaled air is not permitted to enter the respirator through the valve. While a valve does not change a respirator’s ability to help reduce a wearer’s exposure to bioaerosols, a person who is exhibiting symptoms of illness should not wear a valved respirator, because exhaled particles may leave the respirator via the valve and enter the surrounding environment, potentially exposing other people. Check out the CDC FAQ on this topic here. Take a look at the LinkedIn post that started it all here. Check out the podcast episode for more detailed information. Join the discussion on LinkedIn. Just be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

Powered by iReportSource More than three weeks into the pandemic-driven cascade of cancelations, closings, and social distancing, U.S. workplaces are experiencing unprecedented disruption -- and it's measurable. Here's what has changed in a stunningly short period of time (comparing Gallup Panel surveys conducted March 13-16 vs. March 27-29): The percentage of full-time employees who say COVID-19 has disrupted their life "a great deal" or "a fair amount" has jumped from 58% to 81%. 40% of U.S. employees say their employer has frozen hiring, and 33% say their employer has reduced hours or shifts because of COVID-19 -- up from 33% and 27%, respectively. The percentage of full-time employees working from home because of COVID-19 closures has increased from 33% to 61%. The percentage of parents working full time who have kept their kids home from school because of COVID-19 has increased from less than half (44%) to everyone(100%). The combined effects of frightening uncertainty about physical and financial health in the near future and the pressures of required self-isolation have led to record levels of stress and worry that far surpass those recorded in past years. Compared with 2019, reports of daily worry have increased from 37% to 60% among the full-time working population. Daily stress has increased from 48% to 65%. On March 23, Gallup reported on five key elements that organizations can influence and measure to gauge their progress. They have been tracking how well organizations are doing on each of these five elements. *Reprinted with permission from Gallup. Listen to the whole episode to get my thoughts. I will post an update on this topic. Join the discussion on LinkedIn. Just be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

NOTICE: Published April 22, 2020 - The information in this post/episode is subject to change. Powered by iReportSource The new CDC face-covering recommendations do not change the MASK guidance. So what is new? What is the same? Let's talk about that in this episode. Essentially, the CDC recommends anyone going out in public wear a face-covering. These can be homemade cloth-type coverings. What is the intended purpose? Will they offer you protection? What protection do they offer others?  Also, I decided to add a healthy dose of "rant" for safety professionals that are commenting on others' LinkedIn posts celebrating efforts to stay safe during the COVID-19 Pandemic. In short; stop looking for problems! Curious? Listen to the whole episode to get my thoughts. What do you think? Masks or no masks? I will post an update on this topic as well as take all of your comments to heart! Join the discussion on LinkedIn. Just be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

NOTICE: Published April 1, 2020 - The information in this post/episode is subject to change. Powered by iReportSource All of the discussions about surgical masks got me thinking; what do we know about viruses (CVID-19 or others), and what are the EXPERTS saying? I wanted to explore this topic and share my thoughts. As of April 1, 2020, the WHO, CDC, OSHA guidance on wearing masks (if you are HEALTHY) is the same; you do NOT need to wear a mask except for specific circumstances. Let's read what they have to say. World Health Organization On the Questions and Answers page: Should I wear a mask to protect myself? Only wear a mask if you are ill with COVID-19 symptoms (especially coughing) or looking after someone who may have COVID-19. A disposable face mask can only be used once. If you are not ill or looking after someone who is sick, then you are wasting a mask. There is a world-wide shortage of masks, so WHO urges people to use masks wisely. WHO advises the rational use of medical masks to avoid unnecessary wastage of precious resources and misuse of masks  (see Advice on the use of masks). The most effective ways to protect yourself and others against COVID-19 are to frequently clean your hands, cover your cough with the bend of elbow or tissue and maintain a distance of at least 1 meter (3 feet) from people who are coughing or sneezing (the rest of us use 6 feet). See basic protective measures against the new coronavirus for more information. CDC What does the CDC say about wearing asks? Wear a facemask if you are sick If you are sick: You should wear a facemask when you are around other people (e.g., sharing a room or vehicle) and before you enter a healthcare provider’s office. If you are not able to wear a facemask (for example, because it causes trouble breathing), then you should do your best to cover your coughs and sneezes, and people who are caring for you should wear a facemask if they enter your room. Learn what to do if you are sick. If you are NOT sick: You do not need to wear a facemask unless you are caring for someone who is sick (and they are not able to wear a facemask). Facemasks may be in short supply, and they should be saved for caregivers.   OSHA Surgical masks are used as a physical barrier to protect the user from hazards, such as splashes of large droplets of blood or body fluids. Surgical masks also protect other people against infection from the person wearing the surgical mask. Such masks trap large particles of body fluids that may contain bacteria or viruses expelled by the wearer. Surgical masks are used for several different purposes, including the following: They are placed on sick people to limit the spread of infectious respiratory secretions to others. They are worn by healthcare providers to prevent accidental contamination of patients' wounds by the organisms normally present in mucus and saliva. Worn by workers to protect themselves from splashes or sprays of blood or bodily fluids, they may also keep contaminated fingers/hands away from the mouth and nose. Surgical masks are not designed or certified to prevent the inhalation of small airborne contaminants. These particles are not visible to the naked eye but may still be capable of causing infection. Surgical masks are not designed to seal tightly against the user's face. During inhalation, much of the potentially contaminated air can pass through gaps between the face and the surgical mask and not be pulled through the filter material of the mask. Their ability to filter small particles varies significantly based upon the type of material used to make the surgical mask, so they cannot be relied upon to protect workers against airborne infectious agents. Only surgical masks that are cleared by the U.S. Food and Drug Administration to be legally marketed in the United States have been tested for their ability to resist blood and body fluids. Listen to the whole episode to get my thoughts. What do you think? Masks or no masks? I will post an update on this topic as well as take all of your comments to heart! Join the discussion on LinkedIn. Just be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

Powered by iReportSource UPDATE: The CDC has made changes to workplace guidance as of March 21, 2020, which may make some of the information on this post obsolete: Updated cleaning and disinfection guidance Updated best practices for conducting social distancing Updated strategies and recommendations that can be implemented now to respond to COVID-19 We are currently in the throws of the 2020 Corona Virus pandemic, or COVID-19. Much information is being disseminated - from how far apart we should stand from one another to how to wash our hands properly. I have even seen videos on how to properly wash hands using ink to illustrate how to achieve full coverage of soap. Because hygiene is critical, many disinfecting products are harder to find now as a result of panic buyers hoarding supplies of items that they believe will make them safer. The truth is, many of these disinfectants are just not necessary according to all currently available information. Think about it, to prevent the spread of illness, we must avoid touching our face (eyes, nose, mouth) and simply wash our hands with soap and water for at least 20 seconds. People think they need to use bleach, alcohol, or some product containing these ingredients to disinfect surfaces around the clock. All available guidance tells us that routine cleaning is adequate for general work areas. Disinfecting is only recommended for suspected cases of CORONA-19. At the risk of sounding like a word-nerd, let me share the CDC definition of the two terms in use here; cleaning and disinfecting. Cleaning refers to the removal of germs, dirt, and impurities from surfaces. Cleaning does not kill germs, but by removing them, it lowers their numbers and the risk of spreading infection. Disinfecting refers to using chemicals to kill germs on surfaces. This process does not necessarily clean dirty surfaces or remove germs, but by killing germs on a surface after cleaning, it can further lower the risk of spreading infection. Interim Guidance for Businesses and Employers So what are employers supposed to do? According to the CDC Interim Guidance for Businesses and Employers, you should perform routine environmental cleaning, which means routinely cleaning all frequently touched surfaces in the workplace, such as workstations, countertops, and doorknobs. Perform enhanced cleaning and disinfection after persons suspected/confirmed to have COVID-19 have been in the facility The CDC also recommends employers to use the cleaning agents that are usually used in these areas and follow the directions on the label. Furthermore, provide disposable wipes so that commonly used surfaces can be wiped down before each use. (UPDATE: The CDC has made changes to workplace guidance as of March 21, 2020). OSHA goes even further: Because the transmissibility of COVID-19 from contaminated environmental surfaces and objects is not fully understood, employers should carefully evaluate whether or not work areas occupied by people suspected to have a virus may have been contaminated and whether or not they need to be decontaminated in response. Outside of healthcare and deathcare facilities, there is typically no need to perform special cleaning or decontamination of work environments when a person suspected of having the virus has been present unless those environments are visibly contaminated with blood or other body fluids. In limited cases where further cleaning and decontamination may be necessary, consult U.S. Centers for Disease Control and Prevention (CDC) guidance for cleaning and disinfecting environments, including those contaminated with coronaviruses. Disinfecting Your Facility if Someone is Sick If there is a worker under investigation of having COVID-19 or there has been a confirmed case of COVID-19 in the workplace, here is where disinfecting comes into play. Employers will need to clean and disinfect all areas used by the sick person, such as offices, bathrooms, common areas, shared electronic equipment like tablets, touch screens, keyboards, remote controls, and ATMs. Here are the steps: Clean surfaces using soap and water. Practice routine cleaning of frequently touched surfaces. Remember, high touch surfaces include tables, doorknobs, light switches, countertops, handles, desks, phones, keyboards, toilets, faucets, sinks, etc. Disinfect using diluted household bleach solutions, alcohol solutions with at least 70% alcohol, other EPA-registered household disinfectants. Check to ensure the product is not past its expiration date.  Follow the manufacturer's instructions for application and proper ventilation. For example, never mix household bleach with ammonia or any other cleanser. Many products recommend keeping the surface wet for several minutes to ensure germs are killed. Precautions such as wearing gloves and making sure you have proper ventilation during the use of the product. For soft surfaces like carpeted floor, rugs, and drapes: Clean the surface using soap and water or with cleaners appropriate for use on these surfaces. Launder items (if possible) according to the manufacturer's instructions. Use the warmest appropriate water setting and dry items completely OR disinfect with an EPA-registered household disinfectant. These disinfectants meet EPA's criteria for use against COVID-19. For electronics, such as tablets, touch screens, keyboards, remote controls, and ATMs Consider putting a wipeable cover on electronics. Follow the manufacturer's instructions for cleaning and disinfecting. If no instructions are available, use alcohol-based wipes or sprays containing at least 70% alcohol and dry the surface thoroughly. For clothing, towels, linens, and other items: Wear disposable gloves. Wash hands with soap and water as soon as you remove the gloves. Do not shake dirty laundry. Launder items according to the manufacturer's instructions. Use the warmest appropriate water setting and dry items completely. Dirty laundry from an ill person can be washed with other people's items. Clean and disinfect clothes hampers according to the guidance above for the appropriate type of surface. So remember, increase the frequency you clean the general work environment, which opens up a wide variety of cleaning products that might not be in high demand. Reserve those precious disinfectants for cleaning visibly contaminated surfaces (think bloodborne pathogens) or where there is a suspected or confirmed COVID-19 case. Coupled with other recommendations like reviewing your company's sick policy, social distancing, staggering start/stop times, breaks, lunches, and limiting meetings - these will make your workplaces less likely to experience a significant outbreak. Let me know what you are doing to help prevent the spread of COVID-19 at work on LinkedIn - be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

Powered by iReportSource COVID-19 Resources for Businesses and Employers from the CDC Let me know what you are doing to help prevent the spread of COVID-19 at work on LinkedIn - be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.  

Interview with Drew Hinton, CSP, CHMM, SHRM-CP Powered by iReportSource If you don't currently have a safety committee at your workplace, adding one can seem like a daunting task. Listen to this episode with Drew Hinton, CSP, CHMM, SHRM-CP to get ten tips that are sure to help you create and sustain a successful safety committee! If you don't currently have a safety committee at your workplace, adding one can seem like a daunting task. While there are no federal regulations that require a safety committee, your state may be one of the 15+ states that require one under certain situations. For example, Alabama state code requires that "any employer subject to worker's compensation rules must establish a safety committee upon the written require of any employee." Connecticut states that "all employers with 25 or more employees, and employers whose rate of injury or illness exceeds the average OSHA recordable injury and illness rates of all industries in the state, must establish safety committees." However, even if it's not required by any legislation, it can potentially save you money on your worker's compensation premiums, but most importantly, it gets your employees engaged in creating a safer, healthier work environment. Before you can tell everyone that you have a safety committee, below are ten key guidelines that will help ensure you are getting the most out of your safety-leading employees: How many people should be on your safety committee? As a general rule of thumb, you want between five and ten employees on your committee. Having more than that can produce undesired results, such as meetings lasting longer than expected, creating too much to focus on, and confirmation bias among members. On the contrary, if you don't have enough members, your committee may suffer from a lack of diversity, too much workload for such a small group, and a seemingly "close-minded" group. If you start out with a specific number during your first few meetings and then realize that you need more to add value and different backgrounds to your committee, you can always add more. It's better to add more than having to essentially kick someone off the committee just because you need to reduce numbers. Who should be on your safety committee? When selecting members to be on the committee, you need to do so very carefully and be intentional. Picking people because they are a close friend and/or valued co-worker may seem beneficial, but it can also lead to the confirmation bias issue mentioned previously. At a minimum, you want to have at least one member on your committee from each department/area. For example, you may have the following departments/areas represented on your committee: EHS, production, maintenance, field service, general shop, engineering, and management. Some companies will choose not to have upper management attend the meetings (e.g., General Manager, Vice President, etc.) due to people being afraid to speak up and say something with them in the room. However, if you have established psychological safety in the workplace (which is another issue in itself), this shouldn't be an issue. If you do feel that management may cause fear in others, maybe have them attend every other meeting, or simply follow-up with them separately after the meeting to review the meeting minutes with them one-on-one. By doing this, you can take the ideas of your fellow safety committee members to management and present them in an informal, yet documented session. How often should your safety committee meet? Most safety committees will meet at least once a month. However, this can vary depending on the size of your company. If your safety committee consists of multiple facilities, it may be best to meet quarterly, but stay in contact at least once a month. If you have a smaller group of members, you can schedule micro-sessions. Instead of meeting for one hour per month, it may be more efficient to meet for 15-20 minutes per week. I have a safety committee member who never shows up. Now what? Your safety committee policy should outline the minimum expectations of the members. Typically on an active and efficient committee, you need to require that all members attend at least 75% of the meetings during each calendar year. If a member falls below this quota, you should consider getting an alternative person to come in their place. Keep in mind, however, that the act of being on the safety committee should be completely voluntary, never forced. Once I've established a safety committee, do the members stay on indefinitely? Depending on the size of your company, this is up to you. However, as a best practice, rotating out the members on an annual basis will bring a fresh set of minds to the table to allow varying perspectives and ideas. You can have members serve from January 1st through December 31st, July 1st through June 30th, or whatever predefined term you want to go with. I will note that not every member needs to be rotated off. For example, you will want to keep the EHS Dept. and department/area supervisors on, but maybe swap out the hourly/front-line workers. What will your safety committee do? This is where you need to determine the goals and objectives of the safety committee. Some may want safety committees to review recent work-related injuries and illnesses, some may want them to be the go-to person in each department/area for safety-related issues and concerns, whereas others may want to get the committee involved with performing various workplace inspections (e.g., fire extinguishers, housekeeping, etc.). Safety committees can serve as a great cross-functional team for getting various safety-related tasks completed in the different areas of your workplace. Regardless of what you determine your goals and objectives to be, you need to do more than just meet once a month to review items that could have been sent out in an email. Of course, you want the safety committee to help maintain a safe workplace, but the big question is how will you do that? That is something you will need to determine based on your site-specific needs, but whatever you decide, be sure to document and track your short-term and long-term goals. How should you track the progress of your safety committee? If you have your goals established and documented, you need to track the progress throughout the year. This can be done independently or it can be included as part of your company's KPIs, but regardless, you need to see a progression. If your goal is to implement a new incident investigation process, be sure and document the completion of each step. If you assigned a specific task to someone, follow up with them and offer assistance if they need it. Remember, you are steering the committee, but you are also in your position to be a coach and mentor when it comes to safe work practices and ensuring everyone meets minimum requirements. Should the items discussed during meetings be communicated to the rest of the company? ABSOLUTELY! Topics and discussions covered at each meeting should be documented and put into some form of "Meeting Minutes" document, then published so that the company can see that you're not just sitting around at 7:00 AM every week eating donuts and talking about the news (although, that may happen from time to time!). The meeting minutes should be posted on an employee bulletin board, sent out via email, or communicated in whatever method you see fit. Employees who are aware that their company has an active safety committee and are "in the loop" of what's going on tend to feel better about how the company takes safety as a whole. What if my employees work remotely or are "out in the field"? There are numerous web-based platforms that employees can interact from either a computer or a smartphone. You can choose from Microsoft Teams, Skype, GoToMeeting, WebEx, or a number of other different video conference call programs. This allows employees to call in from wherever they are, as well as see the documents and PowerPoint slides that you have to show. Not being in one place at the same time is not an excuse to not have a safety committee. This may also be a great idea to have a periodic meeting in which you have safety committees from other facilities call in so that you can meet others from across the country (or world) and gain even more diversity and experience. Use it to your benefit! Will my safety committee guarantee a safer workplace? Nothing will guarantee a safe workplace, but it will certainly help. If utilized properly and efficiently, the committee will help identify unsafe conditions and behaviors, help determine corrective actions, and boost compliance with applicable standards. BUT, that doesn't mean this is the miraculous bag of solutions that will solve all the world's problems. Even though it may help, it won't fix everything. It takes a lot of effort from all employees at all levels to prevent workplace injuries and illnesses. You, along with the rest of the safety committee, must adapt to the changing times and determine how to approach your site-specific hazards. You are the ones that know your workplace better than anyone, so you need to determine what works best for you. There is no "cookie-cutter" curriculum for establishing a safety committee, but hopefully, these tips will help guide you on the path to progression! Let me and Drew know what you think on LinkedIn - be sure to @ mention Drew Hinton and Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter. Get the full article Drew Hinton wrote on LinkedIn here.

Powered by iReportSource Confined Space Rescue Teams save lives! They are a critical component of permit-required confined space operations. In this interview with a fellow SafetyPro, Drew Hinton, CSP, CHMM, EMT we will explore what it takes to set up a successful rescue team and some things to look out for when doing so. If your organization has a team or is thinking about establishing a team - this is the episode for you! Drew has been in the safety profession full-time time since 2013 and has traveled across the country, teaching over 100+ confined space rescue courses as a safety consultant. He is currently President of Arrow Safety, an EHS consulting company based out of Glasgow, KY. In the past, Drew has been the Corporate Manager for Industrial Service Solutions, Global EHS&S Manager for Dallas Group of America, and spent ten years as career firefighter/EMT in the metro Louisville, Kentucky area. He was also a member of Jefferson County Special Operations Command (JSOC) - specifically, on the confined space rescue team. Listen as we talk about this critical topic. Let me know what you think on LinkedIn - be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

Podcasting from the 2020 ACI/OSHA Safety Day. Powered by iReportSource Listen as I talk with Paula Burleson, OSHA Onsite Consultant with the OhioBWC as she explains what OSHA Onsite services can do for small businesses. Let me know what you think of this episode on LinkedIn if you have used this app at all - be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

Podcasting from the 2020 ACI/OSHA Safety Day. Listen as I talk with Eric Lee Buschard as he explains his evolution as a safety pro. He shared his take on "Speaking Safety" to workers at a breakout session during the event. Let me know what you think of this episode on LinkedIn if you have used this app at all - be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

Powered by iReportSource One of the often-overlooked aspects of EHS is that middle word - health. I mean, we understand the parts related to chemical exposure and substance exposure; silica, asbestos, lead, stuff like that - which are all important. But I want to talk about health in another context - that is the overall health and wellbeing of our workers and how the workplace can be contributing to it (both positively and negatively), thus making this an important aspect of our workplace safety and health efforts.  Cardiovascular disease (CVD) currently kills more Americans each year and costs more than any other disease, including Alzheimer's and diabetes. Over the next decade, the situation will only get worse: By 2030, the prevalence of CVD among those aged 20 and older is projected to top 40%, and direct medical costs are expected to triple to more than $800 billion. A study published in International Journal of Environmental Research and Public Health - based on data drawn from Gallup surveys of more than 412,000 full-time workers in the U.S. suggests that workplace supervisors could be part of the solution to this deadly and costly problem. That’s right, we are going to talk about the immediate supervisor’s role impacting worker safety and health - again. A number of previous studies have established links between workplace stress and CVD risk factors. But because trust is such an important part of social capital, particularly in the workplace, the authors of this study chose to examine the associations between trust at work and seven CVD risk factors: Smoking Obesity Low physical activity Poor diet Diabetes High cholesterol High blood pressure. The researchers used a work environment question that asked: "Does your supervisor always create an environment that is trusting and open, or not?" Approximately 22% of women and 20.3% of men indicated that their supervisor did not always create an open and trusting environment For both women and men, the highest prevalence of mistrust was among workers aged 45 to 64, followed by those in the 30 to 44 age group. The prevalence of a mistrustful environment was a little higher for women with increasing levels of education (highest for those with college or post-graduate education, 25.2%). Men with technical training or some college/associate degree had a slightly higher prevalence (20.9%) of a mistrustful environment as well. Divorced women (26.8%) and men (24.7%) had the highest prevalence of reporting a mistrustful work environment, which indicates a possible connection to workers' personal lives - going through a traumatic experience like a divorce may influence the way they trust others in the workplace. Overall, the authors found that trust was associated with increased adjusted odds of having many of the seven CVD factors. Among those workers whose supervisor created a mistrustful environment (those who answered "no" to the question), the odds ratios were the greatest (more than 20%) for having four or more of the seven risk factors. After the authors adjusted for demographic factors and whether respondents had health insurance, they found that trust was associated with seven CVD risk factors among both women and men in the sample. Workers who do not work in an open, trusting environment had greater odds of having high blood pressure, high cholesterol and diabetes. Workers in mistrustful environments also were more likely to be current smokers, have a poor diet and be obese. Women who work in mistrustful environments had greater odds of low physical activity. Odds ratios for having four or more risk factors were elevated in mistrustful environments. Improvements in the work environment are needed to reduce CVD risk among workers. Social modification to the work environment, such as adjusting managerial style to create an open and trusting environment, can decrease work stress. Considering managerial trust from a Total Worker Health® framework meets the goals of illness prevention to advance worker well-being. Efforts can also be made to target the health behaviors themselves. There is a range of possible strategies for addressing the risk factors in the workplace. For example, physical modification to the work environment, such as installing sit/stand desk stations and even walking workstations, can reduce sedentary behavior and may increase physical activity for those types of workers. Additionally, increased access to nutritious food in the workplace may improve diet. Take a look at your vending options - several places I worked at in the past had programs through their food vendors that let you earn points for the healthy food choices, which led to free food. Also, they helped subsidize the increased cost of some of their organic or healthier options as well. Supervisors who support workplace wellness may help in reducing CVD risk factors in workers as well. So allowing workers to participate in walking contests during breaks, go to awareness meetings where they learn new skills that will help them develop healthier habits - all of these things can be supported by the immediate manager. Be sure to check out my past episodes covering Total Worker Health as well as safety incentives that work. The bottom line is this; the manager has a lot of influence on not only workplace safety but overall worker health and wellbeing. HR and benefits managers need to pay attention to this as well. Their efforts can all be undone by the same issues of managerial trust that roadblock workplace safety success. We need to target managers with efforts of professional development and safety professionals have a role to play here. We can work to develop safety leadership programs and contribute to roles and responsibilities, even job descriptions. We need to partner across the organization and focus just as much on other levels as we do the frontline workers. Let me know what you think of this episode on LinkedIn if you have used this app at all - be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

Powered by iReportSource Why do employees sometimes remain silent when they should speak up? Do they fear consequences or repercussions? Do they feel like new ideas won't be considered without an onslaught of criticism about its inherent risks, a barrage of demands for a detailed project plan, or an insistence on immediate proof of an overinflated ROI? To be blunt, why do workers stay silent when they see things are being done improperly, or in an unsafe manner? Maybe because it's not safe to engage in such conversations, the benefit of saying nothing tends to outweigh the benefit of speaking up. Employees fear their feedback will be rejected, or that managers or even co-workers will go so far as to penalize them. So, they keep their heads down and their mouths shut. Think about cases where speaking up was stifled or just non-existent; the NASA shuttle disaster or workers at Volkswagen who failed to speak up about fake emissions numbers? Gallup's data reveal that only three in ten U.S. workers strongly agree that at work, their opinions seem to count. However, by moving that ratio to six in 10 employees, organizations could realize a 27% reduction in turnover, a 40% reduction in safety incidents, and a 12% increase in productivity. The term we have become familiar with as it relates to this issue is "psychological safety." Let's define it for this conversation; it is "a climate in which people are comfortable being (and expressing) themselves." It has been confirmed that psychological safety predicts quality improvements, learning behavior, and productivity. An internal study conducted by Google found that teams with high rates of psychological safety were better than other teams at implementing diverse ideas and driving high performance. They were also more likely to stay with the company. A culture of psychological safety enables employees to be engaged. They can express themselves without the fear of failure or retribution. Juxtapose this type of culture with one where employees feel too intimidated to speak up or share a new idea. It's hard to imagine these employees can mentally allow themselves to be engaged at work. Four Questions That Lead to Psychological Safety When looking at why things aren't progressing when it comes to creating a safe environment for folks to speak up, consider the following four questions: For what can we count on each other? What is our team's purpose? What is the reputation we aspire to have? What do we need to do differently to achieve that reputation and fulfill our purpose? The questions are designed to create a culture of psychological safety. Take note; the order is as important as the questions themselves. The first question speaks to strengths and is fundamental for establishing individual security before diving into the broader team psychological safety challenges. You may need to help them see a shared purpose and identity with others. Why do they come to work every day? What is the purpose of the production team, HR, safety, quality? How do they achieve that purpose together? Then, with that purpose and process in mind, what do they aspire to be known for in the company? What is the brand they want to create? This type of activity can help any team establish universal principles by which to work. Some of the ways the organization uses these principles are practical. For example, they use them to filter out and prioritize staff meeting agendas, based on whether agenda topics meet the principles. The HR team might use them when they interact with business partners, setting expectations, and accountability partners with its stakeholders. Sometimes, however, this all might be a little more theoretical. When a team member needs to ask for help, or bring a new idea or challenge to an existing process, they can couch their request in the language the team uses to describe its collective purpose or brand. The HR Manager or Safety Manager might use the team's principles to explain behavior and coach performance. By consistently using them across the board, these shared guiding principles help them to talk and work together in a way that promotes individual and team psychological safety. Building the Culture of Psychological Safety While critical elements like organizational structure, process, and system considerations can influence company culture, the behavioral side of culture is created person by person, team by team, day by day.  Team and individual safety are both essential, but individual safety must come first in the process of building psychological safety. And it must come first for any hope of improved engagement and performance. That's what the answers to the four questions can provide; a safety net with which to trust and be open with each other. It allows teams to be vulnerable enough to be engaged. Exploring those four questions can do the same for any group or organization that wants to create a culture of psychological safety. Leaders and managers can use the four questions to encourage participation, generate ideas and develop honesty. Ideally, every team in an organization would work through the four questions to get to its shared value, purpose, and identity.  In the best-case scenario, for real culture change to transpire, this has to include -- and start with -- the executive team. Leaders should answer the four questions from a team and organizational perspective. It is when leaders then share their organizational answers with the rest of the company that the expected behavior is encouraged and alignment occurs. While culture change rarely follows a straight-and-narrow line, a single team can spark a social transformation in any organization. Managers don't have to wait. They can foster psychological safety within their groups or teams immediately by posing and talking through those four questions. They can create an environment where people are safe to engage, safe to address the elephant in the room, and safe to put their whole selves into their work. Read about this topic and learn more about Gallup here. Let me know what you think of this episode on LinkedIn if you have used this app at all - be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

In this podcast episode, I take a break from the technical topics to which my readers and podcast listeners are accustomed. I wanted to interview someone from outside normal safety circles, someone that can bring a unique perspective on the values we want to hold as safety professionals: integrity, honesty, teamwork, never-quit attitude. Please be sure to listen to the interview as it is not transcribed here. Please read more about Kris below. Kris Paronto Kris Paronto - “Tanto” as he is affectionately known in security contracting circles - is a former Army Ranger from 2nd Battalion 75th Ranger Regiment and a private security contractor who has deployed throughout South America, Central America, the Middle East, and North Africa. He also worked with the US Government’s Global Response Staff conducting low profile security in high threat environments throughout the world. Mr. Paronto was part of the CIA annex security team that responded to the terrorist attack on the US Special Mission in Benghazi, Libya, September 11th, 2012, helping to save over 20 lives while fighting off terrorists from the CIA Annex for over 13 hours. Mr. Paronto’s story is told in the book “13 Hours” written by Mitchell Zuckoff and his five surviving annex security team members. The Patriot's Creed When Kris began talking with civilians about his experiences fighting the terrorist attack on the US State Department Special Mission Compound in Benghazi, Libya on September 11, 2012, he was surprised at how often people told him that the story of his extraordinary battle gave them the courage to face tough times in their everyday lives. "The odds were stacked against us that night but the truth is that we refused to quit and we beat them with faith, teamwork, and the principles that were first instilled in me when I joined the Army. You can find those in the Rangers Creed and the Army Values," he says, "and you don't have to be a Special Operations soldier to use them." In The Patriot's Creed, Kris uses the seven core Army Values that all soldiers learn in Basic Combat Training, and the experiences of other servicemen and women and First Responders, to explain how anyone can improve themselves, the world around them, and live a heroic life. The stakes are dramatic for the brave men and women who put their lives on the line to fight for America, and too many of their acts of courage and honor are unknown. The examples of their persistence and discipline will be inspiring to anyone facing seemingly insurmountable obstacles. At a time of national polarization, Kris draws attention to values all readers can share and use, and to the honor, integrity, and courage of true patriots who have gone to great lengths to protect and serve. They embody the best of us and make Kris Paronto proud to be an American soldier. The Ranger Way Thousands of people have heard Kris "Tanto" Paronto speak about his experiences in Benghazi on September 11, 2012. But before he was a security contractor, Tanto was a US Army Ranger from the 2nd Battalion 75th Ranger Regiment. Rangers are trained to lead by being pushed to their physical and mental limits so that they can perform against impossible odds in punishing situations. In THE RANGER WAY, Tanto shares stories from his training experiences that played a role in his team's heroic response in Benghazi as he explains the importance of demanding excellence when you commit to improving your life. He shows you how to define your mission, set goals that are in alignment with your values, and develop a battle plan that will maximize your chances of success. You will learn why you should never quit and why that is different from never failing. Tanto uses his experiences in Basic and Ranger Training to explore how to deal with mistakes and disappointment like a leader, accept responsibility, and turn every obstacle into an opportunity for growth. You will learn why being of service to others, and being willing to sacrifice, will help you succeed, and how the power of humility, strength, faith, and brotherhood will sustain you on the road to accomplishing your mission. 13 Hours The harrowing, true account from the brave men on the ground who fought back during the Battle of Benghazi. 13 HOURS presents, for the first time ever, the true account of the events of September 11, 2012, when terrorists attacked the US State Department Special Mission Compound and a nearby CIA station called the Annex in Benghazi, Libya. A team of six American security operators fought to repel the attackers and protect the Americans stationed there. Those men went beyond the call of duty, performing extraordinary acts of courage and heroism, to avert tragedy on a much larger scale. This is their personal account, never before told, of what happened during the thirteen hours of that now-infamous attack. Resources The Patriot's Creed The Ranger Way 13 Hours Book Kris for speaking events here More about Kris Hear the Interview Listen to this interview for Kris's perspective on life, the importance of aligning goals with the mission, and living a life of integrity no matter what obstacles you face. Let me know what you think of this episode on LinkedIn if you have used this app at all - be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

Powered by iReportSource OSHA has a decent list of regulatory agenda items. While I don't want to go through them all, I do want to highlight five that I think are particularly impactful. Safety professionals always need to be looking ahead at what is coming so we can prepare our employers, update any programs, which includes employee training and certifications that may be required.  1. Lock-Out/Tag-Out Update - Pre-Rule Stage Recent technological advancements that employ computer-based controls of hazardous energy (e.g., mechanical, electrical, pneumatic, chemical, and radiation) conflict with OSHA's existing lock-out/tag-out standard. The use of these computer-based controls has become more prevalent as equipment manufacturers modernize their designs.  Additionally, there are national consensus standards and international standards harmonization that govern the design and use of computer-based controls. This approach of controlling hazardous energy is accepted in other nations, which raises issues of needing to harmonize U.S. standards with those of other countries. The Agency has recently seen an increase in requests for variances for these devices. This RFI will be useful in understanding the strengths and limitations of this new technology, as well as potential hazards to workers. The Agency may also hold a stakeholder meeting and open a public docket to explore the issue. 2. Emergency Response and Preparedness - Pre-Rule Stage OSHA currently regulates aspects of emergency response and preparedness; they promulgated some of these standards decades ago, and none as comprehensive emergency response standards. Consequently, they do not address the full range of hazards or concerns currently facing emergency responders, nor do they reflect significant changes in performance specifications for protective clothing and equipment. The Agency acknowledged that current OSHA standards also do not reflect all the considerable developments in safety and health practices that have already been accepted by the emergency response community and incorporated into industry consensus standards. OSHA is considering updating these standards with information gathered through an RFI and public meetings. 3. Mechanical Power Press Update - Pre-Rule Stage The current OSHA standard on mechanical power presses does not address the use of hydraulic or pneumatic power presses. Additionally, the existing standard is approximately 40 years old and does not address technological changes. OSHA previously published an ANPRM on Mechanical Power Presses (June 2007) in which it identified several options for updating this standard. The Agency would like to update the public record to determine how best to proceed. This project is under Executive Order 13777, which facilitates the review of existing regulations that may be outmoded, ineffective, insufficient, or excessively burdensome, and to modify, streamline, expand, or repeal them. 4. Powered Industrial Trucks - Pre-Rule Stage Powered Industrial Trucks (e.g., fork trucks, tractors, lift trucks, and motorized hand trucks) are ubiquitous in industrial (and many retail) worksites. The Agency's standard still relies upon ANSI standards from 1969. The Industrial Truck Association has been encouraging OSHA to update and expand the OSHA standard to account for the substantial revisions to ANSI standards on powered industrial trucks over the last 45 years. The current standard covers 11 types of vehicles, and there are now 19 types. Also, the standard itself incorporates an out-of-date consensus standard. OSHA will begin the process to develop a proposed rule updating the consensus standard referenced from the 1969 version of the American National Standard B56.1 to the 2016 version. This project is also under Executive Order 13777, which facilitates the review of existing regulations that may be outmoded, ineffective, insufficient, or excessively burdensome, and to modify, streamline, expand, or repeal them. 5. Tree Care Standard - Pre-Rule Stage There is no OSHA standard for tree care operations; the Agency currently applies a patchwork of standards to address the severe hazards in this industry. The tree care industry previously petitioned the Agency for rulemaking. Tree care continues to be a high-hazard industry. Wrapping it all up Again, these are just five of the agenda items to watch. How can you keep up on these proposed changes without sitting in front of your computer at www.reginfo.gov? Well, luckily, there is an app for that - RegInfo. With RegInfo Mobile, you can have information about upcoming federal regulations and forms at your fingertips. The White House Office of Management and Budget (OMB) and the General Services Administration (GSA) partnered to bring you a mobile version of Reginfo.gov, an online look into agency rulemakings that are on the books, planned, or under review by OMB's Office of Information and Regulatory Affairs (OIRA). RegInfo Mobile also provides information about forms and other information collections that OIRA has approved or is currently reviewing under the Paperwork Reduction Act (PRA). With RegInfo Mobile, you have access to all of this information, and more, to the palm of your hand! Some of the app features are as follows: Unified Agenda of Regulatory and Deregulatory Actions and the Regulatory Plan Current and historical information since Fall 1995 edition View detailed information about regulations, including regulation identifier number (RIN) title, abstract, effects on society and completed/planned actions for the next six months Timeline Chart - an interactive visualization of when proposed and final regulations are published, OIRA reviews of regulations, related information collections, and more! Regulatory Reviews View detailed information about OIRA's pending and concluded reviews of significant rulemakings Meetings with the Public Browse the log of past and scheduled public meetings about regulations under OIRA review Information regarding each meeting includes RIN, the title of the regulation, date, participants, and affiliations, and written materials submitted by the public Information Collection Requests under the PRA View detailed information on OIRA's pending and concluded reviews of agency information collection requests (ICRs), including OMB Control Number, expiration date, requested/approved burden on the public, supporting statements, forms, etc. Keyword search that returns results for matching RINs, regulatory reviews and ICRs Subscribe to a RIN and receive notifications when something happens Let me know on LinkedIn if you have used this app at all - be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

Powered by iReportSource 2019 - It was a year of change and growth for me, both personally and professionally: new partnerships, new professional connections, conferences. The podcast growth was significant last year - it has been growing exponentially year over year since the start, but last year it saw a lot of growth. I was able to expand the podcast in new ways thanks to the growing popularity of podcasts as well as more ways to find and enjoy podcasts. Spotify, Pandora, and iHeart Radio all jumped into the podcast offering space. Also, Google finally offered its official podcast app - although it may have missed the train as most Android users have been listening to podcasts via other podcast apps available to them for several years now. I was also able to expand the podcast by partnering with other podcast networks. You can now hear this podcast on Safety FM network - while I maintain independence, this partnership allows them to re-broadcast episodes. At the same time, I keep creative control and the ability to expand the podcast even more! 2019 also had the podcast on the road for the first time. VPPPA was kind enough to host me at their National Safety+ Symposium in New Orleans. I was able to meet many podcast listeners and even interview a few - a first for the podcast. It was a successful event, and they have invited me back for the 2020 Symposium in Orlando. I got to meet Wesley Carter from the Amplify Your Process Safety Podcast and interview him - a SafetyPro podcast first! Another podcast first was my interview with a podcast listener, Diana Paredes - she shared some great insight, and it was so much fun meeting a listener in person. My interviews also included none other than Abby Ferri - who spoke at the VPPPA Safety+ Symposium as well. Her perspective on PPE for women generated a lot of feedback from listeners that continue to deal with form and fit - which impacts function, regarding protective equipment for women at work. I hope to have her back soon to share more about workplace safety. Frank King was also one of my guests; it was a fun yet sobering conversation about mental health and how companies need to make it a part of our overall safety and health programs. Frank has some excellent information for companies wanting to do just that - please be sure to connect with Frank on LinkedIn as well. I wrapped up my trip to New Orleans by interview some VPPPA Board members - you have to check out that interview if you haven't already. It is clear why VPPPA is a leading workplace safety association, and you should seriously consider what they can do for you. Finally, I made more professional connections in 2019, as well. The podcast has connected me to some incredible professionals. Many of which I have come to know well over the past year. Most of my connections are via LinkedIn - so if we are not connected yet, feel free to reach out. 2020 is looking to be another banner year as well. I have three conferences lined up; I will be presenting at two of them in Ohio and podcasting from one of them as well. The third is the previously mentioned VPPPA National Safety+ Symposium, where I will be conducting more interviews with speakers, VIPs as well as podcast listeners. I also have other plans for 2020 - including some big interviews with industry leaders and influencers. Interviews will not become a significant part of the podcast, but I will be adding some here and there. So I will announce these as we get closer to releasing the episodes. I also talked to a lot of listeners asking for more details and downloads about specific topics. While I try my best to offer enough information and links for each topic I cover, there is certainly room for more. The issue for me is the time needed to put together more materials. That is why I am launching a Patreon subscription program for those looking for more substance - whether that be explainer videos, demonstrations, downloads, etc. I will have member-only posts, feedback, and offers via this subscription. Keep in mind, the podcast and blog is my first focus - Patreon memberships are only supplemental and are not the end goal of the podcast. So nothing, and I mean nothing changes about the podcast. I have heard from enough listeners looking for more information that I wanted to create an avenue for them. Another launch in 2020 will be a membership option for consultants - I hear from plenty of you looking to attract more customers, offer more services, and leverage social media to that end. I have some unique insights and strategies for this and want to share with those that are serious about helping more companies protect their workers. I am talking about tools like templates, downloads, coaching videos, links to must-have business tools, marketing techniques, and more. 2020 is going to be another growth year for the podcast. I hope to continue to learn from you - the listeners, about how you work, what you are looking to learn more about, and how I can be a part of your professional growth. What are your big 2020 plans? Post a LinkedIn update, letting me know. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

Powered by iReportSource Are concepts like "responsibility" and "being held accountable" viewed negatively by your employees? Most likely, it's because leaders have tried to mandate responsibility from the top down. But that's not how responsibility works. People are intrinsically motivated to fulfill their commitments for a range of reasons, none of which include being mandated -- at least not effectively nor sustainably. A top-down approach makes employees feel like a kid again -- it doesn't cultivate trust and freedom -- and it doesn't motivate people to find their way to stay on top of things. Instead, leaders can encourage more responsibility among employees by creating an organizational culture that promotes and cascades accountability through five areas of focus. Gallup's research and consulting experience show that to promote accountability, leaders, and managers should: 1. Define what people are accountable for. Employees need clearly defined expectations to achieve goals. Organizations may have evergreen responsibilities that support the organization's mission, values, and purpose - like customer-centricity or quality - that they need teams to focus on continuously. At other times, companies may need employees to focus on accountabilities that are short term or long term, but not permanent, such as large-scale change initiatives. But in every case, managers need to demonstrate accountability through their availability and time spent on defining what their team is responsible for. 2. Set and cascade goals throughout the organization. Once employees clearly understand what they're accountable for, managers should help them set measurable, individualized goals that align with their role. Most, if not all, employees should have metrics defined that help them know if they're delivering on the organization's goals. Next, leaders should prioritize ongoing communication about how everyone's contributions and successes impact the organization's achievements. 3. Provide updates on progress. People need the right information to course-correct toward their goals. Feedback can come from customer or employee surveys, ongoing project updates, key listening posts with critical stakeholders, or some combination of these. The most effective form of feedback, however, comes from frequent conversations between managers and employees. When preparing to provide a progress update, managers should not ask themselves if they have all the data, but instead, if they have the correct data, which is performance orientated so they can speak to the behavior that has allowed the progress. 4. Align development, learning, and growth. Whether through conversations between managers and employees or as part of an ongoing developmental path, organizations must provide opportunities for employees to improve, learn, and grow. Gallup analytics show that millennials rank the opportunity to learn and grow in a job as being No. 1 - above all other job considerations - and it's high on the ranks for different generations as well. Managers who focus on employee development help workers address the roadblocks that prevent their ability to deliver on goals while learning and growing in the role. 5. Recognize and celebrate progress. Praise for good work is the most motivating of all forms of feedback. Identify, celebrate, and learn from successes. It motivates employees to stretch and creates responsibility role models for others to follow. What Promoting Accountability Looks Like in Practice When leaders clearly define and communicate what the organization and employees are accountable for and committed to achieving, they are describing an ideal culture. But as It's the Manager reports, "a major challenge for leaders of large organizations is that there is no common culture." Moreover, only about half of all workers -- and fewer managers -- even know what's expected of them. Leaders who define accountability align individuals and teams toward a common outcome, commonly referred to as objectives or goals. Goals inform workers of what's expected of them and help workers determine how to accomplish them. And giving people a say in goal setting can galvanize their commitment to achieving them. Altogether, these actions can solve a lack of accountability when lack of clarity is the problem, which, Gallup's research shows, is not uncommon. A to-do list is not enough, however. All employees, from the C-suite down, need follow-up and feedback. "Everyone should play a role in developing their colleagues by providing meaningful feedback and coaching," says It's the Manager. "Leaders need to be the first to model these demands because their behavior dictates what employees interpret as a realistic expectation." Setting expectations that all employees will commit to achieving is a leader's job. So is frequently communicating and reinforcing the importance of the goal to the organization's success and that all roles make a crucial contribution to accomplishing it. However, while clarity and consistency of definition are critical, so is concision. When leaders deliver too many messages, as inspiring as they may be, employees can get confused - even overwhelmed - by myriad expectations that all seem to be the "most important." To keep definitions and expectations sharply focused - and to improve performance as well - Gallup recommends encouraging managers to have frequent coaching conversations with their direct reports; performance is best directed during the moment. But 47% of workers received feedback from their manager "a few times or less" in the past year, and only 26% of employees strongly agree that the feedback they receive helps them do their work better. A company's accountability problem may be a coaching problem in disguise. These conversations should address successes, challenges, ideas for improvement, and ways to integrate ongoing learning and development. Companies will find that frequent, performance-focused coaching conversations make it easier to recognize development and growth opportunities for employees. Managers who stay in close contact with workers know where their gaps are and where their potential lies. They also activate responsibility - employees who feel cared for by their managers are more likely to want to come through. People who feel neglected aren't so motivated. And criticism and threats only demotivate workers and discourage accountability - when failure to live up to a commitment is punished, people may hide their mistakes. About a quarter of all employees say the most memorable recognition they ever received was from a high-level leader or CEO, which makes praise for good work a uniquely powerful leadership tool. And it's underutilized. Gallup finds that only about one in three workers in the U.S. strongly agree that they received recognition or praise for doing good work in the past seven days. Make Responsibility Easier - And More Rewarding When promoting accountability, this provides structures and processes people need to do what they say they'll do. It makes it easier to be responsible. It not only makes it easier, but it also makes people want to go the extra mile because they can see their progress, they're regularly receiving individualized coaching and praise. They're not being forced to merely comply. Again, leaders can't force people to develop a meaningful sense of accountability.
 They can create conditions that foster personal commitment -- by shaping an organizational culture that promotes responsibility. Gallup article used with permission. Read the Gallup article here. Get "It's The Manager" here. Let me know what you do to drive employee engagement. Post a LinkedIn update, letting me know. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

Powered by iReportSource How workers show up each day directly shapes your culture. To be an engaged, safe, productive culture, we want our people highly involved and deeply committed to the company mission. No doubt that today, many organizations are seeking to create and sustain this kind of engaged company culture. That's why we're taking a closer look at just a few of the top ways we can ensure that the systems, the processes, the values, and the norms of your organization all help to improve the employee experience. Let's talk about a few strategies you can embed in your culture so you can improve employee engagement. Make accountability a high priority A positive safety culture is one where someone feels safe enough to say to a colleague, "I noticed that you're not wearing your safety glasses." In turn, we want that colleague to respect the other person enough to respond positively and change their behavior. The values of the team, in such organizations, reinforce constructive accountability. Workers look out for one another, and they can communicate with one another in a positive way that upholds the values of the company. That might be safety, or it might be something else like an approach towards customer service. Individual and team accountability also help work against over-confidence or complacency that can happen over time, despite how "engaged" a worker is. Accountability is communication, trust, ownership. In my next episode, I will go over five ways to promote accountability. But for now, know that accountability is a critical factor in driving engagement. Give workers the right amount of authority If you want to drive accountability, you also must match that with authority. Authority, paired with trust, is what gives workers a sense of empowerment and true ownership in a role or project. If and when authority is missing, workers can easily get disengaged because they don't feel like they can genuinely impact the desired outcome. Just think: if you ask a high performer to complete a project, but they lack the resources (time, talent, equipment, etc.), that's a real disconnect. That's precisely the kind of scenario that can result in a high degree of stress. To support giving your employees a real sense of authority, make sure: The authority given aligns with the outcomes you want to see You show you trust workers with that responsibility and authority Workers know what is expected of them, given their role and responsibilities Workers have the resources, tools, equipment to do the work the right way Get workers as involved as possible Provide ample opportunity and space for workers to be as involved as possible at work, in safety-related efforts, and in other areas, as well. Make sure you have a structure that can allow them to give suggestions and feedback as to how safety can be improved. It's essential to not only provide the opportunity for ideas but demonstrate that action will be taken to address those suggestions, too. That way, people feel empowered and have a greater sense of ownership. Plus, workers will feel like they have a stake in the outcome and in shaping the environment at work. Look at the employee experience from end to end Can you confidently say that the organization is showing it holistically cares for employees throughout the entire experience they have with you? That experience starts even before starting their job! Start thinking of the "employee experience" in terms of every interaction a worker has with your organization. That means from recruitment (or even before that) until the day they exit the company. To name a few, that can include: The recruitment process The hiring process The onboarding process The work environment(s) The work processes The career path or learning opportunities provided The ongoing communication (informal and formal) provided Coaching sessions or mentoring sessions that are a part of the job, whether formal or informal. The ways input and feedback are collected and acted upon Incentives/compensation The opportunity for training and ongoing education Employee recognition program Exit surveys and exit process in general The list goes on and on. The point is that the employee experience starts when they first interact with your organization and continues until they potentially leave the company. Rather than merely a buzzword (experience), you want to do your best to foster trust in each of these stages. That way, workers deeply care about their role and their impact on the company, no matter where they are in the "experience."  Don't be afraid to challenge the way you do things Do you have the same old safety meeting format? Do you hold a regular safety meeting, even if you don't necessarily have a pressing topic to cover? Be open to challenging the "norms" in your culture to fight complacency and boredom. Being open to changing things when needed, can boost creativity and engagement. Create an environment where you can measure attitudes, perceptions, and behaviors So much of work is about discretionary effort, and so you want to be sure your company is measuring and monitoring levels of engagement in some way. That way, you can be aware of a problem or issue when it arises. The reality is that if employees don't feel safe, accepted, or listened to, they probably aren't as engaged with their work. In other words, if people don't feel like they can be themselves at work, then they don't feel comfortable, which takes away from their ability to do their job optimally. Recognize and reward the right values and practices Companies with safe, productive, and engaged cultures look for opportunities to make the right behaviors as visible as possible, which serves to model and reinforce these behaviors in employees. Focus on intentional positive reinforcement, appreciation, and praise. Every company is different, so build a recognition program or process that works for your organization. Not only does that keep workers feeling appreciated, but it can show you support your company values. Invest in Learning and Development Does your organization support informal and formal mentoring? What about coaching? When was the last time you had a conversation with someone about their progress? A critical component of short-term and long-term engagement is developing your leaders in a variety of ways. That includes training, leadership development, coaching and mentoring, skill development, and helping to forge a path for career growth and advancement. Don't neglect to invest in your employees since it's a powerful tool to help them advance their skills and to keep them engaged and satisfied in their work. Gallup article used with permission. Read the Gallup article here Get "It's the Manager" here. Let me know what you do to drive employee engagement. Post a LinkedIn update, letting me know. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

Powered by iReportSource The Occupational Safety and Health Administration (OSHA), on July 2, 1982, announced the establishment of the Voluntary Protection Programs (VPP) to recognize and promote effective worksite-based safety and health management systems. In the VPP, management, labor, and OSHA establish cooperative relationships at workplaces that are implementing or have implemented comprehensive safety and health management systems. Approval into VPP is OSHA’s official recognition of the outstanding efforts of employers and employees who have created exemplary worksite safety and health management systems. OSHA offers assistance to sites committed to achieving the VPP level of excellence. VPP Principles Voluntarism: Participation in VPP is strictly voluntary. The applicant who wishes to participate freely submits information to OSHA on its safety and health management system, goes above and beyond compliance with the OSH Act and applicable OSHA requirements, and opens itself to agency review. Cooperation: OSHA has long recognized that a balanced, multifaceted approach is the best way to accomplish the goals of the OSH Act. VPP's emphasis on trust and cooperation between OSHA, the employer, employees, and employees’ representatives complements the Agency’s enforcement activity but does not take its place. VPP staff and VPP participants work together to resolve any safety and health problems that may arise. This partnership enables the Agency to remove participants from programmed inspection lists, allowing OSHA to focus its inspection resources on establishments in greater need of agency oversight and intervention. However, OSHA continues to investigate valid employee safety and health complaints, fatalities, catastrophes, and other significant events at VPP participant sites. A Systems Approach: Compliance with the OSH Act and all applicable OSHA requirements is only the starting point for VPP participants. VPP participants develop and implement systems to effectively identify, evaluate, prevent, and control occupational hazards to prevent injuries and illnesses to employees. Star participants, in particular, are often on the leading edge of hazard prevention methods and technology. As a result, VPP worksites serve as models of safety and health excellence, demonstrating the benefits of a systems approach to employee protection. Model Worksites for Safety and Health: OSHA selects VPP participants based on their written safety and health management system, the effective implementation of this system over time, and their performance in meeting VPP requirements. Not all worksites are appropriate candidates for VPP. At qualifying sites, personnel is involved in the effort to maintain rigorous, detailed attention to safety and health. VPP participants often mentor other worksites interested in improving safety and health, participate in safety and health outreach and training initiatives, and provide OSHA with input on proposed policies and standards. They also share best practices and promote excellence in safety and health in their industries and communities. Continuous Improvement: VPP participants must demonstrate continuous improvement in the operation and impact of their safety and health management systems. Annual VPP self-evaluations help participants measure success, identify areas needing improvement, and determine such changes. OSHA onsite evaluation teams verify this improvement. Employee and Employer Rights: Participation in VPP does not diminish employee and employer rights and responsibilities under the OSH Act and, for Federal agencies, under 29 CFR 1960 as well. Participation Levels There are three levels of participation in the VPP: Star Program: The Star Program recognizes the safety and health excellence of worksites where employees are successfully protected from fatality, injury, and illness by the implementation of comprehensive and effective workplace safety and health management systems. These worksites are self-sufficient in identifying and controlling workplace hazards. Merit Program: The Merit Program recognizes worksites that have functional safety and health management systems and that show the willingness, commitment, and ability to achieve site-specific goals that will qualify them for Star participation. Star Demonstration Program: The Star Demonstration Program recognizes worksites that have Star quality safety and health management systems that differ in some significant fashion from the VPP model and thus do not meet current Star requirements. A Star Demonstration Program tests this alternative approach to ascertain if it is as protective as current Star requirements. Elements To qualify for VPP, an applicant/participant must operate a comprehensive safety and health management system that includes four essential elements and their sub-elements. These elements, when integrated into a worksite’s daily operations, can reduce the incidence and severity of illnesses and injuries: Management leadership and employee involvement. Worksite analysis. Hazard prevention and control. Safety and health training. STAR Participation First off, there is no limit to the term of participation in Star, as long as a participant continues to meet all Star requirements and to maintain Star quality. Injury and Illness History Requirements OSHA will evaluate the applicant/participant’s injury and illness history by using a 3-year total case incidence rate (TCIR) and 3-year days away, restricted, and/or job transfer incidence rate (DART rate). The 3-year TCIR and DART rates must be below at least 1 of the 3 most recent years of specific industry national averages for nonfatal injuries and illnesses at the most precise level published by the Bureau of Labor Statistics (BLS). Compare both rates to a single year.  For eligible smaller worksites, companies may use an alternative rate calculation by using their best 3 out of the most recent four years of incidence rates. Participation Process The participation process consists of application submittal and review, an onsite evaluation, and an approval or denial process. OSHA provides the required application template to make it easy for applicants to spell out how the company meets or exceeds the various VPP expectations. Once approved, OSHA will schedule an onsite visit, and this is where things get interesting. The onsite team will be assembled based on several factors: the size and locations of your various facilities (if more than one), the industry (PSM, construction, and others), the unique conditions at your sites may require IH expertise, ergonomics, or others. For the most part, OSHA will request volunteers to be a part of this team. Volunteers are from other VPP participating companies and have gone through specialized training with the Department of Labor to become special government employees (SGE) - I use the term employees loosely. OSHA also has provisions in place to prevent competitor companies from being involved as well as guidelines to protect trade secrets. OSHA will review written programs and documents, interview employees, and conduct site reviews. All of this information will be documented and reviewed each day of the onsite by the OSHA team lead. Any safety deficiencies can be categorized in one of three different ways: OSHA Requirement VPP Requirement STAR Example Any deficiencies noted that would prevent the approval of the VPP application must be corrected within 90-days of being notified. If not, OSHA may reject the application, and one cannot reapply for another 6-months. Approval Once approved, the OSHA Area Office will notify the Assistant Secretary of OSHA regarding the recommended acceptance into the VPP. Once signed, OSHA informs applicants of their acceptance into the program. OSHA awards newly approved participants a plaque and flag, and most companies have a flag ceremony to celebrate this well-deserved achievement. Maintaining VPP Companies have to comply with ongoing requirements as well, which means submitting an annual report, maintaining injury/illness rates, not having employee complaints, and a few more you can read about on their website. Yes, companies can be removed for various reasons. One is if the Union retracts its support for VPP - this has happened before. Any Union representation must co-sign on the application or submit a letter stating they do not object to the VPP application. Again, you can read more about Union support on the OSHA VPP website. I recorded a 4-part series breaking down all four elements a while back and you can listen to them all by following the links below: 011: VPP Element 1 - Leadership Commitment & Employee Involvement 012: VPP Element 2 - Worksite Safety Analysis 013: VPP Element 3 - Safety Hazard Prevention & Controls 014: VPP Element 4 - Safety & Health Training As a recap, VPP principles are in line with other leading safety management systems in that they require a systems approach and a process of continuous improvement. What I like about VPP is the support for the program, not only from OSHA and other participants, but there is a world-class organization dedicated to supporting VPP participants. They are called the VPP Participants Association or VPPPA. Please take a look at their website and learn more about how they can help you - whether your company is a VPP site, thinking about applying for VPP or just wanting to learn from the best so that you can improve safety for your people, VPPPA is for you! So what do you think? ISO 45001, ANSI/ASSP Z10, or VPP? Post a LinkedIn update, letting me know. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

Powered by iReportSource We know by now that the application of a safety management system (SMS) can drastically improve organizational safety performance. Even OSHA's Partnership program, VPP, relies on management system principles, and you can see the results that participants encounter on their website. So, back in 1999, ANSI started a committee to begin work on what would become known as the Z10 standard. The committee looked at existing national and international standards in occupational safety and health. Initially approved in 2005, it was revised once and reaffirmed in 2017. More recently, the collaboration between ANSI and the American Industrial Hygiene Association was replaced on the Z10 committee by the American Society of Safety Professionals (ASSP), which is why you will now see the standard now titled ANSI/ASSP Z10. ANSI Z10 encourages participants to integrate other management systems with the safety management system. Mainly because most other systems follow the Plan, Do, Check, Act (PDCA) model as the basis for continuous improvement, so it should be familiar to most organizations. Not only that, it is incredibly useful! The stated purpose of the standard is to provide organizations a valuable tool for continuous improvement of their safety and health performance. The standard focuses mainly on the strategic aspects of policies and the things that go into making sure they are carried out. What ANSI Z10 does NOT do is provide companies with things like detailed procedures and job instructions. So let's get into what is required by this voluntary standard. Like other voluntary standards, the ANSI/ASSP Z10 is broken down into sections. According to the Table of Contents, the seven sections are as follows: Scope, Purpose, & Application Definitions Management Leadership & Employee Participation Planning Implementation & Operation Evaluation & Corrective Action Management Review Scope, Purpose, & Application Just as in the case with ISO 45001, ANSI/ASSP Z10 starts with the Scope, Purpose & Application. It defines the minimum requirements for the safety management system, and its primary purpose is, again, to provide a tool that organizations can use to reduce injuries, illnesses, and fatalities. Of course, the standard can be applied to any organization regardless of size and type. Management Leadership & Employee Participation The top management has to mandate all parts of the organization to establish, maintain, implement, and maintain the SMS per the standard. This mandate starts with top management establishing a documented EHS policy. Companies have to make sure that, at a minimum, the safety policy includes the following: Protection and continual improvement of employee safety and health. Meaningful employee involvement. Require conformance with the organization's safety and health program requirements. Require compliance with established safety and health laws and regulations. The top leadership must also accept ultimate responsibility for safety and health by doing the things we come to expect in these safety management systems: Provide financial and professional resources to carry out the management system requirements. Define roles and responsibilities, accountability, and authority to carry out the management system requirements.  Integrate the SMS into other business systems and processes, which includes performance reviews, compensation, rewards, and recognition programs are in line with the SMS. Employees also have to assume responsibility for parts of the SMS over which they have control, like following safety rules and procedures. All of this must be communicated to all employees as well as be made available to relevant external interested parties. According to ANSI, top leadership should not only hire a safety professional and delegate all of this to them. They must be visible in their leadership by participating in carrying out aspects of the SMS as well. Employee Participation The organization has to establish a process that ensures meaningful employee participation throughout all levels. At a minimum: Provide employees the means, time, and resources needed to participate in the planning, implementation, evaluation, corrective action, and preventative actions required by the SMS. Provide employees access to information related to the SMS. Effectively remove all barriers to meaningful involvement. Planning ANSI states that the planning process goal is to identify and prioritize SMS issues such as hazards, risks, SMS deficiencies, and opportunities for improvement. The organization must also establish goals and objectives to improve upon the SMS as well. There are four parts of this section: Review Process Assessment and Prioritization Objectives Implementation Plans and Allocation of Resources Let's talk about Review; I often mention the need to conduct a gap assessment. Well, so does ANSI. You need to identify the differences, the gap between the organization's SMS, and the requirements of the Z10. Not only does this need to be done when implementing Z10, but also periodically after that. The organization must document these activities. The activities you should document include: Relevant business systems and processes Operational issues like hazards, risks, and controls Previously identified issues Allocation of needed resources Applicable regulations, standards, and other EHS requirements Risk assessments Opportunities for employee participation Results of other audits Any other relevant activities Implementation & Operation This section is where ANSI spells out which elements an organization needs for the implementation of an effective SMS. These elements are considered foundational elements of the SMS and feed into the planning process. ANSI believes the implementation fo these elements also generates the much-needed experience and knowledge that will be looped back into the planning process continuously. The elements are as follows: Risk Assessment Education, Training, Awareness, and Competence Communication Document and Record Control Process Here I want to focus on the first element. The organization must establish and implement a risk assessment process that addresses the nature of the hazards and level of risks in the business. In the Risk Assessment element, ANSI spells out the use of the hierarchy of controls, design review, management of change, procurement processes, contractor management, and emergency preparedness. These all must be addressed to comply with the standard. Evaluation & Corrective Action In this section, ANSI covers the requirements for processes to achieve the following: Evaluate the performance of the SMS through monitoring, measurement, assessment, incident investigation, and audits. Take corrective action when the organization discovers deficiencies. Consider the results of audits as part of the planning process and management review. The purpose is to help evaluate SMS performance by measuring the company's efforts at reducing risks. ANSI spells out five areas that will help: Monitoring, Measurement, and Assessment Incident Investigation Audits Corrective and Preventative Action Feedback to the Planning Process In the end, the findings and lessons learned will loop back into the continuous process of improving the SMS overall. Management Review In this section, ANSI defines the requirements for occasional management reviews. The reason is for top management, along with crucial leaders in the organization, to do a strategic evaluation of the performance of the SMS and recommend improvements. The difference being that this speaks specifically to top leadership. Things to consider using during any management review include: Any reduction of risks identified The effectiveness of the organization's ability to identify, assess, and prioritize risk The effectiveness in addressing underlying causes and contributors to risks and deficiencies  Input from employees The status of corrective actions determined to be needed Progress on any stated SMS goals and objectives The reason top management needs to conduct these reviews is that they have the authority to make the necessary decisions about allocating resources about choices.  The results need to be summarized, spelling out action items top management needs to address. These go into action plans with targets to achieve as well as identifying those responsible for seeing them through. To recap, the ANSI/ASSP Z10 Standard has requirements under the following sections: Scope, Purpose, & Application Definitions Management Leadership & Employee Participation Planning Implementation & Operation Evaluation & Corrective Action Management Review I wanted to cover ANSI Z10 as I did for the ISO 45001 Standard in the last episode. Which one do you think you would recommend following? Why? I like aspects of both, but the ANSI Standard reads better. They formatted the standard into two columns. The left-hand side spells out standard requirements while the right-hand side offers recommendations or best practices related to each. It is pretty easy to follow in that regard. Let me know what you think - ISO or ANSI at this point? Post a LinkedIn update, letting me know. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

Today on Safety FM, Dr. Jay Allen interviews Blaine J. Hoffmann from The SafetyPro Podcast. During the interview, Blaine discusses his career, how he came up with The SafetyPro Podcast and what his next plans are for his future and his career. Enjoy this episode here today in long-form on Safety FM, the flagship show.

Today on Safety FM, Dr. Jay Allen interviews Blaine J. Hoffmann from The SafetyPro Podcast. During the interview, Blaine discusses his career, how he came up with The SafetyPro Podcast and what his next plans are for his future and his career. Enjoy this episode here today in long-form on Safety FM, the flagship show.

Powered by iReportSource According to ISO, the purpose of a safety management system is to provide a framework for managing safety and health risks and opportunities. Of course, this means preventing workplace accidents, injuries, and illnesses by recognizing and eliminating or managing risks by taking preventative and protective measures. The structure of ISO 45001 will tell you everything you need to know about how effective safety management systems are set up. Let’s take a look at this SMS at a high-level then get into each element. There are ten areas of focus found in ISO 45001: Scope References Definitions Context of the Organization Leadership and Worker Participation Planning Support Operation Performance Evaluation Improvement I will not get into all of these in great detail but will touch on most to get an understanding of what is needed when considering ISO 45001 for your organization. Let’s just skip to number four since I think you get the scope of why ISO 45001 was created if you listened to the past several episodes. Context of the organization You first need to understand your organization, it’s context, needs, and expectations of the workers. One must also understand what ISO calls “other interested parties,” like vendors, suppliers, contractors, and even customers. The scope is everything around why the company is in business and how the company makes or provides the products or services it offers. In the case of manufacturing, what machines and processes are involved? What chemicals, tools, materials are needed? What trades or special skills are required of workers? What planned or performed work-related activities will be required? The same goes for construction, mining, hospitality, retail, or food industries. Some expectations you will need to identify are going to be legal ones - compliance with laws and regulations. Other expectations will be industry or corporate-driven, such as the case with best practices or compliance with voluntary guidelines, like ISO or ANSI or VPP. All of this will help you determine the scope of the safety management system. So you have to establish, implement, maintain, and continually improve a safety management system. This includes the processes needed and their interactions - and ISO lays those out in 45001. Leadership and Worker Participation This section addresses two of the foundational elements of any safety management system; the leaders and the workers. This relationship is absolutely critical to the success of everything the business does, including safety and health. As for leadership, they need to be committed to the safety management system. Here are some things required to achieve this: Leadership must accept overall accountability for the prevention of workplace injuries and illnesses, as well as establishing a safe work environment and work-related activities. They must ensure that the overall safety and health policy and related goals and objectives are established and compatible with the strategic direction of the company. Leadership must also make sure to integrate the safety management system elements into the rest of the business processes. Leaders must make sure that adequate resources needed to establish, implement, and maintain the safety management system are provided at all times. This includes qualified personnel to contribute to SMS effectiveness. Top leadership must also communicate the importance of effective safety management and compliance with all of the requirements the company has set forth. Ensure the SMS achieves desired outcomes by promoting a continuous process improvement approach. Supporting other management roles so that they may also ensure SMS success. Develop and lead a culture that supports the intended outcomes of the SMS. This means protecting workers from retaliation when reporting hazards, concerns, suggestions, or even just participating in workplace safety activities. Also, by making sure workers are included in the decision-making process when it comes to safety and health. One way to do this is to establish a safety and health committee. NOTE: ISO 45001 does require a committee. Safety and Health Policy So when I mentioned that leadership needs to establish a safety and health policy, what are some requirements for this policy? Here is what ISO says the policy must do, at a minimum: It must include a commitment to provide safe and healthy working conditions for the prevention of work-related injury and illnesses. The policy must set up a framework for establishing safety and health goals and objectives. These must be specific to expected hazards or work activities and measured appropriately. Goals must be achievable and relevant to safety and health program elements and set at least annually. It has to include a written commitment to meeting basic legal and other requirements as discussed, eliminating or reducing/managing risks, and continuous process improvement of the management system. Another written commitment needed is the participation of workers and their representatives.  So here we see leadership commitment moving from theory to putting it on paper. This written policy has to be communicated and available to all employees, as well. Roles and Responsibilities To carry out all of the business commitments, the company needs to staff appropriately. As such, every employee has a purpose in the organization which needs to be defined. This includes safety and health. Here is where we need well-written job descriptions and roles and responsibilities. Roles and responsibilities are critical because every worker, regardless of their position, needs to know what is expected of them when they start work. This is the first impression they get when they join. These expectations need to be measurable or observable. So we want to avoid the high-level language like “support safety efforts,” and “demonstrate leadership.” We need to define these with actions, spell them out, and communicate them. Download an example of safety and health roles and responsibilities here. I routinely see companies struggle with middle managers not being “committed,” yet when they were hired, none of this was covered with them. When you tell a group of supervisors to “support” safety without defining it, they will come up with their own version. You see now how this all works together? This is what we mean when we say it requires a systems approach. Worker Participation (Involvement) When we say worker participation or employee involvement, it has to be meaningful involvement. As mentioned earlier, workers need to be involved in the decision-making process when it comes to safety and health. You cannot say they report hazards, that is a mandate, a condition of employment. Also, OSHA already requires employees to report hazards to the employer. We are talking about involvement in the development of programs, policies, defenses, and improvements moving forward. Some examples include: Serving on a safety committee Volunteering as a first aid provider Participating in area inspections and/or program audits Establishing an incentive program Serving on a select team - like ergo, wellness, etc. Participating in training programs Managing a suggestion program Participating in continuous process improvement activities Conducting incident investigations Planning Once you have the scope of the organization, all interested parties and begin to size up the safety management system, you have to plan for it. This means accounting for all of the hazards, risks, opportunities, and even legal requirements to ensure the SMS is comprehensive and will achieve its intended goals. This has to be documented, including the process and actions need to address identified risks and opportunities. So, let’s get into what activities support planning for SMS success.  Hazard Identification You have to create and maintain a process for hazard identification - this has to be proactive and continuous. Some areas you will need to focus on include: How the organization plans and organizes work. Things like workload and shifts, and also discrimination and harassment policies or leadership practices that drive culture. Assessing routine and non-routine work. This could be work involving facilities, equipment, tools, processes, products/services offered, assembly operations, construction, disposal, etc. A review of past incidents needs to be a big part of hazard identification. This not only includes incidents inside the organization but also outside. Things like local/regional disasters, events created by nearby companies, emergencies, etc. You will need to include an assessment of personnel and outside persons. This that have access to the company and property and also those in the vicinity like municipal workers, utilities, neighbors, etc. that could impact the business and also be affected by operations. Some other issues to consider for hazard identification include workstation design, layout, operating procedures, adaptability to change, and support for these activities. Management of change needs to be considered, as well. In other words, how is the company prepared to support the changes required? How will changes impact safety and health? Is the company set up to manage those? Another aspect of hazard identification is whether or not there are adequate controls in place or needed. You will need to use a recognized and accepted approach to assessing and determining the level of risk so that appropriate controls can be determined. Hierarchy of controls, for example. You also want to have a process in place to continually assess work, work areas, processes for improvements, and improvements to the safety management system in general. Things like looking at software solutions to help manage aspects of the system or new equipment to mitigate or manage specific hazards. Continuous improvement is the goal here. But you cannot just say it, you need a process in place to ensure that it is being done. Finally, you need to have access to the latest regulatory information, whether that be Federal, State, or local. This includes professionals that specialize in this, like Safety Pros. The company needs to be able to demonstrate that it took these legal aspects into account when designing work, processes, etc. This too, can be included in a documented hazard assessment process. All of this info needs to be included in everything from the written safety programs, policies, response plans, and more. Safety and Health Objectives The business needs to create safety and health goals and objectives relevant to the different functions of the business and levels of the company. These will need to be consistent with the established safety and health policy, also be measurable, communicated, updated, and monitored as required. You will need to document things such as: what needs to be done what resources are required who will be responsible for what parts a realistic timeframe how you will ensure the results achieve the objectives how will results be scaled across the business Support for Safety I mentioned already the need to provide Safety Pros and others trained and qualified to carry out aspects of the SMS. This is but one way to show support for safety. The company must demonstrate employees are competent to comply with and act on behalf of the SMS. This competence can be documented in different ways. Everything from specific training and qualifications to establishing a comprehensive on-the-job training program with evaluations and refresher requirements. At a minimum, workers must be aware of the SMS policies, objectives, and how their participation leads to its success. You also need to ensure they understand the consequences of not meeting SMS requirements. Another part of increasing awareness of safety includes communicating the results of learnings from incident investigations - including newly discovered risks or hazards and how the company is managing them. And of course, a clearly communicated stop work policy must be a part of ANY safety and health policy. Employees must be aware of what to do when faced with a hazard or risk that was not previously identified and managed. Don’t forget to add the anti-harassment protections they have as well. Very important! Communication I have mentioned the word “communicate” many times already, so let’s talk about that as a strategic part of the SMS. You need to have a communication process established. That is, when and how often does the company disseminate information? What will you communicate? What channels of communication will the company use? You also need to take into account diversity when communicating. Things like language barriers, literacy in general, culture, and even disability as is the case with the spoken word and the hearing impaired or written communications and visually impaired. There are also internal communications as well as external; how does the organization handle these? Documentation The organization must keep all documentation required by applicable laws and regulations as well as those needed for the SMS, as discussed. But some basic things that ISO requires are as follows: Documents need to contain a title, description, date, author or reference number Need to follow a standard format, like language, software version, etc. and media like paper, electronic, etc. Establish a review and approval process for suitability, adequacy and any changes made You also have to have controls in place for SMS documents. Are they available for use when needed and by those needing them? Are they protected from being altered, or are sensitive documents protected from unauthorized dissemination? So, establish a written policy spelling out process around the request, access, retrieval, distribution, and use of specific documents, even ones that would normally be considered “public use,” like safety data sheets. Also, describe how the organization will store, preserve, and even destroy documents as well as handle changes needed. Operation This section covers operational planning and control, eliminating hazards and reducing risks, management of change, procurement and emergency preparedness and response. So those written programs, policies, and procedures are going to be needed here. Some of these are obvious, but one I want to focus on is the management of change (MOC). Your organization has to establish a process (or set of processes) planned temporary and permanent changes that will affect the SMS. Examples include new products/services, process changes, tools, equipment, workstation, facility layout, new additions to buildings/structures, changes to general work environments, and even workforce changes. Other changes needing to be addressed, those stemming from other changes. For example, a change in processes may require legal changes, like permitting. Also, the need for more expertise or specialists you do not currently have on staff. And you will need to review any unintended changes as well. Performance Evaluation This includes inspections, audits, and analysis of results. These are needed to ensure the SMS is not only achieving its intended objectives but also that those charged with specific activities are fulfilling them as well. You will need to define what needs to be monitored and measured, the methods that will be sued, the criteria against which you will be evaluated, when and how often, and how to communicate the results. This means you will need to establish and maintain a documented audit program.  Furthermore, top management has to review the organization’s safety management system at planned intervals to make sure that it is still adequate and is sustainable. All of the things Safety Pros will be doing, organizational leadership needs to do as well. They cannot just pass it off because they have professionals on staff. I talked about this in a previous episode - assigning key elements of the SMS to others to get them involved. It is a great approach and meets ISO expectations. Improvement Finally, the organization has to continuously look for opportunities to improve the SMS and implement needed actions to support any improvements. The first place most of us start is with corrective actions stemming from incident investigations. All recommendations have to be supported by the company. This also serves as evidence of leadership commitment.  Final Thoughts As I have mentioned, continuous improvement is a foundational element of any SMS. A lot of what I talked about here focuses first on documenting why and how everything related to SMS will be carried out. In the end, this is a continuous process and cannot merely be created once on paper and forgotten. It is not the traditional written safety program approach. ISO 45001 requires proper documentation, yes, but more importantly, you have to act on what is spelled out in your SMS. That SMS must first start with the scope and context of your unique organization. The past several episodes discussing SMS, and all of the things that go into it cannot be overlooked. Things like systems thinking, continuous process improvement, root cause analysis, human organizational performance - the mindset and approaches needed to design, implement, and support SMS components. Do not jump straight to writing manuals and policies simply to satisfy a regulating body. Let me know what you think! Send emails to info@thesafetypropodcast.com. You can find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

Powered by iReportSource In this episode, I continue my series breaking down Safety Management Systems (SMS) and will talk about Continuous Process Improvement. Before I can do that, we need to understand something else about SMS - In episode 80 of The SafetyPro Podcast, Safety Management System (SMS) Defined, I talked about how you need to move away from individual programs and toward a systems approach to safety management. Well, there is something called systems thinking, and we are going to get into what that is and how you can shift not only the way you look at managing safety but also how your organization can make the shift from managing programs to integrating safety within the rest of the business by using systems thinking. I recently came across an interesting article over at The Systems Thinker written by Micheal Goodman, and I thought it would help safety pros better understand what system thinking is all about. Michael is an internationally recognized speaker, author, and practitioner in the fields of Systems Thinking, Organizational Learning, and Leadership. The article is called SYSTEMS THINKING: WHAT, WHY, WHEN, WHERE, AND HOW? He writes: "The discipline of systems thinking is more than just a collection of tools and methods – it's also an underlying philosophy. Many beginners are attracted to the tools, such as causal loop diagrams, in hopes that these tools will help them deal with persistent business problems. But systems thinking is also a sensitivity to the circular nature of the world we live in; an awareness of the role of structure in creating the conditions we face; a recognition that there are powerful laws of systems operating that we are unaware of; a realization that there are consequences to our actions to which we are oblivious. Systems thinking is also a diagnostic tool. As in the medical field, effective treatment follows a thorough diagnosis. In this sense, systems thinking is a disciplined approach for examining problems more completely and accurately before acting. It allows us to ask better questions before jumping to conclusions. Systems thinking involves moving from observing events or data, to identifying patterns of behavior over time, to surfacing the underlying structures that drive those events and patterns." So you can see how this sets us up for moving away from merely managing programs toward a systems approach to safety. We need to understand the relationships the individual safety programs have with other areas of the business - how people think, feel, and behave when interacting with them. It is also essential to understand that when we use the term system, it implies that the entire business is a single system and composed of many related subsystems. An accident occurs when a human or a mechanical part or multiple parts of the system fails or even just malfunctions. The system safety approach reviews the accident to determine how and why it occurred and what steps could be taken to prevent a recurrence. The goal of a systems approach is to produce, you guessed it, a safer system. Therefore, at a minimum, a safety system is a formal approach to eliminate or control hazardous events through engineering, design, education, management policy, and supervisory oversight and control of conditions (environment) and practices, the organizational policies, practices, and overall organizational culture, etc. Notice I included the human and organizational aspects? Yes, traditional systems safety does address these areas. In episode 80 of this podcast, I also talked about how SMS is a continuous improvement process that reduces hazards and prevents accidents. So what is a Continuous Improvement Process exactly? And how does it help us improve safety? Simply put, it is an ongoing effort to improve products, services, or processes. Or put another way; a recurring activity or activities to enhance performance. Typically, the goal is for "incremental" improvement over time and, in some cases, significant improvements all at once. So once again, I will use Lean principles to explain this concept. First, I want to start with some structure, which will lead to this concept of continuous improvement. There is a term known to Lean practitioners; Kaizen. The Japanese word kaizen simply means "change for better" and refers to any improvement, either a one-time deal or a continuous process, either large or small, in the same sense as the English word "improvement." So when you hear the phrase "Kaizen Event" - that simply means an improvement event. The most well-known example of a Kaizen approach is the Toyota Production System, or TPS, where everyone is expected to stop their moving production line in case of any abnormality and, along with their supervisor, suggest an improvement to resolve the abnormal issue. This will initiate a cycle of activity aimed at not merely fixing that one issue, but instead improving the overall process to prevent the issues from repeating. This cycle can be defined as: "Plan → Do → Check → Act." PDCA (Plan-Do-Check-Act) is a scientific method of problem-solving and involves a 4-stage, iterative cycle for improving processes, products or services, and for resolving problems. It involves systematically testing possible solutions, assessing the results, and implementing the ones that have shown to work. It is a rather simple and effective approach for solving problems as well as for managing change. This is because it enables businesses to develop hypotheses about what needs to change, test these hypotheses in a continuous feedback loop, and gain valuable learning and knowledge. Again, the value here is that you are testing improvements on a small scale before trying to apply them company-wide. The PDCA cycle consists of four components and can be applied to safety management systems as follows: Plan – Identify and assess risks and opportunities to establish objectives and processes needed to solve them. There are 3 steps to this part: Problem Identification - verify you identified the right problem, determine its impact, who will it benefit? Problem Analysis - what information is needed to understand the problem and its root cause fully? What do we already know about the problem? What do we need to collect to understand the problem further? Who needs to be involved in this process? Once we get a full understanding, is it even feasible to solve the problem? Run Experiments - What are all possible solutions (think of 3 options)? Who will "own" which options to test? How will we measure expected outcomes? Can we run a small test? Will the small-scale results scale up? Do – Here is where we develop and implement our tests and gauge their effectiveness. Again, this should be done on a small-scale to allow us to learn quickly, adjust as needed, and are typically less expensive to undertake. It also lessens any potential negative impact on the business. Think of the phrase, "fail small." It also will have a less negative impact on the culture as a large-scale test, and failure might make workers feel defeated or that no solutions are coming. And be sure to collect all data needed so you can objectively decide which ones are best. Check – Here is where we confirm the results through before-and-after data comparison. What worked? How can you tell? Also, look at what did NOT work - this may help you look back at your planning stage to see what you missed or did not consider. Remember, this is a cycle, even between the stages. So try not to think of this linearly. You may discover that the solution is no longer viable, or that there are simpler ones you had not considered. Act – Here is where you will document the results and make recommendations for future PDCA cycles. If the solution was successful, implement it. If not, tackle the next problem and repeat the PDCA cycle. Remember, you can always stop and back up a step or go to the beginning. Learning is the objective here. So now you can start to ask what resources are needed to blow up the solutions company-wide? What impact will there be on production? Things like retraining, replacing equipment, parts, etc. Closing a part of a building, or the area will all need to be considered as well. This PDCA process is critical to safety management systems for obvious reasons. Kaizen focuses on applying small, everyday changes that result in significant improvements over the long run if done correctly. The PDCA Cycle gives you the framework and structure needed for identifying improvement opportunities and evaluating them objectively. So when you hear folks talk about a systems approach to safety management, and the need to apply a process of continuous improvement, this is it. In doing so you will be able to create this culture of problem-solvers, critical thinkers and folks that step up to tackle issues; willing to take on the accountability because the process to do it is easy and yields results by taking the focus off the person and on the process when it comes to problems that arise. Improvement ideas can be tested on a small scale, analyzed, tweaked, and repeated until solved. By going through this process, and understanding systems thinking, you can start to see that you need to look at both individual components of your safety program and also the interactions with other areas of the business - the system as a whole. You cannot just do one. What I am saying is that yes, you need to find root causes to mechanical failures, "why" it occurred, but you also cannot ignore the "how" it was able to occur organizationally as well. If you reverse this thinking, start with "how" as some of these gurus want you to believe, it will still require you to find out the "why." You need to be able to both.  So, in the next episode, I will continue to break down safety management systems by answering the question; What is Root Cause Analysis or RCA? I will explain how it is critical to support systems thinking, a systems approach to safety, and even talk about how it has been redefined by some in our industry to sell books, training courses and prop themselves up as thought leaders when in reality, it's all the same stuff. Send emails to info@thesafetypropodcast.com. You can find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Powered by iReportSource A safety management system (SMS) is a continuous improvement process that reduces hazards and prevents incidents. It protects the health and safety of your employees and should be integrated into everyday processes throughout the organization. Investing in an SMS makes a measurable impact on your bottom line and can be viewed as a competitive advantage. The adoption of an SMS framework and thoughtful implementation of the various pieces can have a significant impact on protecting employees and enhancing your organization’s performance and profitability. Now, safety requirements may differ across industries; the best performing organizations focus on continuous improvement that achieves the ongoing reduction of risk with a goal of zero incidents. Yes, we do sometimes have to say that. And yes, just because you have zero incidents in a given reporting period does not mean the organization is risk-free. Like I always say, no injury doesn't indicate a lack of risk. But the best companies know this so they look at the individual components of the SMS that designed to achieve just that - lowered risk which nets us lower (or none) injuries — so focusing on the how gets us to the big aspirational goal. Ok, so let’s talk about the recent history of SMS and how it may impact the general industry and eventually construction over the years. According to the FAA, SMS is the formal, top-down, organization-wide approach to managing safety risk and assuring the effectiveness of safety risk controls. It includes systematic procedures, practices, and policies for the management of safety risks. Since requiring it in March 2015, the FAA says Safety Management System is becoming a standard throughout the aviation industry worldwide. It is recognized by the Joint Planning and Development Office (JPDO), International Civil Aviation Organization (ICAO), and Civil Aviation Authorities (CAA) and product/service providers as the next step in the evolution of safety in aviation. SMS is also becoming a standard for the management of safety beyond aviation. Similar management systems are used in the management of other critical areas such as quality, occupational safety, and health, security, environment, etc. Safety Management Systems for product/service providers (certificate holders) and regulators will integrate modern safety risk management and safety assurance concepts into repeatable, proactive systems. SMSs emphasize safety management as a fundamental business process to be considered in the same manner as other aspects of business management. By recognizing the organization's role in accident prevention, SMSs provide to both certificate holders and FAA: A structured means of safety risk management decision making A method of demonstrating safety management capability before system failures occur Increased confidence in risk controls though structured safety assurance processes An effective interface for knowledge sharing between regulator and certificate holder A safety promotion framework to support a sound safety culture  The Public Transportation Agency Safety Plan (PTASP) Final Rule in 2018 requires individual operators of public transportation systems that receive federal funds to develop safety plans that include the processes and procedures necessary for implementing SMS. Among other requirements, the rule calls on agencies to report their Safety Management Policy and processes for safety risk management, safety assurance, and safety promotion. And as many safety pros know, ISO has developed a standard that will help organizations to improve employee safety, reduce workplace risks, and create better, safer working conditions, all over the world. Participants in the new ISO 45001 development process used other standards such as ANSI Z10 as well as British OHSAS 18001, Canada’s CSA Z1000, and the ILO’s OHSMS guidelines. There is even talk of OSHA’s VPP getting more aligned to the ISO 45001 Standard. So you can see a definite trend emerging when it comes to SMS. So, in 2018, knowing ISO 45001 was coming, the National Safety Council (NSC) started investigating all the common SMS frameworks and identifying all of the things they had in common. They recognized many companies were getting bogged down with questions such as: What is a safety management system? How can it help me? Which framework is right for my business? How do I go about implementing an SMS? They knew the research supported the benefits of SMS implementation, but they wanted clarity on what that looked like and a simple way to illustrate what elements constitute a successful SMS. So let’s break down what the core features or functions look like - an effective safety management system has the following features or functions: People – nothing gets implemented without people who are committed, engaged, and motivated; real safety change can’t happen without a competent, skilled workforce. You need the RIGHT people in the RIGHT position within the organization. It isn’t enough to have an incredibly motivated and engaged front-line if all or most of middle to upper management is not engaged or supportive. So you need to put the right people in the right places in the organization from top to bottom. Planning – thinking ahead is half the battle of implementation; planning for foreseeable risks and the administrative parts of a management system will produce smoother rollouts and better measurement of SMS success. You need to be able to break down the individual elements necessary, assess your current state, and measure any gaps. These gaps are the space in which you will work. You have to be good at evaluating current-state - I cannot stress that enough. Programs – most companies have EHS programs that identify and control most hazards, monitor and measure operational impacts to EHS performance, and eliminate deviations from the management system; individual programs must operate as part of the entire system, not independently. So think about machine safety; you will need a robust maintenance management program to fully achieve the level of machine safety required. This means measuring preventative maintenance work orders that are past due, identifying maintenance items that are not just critical to up-time, but also to safety, such as sensors, overflow preventers, valves that are identified as safety measures preventing disaster. So integrating safety with other areas of the business is critical. Progress – to avoid complacency, companies need to periodically measure compliance with regulatory and legal requirements, audit their SMS system, and review SMS performance with upper management. So you need to be able to break down all the pieces of the SMS into logical parts. Like Electrical, Confined Spaces, PPE, and even roles and responsibilities as well as frequent inspections required. I recommend identifying champions for each element and have them “own” that part of the audit. They need to objectively score the organization’s effectiveness of the execution of each element. Get folks from outside the safety function to drive buy-in and accountability and should be an annual thing, but you can break out each element and cover some monthly. Whatever works for your organization. Performance – measures of performance need to be set and include both lagging indicators and leading indicators and moving toward predictive measures; adopting these and evaluating safety metrics among the entire business performance landscape helps companies solidify safety on equal footing with other critical operational practices – adopting a mindset of “safe operations” versus viewing safety apart from operations. So instead of asking how safety performance is doing, measure overall business performance with safety as a part of the overall measurement score. So if production was up, but incidents were as well, then there should be an adjustment made to the productivity score as a result - make sense? Again, this gets us past the whole conversation of looking at WIP, deliveries, and sales together and safety separately - safety performance impacts the others. The challenge for many safety pros is identifying the tools one can use to manage all of these moving parts. I will tell you that you need to look into a digital safety management system, like iReportSource. Whatever you tool you use, you have to make sure you can efficiently stay on top of all of these different elements; be able to report, and have others report, the necessary information so the organization can work to reduce hazards; record and track all of the activities associated with those efforts - that make them work; have access to all of the data when needed to make smarter decisions; be able to look back so you can assess your progress objectively and plan for future improvements. I call these the 4 R’s: Report: Hazards, concerns, incidents, suggestions, etc. Record: Training/qualifications, observations, inspections/audits, injuries/illnesses, environmental data, etc. Retrieve: Be able to produce reports and records when needed promptly. Review: Have the ability to look at all relevant data, so it tells the story of where you have been, what is taking place, and where you need to go in real-time and as efficiently as possible. It gets difficult to impossible to do this manually in most organizations of considerable size or with complex processes. So again, consider looking into a system to help you manage safety more efficiently and pays you back in time and frustration so you can get out from behind the desk and spend it where it matters most; out with your people where the work happens. Visit iReportSource for more information. Once again, a safety management system is a continuous improvement process that reduces hazards and prevents incidents. It protects the health and safety of your employees and is integrated into everyday processes throughout the organization. Investing in an SMS makes a measurable impact on your bottom line and can be viewed as a competitive advantage. Send emails to info@thesafetypropodcast.com. You can find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Powered by iReportSource When a company is looking to hire its next safety leader they must be sure to select the right person for the job. But hiring a safety leader goes well beyond their safety and health credentials and experience. You want to have someone with the right safety mindset, not just safety background and experience. The same thing goes for hiring production or other team leaders. Everyone knows the importance that teams play in organizational success. However, let’s not forget that teams are made up of individual players, each with strengths and weaknesses. In his book, The Ideal Team Player, Patrick Lencioni reveals the three indispensable virtues that make some people better team players than others, and this speaks to their mindset (1). According to Lencioni: Ideal team players are humble. This is a person who lacks excessive ego or concerns about status. Humble people are quick to point out the contributions of others. They are slow to seek attention for their own, explains Lencioni. They share credit, emphasize team over self, and define success collectively rather than individually. They also recognize and are well-aware of their own strengths, and they can easily share those strengths when asked (1). Ideal team players are hungry. They are always looking for more. Hungry people rarely have to be pushed by a manager to work harder because they are self-motivated and diligent; at the same time, they aren’t so hungry that they are entirely consumed by work. They are continually thinking about the next step and the next opportunity. They have just the right amount of drive you want to see (1). Ideal team players are smart. By “smart,” Lencioni means they have common sense about people - or high EQ (emotional quotient). You may have heard of this referred to as emotional intelligence or being highly self-aware. Smart team members tend to know what is happening in a group situation and how to deal with others in the most effective way. You may think of them as tactful or good at “dealing with people.” They have good judgment, a great perception of what’s happening a group, and can apply intuition well on teams (1). So, how can organizational leaders interview for these virtues? Ask the right open-ended questions designed to get them sharing their thoughts and beliefs. Sure, you need to find out a little more about their professional background as it pertains to the technical aspects of safety.  However, if the pre-screening process went as designed, hiring managers should only be interviewing technically qualified candidates at this point. So here is an opportunity to ask questions designed to determine if the candidate is going to be an asset to the team.  Here are some examples of the right questions and what they are designed to uncover: 1. How did you get into safety? Or whatever line of work they happen to fall into. This question helps to uncover someone’s back story and helps someone to share what drives them and motivates them.  At this point, you can start to see if they are able to articulate the “why” about their career choice. This question can also encourage them to become more comfortable during the interview, too. 2. Has there ever been a situation or incident in your work that changed or shifted your approach to safety? Are they able to learn from situations? How have they adapted in the past to improve their life and work for the better? This question, once again, starts to dig deeper and helps you know more about how humble someone is, and their degree of self-awareness, too. 3. What is something you would do to show senior leaders how safety can be a profit center? This question helps to indicate more about their capacity for critical thinking. After all, you want a candidate to be able to make a connection between safety and other aspects of the business, and this can help you know more about how savvy they are in this arena.  4. What would you do if you saw a hazard or if you saw someone doing something unsafe at work? Has this ever happened—if so, how did you handle it? Was there anything you wish you could have done differently? (2) The answer helps you know more about how a candidate chooses to approach others, especially when that situation is uncomfortable or can involve conflict. 5. How do you approach incident investigations? Once again, this helps us to frame someone’s motivation and mindset and helps us know more about how they deal with others (smart), their ability to be forward-thinking (hungry), and their degree of self-awareness as it relates to their own ego (humble).  As you talk to the person, see: do they seek to put blame on people, or do they think in terms of fixing and improving processes? Do they start with “what someone did” or “what did we miss in this process”? Both responses are telling. 6. What are the most important accomplishments of your career? This question, fundamentally, is another way of seeing what someone values. Look for more mentions of “we” rather than “I” to see how team-oriented they are. Of course, it isn’t about being so simplistic as to count the responses. In the event that someone refers to himself or herself individually more than as a member of a team, probe for whether he or she was working alone or with others. 7. What was the most embarrassing moment in your career? Or what was the biggest failure?  Look for whether the candidate celebrates that embarrassment or is mortified by it. Humble people generally aren’t afraid to tell their unflattering stories because they’re comfortable with being imperfect. And, they know their strengths and are confident in those strengths so failure isn’t seen as taking away from their self-worth, necessarily. Also, look for specifics and real references to the candidate’s own culpability. Look for specifics about how the candidate accepted responsibility for that failure, what they learned from it, and if they actually acted on what was learned. The ideal time player isn’t arrogant when looking back, but they aren’t lacking confidence, either. They were motivated to grow and learn from the event, and are happy to share that fact, too. 8. How do you define success in safety? How would you measure it? (2)  This is another example of a critical thinking question. Can the candidate define what success looks like, how to tell, and more importantly, how to achieve that success? 9. What is the hardest you’ve ever worked on something in your life? Look for specific examples of real, but joyful sacrifice. In other words, the candidate isn’t complaining but is grateful for the experience. Once again, this helps you to know more about what they really value, too. 10. Have you ever worked with a difficult colleague or boss? How did you handle the situation? By asking the candidate about a difficult work relationship, you will learn if he or she can read situations and people and handle them skillfully. This question gives you another chance to see if they have people smarts (not the same as intellectual smarts) and how much hunger they have. It’s one more chance to get insight into their overall ability to fit into your existing culture.   Let me know what you think - email me at info@thesafetypropodcast.com. Also, let’s connect on LinkedIn so we can continue to collaborate on workplace safety. You can post a comment on LinkedIn about this episode as well - be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter! Questions in this blog post were taken directly from Terra Carbert’s post, “Interview Questions for Safety” which can be found here and The Ideal Team Player interview guide by Patrick Lencioni. Link to sources: https://www.tablegroup.com/books/ideal-team-player https://www.linkedin.com/pulse/interview-questions-safety-terra-carbert/

Powered by iReportSource Get the JSA template HERE. OSHA has a great page for this topic HERE. Many companies rely on a super-simple tool to define appropriate safe work practices for specific jobs. The Job Safety Analysis Process (also referred to as a JSA, or Job Hazard Analysis - JHA). The JSA is a very effective means of helping to identify and manage hazards associated with task thus reducing incidents, accidents, and injuries in the workplace. It is also an excellent tool to use during new employee orientations and operator training and can also be used to investigate "near misses" and accidents. Job Safety Analysis (JSA) is based on the following ideas:  That a specific job or work assignment can be separated into a series of relatively simple steps. Hazards associated with each step can be identified. Solutions can be developed to control each hazard. To start the JSA Process, select the job or task to be performed. Any job that has hazards or potential hazards is a candidate for a JSA. An uncommon or seldom-performed job is also a candidate for a JSA. Forms or worksheets (see sample worksheet) may vary from company to company but the idea remains the same. Identify all steps, hazards, and safe work procedures before starting the job. I have a template you can download to follow along. It is filled out with a hypothetical job. So grab that and follow along for more context. The JSA process is a multi-step process and goes something like this: Basic Job Steps: Break the job into a sequence of steps. Each of the steps should accompany some major task. That task will consist of a series of movements. Look at each series of movements within that basic task. Potential Hazards: To complete a JSA effectively, you must identify the hazards or potential hazards associated with each step. Every possible source of energy must be identified. It is very important to look at the entire environment to determine every conceivable hazard that might exist. Hazards contribute to accidents and injuries. Recommended Safe Job Procedures: Using the Sequence of Basic Job Steps and Potential Hazards, decide what actions are necessary to eliminate, control, or minimize hazards that could lead to accidents, injuries, damage to the environment, or possible occupational illness. Each safe job procedure or action must correspond to the job steps and identified hazards. Through this process, you can determine the safest, most efficient way of performing a given job. Thus JSA systematically carries out the basic strategy of accident prevention: The recognition, evaluation, and control of hazards. Now, how do we document this process and capture the results? It is prepared in a 3-column chart form, either portrait or landscape - I have seen both and listing the basic job steps on the left-hand column and the corresponding hazards in the middle column, with safe procedures for each step on the right-hand column. The right-hand column will essentially become your safe work instructions. A completed JSA chart can then be used as a training guide for employees; it provides a logical introduction to the work, it’s associated hazards, and the proper and safe procedures to be followed. For experienced workers, a JSA is reviewed periodically to maintain a safety-awareness on the job and to keep abreast of current safety procedures. The review is also useful for employees assigned to new or infrequent tasks. Let’s talk about how to fill out the JSA. First, there is an art and science to breaking down a job or task into steps. If the steps are too detailed, the JSA will be complicated and difficult to follow. If they are not detailed enough, you may miss important steps and associated hazards. For example, let’s say you are planting a tree, and you need a JSA on how to unload the tree from the truck. You don’t want to say: Step 1. Remove latch pin from the tailgate Step 2. Release tailgate latch Step 3. Lower tailgate to open position Now you move to plant the tree, let’s say by hand: Step 1: Retrieve shovel from the back of the truck Step 2: Place shovel on the ground at the specified degree Step 3: Place dominate foot onto the back of shovel at the mid-sole This is tedious, no one will read that document. Instead, it may be enough to simply say, “open tailgate” as the job step and move to the second part of creating the SJA - listing all the hazards associated with that step. On the flip side, don’t over-simplify it either. For example, when planting the tree: Step 1: Put tree in ground…that’s it. No step 2. Ok, an extreme example of over-simplification. But be sure to walk through the job steps and look for opportunities to break it down into steps. If you already have job steps laid out, such as in the case of OEM operating instructions or manual this makes it a bit easier. To make sure I illustrate this point, let’s talk about another example; let’s say you need to operate a 3D metal printer - you wouldn’t just state, “place build plate inside the print chamber, close door and start print operation.” There is obviously more to this process. This brings me to my next point; understand the difference between a job/task and a process. A process is a series of physical, mechanical, or even chemical operations, often made up of several different jobs/tasks. On the other hand, a job/task is a single activity - either on its own or in support of a larger process, like 3D metal printing. In this example, there will be the storage, handling, and loading of metal powder. Then there is the build set up - like installing the build plate, and even post-printing work, like removing the printed part from the build plate, any grinding or buffing work on the part, hardening of parts in an oven, just to name a few. Each job/task will have its own JSA form that, when combined will make up everything that goes into the overall process of 3D Printing. And the steps and hazards could be different for different types of print jobs - the print media could be different, the print machine models could be different, inserting gases, removal process, etc. A good tip as you complete your JSA, make sure each job/task step starts with action - use verbs, like pull lever, push door, place ladder, etc. Steps that do not present a potential hazard should be left off. The exception would be if you intend to use this as a multi-purpose job aid covering other job steps (like for quality or production). This layered approach may work well, as employees will see there is ONE way to perform the job. That brings up a great point, you may already have a work instruction that breaks down the steps. Maybe there is a machine operating manual. Be sure to review these with operators to ensure they are actually still relevant and cover all the steps they need to take. Whether you have existing jobs needing to be reviewed or are implementing a new job or task, employee involvement is critical. So be sure to do a couple of walk-throughs of the process with operators before publishing the document. The JSA should be reviewed, approved, and signed by the supervisor before the task is started. Understanding every job step is very important! Whenever a job step changes or a new step is introduced, the JSA must be reviewed and updated. Remember, the key reasons for completing a JSA are to encourage teamwork (especially with new employees), to involve everyone performing the job in the process, to increase awareness of potential hazards, and communicate safe operating procedures! I have a JSA template download link in the show notes. Be sure to practice a few times and review it with others to make sure you get the hang of it. Make sure you do not overlook a job step/task that introduces a hazard! This is the whole point of this exercise - to identify and control hazards associated with performing a job. Let me know what you think - email me at info@thesafetypropodcast.com. Also, let’s connect on LinkedIn so we can continue to collaborate on workplace safety. You can post a comment on LinkedIn about this episode as well - be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter!

Powered by iReportSource As I continue my podcast interviews in New Orleans from the 2019 VPPPA Safety+ Symposium I had the honor of interviewing some Association Board members. They shared some sound advice for anyone looking to improve their safety and health management system as well as some insights for safety pros struggling with challenges along the way. Visit www.vpppa.org for more information about this amazing organization! You can find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter. #vpppa2019

Powered by iReportSource Diana Paredes is an experienced bilingual safety manager in the tough yet rewarding food & beverage industry. She is a SafetyPro podcast listener joining me at the 2019 VPPPA National Safety Symposium and shares some words of wisdom and strategies to help drive employee engagement, ownership and stresses the simple act of recognizing the many small victories our workers achieve every day. It was an absolute pleasure to meet Diana and hear about her experiences in safety. I am such a fan! You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Powered by iReportSource Here at the 2019 VPPPA National Safety Symposium where everyone you meet has a story to tell. Kelly Pitts shares his message of a near-death experience and what you can learn and take back to your organization. You can find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter. #vpppa2019

Powered by iReportSource As I continue my podcasting interview marathon from the 2019 VPPPA National Safety Symposium, I had the absolute pleasure of sitting down with Abby Ferri to discuss the issues that women in the workforce continue to experience with PPE - which is in large part designed for men. Abby has over 15 years of experience in the field of safety and health in diverse industries, including construction, manufacturing, healthcare, hospitality, beverage, and retail. Abby has become well-known in this industry as a practical and creative safety professional. Learn more about Abby by visiting www.theferrigroup.co You can find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter. #vpppa2019

Powered by iReportSource Frank King, nationally-known suicide prevention and postvention speaker and trainer, was a writer for The Tonight Show for 20 years, is a corporate comedian, syndicated humor columnist, and podcast personality, who was featured on CNN’s Business Unusual. Depression and suicide run his family. He’s thought about killing himself more times than he can count. He’s fought a lifetime battle with depression, and thoughts of ending his life, turning that long dark journey of the soul into sharing his lifesaving insights on mental and emotional health awareness, with corporations, associations, youth (middle school and high school), and college audiences. As an inspirational and motivational speaker and trainer he uses the life lessons from the above, as well as lessons learned as a rather active consumer of healthcare, both mental and physical, to start the conversation giving people who battle mental and emotional illness permission to give voice to their feelings and experiences surrounding depression and suicide, and to create a common pool of knowledge in which those who suffer, and those who care about them, can swim. And doing it by coming out and standing in his truth, and doing it with humor. He believes that where there is humor there is hope, where there is laughter there is life, nobody dies laughing. He is currently working on a book on men’s mental fitness, Guts, Grit, and the Grind, with two co-authors. Find him here: https://safetyinstitute.com/frank-king You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter 

Powered by iReportSource Catch this on-location interview with VPPPA Chairman of the Board Mr. J.A. Rodriguez Jr. and Mr. Terry Schulte - VPP Director at NuStar. We talk about what the VPP framework can do for non-VPP participants and how VPPPA can help them solve even the most basic safety compliance challenges. You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Powered by iReportSource What’s the difference between personal/occupational safety and process safety? Wesley Carter from the Amplify Your Process Safety podcast will get into this and more on this special episode recorded on location at the VPPPA National Safety Symposium in New Orleans. Find out more about Wesley and Amplify Consultants by checking out the Amplify Your Process Safety Podcast wherever you listen to podcasts or by visiting www.amplifyconsultants.com. Join me in New Orleans for the VPPPA National Safety Symposium -  I will podcast on-location and would like to meet as many listeners as possible! Stop by the media center next to registration! If not attending, catch up on all the latest topics being presented as I share key takeaways and thoughts for you!   You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Don't Miss this Free, On-Demand Webinar Powered by iReportSource   Complacency is a state of mind where a worker is out of touch with the hazards and risks around them. It can show up in a number of ways: over-confidence, lack of care, mindlessness, actual physical signs, a rushed approach to the work, frustration, fatigue, your mind not being totally on-task, cutting corners…the list goes on and on. Complacency is one of the most problematic mindsets that can contribute to injuries and incidents on the job. So how can you move towards a culture where you reduce and minimize complacency? And in what way can you move from outdated, lagging indicators to leading indicators to help you proactively manage safety? In this free and on-demand webinar, I will uncover: How you can spot complacency in your organization 5 proven and proactive ways to combat complacency Real-life examples of how you can reduce this mindset Best practices in reinforcing behaviors that reduce complacency Avoid complacency and better manage risk: register and watch the on-demand webinar today!     Also, join me in New Orleans for the VPPPA National Safety Symposium -  I will podcast on-location and would like to meet as many listeners as possible! Stop by the media center next to registration! If not attending, catch up on all the latest topics being presented as I share key takeaways and thoughts for you!   You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Fundamentals of Total Worker Health  Keeping workers safe is the foundation upon which a TWH approach is built. Total Worker Health integrates health protection efforts with a broad spectrum of interventions to improve worker health and well-being. The Fundamentals of Total Worker Health Approaches is the practical starting point for employers, workers, labor representatives, and other professionals interested in implementing workplace safety and health programs aligned with the Total Worker Health (TWH) approach. There are five Defining Elements of TWH: Element 1: Demonstrate leadership commitment to worker safety and health at all levels of the organization. Element 2: Design work to eliminate or reduce safety and health hazards and promote worker well-being. Element 3: Promote and support worker engagement throughout program design and implementation. Element 4: Ensure the confidentiality and privacy of workers. Element 5: Integrate relevant systems to advance worker well-being. Getting Started Create a team of people who know about different policies, programs, and practices in your workplace that impact worker safety, health, and well-being. Draw team members from all levels of the workforce, and consider including the following:„ Workers who have requested or participated in changes for safety and health Safety directors Human resources representatives Occupational health nurses or other healthcare practitioners Workers’ compensation professionals Employee Assistance Program professionals Those responsible for disability management and return-to-work procedures Health and wellness champions Defining Element 1: Demonstrate leadership commitment to worker safety and health at all levels of the organization Organizational leaders should acknowledge and communicate the value of workforce safety and health as a core function, and they should prioritize worker safety and health on the same level as the quality of services and products. ProTip: Middle management is the direct link between workers and upper management and plays a critical role in program success or failure. For example, supervisors often serve as gatekeepers to employee participation in programs, and when program involvement competes with productivity demands, they may discourage employee participation Effective programs thrive in organizations that promote respect throughout the organization and encourage active worker participation, input, and involvement. Leaders at all levels of the organization can help set this tone, but everyone (from managers down to front-line workers) plays an essential role in contributing to this shared commitment to safety and health. Beyond written policies, stated practices, and implemented programs that endorse safety and health in your workplace, consider the extent to which your organization's spoken and unspoken beliefs and values either support or deter worker well-being [CPWR and NIOSH 2013]. Encourage top leaders to: Establish and communicate the principles of the proposed initiative to all levels of the organization; teach managers to value workers' input on safety and health issues. Maintain the visibility of the effort at the organization's highest levels by presenting data that is linked to the program resource allocations. Promote routine communications between leadership and employees on issues related to safety, health, and well-being. Openly support and participate in workplace safety and health initiatives. „ Facilitate participation across all levels of the workforce. Add safety and health-related standards into performance evaluations. „ Build safety and health into the organization's mission and objectives. „ Establish a mechanism and budget for acting on workforce recommendations. „ Emphasize that shortcuts must not compromise worker safety and health. Provide adequate resources, including appropriately trained and motivated staff or vendors, space, and time. If necessary, ensure dedicated funding over multiple years, as an investment in your workforce. Encourage mid-level management to: Recognize and discuss the competitive advantage (e.g., recruitment, retention, employee satisfaction, community engagement and reputation, and workforce sustainability) that TWH brings to the long-term sustainability of the organization. Highlight examples of senior leadership's commitment to TWH. Provide training on how managers can implement and support Total Worker Health aligned approaches, such as those related to work-life balance.   Defining Element 2: Design work to eliminate or reduce safety and health hazards and promote worker well-being A Total Worker Health approach prioritizes a hazard-free work environment for all workers. It applies a prevention approach that is consistent with traditional occupational safety and health prevention principles of the Hierarchy of Controls. Eliminating or reducing recognized hazards in the workplace first, including those related to the organization of work itself, is the most effective means of prevention and thus is foundational to all Total Worker Health principles. Although some hazards can be eliminated from the work environment, others (such as shift work) are more difficult to change. These must be managed through various engineering, administrative, or (as the very last resort) individual-level changes. Workplace programs that adopt a TWH approach emphasize elimination or control of workplace hazards and other contributors to inadequate safety, health, and well-being. This emphasis on addressing environmental determinants of health is a crucial concept for TWH programs. The Hierarchy of Controls Applied to NIOSH Total Worker Health provides a conceptual model for prioritizing efforts to advance worker safety, health, and well-being. This applied model is based on the traditional Hierarchy of Controls well-known to occupational safety and health professionals. As in the traditional Hierarchy of Controls, controls, and strategies are presented in descending order of anticipated effectiveness and protectiveness, as suggested by the cascading arrows. The Hierarchy of Controls Applied to NIOSH Total Worker Health expands the traditional hierarchy from occupational safety and health to include controls and strategies that more broadly advance worker well-being. The Hierarchy of Controls Applied to NIOSH Total Worker Health is not meant to replace the traditional Hierarchy of Controls, but rather is a companion to this important occupational safety and health model. It serves to illustrate how TWH approaches emphasize organizational-level interventions to protect workers’ safety, health, and well-being. To apply this model: Begin by eliminating workplace conditions that cause or contribute to worker illness and injury or otherwise negatively impact well-being. These include factors related to supervision throughout the management chain. Replace unsafe, unhealthy working conditions or practices with safer, health-enhancing policies, programs, and management practices that improve the culture of safety and health in the workplace. Redesign the work environment, where needed, for safety, health, and well-being. Remove impediments to well-being, enhance employer-sponsored benefits, and provide flexible work schedules. Provide safety and health education and resources to enhance personal knowledge for all workers. Lastly, encourage personal change for improvements to health, safety, and well-being. Assist workers with individual risks and challenges; provide support for healthier choice-making.   EXAMPLE: Using the Hierarchy of Controls Applied to NIOSH Total Worker Health, a program targeting reductions in musculoskeletal disorders could consist of the following: Reorganizing or redesigning the work to minimize repetitive movement, excessive force, and awkward postures Providing ergonomic consultations to workers to improve job and workstation design and interface, along with training in ergonomic principles and opportunities for workers to participate in design efforts Evaluating the age profile and health needs of the workforce to provide education on self-management strategies (including preventive exercise) for arthritis or other musculoskeletal conditions that impact the physical ability   Similarly, a TWH program reducing work-related stress might consider the following: Implementing organizational and management policies that give workers more flexibility and control over their work and schedules, as well as opportunities to identify and eliminate root causes of stress. Providing training for supervisors on approaches to address stressful working conditions. Providing skill-building interventions for stress reduction for all workers and providing access to the Employee Assistance Program.   Defining Element 3: Promote and support worker engagement throughout program design and implementation Ensure that workers involved in daily operations, as well as supervisory staff, are engaged in identifying safety and health issues, contributing to program design, and participating in all aspects of program implementation and evaluation. Again, letting workers be involved in workplace safety, health, and well-being, instead of being just recipients of services, nurtures a shared commitment to Total Worker Health. Some ways to do this include: Identify safety and health issues that are most important to front-line employees More effectively identify potential barriers to program use and effectiveness Improve the long-term sustainability of the initiative Increase employee buy-in and participation in policies and other interventions   ProTip: Design programs with a long-term outlook to ensure sustainability. Short-term approaches have short-term value. Programs aligned with the core values of the organization will likely last. These should be flexible enough to be responsive to changes in workforce and market conditions, workplace hazards and exposures, and the needs of individual workers. A participatory approach can help in this regard, but keep sustainability in mind for the bigger picture. To help encourage worker engagement, communicate strategically; everyone with a stake in worker safety and health (workers, their families, supervisors, etc.) must know what you are doing and why. Tailor your messages and how they are delivered, and make sure they consistently reflect the values and direction of the initiative. Whether workers are willing to engage in workplace safety and health initiatives, however, may depend on their perceptions of whether the work environment truly supports safety and health. For example, one study found that blue-collar workers who smoke are more likely to quit and stay quit after a worksite tobacco cessation program if workplace dust, fumes, and vapors are controlled and workplace smoking policies are in place Defining Element 4: Ensure the confidentiality and privacy of workers Designing and enforcing appropriate privacy protections goes beyond ensuring that only authorized personnel has access to sensitive safety and health information. Observe all relevant local, state, and national laws regarding the privacy of personally identifiable data and health-related information by taking appropriate steps. So doing things like masking personally identifiable information on reports, and using a digital management system that is encrypted and protected by user passwords are some best practices. Data sources that require confidentiality considerations and/or protections: „Health risk assessment „„Electronic health records „„Management systems „„Program evaluation data „„Self-reported survey data Privacy precautions: Rigorous de-identification of records Destruction of personally identifiable information as appropriate Hiring a third party to handle certain aspects of the program to reduce employee fear of retribution or penalty „„Using group or population-level data rather than individual data   Defining Element 5: Integrate relevant systems to advance worker well-being. Total Worker Health emphasizes the role that organizations have in shaping worker safety and health outcomes, recognizing that a multilevel perspective that includes policy, environmental, organizational, and social concerns may be best for tackling complex challenges to worker safety, health, and well-being. Integrating data systems across programs and among vendors, for instance, can simplify monitoring and evaluation while also enabling both tracking of results and continual program improvement. Conduct an initial assessment of existing workplace policies, programs, and practices pertinent to safety, health, and well-being and determine how they relate to one another. Note: for some larger organizations, this may seem like an overwhelming task. To assist in helping to focus this step, consider, at a minimum, these factors:„„ Human resources or personnel policies on issues such as health insurance, paid sick leave, family leave, vacation benefits, retirement, and disability. „„Safety and health policies and procedures for identifying hazards, reporting work-related injuries and illnesses, and filing worker compensation claims. Identify apparent areas of overlap with existing efforts, and note opportunities for future coordination. Purposefully and regularly bring together leaders and teams with overlapping or complementary responsibilities for planning and priority setting. For example, hold joint meetings of safety committees and occupational health staff, human resources, and wellness committees. Questions to Consider Asking Yourself or Your Team Do we regularly seek the input of our workers on the selection and design of our offered benefits? How can we change or adjust management policies or programs to more effectively support improved safety and health? „„How does the everyday physical work environment affect worker safety and health? Beyond our workplace policies or programs that may be targeting safety and health, what influence do our workplace or organizational norms have on worker safety and health outcomes? How do our efforts feed into the community at large? What sorts of resources outside the workplace, such as community support, would be useful in helping to reinforce and support our safety and health programs? Understanding the connections between various systems and levels of an individual worker's experience may help design creative, well-rounded approaches to safety and health challenges. By working together and discovering what each professional in the organization is already working on you will often find related goals and objectives - the benefits administrator struggling to get workers to participate in an exercise class and the safety professional struggling to get a warm-up/stretching program started will be able to work together. So to wrap this topic up, I will say this: If you want to have a successful wellness program, you must first have a strong culture of workplace safety. Then you can build on that credibility and ask folks to move toward participating in safety or health-related activities off-the-job. Make sure you are first building a workplace safety culture. Let me know what you think about this episode. Send emails to info@thesafetypropodcast.com and share with me your thoughts. You can find me on LinkedIn! Post an update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Powered by iReportSource In this episode, I interviewed by Mr. Nick Lamparelli, the host of Profiles in Risk Podcast. We talk about general liability and risk management - something we don't touch on enough on the SafetyPro Podcast. We discuss my work with iReportSource and managed workflows for incident investigations. I want to dedicate this episode to the incredible development team over at iReportSource for all the hard work that goes into building an incredible service that safety pros can use to help keep workers safe: Jason Roell Taylor Mackinder Tristan Carkuff Jason Mize Argie Angeleas   The intern team: Aria Alimardani Chelsea Mackinder Mackenzie Solomon Taylor Munafo Let me know what you think about this episode. Send emails to info@thesafetypropodcast.com and share with me your thoughts. You can find me on LinkedIn! Post an update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Powered by iReportSource Responsible employers know that the primary goal of a safety and health program is to prevent workplace injuries, illnesses, and deaths, as well as the suffering and financial hardship these events can cause for workers, their families, and their employers. Employers may find that implementing these recommended practices brings other benefits as well. The renewed or enhanced commitment to safety and health and the cooperative atmosphere between employers and workers is linked to:   Improvements in a product, process, and service quality.  Better workplace morale.  Improved employee recruiting and retention.  A more favorable image and reputation (among customers, suppliers, and the community).    Each section of the following recommended practices describes a core program element, followed by several action items. Each action item is an example of steps that employers and workers can take to establish, implement, maintain, and improve your safety and health program. You can use the self-evaluation tool found on the recommended practices Web page to track your progress and assess how fully you have implemented (or will implement) each action item. Listen to this episode for the full rundown on how to implement each element, with examples and explanations. Let me know what you think. Send an email to info@thesafetypropodcast.com and share with me your thoughts. You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Powered by iReportSource ANNOUNCEMENT: Visit VPPPA to register for the National Symposium and join me as I podcast on location! Listen to this episode for some details. Let me know what you think. Send an email to info@thesafetypropodcast.com and share with me your thoughts about VPP or the VPPPA. Please tell a friend or colleague about the podcast. It would mean the WORLD to me! You can also find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter!

Powered by iReportSource Every day, thousands of lives are lost due to work accidents or fatal diseases linked to work activities. These are deaths that could and should have been prevented and must be in the future. Whether you are an employee, a manager or a business owner, you share a common goal – you don’t want anyone to get hurt on the job. Improved productivity stems from ensuring people operate in workplaces that provide transparency and build trust throughout their operation and supply chain. In addition, responsible practices are becoming increasingly important to brands and reputations. ISO 45001 is the world’s first International Standard dealing with health and safety at work. Quite simply, it offers a single, clear framework for all organizations wishing to improve their OH&S performance. Directed at the top management of an organization, it hopes to provide a safe and healthy workplace for employees and visitors. In order to achieve this goal, it is important to control all factors that might result in illness, injury, and in even fatalities, by mitigating the impacts hazards have on the physical, mental and cognitive condition of workers – and ISO 45001 covers all of those aspects. While ISO 45001 does draw on OHSAS 18001 – the previous benchmark for workplace safety – it is a completely new and distinct standard, not simply a dusted off version or revision or a simple update. Organizations will, therefore, need to revise their current thinking and work practices in order to maintain organizational compliance. What are the major differences between OHSAS 18001 and ISO 45001? There are many differences, but the main change is that ISO 45001 focuses on the interaction between an organization and its total business environment while OHSAS 18001 was focused on managing hazards and other internal-only issues. But the standards also differ in other ways: ISO 45001 is process-based – OHSAS 18001 is procedure-based ISO 45001 is dynamic in all clauses – OHSAS 18001 is not ISO 45001 considers both risk and opportunities – OHSAS 18001 deals exclusively with risk ISO 45001 includes the views of interested parties – OHSAS 18001 does not These points represent a huge shift in the way health and safety management and even viewed in business today. Safety can no longer be treated as a “stand-alone” department or silo. Instead, key safety roles need to be embedded within the company - partnering with the various departments in order to run a sustainable organization. Let's see what ISO.org has to say: My company already follows OHSAS 18001. How do I start to switch over to ISO 45001? When moving over from OHSAS 18001, there are some steps you have to take in order to lay the groundwork for ISO 45001. Here are a few steps ISO.org says you will need to take to get started: Perform the analysis of interested parties (those individuals or organizations that can affect your organization’s activities) as well as internal and external factors that might impact your organization’s business, then ask yourself how these risks can be controlled through your management system. Establish the scope of the system, while considering what your management system is set to achieve. Use this information to establish your processes, your risk evaluation/assessment and, most importantly, to set the key performance indicators (KPIs) for the processes. Once you have adapted all the data to the tools of OHSAS 18001, you can reuse most of what you already have in your new management system. So, while the approach is quite different, the basic tools are the same. What do I need to know if I am new to ISO 45001? The answer depends on how much you know about ISO management systems. ISO 45001 adopts Annex SL, thus sharing a high-level structure (HLS), identical core text and terms and definitions with other recently revised ISO management system standards such as ISO 9001:2015 (quality management) and ISO 14001:2015 (environmental management). If you are already acquainted with the common framework, then much of ISO 45001 will seem familiar to you and you will just need to fill the “gaps” in your system. If this is not the case, things could be a little more tricky. The standard is not easy to apprehend when you read it as a normal book. You have to realize all the interconnections between the specific clauses. The best advice would be to find a good training course to help you unlock the standard’s full potential. You may also want to consider employing consultancy services to assist you in the process. See the entire ISO.org article here: https://www.iso.org/news/ref2271.html How can I compare my safety management system against ISO 45001? The best thing to do is to use the checklist that you can download HERE Let me know what you think. Send an email to info@thesafetypropodcast.com and share with me your thoughts about ISO 45001. You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter!

Powered by iReportSource   NIOSH developed the Dampness and Mold Assessment Tool for both general buildingsCdc-pdf and schoolsCdc-pdf to help employers identify and assess areas of dampness in buildings. “Implementing regular visual inspections for dampness can help to identify trouble areas before they become major problems and help to prioritize maintenance and repair,” said David Weissman, M.D., director of NIOSH’s Respiratory Health Division. “The Dampness and Mold Assessment Tools provide an inexpensive mechanism to investigate, record, and compare conditions over time.” Office buildings, schools, and other nonindustrial build­ings may develop moisture and dampness problems from roof and window leaks, high indoor humidity, and flooding events, among other things. Damp building conditions promote the growth of mold, bacteria, fungi, and insects. Occupants in damp buildings can be exposed to pollutants in the air from biological contaminants and the breakdown of building materials. Research has shown that several health problems are associated with exposure to building dampness and mold, including: Respiratory symptoms (such as in the nose, throat, or lungs) Development or worsening of asthma Hypersensitivity pneumonitis (a rare lung disease in which lungs become inflamed as an allergic reaction to inhaled bacteria, fungi, organic dust, and chemicals) Respiratory infections Allergic rhinitis (often called “hay fever”) Bronchitis Eczema The Dampness and Mold Assessment Tools guide users through assessing all rooms, whether in a school or a general building, for areas of dampness and mold and identifying the source(s) of the dampness and mold. The tools provide an easy-to-use checklist and instructions for assessing and recording any damage that is found and for tracking conditions through time NIOSH previously published an Alert, Preventing Occupational Respiratory Disease from Exposures Caused by Dampness in Office Buildings, Schools, and Other Nonindustrial BuildingsCdc-pdf that provides further information on respiratory disease related to indoor dampness and recommendations for preventing and remediating damp buildings. When workers suspect their health problems are caused by exposure to building-related dampness or mold, workers should report new, persistent, or worsening symptoms, particularly those with a work-related pattern, to their personal physician and, as instructed by their employer, to a designated individual at their workplace. You can find more information about dampness and mold in buildings, including action steps for management and building owners and workers, on the NIOSH website. NIOSH is the federal institute that conducts research and makes recommendations for preventing work-related injuries and illnesses. More information about NIOSH can be found at www.cdc.gov/niosh/. Let me know what you think. Send an email to info@thesafetypropodcast.com and share with me your thoughts about indoor air quality. Also, it would mean a lot to me if you could tell a friend or colleague about the podcast. You can find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter!

Powered by iReportSource Safety Inspection or Safety Audit? This issue has come up before, and I want to tackle it in this episode. So some coaching is going on in this episode. First, let’s get the definitions out of the way: Inspection: Physical checks for acceptable conditions conducted at the direction of regulatory requirements, guidelines, policies, procedures, etc. outlined in your overall safety manual or as a part of a safety management system. Audit: An independent review of the effectiveness, implementation, and compliance with established regulatory requirements, guidelines, policies, procedures, etc. outlined in your overall safety manual or as a part of a safety management system. It is important to note that independent does not necessarily mean from an outside organization. Independence means not being responsible for the activity being audited or free of bias and conflict of interest, which means you cannot audit your own work. So think of an inspection as a specific physical check to see if a tool, vehicle, machine, etc. are in safe working condition. Like a forklift inspection; before each shift operators are required to conduct an inspection to ensure it is in a safe condition. Always provide adequate checklists to ensure consistency of inspections and to allow a trend analysis to be developed t look for areas of improvement during any program audits. An audit is a review to see if inspections are being done and to check the quality of the inspection results. Or, inspections are tactical, and audits are strategic. Most folks focus on the tactical activity of performing inspections. They have checklists, cards, etc. Our industry needs to place more emphasis on the strategic review of safety as well. I would encourage you to go one step further and apply a management system approach to these activities. To help illustrate the importance, I will use the ANSI Z-10 Standard for Occupational Safety and Health Management Systems (OHSMS) as an example. The OHSMS cycle ANSI lays out entails an initial planning process and implementation of the safety management system, followed by a process for checking the performance of these activities and taking appropriate corrective actions. The next step involves a management review of the system for suitability, adequacy, and effectiveness against its policy and this standard. At a high level, this is an audit of the OHSMS. It is worth noting that ANSI/AIHA® Z10 focuses primarily on the strategic levels of policy and the processes to ensure the policy is effectively carried out. The standard does not provide detailed procedures, job instructions, or documentation mechanisms. Each organization must design these according to their needs, such as inspections: what to inspect and how often. In a management system approach, there is an emphasis on continual improvement and systematically eliminating the underlying or root causes of deficiencies. For example, if an inspection finds an unguarded machine, not only would the unguarded machine be fixed, but there would also be a systematic process in place to discover and eliminate the underlying reason for the deficiency. This process might then lead to the goal of replacing the guards with an effective design, or to replacement of the machines themselves, so the hazard is eliminated. This systematic approach seeks a long-term solution rather than a one-time fix. To see if this is being done effectively, an audit must take place. You would review how many inspections are being done, the total number of inspections resulting in findings, number of outcomes resulting in root cause analysis, and corrective or preventative actions (CAPA). So I want to give you three criteria you need to use to conduct an audit of any aspect of your safety management system. I call it the 3 P's:   Paper: Look at any written programs, instructions, policies, procedures, etc. and determine if they are adequate for the area they address. HAZCOM is an example; review the written program to ensure it meets the minimum OSHA requirements as well as the SDS index. Does the program check all the boxes? When was it last reviewed? Who has access to it? People: Interview workers to determine their level of understanding of the written programs, instructions, policies, procedures, etc. Which also tells you a bit about training effectiveness and retention. Sticking with the HAZCOM example, ask workers about chemicals in their work area, SDS location, labeling requirements, spill/clean-up, etc. Places: Go out to the job site or production floor and look for evidence that the written programs, instructions, policies, procedures, etc. are being followed. For HAZCOM, look for labels-are they worn, missing, are drums labeled? Are SDS books up to date? Are they placed in the proper location? What about spill kits?   So you can see the benefit of the three P’s when auditing your safety management system. Always extend your audit across all three P’s: Paper, People, Places. Which will ensure you have done a proper and thorough audit. Let me know what you think. Send an email to info@thesafetypropodcast.com and share with me your thoughts about safety inspections or audits. Please let a freind or colleague know about the podcast. Also, you can find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter!

Powered by iReportSource How Do I Get The Most Out of My Safety Conference Attendance? A professional safety conference always best treated as a learning experience. Your company is probably footing the bill, and so you may be tempted to handle your next safety conference as a paid vacation. Don’t do that, as you’ll be missing one of the most significant growth opportunities in this field and your career. Here, I’ve included four simple tips to get the very most out of your attendance in a safety or any other conference.  1. Treat the Conference Like a Class If you’re attending a safety conference, the odds are good that you’re a safety professional, and that means the odds are good that you’ve spent some time in a classroom at some point in your life. To make the most of this experience, you need to bring those skills to bear on conference seminars, workshops, and demonstrations. An excellent way to take notes at a conference is to identify which areas your organization could improve, and then tailoring your attendance schedule to events that address these specific issues. It may help to prepare an outline of events you want to attend ahead of time, and use that outline to guide your note-taking during the events themselves.  2. Compare Notes with Other Professionals Here is an example; take your written safety plans for your company. One of the most beneficial ways to interact with the safety conference is to bring copies of safety programs based on scheduled sessions/events with you so that you might compare it against the suggestions and innovations offered. In this way, you’ll be able to identify where your plans could be improved, and what aspects of your programs have been rendered out-of-date by advances in technology. Likewise, actively working on your plans while attending the conference will give you the bonus of providing a product that you can show your employer. By communicating to your colleagues and supervisors a tangible benefit to your attendance, your organization will be much more likely to consider participating in the future--which is an excellent way of saying you might be able to earn yourself another free working vacation! 3. Participate! Another critical aspect of making the most of any conference is to participate in events and workshops actively. Some of the brightest minds in safety management will be on hand to answer questions--take advantage of this tremendous opportunity to get insight into your organization’s problems by identifying areas in which your team could improve and drafting a series of questions to ask during the question and answer sessions that often follow convention events.  4. Pace Yourself Some conference goers face the opposite problem than that alluded to in point three; they not only participate, they run themselves into the ground doing so. Rebecca Knight, of the Harvard Business Review, notes that conference-goers who are enjoying the experience and that are actively engaged in what’s going on tend to get a lot more out of their attendance than those who feel pressure to perform. Ms. Knight suggests that it’s okay to spend a significant amount of time with a few select people if you’re more comfortable networking among smaller crowds. Put another way, don’t feel pressured to perform or participate in a way that’s going to distract you. The key to getting the most out of a safety conference is to be actively and positively engaged with the material, and you can’t do that if you’re always in a state of dread or fear-remember, not everyone is built the same way and that’s okay. Let me know what you think. Send an email to info@thesafetypropodcast.com and share with me your thoughts about safety conferences. Find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter!

Powered by iReportSource Every safety leader wakes up each morning looking to avoid any accidents. And, each day, you want to take steps to improve your culture of safety. That’s no easy task, which is part of why an analytics dashboard is so helpful in giving you the information you need to do just that. Listen to this episode to get a quick introduction into 4 ways you can use data to improve your safety culture. Use data to drive shared accountability A great scorecard tells a story of what’s happened, what’s currently happening, and what needs to be done next. Part of that picture is also about improving accountability to make sure what needs to happen does happen. iReport’s dashboard is one example of a tool that supports accountability and improvement: it shares accountability documents created, proactive reports, critical actions needed, the number of days without incidents, the number of incidents, the type of incidents, and more. In doing so, it helps to make the connection between what’s been done and what needs to be done, and why. As simple as it sounds, knowing just what to do and being held clearly responsible for it is invaluable in supporting a safer culture. Use data to show costs avoided It’s clear that there are costs to any incident or accident. Direct costs include property damage, theft, workers’ comp, fatalities, lawsuits related to injuries (or worse!), and legal fees in general, just to name a few. But if an incident happens, there’s also harm done to your company’s brand and goodwill, your reputation, and it affects employees’ trust and morale. It can negatively affect productivity and it can affect the kind of talent you’re able to recruit and hire in the future. What’s more: there is also a long list of indirect costs: downtime per day, distraction, and your insurance premium increase. The point is this: effective data will allow you to show at least some of these indirect costs. That’s a powerful tool when it comes to showing ROI and in giving a strong rationale for future safety investments. Use data to take the guesswork out of corrective actions One of the best ways to see if your data is working for you: whether or not your data has the ability to prevent future occurrences of a similar or same type of incident. If your data (or dashboard) isn’t informing you of ways to make changes, you have a major opportunity for improvement. For example, iReportSource’s dashboard generates a real-time view of near miss by type, top causes for corrective action, and Total Case Incident Rate (TCIR). It also gives you a snapshot of other key incident and inspection metrics. Based on what’s most meaningful to your company, it captures behavior-based steps/actions that have occurred so you can know exactly what’s going on and where. Use data to keep everyone in-the-know Whatever dashboard you use, be sure that anyone—from upper management to HR to safety—has quick access to your report. When everyone does have that access, there’s no more waiting on the safety leader (or another person) to send the report. That means your data is more real-time and more actionable than ever. Finally, you can easily show exactly how safety is improving each month and why. Plus, if someone leaves your company, you’re not stuck trying to figure out what he or she had completed in terms of data collection. Let me know what you think. Send an email to info@thesafetypropodcast.com and share with me the tools you use! Also, leave a rank and review on Apple Podcast, it helps others find the show and assists me in making improvements. If you think of it, find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram and Twitter!

Powered by iReportSource Does your company help develop employees through coaching? Not to be confused with training, or even consulting, coaching is a much more collaborative process that helps to bring out someone’s best work. Two-Thirds of employees cite that coaching improved their performance within their company and also improved their satisfaction (1). Coaching sessions can include open-ended questions and discussion on personal and professional goals and objectives. If coaching happens consistently, it can strengthen relationships between managers/employees and peers. It can reinforce the right kind of behaviors you want to see in your business to promote safety and health. Last, it also helps workers have more support as they work through challenges or problems, both personally and professionally (2, 3, 4). Here are the top tips you can utilize for effective safety coaching: 1. Don’t assume leaders know how to coach Make sure leaders are equipped to start coaching before you ask them to do so. For example, a common misconception is that coaching is where specific performance feedback can be given. While coaching can influence an employee’s performance, a coaching session is not the same as a review session, even if your current reviews are informal. First, help leaders recognize that coaching is an open-ended conversation that is aimed at helping someone improve…and that is in all areas of their life. On the other hand, an evaluation is going to give specific feedback to someone regarding their performance. If coaching is what you’re after, make sure your leaders know that difference (2). Second, teach leaders how to use open-ended questions during their coaching sessions. Instead of asking a question that can be answered with a simple “yes” or a “no,” open-ended inquiries can be used to help lead someone into potential solutions. It also helps them to reflect better and to become more self-aware. These kinds of questions can also give the coach more context about a challenge someone is facing. Last, they also keep the focus on the person who is receiving the coaching. For example, if someone is having uncertainty with how to resolve a safety-related issue on their team, avoid immediately giving them potential solutions. Instead, ask them questions by using words such as “what and “how.” That could sound like: “How do you envision this process changing?” or, “What have you considered doing to change the way things are done?” By allowing them to reflect and talk out the solution, leaders can remain focused on listening. After hearing more from the person, then a coach can help the individual learn how to come up with solutions. Which will build confidence, empower the individual and help them break out of three vicious circles that author Michael Bungay Stonier describes in the book “The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever”:   Creating over dependance - by you always having the answer, and others not being able to solve problems on their own. I have often said that the EHS expert’s job is NOT to be the only one that understands the safety requirements and hazard mitigation techniques of someone else’s job. It is to ensure that those doing the work, facing potential hazards are able to so. This requires a coach! Getting overwhelmed - you will become bombarded with everyone else’s problems. Which creates a classic bottle-neck! You want to avoid this because hazards/issues will persist in the work environment as a result of YOU not being able to deal with them. Folks will learn it takes too long to get anything addressed and stop saying anything! Becoming disconnected - You will get disconnected from the work that matters - which is creating a sustainable culture of accountability, empowerment, and productivity. You need to free yourself up from the first two circles to focus on the work that will make the most impact on the organization (6).   Getting good at coaching takes practice, but at least try to teach your people some of the subtle shifts in their behavior that can help the dialogue be productive and authentic (1, 5). Which is the difference between consulting and coaching! Consulting is telling someone what to do - coaching is about helping others develop the ability to sense something needs to be changed, problem-solve, draw upon the needed resources the organization has to affect change and make good decisions. 2. Make sure it’s a two-way conversation Since a coach is often going to be in a position where they are helping to drive some change, make sure you are having a two-way conversation that allows for that to happen. Avoid the temptation to make it all about yourself.  The key is to talk less and listen more (6). Also, if you are the one doing the coaching, avoid the tendency to share all your stories that are similar to the person being coached; after all, the focus is on them, not you. Again, this is where leading or empowering questions can be a very useful tool to use. Remember, telling someone what they should do is consulting. It also creates dependency. It can be tricky to get into here, but go grab The Coaching Habit book I mentioned and start some of the habits the author described. The bottom line is that things need to be addressed, but you as a coach, need to develop other leaders’ ability to coach as well. Each problem they bring to you is an opportunity to develop further their ability to coach others as well. So open up the lines of communications and ask the right questions and listen! 3. Provide ‘just enough’ structure Coaching—even if it’s peer to peer coaching—won’t necessarily happen on its own. Like anything with your culture, be as intentional as possible about how your coaching sessions are going to be implemented. Companies with effective safety coaching take the time to develop strategies and internal processes that support a culture of coaching (4, 5). Especially when a company is first introducing coaching, the structure is going to help. Give guidance on responsibilities related to coaching, coaching duration, the type of coaching you are looking for, and any desired outcomes or measurement of feedback that you want to be captured (4, 5). 4. Avoid punishment Coaching should be focused on empowering people to succeed. Which means you want to avoid the perception that there will be negative consequences from anything discussed in your session. We want to see this activity as a way to learn and grow, not discover deficiencies, and hold someone accountable for them. Look to avoid any punishment or discipline when coaching. That doesn’t mean there can’t be any accountability, but these interactions are not a place where there should be any fear. 5. Capture the progress Companies that are successful at safety coaching can capture and celebrate all the progress someone has made. Depending on the level of formality your coaching has, at the very least, celebrate small wins and successes. Then, when you can, be sure to capture contributions and share that with your team, when appropriate. 6. Encourage peer-to-peer coaching Many of us think of a manager coaching a direct report, and in many cases, that’s going to be the kind of coaching relationship that is most effective. But also know that peer to peer coaching is extremely valuable and can also help to deepen relationships and improve morale in your company. 7. Customize your coaching to the learning curve of the employee being coached Safety training typically requires everyone to meet minimum standards at a certain point in time. In contrast, your coaching sessions are going to have their own pace that is going to be different for everyone. Embrace how these interactions are going to be mostly based on the learning curve of the employee who is being coached (4). In other words, with much less structure than a training session, coaching sessions are going to follow an employee’s progress—and that progress is going to ebb and flow at times (2, 3, 4). 8. Always come from a place of compassion Coaching interactions are all about improving an employee and helping them develop in specific areas they care about. For that to happen, there has to be a deep sense of caring and mutual trust in any session. As a coach, you can help that happen by always coming from a place of compassion as you hear about someone’s challenges, issues, and perceptions. That is what makes safety a great place to start in any organization that wants to develop a coaching culture. Safety begins with the underlying assumption that all workers want to do a good job and be able to return. Even the most average worker that is punching the clock - that’s what they want to keep doing - their job. Preventing injuries and illnesses that ultimately prevent that is compassionate. That’s what I love about this industry; we may have discussions about how to get there, but not getting hurt is something that almost all of us can agree. Improve Safety & Health In Your Company www.iReportsource.com is an all-in-one solution to record, report, and minimize safety incidents in the field and the office. With iReport, you can go from “I think” to “I know,” which helps you to support and improve safety best practices. Ready to learn more? Start your free trial of iReport today. Let me know what you think. Send an email to info@thesafetypropodcast.com and share with me the tools you use!   Let others know about the podcast and find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter! Sources https://inside.6q.io/coaching-employees-in-the-workplace/ http://www.journalgazette.net/blog/lead-on/Evaluation–coaching–appreciation-are-critical-leadership-skills-9570119 https://www.linkedin.com/pulse/key-success-factors-executive-coaching-nancy-zentis-ph-d-/ http://www.csp.com/know-the-differences-between-employee-training-and-coaching/#.W6jPkRNKigz https://hbr.org/2015/03/how-to-get-your-team-to-coach-each-other.html  

Powered by iReportSource Each year, you want to do all you can to protect the health and safety of your workers. You know that those investments pay off. After all, the average return on safety investment is as much as $4.41 for every dollar that’s been spent. But how do you prioritize your safety and health investments? Depending on the resources you have available this year and beyond, here are four areas to invest in: 1. Safety performance indicators It’s so essential for any business to be able to show and measure its safety performance. Learn Faster, spot critical areas that need attention, and take consistent action to support health and safety. Prioritizing the recording and tracking of leading indicators will also result in: More timely preventive and corrective actions The ability to better respond and recognize hazards More effective prevention through design and training. If you haven’t already, invest in a comprehensive tool that can simplify or make this kind of real-time reporting possible. 2. Streamlining your workflows Many organizations are taking steps to have all-in-one safety workflows. Which means leaders across departments can collaborate on safety together. More specifically, they can collect and then manage incident reports, tasks, progress reports, and all other safety activities. Empower your company to make safety a shared responsibility by design. Companies are also making investments in areas that can free up employees’ time in other ways. For example, iReport allows companies to quickly and easily automate OSHA logs. When you (or other employees) can generate and submit these reports automatically, you can spend your time on other areas that will add more value to the business. 3. Leadership training and development Time and time again, research has shown how leadership is tied to employee engagement and safety. Three examples of this include: One study saw that there was a lower lost-time injury rate when leaders displayed concern and care for the workforce; Another study showed that empowering workers, good relationships between management and workers, and an active role by top management in safety and health positively impacted injury rates; A third study showed that the amount of energy and creativity showed by senior managers and safety coordinators was a top factor in reducing injuries. Even though growing your leaders’ capacity can at times seem allusive, leadership growth is one of the most vital pillars of safety excellence. Ultimately, leaders have a significant role in shaping their culture. And it’s these same leaders that can help to unleash discretionary thinking/behaving in employees that can benefit your company’s performance and day-to-day safety. 4. The employee experience Creating a positive, differentiated employee experience is of paramount importance. That starts with researching to see what experiences employees are having currently and seeing where those touchpoints could improve. It may take a bit of work to define your employee experience and to see where any gaps are, but here are a few common areas where you might look to focus where you spend your time: Recruiting and hiring Company values and how that meets up with norms and expectations Onboarding Reward and recognition practices Community-related efforts Workspace design and environment Compensation and/or benefits Well-being and wellness Safety and health Communication of workplace risks and issues related to safety Continuous learning opportunities Events and activities Coaching (informal and formal) Employee feedback Exit interviews Engaged employees are advocates for your company. They are less likely to become complacent on the job. They also create a competitive advantage that can’t be easily replicated. Companies that have been intentional about fostering a great employee experience also tend to be safer and healthier organizations—and the opposite is true as well. This is undoubtedly one area that will continue to be worth the time and investment you put in. Achieve Safety Success in 2019 iReportSource gives you incident transparency, actionable insights, and easy record-keeping so you can foster your world-class safety program. Learn more about improving performance, lowering your risk, and becoming more proactive with iReportSource today. You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Powered by iReportSource OSHA's Safety-Related Work Practices standards for general industry are performance-oriented requirements that complement the existing electrical installation standards. These work-practice standard include requirements for work performed on or near exposed energized and de-energized parts of electric equipment; use of electrical protective equipment; and the safe use of electric equipment. These rules are intended to protect employees from the electrical hazards that they may be exposed to even though the equipment may comply with the installation requirements in, 1910 Subpart S (electrical). When employees are working with electric equipment, they must use safe work practices. Such safety-related work practices include keeping a prescribed distance from exposed energized lines, avoiding the use of electric equipment when the employee or the equipment is wet, and locking-out and tagging equipment which is de-energized for maintenance. The training requirements apply to employees who face a risk of electric shock that is not reduced to a safe level by the electrical installation requirements of §1910.303 - §1910.308. Employees in the following occupations would typically face these risks and are required to be trained: Blue-collar supervisors Electrical and electronics engineers Electrical and electronic equipment engineers Electricians Industrial machine operators Material handling equipment operators Mechanics and repairers Painters Riggers and roustabouts Stationary engineers Welders Except for electricians and welders, workers in these groups do not need to be trained if their work or the work of those they supervise does not bring them close enough to exposed parts of electric circuits operating at 50 volts or more to ground for a hazard to exist. Other employees who also may reasonably be expected to face the comparable risk of injury due to electric shock or other electrical hazards must also be trained. These standards cover electrical safety-related work practices for both qualified persons (those who have training in avoiding the electrical hazards of working on or near exposed energized parts) and unqualified persons (those with little or no such training) working on, near, or with the following installation: Premises Wiring. Installations of electric conductors and equipment within or on buildings or other structures, and on other premises such as yards, carnival, parking, and other lots, and industrial substations; Wiring for Connections to Supply. Installations of conductors that connect to the supply of electricity; and Other Wiring. Installations of other outside conductors on the premises. Optical Fiber Cable. Installations of optical fiber cable where such installations are made along with electric conductors. Other Covered Work By Unqualified Persons The provisions of these standards also cover work performed by unqualified persons on, near, or with the following installations: Generation, transmission, and distribution installations. Installations for the generation, control, transformation, transmission, and distribution of electric energy (including communication and metering) located in buildings used for such purposes or located outdoors. Communication installations. Installations of communications equipment to the extent that the work is covered under OSHA standard §1910.268 Installations in vehicles. Installations in ships, watercraft, railway rolling stock, aircraft, or automotive vehicles other than mobile homes and recreational vehicles. Railway installations. Installations of railways for generation, transformation, transmission, or distribution of power used exclusively for the operation of rolling stock or installations of the railway solely used for signaling and communication purposes. IMPORTANT: Excluded Work by Qualified Persons If a qualified person is performing work near one of the four types of installations listed above, and the work is not being done on or directly associated with the installation, then that work is covered under the Safety-Related Work Practices.  Definitions you should know Barrier: A physical obstruction that is intended to prevent contact with equipment or live parts or to prevent unauthorized access to a work area. Deenergized: Free from any electrical connection to a source of potential difference and free from electrical charge; not having a potential different from that of the earth. Disconnecting means: A device, or group of devices, or other means by which the conductors of a circuit can be disconnected from their source of supply. Energized: Electrically connected to a source of potential difference. Exposed: (As applied to live parts.) Capable of being inadvertently touched or approached nearer than a safe distance by a person. It is applied to parts not suitably guarded, isolated, or insulated. Live parts: Energized conductive components. Qualified person: One who has received training in and has demonstrated skills and knowledge in the construction and operation of electric equipment and installations and the hazards involved. Note 1 to the definition of “qualified person”: Whether an employee is considered to be a “qualified person” will depend upon various circumstances in the workplace. For example, it is possible and, in fact, likely for an individual to be considered “qualified” concerning specific equipment in the workplace, but “unqualified” as to other equipment. (See 1910.332(b)(3) for training requirements that specifically apply to qualified persons.) Note 2 “qualified person”: An employee who is undergoing on-the-job training and who, in the course of such training, has demonstrated an ability to perform duties safely, and who is under the direct supervision of a qualified person, is considered to be a qualified person for the performance of those duties.  In general, the standard requires covered employers to: Provide appropriate training to both qualified and unqualified employees. Provide effective safety-related work practices to prevent electric shock. Deenergize live (energized) parts (operating at 50 volts or more) before employees work on them. Provide suitable safety-related work practices for employees working on energized parts. Treat de-energized parts that have not been locked out or tagged out as energized parts. Place a lock or a tag (or both, if at all possible) on parts of fixed electric equipment circuits which have been de-energized. Maintain a written copy of the lockout/tagout procedures. Determine safe procedures for de-energizing circuits and equipment. Disconnect circuits and equipment from all electric energy sources. Release stored electrical energy which may endanger personnel. Block or relieve stored non-electrical energy in devices that could reenergize electric circuit parts. Place a lock and tag on each disconnecting means used to de-energize circuits and equipment. Attach a lock to prevent persons from operating the disconnecting means. If a lock cannot be applied, a tag may be used without a lock. Make sure a tag used without a lock is supplemented by at least one additional security measure that provides a level of protection equal to that of the use of a lock. A lock may be used without a tag if only: One piece of equipment is de-energized, and The lockout period does not extend beyond the work shift, and Employees exposed to the hazards of reenergizing the equipment understand this procedure. Verify the de-energized condition of the equipment. Have the lock and tag be removed by the employee who applied it, or if that employee is not at the worksite, by another person designated to do so. Only allow qualified persons to work on electric circuit parts or equipment that has not been de-energized. Deenergize and ground overhead lines or provide other protective measures before work is started. Maintain the distances in 1910.333(c)(3)(i) when an unqualified person is working in a position near overhead lines. Maintain the distances in 1910.333(c)(3)(ii) when a qualified person is working in a position near overhead lines. Maintain the distances in 1910.333(c)(3)(iii) when operating any vehicle or mechanical equipment capable of having parts of its structure near energized overhead lines. Provide necessary illumination for employees in confined spaces. Provide necessary shields, barriers, or insulating materials so employees can avoid contact with exposed energized parts in confined or enclosed spaces. Require portable ladders that could come into contact with exposed energized parts to have non-conductive side rails. Prohibit the wearing of conductive jewelry and other items if the person might contact exposed energized parts. Prohibit the performing of housekeeping duties around energized parts. Allow only qualified persons to defeat an interlock temporarily. Visually inspect portable cord- and plug-connected equipment and flexible cord sets (extension cords) before each use. Take the defective portable cord and plug connected equipment and extension cords out of use. Make sure flexible cords used with grounding-type equipment must have an equipment grounding conductor. Prohibit employees from manually reenergizing a circuit de-energized by a circuit protective device until it has been determined the equipment and circuit can be safely energized. Visually inspect test instruments and equipment before it is used; do not use defective equipment. Use only test instruments and equipment that is rated for the circuits, equipment, and environment. Provide employees the necessary PPE (and require its use) in areas where there are potential electrical hazards, including arc flash and blast. Maintain PPE in a safe, reliable condition and inspect or test it periodically. Require guarding be put in place when normally enclosed live parts are exposed for maintenance or repair. Use safety signs, safety symbols, or accident tags as needed to warn employees about electrical hazards. Use barricades in conjunction with safety signs when necessary. Station attendants to warn of danger if signs and barricades are not enough. Let me know what you think; send emails to info@thesafetypropodcast.com You can find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Powered by iReportSource SAMPLE POLICY HERE Because workplace violence is a growing problem at workplaces across America, it is good for a company to develop its own company-specific worksite violence policy and procedures manual. There is evidence that suggests worksite violence is largely preventable through the development and implementation of a specific policy and procedures. To be effective, company policy and procedures must discourage all types of worksite violence. They must also encourage employees to come forward in the event they are victims of, or witnesses to, any prohibited behavior. Additionally, whatever disciplinary action is deemed appropriate for policy violations, it must be handed out impartially and consistently. This will send a clear message that threats and other violent acts will not be tolerated by your company. When developing your company’s policy and procedures, it is important to remember that employees are not likely to adhere to something they don’t understand. To prevent this from happening, refrain from using legal jargon, or referencing other documents that employees may not be familiar with. Also, resist the urge to adopt any model or sample policy and procedures without first modifying them to address the specific needs of your company. Once you have a draft document prepared, you may find it helpful to solicit employee feedback regarding its clarity and completeness. A final point to keep in mind is that policies and procedures should not be forgotten once they have been published. Make plans to review them on a regular basis, and to update them to reflect changing roles and conditions. Also, encourage employees to provide suggestions for ways they can be improved. At a minimum, your company’s workplace violence policy and procedures should include: A statement that your company will not tolerate workplace violence of any kind. A description of prohibited behaviors and actions. Detailed procedures for reporting and investigating alleged instances of such behavior. Measures which will be taken to ensure confidentiality. Reassurance that retaliation for reporting an incident will not go unpunished. Disciplinary action that will be imposed for engaging in prohibited behavior, as well as for retaliating against another employee. Efforts that will be made to communicate company policy. Methods that will be used to monitor workplace security. To be effective, policies and procedures must be: Appropriate for the workplace. Easily understood by all employees. Revised as necessary to address changing conditions. Reviewed with employees on a regular basis. You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Powered by iReportSource NERD ALERT! This episode covers all those little posters and postings that have to be displayed in the workplace. Most public and private employers fall under at least some posting requirements under federal, state, and/or local government laws, regulations, and/or executive orders. These workplace posters (also known as labor law posters or notices) are generally meant to make employees aware of their rights under certain laws or executive orders, or otherwise, impart information about the employer and/or the law or executive order. Employers need to be aware of the posting requirements that apply to them, as not having the appropriate information posted for employees may result in citations and fines. Some of these posting requirements have penalties associated with them for noncompliance. Failure to post federal employment law posters can potentially result in fines of over $32,000. In addition, it is important to be in compliance with posting regulations because the posters can help an employer prove that it has made employees aware of their rights under the law. Courts have ruled that failing to display a poster can extend the amount of time an employee has to sue for damages. The posters that a private or public employer needs to display will depend on its location, the number of employees who work for the employer, the industry type, and/or the contracts under which it performs work. The scope and applicability are specified in the posting law, regulation, or executive order. The federal government enforces workplace posters under the following regulations and executive orders (I only cover a few in the episode): 8 CFR 214 — Nonimmigrant classes 9 CFR 381 — Poultry products inspection regulations 20 CFR 655 — Temporary employment of foreign workers in the United States 20 CFR 658 — Administrative provisions governing the job service system 20 CFR 1002 — Regulations under the uniformed services employment and reemployment rights act of 1994 23 CFR 635 — Construction and maintenance 29 CFR 4 — Labor standards for federal service contracts 29 CFR 5 — Labor standards provisions applicable to contracts covering federally financed and assisted construction (also Labor standards provisions applicable to nonconstruction contracts subject to the contract work hours and safety standards act) 29 CFR 10 — Establishing a minimum wage for contractors 29 CFR 13 — Establishing paid sick leave for federal contractors 29 CFR 24 — Procedures for the handling of retaliation complaints under the employee protection provisions of six environmental statutes and section 211 of the energy reorganization act of 1974, as amended 29 CFR 471 — Obligations of federal contractors and subcontractors; Notification of employee rights under federal labor laws 29 CFR 500 — Migrant and seasonal agricultural worker protection 29 CFR 501 — Enforcement of contractual obligations for temporary alien agricultural workers admitted under section 218 of the immigration and nationality act 29 CFR 516 — Records to be kept by employees 29 CFR 525 — Employment of workers with disabilities under special certificates 29 CFR 801 — Application of the employee polygraph protection act of 1988 29 CFR 825 — The family and medical leave act of 1993 29 CFR 1601 — Procedural regulations 29 CFR 1627 — Records to be made or kept relating to age notices to be posted 29 CFR 1635 — Genetic information nondiscrimination act of 2008 29 CFR 1903 — Inspections, citations, and proposed penalties 29 CFR 1904 — Recording and reporting occupational injuries and illnesses 29 CFR 1960 — Basic program elements for federal employee occupational safety and health programs and related matters 41 CFR 60-1 — Obligations of contractors and subcontractors Executive Order 13495 — Nondisplacement of qualified workers under service contracts You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Powered by iReportSource What is an ergonomic injury? Opinions vary on how to define an ergonomics injury, and the definition of the term may depend on the context. However, ergonomic injuries are often described by the term “musculoskeletal disorders” or “MSDs.” This is the term that refers collectively to a group of injuries and illnesses that affect the musculoskeletal system. Musculoskeletal disorders (MSDs) include a group of conditions that involve the nerves, tendons, muscles, and supporting structures (such as intervertebral discs). They represent a wide range of disorders, which can differ in severity from mild periodic conditions to those which are severe, chronic and debilitating. Some musculoskeletal disorders have specific diagnostic criteria and clear pathological mechanisms (like hand/arm vibration syndrome). Others are defined primarily by the location of pain and have a more variable or less clearly defined pathophysiology (like back disorders). Musculoskeletal disorders of the upper extremities include carpal tunnel syndrome, wrist tendonitis, epicondylitis, and rotator cuff tendonitis. Both non-occupational and occupational factors contribute to the development and exacerbation of these disorders. Carpal tunnel syndrome, Tendinitis, Rotator cuff injuries (affects the shoulder), Epicondylitis (affects the elbow), Trigger finger, and Muscle strains and low back injuries. There is no single diagnosis for MSDs. As OSHA continues to develop ergonomics-related guidance material for specific industries, the agency may narrow the definition as appropriate to address the specific workplace hazards covered. OSHA says it will work closely with stakeholders to develop definitions for MSDs as part of its overall effort to develop guidance materials. Musculoskeletal disorders Lower back disorders The research into MSDs supports a relationship between the development of lower back disorders and each of the following workplace risk factors: 1. lifting and forceful movements, 2. bending and twisting in awkward postures, and 3. whole-body vibration. Disorders of the neck and shoulders For disorders of the neck and neck/shoulder region, the research identifies two important workplace factors: sustained postures causing static contractions of the neck and shoulder muscles (for example, working overhead in automobile assembly or in construction), and combinations of highly repetitive and forceful work involving the arm and hand, which also affect the musculature of the shoulder and neck region. Disorders of the hand, wrist, and elbow There are several conditions to consider within the hand and wrist region. Combined work factors of forceful and repetitive use of the hands and wrists are associated with carpal tunnel syndrome. Vibration from hand tools like chainsaws (those that do not have vibration controlling mechanisms) also contributes to carpal tunnel syndrome. Vibrating tool use has also been strongly linked to hand and arm vibration syndrome, a separate condition of the hand and wrist that affects the nerve and blood vessels. Carpal tunnel syndrome Carpal tunnel syndrome (CTS) is a cumulative trauma disorder (CTD) affecting the hands and wrists. CTS is the compression and entrapment of the median nerve where it passes through the wrist into the hand in the carpal tunnel. The median nerve is the main nerve that extends down the arm to the hand and provides the sense of touch in the thumb, index finger, middle finger, and half of the fourth, or ring, finger. When irritated, tendons housed inside the narrow carpal tunnel swell and press against the nearby median nerve. The pressure causes tingling, numbness, or severe pain in the wrist and hand. The pain is often experienced at night. The pressure also results in a lack of strength in the hand and an inability to make a fist, hold objects, or perform other manual tasks. If the pressure continues, it can damage the nerve, causing permanent loss of sensation and even partial paralysis. CTS develops in the hands and wrists when repetitive or forceful manual tasks are performed over a period of time. For example, the meatpacking industry is considered one of the most hazardous industries in the United States because workers can make as many as 10,000 repetitive motions per day in assembly line processes, such as deboning meats, with no variation in motion Consequently, stress and strain placed on the wrists and hands often results in CTS. Today, more than half of all U.S. workers are susceptible to developing CTS. Anyone whose job demands a lot of repetitive wrists, hand, and arm motion, which need not always be forceful or strenuous, might be a potential victim of CTS. CTS is common among meat and poultry workers, letter sorters, carpenters, garment workers, upholstery workers, shoe and boot makers, electronic and other assemblers, packers, product inspectors, machine operators, computer/keyboard operators, and cashiers. Since the early 1980s, CTS has been reported widely among many service-sector employees, including office workers and newspaper and news service employees who use video display terminals (VDTs). CTS, among other health effects, is becoming a growing problem among VDT users because of the numerous repetitive motions of keystroking data into the computer over long periods. Compounding problems is the fact that employees are often unaware of the causes of CTS and what to do about them. Initially, the person may have fatigue and pain that develops during the workday and disappears overnight with no physical symptoms. After a length of time, fatigue and pain develop earlier in the day, some physical symptoms such as clumsiness may occur, which affect work performance, and there may be no overnight recovery. When the case becomes full-blown, there is constant fatigue and pain with no overnight recovery, and disturbed sleep results. At this point, work performance is inhibited to the extent of requiring off-duty time or light/restricted duty. Often victims do not associate their pain with their work because symptoms may only occur during evening or off-duty hours. When workers finally seek medical help, they may be given the wrong diagnosis and find the road to recovery takes more time and money than had been anticipated. Length and intensity of exposure The research indicates that the greater the level of exposure to a single risk factor or combination of factors, the greater the risk of having a work-related musculoskeletal disorder. An additional important factor is a time between each episode of exposure. With adequate time to recover or adapt, and particularly when lower forces are involved, there may be less harm done to the body from repeated exposures. The intensity, as well as the extended length of the exposure to forceful, repetitive work, plays a substantial role in the risk of work-related musculoskeletal disorder in many traditional occupational settings. What factors may contribute to symptoms of MSDs? Each person has physical limits or a “comfort zone” of activities and work levels they can tolerate without developing symptoms of musculoskeletal disorders (MSDs). Some factors which may contribute to MSD symptoms include: Furniture designs or a work area arrangement which produces bad postures. Physically demanding work which employees are not accustomed to. Workers who are generally out of shape. Underlying arthritis. Diminished muscle strength or joint flexibility. What’s a good plan for preventing work-related musculoskeletal disorders? A good plan starts with employee involvement. Employers and employees can work together effectively to reduce work-related musculoskeletal disorders (WMSDs). Here are some ways: Look at injury and illness records to find jobs where problems have occurred. Talk with workers to identify specific tasks that contribute to pain and lost workdays. Ask workers what changes they think will make a difference. Encourage workers to report WMSD symptoms and establish a medical management system to detect problems early. Find ways to reduce repeated motions, forceful hand exertions, prolonged bending, or working above shoulder height. Reduce or eliminate vibration and sharp edges or handles that dig into the skin. Rely on equipment (not backs) for heavy or repetitive lifting. Simple solutions often work best. Workplace changes to reduce pain and cut the risk of disability need not cost a fortune. For example: Change the height or orientation of the product or use tools with handles designed so that workers won’t have to bend their wrists unnaturally to use the tool. Offer workers involved in intensive keyboarding more frequent short breaks to rest muscles. Vary tasks of assembly line workers to avoid repeated stress for the same muscles. Provide lifting equipment so workers won’t strain their backs. Lifting equipment is available for everything from boxes and crates to nursing home patients. Send emails to info@thesafetypropodcast.com. You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Powered by iReportSource Download the Elements to an Emergency Action Plan HERE How would you escape from your workplace in an emergency? Do you know where all the exits are located? What about a 2nd way out? A safety plan is needed, let' talk about that in this episode. Send emails to info@thesafetypropodcast.com. You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Powered by iReportSource Final vacation week! Thanks for being loyal listeners. I wanted to remind everyone in this quick episode about taking safety with when you leave work. I may put together an episode about this topic soon. Share your off-the-job safety tips by sending me an email to info@thesafetypropodcast.com. You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter 

Powered by iReportSource I am on vacation! But, I still managed to get a quick episode out for all the awesome listeners. 6 Steps to an Effective Hazard Communication Program for Employers That Use Hazardous Chemicals! It's a good one! Get the document mentioned in this episode: Hazard Communication: Steps to an Effective Hazard Communication Program for Employers That Use Hazardous Chemicals Fact Sheet and Hazard Communication: Small Entity Compliance Guide for Employers That Use Hazardous Chemicals Email comments or questions to info@thesafetypropodcast.com. You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Powered by iReportSource Get the freebies mentioned in this episode HERE As I get ready to head to the beach for Spring Break (I will already be there when this episode drops!) I was thinking about some of the seasonal work we need doing at our homes as well as at our businesses. And that got me thinking about tree trimmers. And it hit me - when it comes to workplace safety, it is easy to overlook the folks that do some of this work, either at our homes or when we hire these companies to help us maintain our facilities. Each year thousands of trees are uprooted by powerful winds from hurricanes, thunderstorms, etc. And usually taking power lines and transformers with them. I wanted to get a quick topic out about the safety needed for workers that come out and take care of these trees and help us improve our personal property as well as our businesses. Tree trimming is serious business. There are numerous SERIOUS safety hazards involved. Everything from falls to electrical hazards, these workers must be well-trained, well-equipped and focused to do this job safely. One of the more common hazards deals with power lines. Either downed lines from a storm or tree that fell or just trimming tress near power lines. The safest approach is ALWAYS ASSUME THAT POWER LINES ARE ENERGIZED!  If clearing trees, contact the utility company to discuss de-energizing and grounding or shielding of power lines. This takes time, yes, but just search online for stories involving tree trimmers being shock or electrocuted on the job! Oh, and it often involves ground workers; yep, this can happen when a ladder or the boom of cherry picker unknowingly comes into contact with an energized lines and the operator is insulated in the basket, doesn’t realize it and a ground worker walks up and grabs the metal door of the truck, reaches for a tool or something like that and becomes part of that circuit. It happens more than you think! These can all be avoided. One way to avoid disaster is to always perform a hazard assessment of the job in general as well as the work area prior to the start of work. So for electrical hazards, ask will you get closer than, say, 10 feet to your average power line? What about the stability of the ground for outriggers on the cherry picker? Is there traffic nearby or will you need to be in the roadway? What about clearance for your work, especially when removing or cutting down a tree? Let me say, to “fell a tree” means more than just cutting it down. Felling means to cut the tree in such a way that it falls in the desired direction and results in the least damage to the tree. To safely fell a tree, you must eliminate or minimize exposure to potential hazards found at the tree and in the surrounding area. This means BEFORE YOU BEGIN WORKING! Part of being prepared for your work means having the right equipment. Always use proper personal protective equipment as recommended by the manufacturer’s operating manual, including eye, face, head, hand, and foot protection for tools and machinery. Chippers, shredders, chainsaws, etc. all have very specific safety requirements. And don’t forget TRAINING! Your employees NEED to be trained on all the tools they will be using. Don’t rely on the old “I have been using chainsaws for years” certification. Just look online for any number of manufacturer videos or literature on chainsaw safety. Or any other power tool. The Power Tool Institute has some good videos a well, so search for them too. By the way, I have an OSHA publication that covers the hazards of wood shippers as well. So be sure to hit that link! Broken or hanging branches, attached vines, or a dead tree that is leaning can be of concern. All of these hazards can cause injuries. So making sure employees are trained to spot these overhead hazards and stage work accordingly should also be covered. I have an OSHA publication that covers falls and falling objects hazards for tree care workers. Just hit the link in these show notes or on the website for this episode. What about working outdoors in general? There is extreme cold and heat concerns. This should all be a part of your employee training. How to spot poisonous plants, what about insect bites and stings? How about encounters with snakes or other wild animals? Basically, if it is a realistic hazard of the job, have a plan to educate workers on the hazards and to manage them! If you are not sure what to cover in any training. Just break the job down into stages: Getting ready for a job: utilities location/de-energization, insulating, etc., shop safety, vehicle safety, storing/transporting fuels, oils, etc. PPE inspections, things like that. Arriving on the job: staging, sizing up the scene (especially after a storm or downed tree event), nearest emergency room, 911 coverage (for rural areas) Working: Process safety. As an example: If the tree is broken and under pressure, make sure you know which way the pressure is going. If not sure, make small cuts to release some of the pressure before cutting up the section. Be careful of young trees that other trees have fallen against. They act like spring poles and can propel back. (Many professional loggers have been hurt in this manner.) A tree may have not fallen completely to the ground and be lodged against another tree. Extreme care must be taken to safely bring the trees to the ground. If possible, avoid felling into other trees or objects. Don’t turn your back on the tree as it falls, and hide behind a standing tree if possible. As trees fall through other trees or objects, branches and objects may get thrown back towards workers. Look at other standards for guidance. You may not consider yourselves loggers, but the logging standard has some really good best practices on which to base your operations. Share facts about logging in general to drive a point: like more people are killed while felling trees than during any other logging activity. These accidents CAN be avoided! So when getting ready for the spring season and all the storms it brings, downed trees and power lines; remember safety starts well before the work begins! I hope I gave you some things to look for, some topics to research and begin training your workers on as well as started you all thinking about this work in general. If you hire these workers to help you maintain your facilities, be sure to ask for certifications for aerial lift training, if that applies, ask for a pre-job plan to include where they will stage their equipment, provide them a list of PPE they will need to wear while at your site. This can really start a conversation about safety and give you an idea on how proactive that contractor is and whether they are ready for this type of work. If you are a tree trimmer, either worker or company owner, this is a good time to start looking at safety as both an employee benefit as well as customer service. It is the right thing to do, it is good for business, it just makes sense. Share your tips for safety during these types of activities by sending me an email to info@thesafetypropdcast.com or by visiting thesafetypropodcast.com. You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter  

  Powered by iReportSource In the last couple of episodes, I dance around the rescue team parts of the standard. I want to get into that section here. Let’s start with an outside rescue option since a lot of folks go this route. If you recall, whenever you use outside resources you must evaluate a prospective rescuer's ability to respond to a rescue summons in a timely manner, considering the hazard(s) identified. So you have to have done a hazard assessment first so that you can have a meaningful conversation with the outside agency. Also, don’t forget, bring them in to do a walk-thru, look at the spaces involved, the internal configurations, chemicals used onsite, etc. You also have to develop and implement procedures for summoning rescue and emergency services to your location. Ask about whether the local authorities use a regional dispatcher, this may delay response time a little, does your site use a different number to dial out to emergency services, instead of 911? All of this goes into your program and training. Once you determine the rescue team that will be used, you have to develop a procedure for rescuing entrants from permit spaces and be able to provide necessary emergency services to those workers. The primary requirement in the first aid standards is that an employer must ensure prompt first aid treatment for injured employees, either by providing for the availability of a trained first aid provider at the worksite or by ensuring that emergency treatment services are within reasonable proximity of the worksite. You have to take appropriate steps prior to any accident (like making arrangements with the service provider) to determine if emergency medical assistance will be promptly available when an injury occurs. While the standards do not prescribe a number of minutes, OSHA has long interpreted the term "near proximity" to mean that emergency care must be available within no more than 3-4 minutes from the workplace, an interpretation that has been upheld by the Occupational Safety and Health Review Commission and by federal courts. One option these standards provide employers is to ensure that a member of the workforce has been trained in first aid. This option is, for most employers, a feasible and low-cost way to protect employees, as well as putting the employer clearly in compliance with the standards. OSHA recommends but does not require, that every workplace include one or more employees who are trained and certified in first aid, including CPR. The first aid training standards at 29 CFR 1910.151 and 1926.50(c) generally apply throughout the industries that they cover. Other standards which apply to certain specific hazards or industries make employee first aid training mandatory, and reliance on outside emergency responders is not an allowable alternative. For example, see 29 CFR 1910. 266(i)(7) (mandatory first aid training for logging employees), and 29 CFR 1910.269(b) (requiring persons trained in first aid at work locations in the electric power industry). So seriously look at getting a team of volunteers to be trained, on all shifts. More support for this is that medical literature establishes that, for serious injuries such as those involving stopped breathing, cardiac arrest, or uncontrolled bleeding, first aid treatment must be provided within the first few minutes to avoid permanent medical impairment or death. Also, in workplaces where serious accidents such as those involving falls, suffocation, electrocution, or amputation are possible, emergency medical services must be available within 3-4 minutes, if there is NO EMPLOYEE on the site who is trained to render first aid. So this can buy a victim more time if folks are trained and equipped onsite already. OSHA exercises discretion in enforcing the first aid requirements in particular cases. OSHA recognizes that a somewhat longer response time of up to 15 minutes may be reasonable in workplaces, such as offices, where the possibility of such serious work-related injuries is more remote. Now, I will restate what the standard says: In the absence of an infirmary, clinic, or hospital in near proximity to the workplace which is used for the treatment of all injured employees, a person or persons shall be adequately trained to render first aid. Adequate first aid supplies shall be readily available. This is a way to meet that standard! And, for an in-house rescue team, at least one member of the rescue team or service holding a current certification in first aid and CPR is available. Trust me, ALL of them should have it. What if the only member trained in 1st aid goes down? So spread the love folks! So what does this tell us? Well, it tells us we need to carefully examine and consider the actual hazards likely to be present as well as the injuries and illnesses likely to occur. This has to be included in the training in order for us to claim our in-house first aid team is “adequate”. Let, me illustrate this for you; A lot of the first aid training programs I have reviewed are really good at preparing you (as best as possible) for an emergency. They cover what to do, how to react, things like that. A lot of effort goes into keeping the responder safe; bloodborne pathogens, PPE, checking the scene; which is great. Then there are sections that get into how to perform a patient survey, for both an unconscious and conscience patient. And then there are sections of training covering how to stop bleeding and immobilize a limb maybe. Here is where you need to be sure to include covering injuries likely to occur at your facility. Work with the instructor ahead of time to include how to treat a chemical burn, and be specific - like hydrochloric acid, or chlorine gas for example. This site-specific or even chemical or hazard-specific training is what will deem your personnel “QUALIFIED” to render first aid at your facility. The basic community first aid training, just won’t be enough. Okay, let’s move on to an in-house rescue team. First, they have to be equipped for and proficient in performing the needed rescue services. Do you have underground tanks? Do they have rectangular, square or round entry points, or a combination? This tells me what types of hoists I will need to have available for rescue. What about horizontal spaces? Are some of them above grade, requiring staging from an elevated platform? This tells me aerial lifts, personnel hoists, stair chairs, stokes baskets, etc may be needed as well. What about SCBA, airline respirators, things like that for rescue teams? So equipped means just that; equipment needed to facilitate a rescue from any and all possible spaces to be entered. Standardization really helps but some older facilities that have been upgraded and modified over the years do not have this luxury. But think about this moving forward; standardize openings (their shape and size) whenever possible, and their location (at grade vs. elevated openings, things like that.). This ALL has to be set up and gone over each time you have training for this team. Every piece, all the PPE that may be needed, all of the monitoring instruments, everything! Ensure that rescue and other affected employees (like potential victims) practice making permit space rescues at least once every 12 months. This has to be by way of a simulated rescue in which you remove dummies, manikins, or actual persons from the actual permit spaces or from representative permit spaces. Representative permit spaces shall, with respect to opening size, configuration, and accessibility, simulate the types of permit spaces from which rescue is to be performed. I have seen a few facilities that have old tanks that have been cleaned and the sides cut open but they keep them onsite as a training aid for this purpose. Of course, you may not have the room for this, but that was a representative space from them. Of course, non-entry rescue is where it’s at whenever possible. If your rescue personnel never have to enter this is best. To facilitate non-entry rescue, retrieval systems or methods have to be used whenever an authorized entrant enters a permit space unless the retrieval equipment would increase the overall risk of entry or would not contribute to the rescue of the entrant. So practicing at LEAST every 12-months is the OSHA standard. I recommend quarterly just so that you can reinforce these procedures and familiarize rescue teams with this equipment better. Also, hold a monthly first responder meeting instead of just the annual refresher for first aid and every two years for CPR recertification. This is a “use it or lose it” skill, it's perishable, so keeping it fresh is going to help save lives. Give your responders a chance to talk about scenarios, practice first aid techniques in the meetings, dry runs, even debrief past responses since the last meeting to see what went right, what could be better, things like that. It will really add value and enhance the bare minimum OSHA sets for this stuff. Look at your training program; what is it missing? What don’t you cover that we just ran through? How can you enhance your existing training? Make it stick? This is the challenge I have for you: do a full review of your written confined space entry program, the written permit, the rescue plan, your chosen method of rescue (non-entry, in-house or outside rescue team) and try to poke holes in the plans. That way you can improve it. Get ALL the freebies from this podcast HERE. You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

  Powered by iReportSource Get a SAMPLE PERMIT TEMPLATE HERE This is part 2 in a series about confined space entry, the requirements including training and entry procedures and we will wrap the series up with some tips, interpretations, and examples written programs. If you remember from the last episode I covered the basic definition of a confined space: * Is large enough and so configured that an employee can bodily enter and perform assigned work * Has limited or restricted means for entry or exit (for example, tanks, vessels, silos, storage bins, hoppers, vaults, and pits are spaces that may have limited means of entry. AND (yes, it has to have all of these) * It is not designed for continuous employee occupancy. And we talked about what that means as well.
 And a ”Permit-required confined space (permit space)" means a confined space that has one OR more of the following characteristics: 1. Contains or has a potential to contain a hazardous atmosphere 2. Contains a material that has the potential for engulfing an entrant 3. Has an internal configuration such that an entrant could be trapped or asphyxiated by inwardly converging walls or by a floor which slopes downward and tapers to a smaller cross-section OR 4. Contains any other recognized serious safety or health hazard Okay, we touched on just some of the training requirements as well. Not too much detail there, but I will go into rescue teams including in-house rescue and the training requirements in the next episode, so be listening for Part 3. For now, let’s move into the actual permit and entry procedures. Let’s begin with the actual space. Any time you remove covers to openings, especially at ground level, it has to be guarded immediately by a railing, temporary cover, or another temporary barrier that will prevent an accidental fall through the opening. You always want to address safety outside the space, before beginning work - addressing the space itself. This means identifying any potential hazards that may impact ground workers outside, but also those that may create hazards inside the space. For example, any generators or other combustion engines (like from service trucks) that may be running nearby and could create a carbon monoxide hazard entering the space. And of course, before any employee can enter the space, the internal atmosphere has to be tested. You do this with a calibrated direct-reading instrument, for oxygen content, for flammable gases and vapors, and for potential toxic air contaminants, in that order. Most multi-gas meters will test for all of these simultaneously. So no need to worry about the order in that case. Keep in mind, any employee who enters the space has to be provided an opportunity to observe the pre-entry testing directly. This avoids the whole “hey I checked, it’s fine in there” type of scenario. A note on this one; anyone that witnesses the monitoring needs to be trained on monitoring as well. This means how to operate and read the results. This way they know what they are looking at. Plus, if continuous monitoring goes on, they know what the alarm sounds like and of course, if they take one in with them, they know how to operate it as well. If you plan to use forced air ventilation, be sure to set it up the right way. Notice I said “forced air”. You cannot use negative pressure. That is, a fan pulling air OUT of the space. Some folks may think pulling “bad air” out is a better idea. It is not. Forcing fresh air is required. 
And testing has to be done with the forced air ventilation in place and operating. So what do you do with the test results? Well, it is all part of the permit system. According to OSHA, the employer must verify the space is safe for entry by way of a written certification that contains the date, the location of the space, and the signature of the person providing the certification. The certification must be made before entry and be made available to each employee entering the space. This is accomplished by using an entry permit. Let’s get into what the permit looks like. Let’s talk about the permit itself for a bit. The actual permit has to contain the following information: 1. The permit space to be entered: This can be a site name such as vault 2B, or autoclave oven # 4, something like that. 2. The purpose of the entry: This can say PM check of tank welds, changing O-rings, stuff like that. 3. The date and the authorized duration of the entry permit: If there are issues with extreme heat or cold, you may have placed a 15-minute time-limit on the entry. Or if using breathing air, like SCBA, you could place a time limit for the entrants. These are examples of authorized durations, as I get asked about this one frequently. Essentially, the duration of the permit cannot exceed the time required to complete the assigned task or job identified on the permit. 4. The authorized entrants: This can be done by listing their names or by using a roster or accountability log - For example, entrants check-in and out moving names on and off the log. The goal is that attendants can know who is inside at any given time. 5. The name of the attendant(s): This is needed especially if you will be rotating attendants, you can see who is authorized to do so. 6. The name of the entry supervisor: Remember, this is just the person supervising the entry process, not necessarily a work supervisor. The permit also has to have a space for the entry supervisor’s signature. This authorizes the entry. 7. The permit has to also list the hazards of the space: These should be spelled out. I am not a fan of the checklist, that is, a list of typical hazards and a box next to it for you to check. It just adds to the length and visual clutter of the permit itself. I prefer to list the hazards that are present or likely to be present so those involved fully understand what they are protecting themselves from and what to look out for. This helps when communicating with entrants, looking for signs and symptoms of exposure. This requires that all involved be trained on such symptoms of different hazards as well. 8. This gets us to listing the measures taken to eliminate or control those hazards. Like blanking, purging, LOTO, etc. It also gives all involved something to check during the entire process. If you indicated a forced air blower, that is plugged into a generator, you know that you have to check the fuel level periodically, or you may have indicated CO as a potential hazard. Again, all this stuff is useful when you think about how you can use it to protect yourself and your co-workers. 9. You have to list acceptable entry procedures as well. This is key because you then have to continuously check conditions against this list. If there are any differences, that is a red flag. You may determine a condition improved, not worsened. But you still have to flag it and determine whether or not to evacuate the space and cancel the entry permit. 10. This also means you need a section for the initial and periodic test results. This helps us document ongoing monitoring activities. 11. A section for the rescue and emergency services that can be called and you have to detail HOW they will be called; such as the equipment to use and the numbers to call. 12. The communication procedures that are to be used by authorized entrants and attendants to maintain contact during the entry. Constant audible or vial contact must be maintained during the entire entry process. If at any time a specified communication device goes down, you have to pull entrants out until you establish another acceptable, an agreed-upon way of communicating, note this change on the permit, retest, and proceed again. 13. You also have to list all the equipment to be used, such as PPE, testing equipment, (again, communications equipment), alarm systems, and rescue equipment as well. This also tells us what types of pre-entry inspections are needed, based on what will be used. 14. Any additional info that would be pertinent especially additional permits like hot work, that you will rely on for the entry. I have a permit template available here as well as a written program template in case you want to compare it to the one you have, or if you are looking to create one altogether. Some points to consider in your program: The entry supervisor must terminate the entry (in writing on the permit) once operations have been completed and all personnel, materials, tools, etc have been accounted for and are out of the space. They also have to terminate the entry when a condition that is not allowed under the entry permit arises in or near the permit space. Again, not just the entry supervisor, but the attendant and any entrant can terminate the entry for this reason. But only the entry supervisor of record should sign and terminate the entry permit itself. OSHA requires that you keep each entry permit for at least 1 year to facilitate the review of the permit-required confined space program. So at least annually, go over all the entries that were made, look for issues discovered, reasons entries were terminated prematurely, hazards encountered that were not noted on the permit originally, etc. This is so you can improve the written permit-required confined space entry program, improve training, and so on. Not just for confined space entry, but all of your written safety programs; conduct an annual review to verify they are still adequate and do not need updating. This is a requirement! It is also a great way to use a safety committee; have the group go through a program and talk about how it applies, what needs to be added, what needs to be removed, and so on. This is a perfect place to stop and tease the next episode; we will get into training specifics and rescue teams; both in-house and external services. Then wrap it all up with some best practices and a template you can use to get started writing your own program. You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Powered by iReportSource I want to get into confined spaces and permit-required confined spaces. I need to break this topic up into a couple of different episodes, beginning with a general introduction to terms, definitions, emergency response, and some training requirements before getting into specifics around the actual entry permits and entry procedures like monitoring in the next episode. Ok, so let’s first define the terms for our discussion: According to 29 CFR 1910.146, a confined space is ANY space that: * Is large enough and so configured that an employee can bodily enter and perform assigned work * Has limited or restricted means for entry or exit (for example, tanks, vessels, silos, storage bins, hoppers, vaults, and pits are spaces that may have limited means of entry.) * Is not designed for continuous employee occupancy. Let’s talk about that last part for a moment; OSHA defines continuous human occupancy vaguely, but use the following as a benchmark: Can the worker safely remain inside the space during operation? Of course, we are talking about not being exposed to a recognized hazard while inside; moving/rotating parts, live electrical components, gases, fumes, or other hazardous atmosphere, things like that. I have heard all sorts of crazy excuses why a space is NOT a confined space: - It has a door - There is a light, they meant for someone to be in there - There are two ways out You need to assess and evaluate ALL aspects of the space to determine whether or not it is considered a confined space according to OSHA. So, confined spaces can include underground vaults, tanks, storage bins, manholes, pits, silos, underground utility vaults and pipelines, etc. It really depends on you being able to assess the space in question. Now, OSHA states that the employer shall evaluate the workplace to determine if any spaces are PERMIT-required confined spaces. Well, a ”Permit-required confined space (permit space)" means a confined space that we already defined, has one or more of the following characteristics: 1. Contains or has a potential to contain a hazardous atmosphere 2. Contains a material that has the potential for engulfing an entrant 3. Has an internal configuration such that an entrant could be trapped or asphyxiated by inwardly converging walls or by a floor which slopes downward and tapers to a smaller cross-section OR 4. Contains any other recognized serious safety or health hazard If the workplace contains any permit spaces, you have to inform exposed employees, by posting danger signs or by any other equally effective means, of the existence and location of and the danger posed by the PERMIT spaces. I always recommend controlling access further by adding physical locks when possible. Especially if your policy is that no employees are permitted to enter these spaces. This adds another level of security to the postings. Ok, for me, starting with managing the spaces themselves as well as the activities in and around these spaces is the key to ensuring worker safety. And it all starts with making sure you are PREPARED to respond to ANY emergency in the workplace. Emergency services (whether you have confined spaces or not) is critical for any workplace. First and foremost, you need to determine whether or not emergency crews are able to reach your facility in what OSHA calls a “reasonable amount of time” for life-threatening situations. So, according to OSHA, in workplaces where serious accidents such as those involving falls, suffocation, electrocution, or amputation are possible, emergency medical services must be available within 3-4 minutes, if there is no employee on the site who is trained to render first aid. OSHA recognizes that a somewhat longer response time of up to 15 minutes may be reasonable in workplaces, such as offices, where the possibility of such serious work-related injuries is more remote. Also, OSHA has interpreted the standard to require a separate (either in-house or outside) rescue and emergency service when permit space entry operations are performed in an immediately dangerous to life and health (IDLH) atmosphere. This means any condition that poses an immediate or delayed threat to life or that would cause irreversible adverse health effects or that would interfere with an individual's ability to escape unaided from a permit space. An example would be during inerting activities. Even in permit space entry operations involving non-IDLH atmospheres, more than one rescuer may be required in permit space entry operations depending on the hazards present and the number of authorized entrants that may require rescue. The minimum number of people required to perform work that is covered by OSHA standards for permit-required confined space entry standards and respiratory protection standards will be driven by facts such as the hazards or potential hazards, the number of entrants who may require rescue and the configuration and size of the space. So planning is critical! When using outside services that are able to meet the response time, consider the following: * Have local response crews been out to see your facility? * Have they done a walkthrough of some high-hazard processes and activities (not just confined spaces)? * Are they equipped to manage the types of emergencies your site may present? (Many rural departments may lack some of the resources needed) * Have emergency services crews trained or conducted simulated rescues at your site? These are just a few examples of best practices you can follow to ensure a higher level of safety. Also, keeping track of who is entering these spaces at any given time is key. Whether they are contractors or your own employees; knowing when entries are taking place and tracking entrants is a major part of the OSHA requirements. This gets us into the permit entry system. This is your written procedure for preparing and issuing permits for entry and for returning the permit space to service following the termination of entry. This is important; for a PERMIT required confined space, NO entry is allowed unless a written entry permit is completed, you have identified the trained attendant, entrants and entry supervisor (we will go through all that in the next episode) and have documented each hazard of the space and how each hazard is mitigated. Now, since deaths in confined spaces often occur because the atmosphere is oxygen-deficient or toxic, confined spaces need to be tested prior to entry and continually monitored. More than 60% of confined space fatalities occur among would-be rescuers; therefore, a well-designed and properly executed rescue plan is a must. If spaces are properly evaluated prior to entry and continuously monitored while the work is being performed and have appropriate rescue procedures in effect, fewer incidents would occur. OSHA considers entry to have been made into space whenever ANY part of the entrant’s body breaks the plane of the space opening. 
CAUTION: hazards may still be present right outside the opening, like when a space has undergone nitrogen purging; an oxygen deficiency could exist just feet outside the opening and someone could be bending down to look inside (without breaking the plane) and be overcome, and pass out, fall into the space, etc. And this HAS led to fatalities before. So just because OSHA says you have to break the plane to have made an entry, don’t forget about the general environmental controls standard that applies just outside the space. Let’s stop there with entry procedures and save that specific topic for the next episode. I wanted to give you an overview of what is involved and what to expect moving forward. 
Now that you have an idea of what these spaces are (according to OSHA) and some of the requirements; let’s focus on preparing for confined space operations in general. In a word; TRAINING. Employees need to be trained BEFORE they are assigned any duties related to confined space work. Let me break these into some categories for you: 1. General safety 2. Entrants 3. Attendants 4. Supervisors For general safety training, all employees, regardless of their role, need to understand the common hazards present or that may be present in any of the spaces that they might work. Especially hazards they may be introducing themselves. Are they cutting or welding? Are they using chemicals? Are they using electrical equipment? Training also has to include signs and symptoms of exposure to certain hazards. All workers need to know how to identify whether or not an entrant is being affected by any of the hazards that may be present. They also need to understand how hazards are to be controlled, the monitoring equipment used in spaces, etc. 
General training also has to include how to respond in an emergency. If you do rely on 911 (local emergency services, assuming you already verified they are able to perform such rescues as I already discussed) they need to go over the communication system to be used prior to work beginning. According to the Standard; you have to develop and implement procedures for summoning rescue and emergency services, for rescuing entrants from permit spaces, for providing necessary emergency services to rescued employees, and for preventing unauthorized personnel from attempting a rescue. Also, if there is any fall protection or retrieval equipment being used, they have to be properly trained on its set up and use. Especially if non-entry rescue is being utilized. This is crucial. You can see that knowing the confined spaces standard is not enough. You will need to know general safety requirements, PPE standards, Fall Protection, Respiratory Protection, Emergency Services, and First Aid, and more! Attendants need to know all of the general training requirements as well as the need to remain at the space at all times. They cannot perform ANY other duties that interfere with being an attendant. The entrant can’t yell out to the attendant that they need a wrench or something and the attendant runs to the toolbox real quick and grabs it. They can’t be chatting up another site worker about the game last night, nothing like that! 
This all has to part of the training. The same goes for the entry supervisor. Now the entry supervisor is responsible for ensuring ALL the sections of the permit have been addressed appropriately. The entry supervisor can also serve as the attendant if they are trained to do both, but I always recommend off you have the ability, use another layer of oversight by having someone else be the entry supervisor. The permit itself we will go into detail on in the next episode. How to fill it out, terminating the space entry, how long you need to keep these on file, all that stuff. I will have permit templates available, checklists for you so you can get started. But this episode, I wanted to introduce the topic, talk about some of the definitions and training requirements to get us started. So keep an ear out for the next episode as we go deeper into this topic. Let me know what your thoughts are regarding confined spaces. I would like to cover some FAQs as well and talk about some common letters of interpretation in the next episode that will help you improve your confined space entry program. You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Changing Safety Culture Requires a Framework! The link to the book mentioned in this episode can be found HERE In this episode, I want to talk about changing workplace culture. I have had a couple of episodes on Safety Culture already. And all of that still applies. Again, for the discussion let’s define the term: Culture is the character and personality of your organization. It's what makes your organization unique and is the sum of its values, traditions, beliefs, interactions, behaviors, and attitudes. This is key: the values, traditions, beliefs, interactions, behaviors, and attitudes. These are what drive behavior, specifically, what helps workers make CHOICES that we then see in actions or behaviors. The reason I bring this up is that for the last year or so I have been talking to colleagues, reading and chatting in online groups and I keep reading about a common theme out there by so-called “thought leaders’ and ‘guru’s’ in organizational development and safety culture development. As many of you know I had been in consulting for a decade specializing in these areas; culture development. And yes, I have an opinion on this as you may have guessed. So let me use a specific example of what I am talking about;  I have seen a number of LinkedIn posts and articles about NOT talking too much about regulations or starting a conversation with “OSHA says…”. or similar discussions. While we can all agree that not having to drag in the references to regulations is good; we often have to go to those minimum standards. The reason? It is a sign of a “bad” safety culture. Workplace culture often drives HOW we communicate about safety. The mistake most folks make is they manage by aspirational cultural values or from a future state. Here is what I mean; I see a lot of professionals pick up a book about culture this and culture that or read The Toyota Way and then look at their work culture and think, “yeah, we need to be like this!” Problem; You are NOT like that. You need a roadmap to get there, yes. But do NOT approach your work culture as if they already are, based on what you wish were true about your work culture. These aspirations are commendable but sets you up for failure. You manage from where you ARE, not where you wish to be. So I have some examples of what I mean. If you think you should not have to talk about minimum regulations because you feel your culture is so much beyond this yet you continually get challenged by leaders and coaches to “show me where I have to do this” or “where does it say I have to do that?” then you are not there yet! You can try and avoid stating regulations or reciting the unfortunate phrase “according to OSHA…” but at some point, you will have to simply because your culture is still at that place. I have heard time and time again and have had key maintenance and leadership personnel flat out ask, “What is the policy or regulation on this or that?” And if they are seeking validation, give it to them. These are folks that just need to be consulted. Give them the info because this is what they are saying they need as a basis for their work. OR justification for how they work. You may eventually get past this point but if this is where you are now…manage from there. Another sign of where you are is when key personnel asks what the minimum amount of effort needed is to get by? Or, when you attempt to go above and beyond but the workforce pushes back with “we never had to do this before…” These are clear signs of YOU needing to understand where your work culture is right NOW, not wishing where you would like them to be. Again, those aspirations should motivate us to discover where we are (or current state) and determine the difference between that and the ideal (or future) state. This is the gap we need to work to close. That way we can devise a change plan that is realistic and addresses the areas that need developed and not focus on things we will never be able to improve. So, if you are tired of having to say, “According to the Standard…” then ask WHY you are still having to say it. If you try to improve something beyond minimum compliance and get pushback, ask WHAT it is folks are resisting. It may just be the change and not the specific safety rule. So you may want to shift focus to change management in general. Go ask the quality folks or the lean folks if they have issues implementing even small changes to tasks or the work environment. Chances are they do. So don’t get wrapped around the axle that your SAFETY culture is broken, when it may just be a PEOPLE thing. Strive to work with the other teams to find common obstacles and barriers. Safety needs to STOP operating in a vacuum and collaborate with other areas of the business to strategically align efforts to improve workplace culture. If you are reading a book about workplace safety culture, fine. I recommend several on my resources page. But again, don’t get so wrapped up in your silo and think that this is unique to YOUR department. Most likely it is not. And if you have something figured out, like an aspect of the culture that you can improve, then you need to reach out and share this with others. Look into some management of change approaches. Helping workers deal with change. You have a change plan, laid out timelines for training on this initiative you want to implement, how long before everyone gets the new equipment, etc. You know, a project management process. But do you have a process for change? One example is the ADKAR Model (again, just ONE example). This is a framework for understanding change at an individual level. It has 5 elements or building blocks, that must be in place for real change: ADKAR: Awareness: this represents a person’s awareness of the nature of the change, why it is being made and the risk of NOT changing. Desire: This represents the willingness to support and engage in the change. Knowledge: This represents the information, training, and education needed to know HOW to change. Ability: This represents the realization or the execution of the change. It addresses turning the knowledge into action. Reinforcement: This represents those internal and external factors that sustain change. The elements of the ADKAR model fall into the natural order of how one person experiences change. Desire cannot come before awareness because it is the awareness of the need for change that stimulates our desire or triggers our resistance to that change. Knowledge cannot come before desire because we do not seek to know how to do something we do not want to do. Ability cannot come before knowledge because we cannot implement what we do not know. Reinforcement cannot come before ability because we can only recognize and appreciate what has been achieved. The lifecycle for ADKAR begins after a change has been identified. From this starting point, the model provides a framework and sequence for managing the people side of change. In the workplace, ADKAR provides a solid foundation for change management activities, including readiness assessments, sponsorship, communications, coaching, training, recognition and resistance management. Look, there are other models. This is but one that I have used and have seen success in the past. But I want to point you in the right direction to get started addressing what I stated earlier, that is identifying the change that is needed is one thing, having a process to facilitate the change, ensuring its success is another. This is a tool that can help. Stop managing from where you wish you were. Identify where you are today and get started laying out a plan to achieve successful, lasting change. Let me know what you think! Send emails to info@thesafetypropodcast.com. You can find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

Powered by iReportSource As we know, the language of the OSH Act limits the recording requirements to injuries or illnesses that are "work-related." The Act uses but does not define, this term. OSHA has interpreted the Act to mean that injuries and illnesses are work-related if events or exposures at work either caused or contributed to the problem. Work-related injuries or illnesses may (1) occur at the employer's premises, or (2) occur off the employer's premises when the employee was engaged in a work activity or was present as a condition of employment. What most people would read under paragraph 1904.5(b)(1), is the "work environment" means "the establishment and other locations where one or more employees are working or are present as a condition of their employment. The work environment includes not only physical locations but also equipment or materials used by the employee during his or her work." Work-relatedness is presumed for injuries and illnesses resulting from events or exposures occurring in the work environment. Mainly, there must be a causal connection between the employment and the injury or illness before the case is recordable. There are some exceptions. These exceptions help us to better understand what WOULD be recordable. So let’s go thru the exceptions: Injuries or illnesses will not be considered work-related if they involve symptoms that surface at work but result solely from a non-work-related event or exposure that occurs outside the work environment. OSHA's recordkeeping system is intended only to capture cases that are caused by conditions or exposures arising in the work environment. It is not designed to capture cases that have no relationship with the work environment. For this exception to apply, the work environment cannot have caused, contributed to, or significantly aggravated the injury or illness.  An example of this type of injury would be a diabetic incident that occurs while an employee is working. Because no event or exposure at work contributed in any way to the diabetic episode, the case is not recordable. This exception allows the employer to exclude cases where an employee's non-work activities are the sole cause of the injury or illness. The exception was included in the proposal, and OSHA received no comments opposing its adoption. Injuries and illnesses will not be considered work-related if they result solely from voluntary participation in a wellness program or in a medical, fitness, or recreational activity such as blood donation, physical, flu shot, exercise classes, racquetball, or baseball. This exception allows the employer to exclude certain injury or illness cases that are related to personal medical care, physical fitness activities, and voluntary blood donations. The were here are "solely" and "voluntary." The work environment cannot have contributed to the injury or illness in any way for this exception to apply, and participation in the wellness, fitness or recreational activities must be voluntary and not a condition of employment. This exception allows the employer to exclude cases that are related to personal matters of exercise, recreation, medical examinations or participation in blood donation programs when they are voluntary and are not being undertaken as a condition of work. For example, if a clerical worker were injured while performing aerobics in the company gymnasium during his or her lunch hour, the case would not be work-related. On the other hand, if an employee who was assigned to manage the gymnasium was injured while teaching an aerobics class, the injury would be work-related because the employee was working at the time of the injury and the activity was not voluntary. Similarly, if an employee suffered a severe reaction to a flu shot administered as part of a voluntary inoculation program, the case would not be considered work-related. However, if an employee suffered a reaction to medications administered to enable the employee to travel overseas on business, or the employee had an illness reaction to a drug administered to treat a work-related injury, the case would be considered work-related. Injuries and illnesses will not be considered work-related if they are solely the result of an employee eating, drinking, or preparing food or drink for personal consumption (whether bought on the premises or brought in). OSHA has gotten many letters asking for interpretations on this very topic. So they addressed it in this exception. An example of the application of this exception would be a case where the employee injured himself or herself by choking on a sandwich brought from home but eaten in the employer's establishment; such a case would not be considered work-related under this exception. On the other hand, if a trip/fall hazard injured the employee in the employer's lunchroom, the case would be considered work-related. In addition, a note to the exception makes clear that if an employee becomes ill as a result of ingesting food contaminated by workplace contaminants such as lead, or contracts food poisoning from food items provided by the employer, the case would be considered work-related. Another wrinkle here worth noting is if an employee contracts food poisoning from a sandwich brought from home or purchased in the company cafeteria and must take time off to recover, the case is not considered work-related.  On the other hand, if an employee contracts food poisoning from a meal provided by the employer at a business meeting or company function and takes time off to recover, the case would be considered work-related. Food provided or supplied by the employer does not include food purchased by the employee from the company cafeteria but does include food purchased by the employer from the company cafeteria for business meetings or other company functions. So the test is whether the employer is providing food for a work-event or not. Injuries and illnesses will not be considered work-related if they are solely the result of employees doing personal tasks (unrelated to their employment) at the establishment outside of their assigned working hours. This exception allows employers limited flexibility to exclude from the recordkeeping system situations where the employee is using the employer's establishment for purely personal reasons during his or her off-shift time. For example, if an employee were using a meeting room at the employer's establishment outside of his or her assigned working hours to hold a meeting for a civic group to which he or she belonged, and slipped and fell in the hallway, the injury would not be considered work-related. On the other hand, if the employee were at the employer's establishment outside his or her assigned working hours to attend a company business meeting or a company training session, such a slip or fall would be work-related. Injuries and illnesses will not be considered work-related if they are solely the result of personal grooming, self-medication for a non-work-related condition, or are intentionally self-inflicted. This exception allows the employer to exclude from the Log cases related to personal hygiene, self-administered medications and intentional self-inflicted injuries, such as attempted suicide. For example, a burn injury from a an adverse used at work to dry the employee's hair would not be work-related. Similarly, a negative reaction to a medication brought from home to treat a non-work condition would not be considered a work-related illness, even though it first manifested at work. Injuries will not be considered work-related if they are caused by motor vehicle accidents occurring in company parking lots or on company access roads while employees are commuting to or from work. This exception allows the employer to exclude cases where an employee is injured in a motor vehicle accident while commuting from work to home or from home to work or while on a personal errand. For example, if an employee was injured in a car accident while arriving at work or while leaving the company's property at the end of the day, or while driving on his or her lunch hour to run an errand, the case would not be considered work-related. On the other hand, if an employee were injured in a car accident while leaving the property to purchase supplies for the employer, the case would be work-related. This exception represents a change from the position taken under the older record keeping rule, which was that no injury or illness occurring in a company parking lot was considered work-related. So, OSHA has concluded that some injuries and illnesses that occur in company parking lots are clearly caused by work conditions or activities e.g., being struck by a car while repairing asphalt, slipping on ice permitted to accumulate in the lot – and by their nature point to conditions that could be corrected to improve workplace safety and health. Common colds and flu will not be considered work-related. OSHA allows the employer to exclude cases of common cold or flu, even if contracted while the employee was at work. However, in the case of other infectious diseases such as tuberculosis, brucellosis, and hepatitis C, employers must evaluate reports of such illnesses for work relationship, just as they would any other type of injury or illness. Please listen to the full episode as I explain some more OSHA Q & A’s on this topic. Please leave your comments or questions! Let me know what you think. Send an email to info@thesafetypropodcast.com and share with me your thoughts about OSHA recordkeeping. Please leave a ranking and review on Apple Podcast; it helps others find the podcast and assists me in making improvements. If you are not on Apple Podcast, you can find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedInpage. You can also find the podcast on Facebook, Instagram, and Twitter! Be sure to subscribe to the SafetyPro Podcast to catch each episode!

Powered by iReportSource Increasingly, companies are using contract or temporary workers to perform work. This work ranges from maintenance and construction to security and even production-related tasks. It’s easy to pass off responsibility for contractor safety to someone else — particularly the contractor. Under the OSHA multi-employer worksite policy, citations may be issued to employers using temporary employees.  OSHA’s multi-employer worksite citation policy states that on multi-employer worksites (in all industry sectors), more than one employer may be citable for a hazardous condition that violates an OSHA standard. A two-step process must be followed in determining whether more than one employer is to be cited. Listen to learn all about it and better protect your company and your contractors. You can find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

This is the SafetyPro Podcast with Blaine J. Hoffmann, MS OSHM. Think of me as your personal safety professional! In this quick intro, I talk about my professional experience, background and what to expect from this podcast moving forward. I will cover real-world workplace safety and health management issues and how to implement safety and health program elements in your workplace. I will also tackle training issues, audits, safety trends, interview experts, and more! I will also provide bonus materials (downloadable tools) for you to use on the job! Things like safety talks, charts, inspections, surveys, and more.