april 2012 - 1105 media
TRANSCRIPT
HAND PROTECTION:The Right Executive Combination 14
FALL PROTECTION:Caring for Your Greatest Asset 20
INCENTIVES:Make it Easy to Be Excellent 32
HEALTH CARE:OSHA’s Wake-Up Call 34
Technology to the Rescue
BREAKTHROUGH STRATEGIES: MASTER CLASS APRIL 2012 VOL. 81 NO. 4 | www.ohsonline.com
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PROJECT : : SYSTEM : :
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4 Occupational Health & Safety | APRIL 2012 www.ohsonline.com
FROM THE EDITOR
www.ohsonline.comVOLUME 81 NUMBER 4
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Occupational Health & Safety (ISSN 0362-4064) is published monthly by 1105 Media, Inc., 9201 Oakdale Avenue, Ste. 101, Chatsworth, CA 91311. Periodicals postage paid at Chatsworth, CA 91311-9998, and at additional mailing offi ces. Complimentary subscriptions are sent to qualifying subscribers. Annual subscription rates payable in U.S. funds for non-qualifi ed subscribers are: U.S. $79.00, International $149.00. Subscription inqui-ries, back issue requests, and address changes: Mail to: Occupational Health & Safety, P.O. Box 2166, Skok-ie, IL 60076-7866, email [email protected] or call 847-763-9688. POSTMASTER: Send address changes to Occupational Health & Safety, P.O. Box 2166, Skokie, IL 60076-7866. Canada Publications Mail Agreement No: 40612608. Return Undeliverable Canadian Addresses to Circulation Dept. or XPO Returns: P.O. Box 201, Richmond Hill, ON L4B 4R5, Canada.
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How it decides social media cases may not be what concerns U.S. employers most about the National Labor Relations Board right now,
but it probably will be soon. Termination cases involving Facebook postings, mainly, are piling up, and the employers involved are fi nding their newly minted policies are judged to be overly broad. Th at the NLRB acting general counsel issued two reports summarizing social media cases within fi ve months — on Aug. 18, 2011, and Jan. 24, 2012 — is signifi cant in and of itself.
Th e second report cov-ered 14 cases. Some involved workers discharged for ei-ther posting negative com-ments about their employers on their own Facebook pages or “liking” a co-worker’s negative comment. Some of the posted com-ments were disparaging, off ensive, or pro-fane — certainly enough to make any boss cringe and consider termination.
What to do or not do may be a tough call. In a case pending before the labor board when the second report was released, an NLRB administrative law judge concluded
the employer’s Internet/blogging policy was lawful but discharging two employees for violating it was not.
Acting General Counsel Lafe Solomon announced Jan. 24 that because of “the new and evolving nature of social media cases,” he has asked NLRB’s regional offi ces to send
cases they believe to be merito-rious to the agency’s Division of Advice in Washington D.C., “in the interest of tracking them and devising a consistent ap-proach. About 75 cases have been forwarded to the offi ce to date,” he noted.
Th is certainly bears watch-ing. Solomon highlighted two main points:
■ Employer policies should not be so broad that they pro-hibit the kinds of activity pro-tected by federal labor law, such as the discussion of wages or
working conditions among employees.■ An employee’s comments on social
media are generally not protected if they are mere gripes not made in relation to group activity among employees.
JERRY [email protected]
Uncivil Discourse
What to do or not do about an employee’s Face-book rant may be a tough call.
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TABLE OF CONTENTSAPRIL 2012 | Volume 81, Number 4 | www.ohsonline.com
6 Occupational Health & Safety | APRIL 2012 www.ohsonline.com
features HAND PROTECTION14 Cross-Functional Support Ensures Success
Early endorsement can prevent interruptions and maximize sustainable results in your PPE program. by Tim Paree
DEFIBRILLATORS & CPR18 Technology to the Rescue
New advancements simplify the process of using an AED. by David Bingham
FALL PROTECTION20 Caring for Your Greatest Asset
Follow these steps to develop a comprehensive safety program that fully protects workers on the job. by Adam Croskey and Randy Marzicola
26 Solving Vehicle and Warehouse Fall HazardsYour access and fall protection solutions should offer fl exible safeguarding and customization options. by Doug Ingram
FOOT PROTECTION28 My Feet Are Killing Me!
Mr. Safety, be sure to create those relationships with your front-line managers and production employees and conduct a complete hazard assessment. by Randy DeVaul
SAFETY INCENTIVES & MOTIVATION32 Make It Easy to Be Excellent
Often the best thing a leader can do is stop making it diffi cult for employees to be involved in safety. by Shawn M. Galloway
HEALTH CARE34 OSHA in Health Care:
Out of Sight & Out of Mind?Health care might feel exempt, but it looks like we fi nally got OSHA’s attention. by Scott Harris
WELLNESS38 Make Your Move: Weave Exercise Into the
Work DayThe key to making exercise part of your lifestyle is fi nding a routine that’s sustainable. by Terri Dougherty
FIRST AID TRAINING40 What is First Aid? What is First Aid Training?
First aid is tough to administer for real. Get your team used to doing it and having fun doing it, which will take some of the stress out of having to do it for real. by Barry R. Weissman
INDOOR AIR QUALITY42 IAQ and
Occupational AsthmaAs a fi rst step in looking at indoor air qual-ity, employers would be well advised to examine NIOSH’s eight-point plan for improving IAQ. by Andrew Sibley
departments4 From the Editor
10 Newsline
44 New Products
47 Product Spotlight
48 Literature Library
48 Classifi eds
49 Advertiser Index
50 Breakthrough Strategies
by Robert Pater
CINTAS FIRST AID & SAFETY
18
Find OHS on:Twitter http://twitter.com/OccHealthSafetyFacebook http://facebook.com/OHSMagazine Safety Community http://www.safetycommunity.com/profi le/OHSMagazine
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www.ohsonline.com
8 Occupational Health & Safety | APRIL 2012 www.ohsonline.com
TABLE OF CONTENTSAPRIL 2012 | Volume 81, Number 4 | www.ohsonline.com
Employee Engagement: Chocolate, Vanilla, or Strawberry?How do you get your employees to become committed to safety, to do the right thing in the moment of choice? Is it by increasing the number of safety cops? The questions come from Bill Sims, Jr., president of Bill Sims Behav-ior Change, who says every company has just three kinds of workers: Non-Compliant, Compliant, and Committed.
Shrinking a BehemothThe U.S. Postal Service’s plan to consolidate 223 mail processing plants nationwide ignited a fi erce debate about the future of one of the largest federal employers. With USPS estimating 35,000 jobs will be elimi-nated when the consolidations begin sometime after May 15, the agency’s bid to save $2.6 billion annually is a battle with its unions and with some members of Congress.
Lukewarm Interest in Employee Health?More than half of the voters in an ohsonline.com poll said their companies do nothing to encourage employees to be healthier. However, 16 percent said their employers subsidize gym memberships, which is a positive step.
The Pentagon spends $1.4 billion annually to treat health problems related to obesity, the assistant secretary of defense for health affairs says. What is your company doing to encourage employees to be healthier?
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Nothing 56%
Gym membership is subsidized 16%
On-site clinic offers programs 10%
Activity encouraged through walking meetings, etc. 9%
Healthy foods in vending machines 7%
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10 Occupational Health & Safety | APRIL 2012 www.ohsonline.com
www.ohsonline.comOn the MoveHoneywell elevated Jack Boss to the post of president of Honeywell Safety Products; he had been vice president and general manager of Hon-eywell Specialty Products. He received the Honey-well Premier Achievement Award for his work to grow the specialty chemicals business, according to the company’s an-nouncement. . . . Kaman Industrial Tech-nologies Corp. appointed Kyle Ahlfi nger area vice president of its Minarik Division, and he joined the company’s executive committee. Ahlfi nger had been vice presi-dent of marketing for Flowserve Corp.’s Flow Control Division. Kaman (www.ka-man.com), based in Bloomfi eld, Conn., distributes industrial parts and MRO sup-plies from more than 200 customer ser-vice centers and fi ve distribution centers in North America. Meanwhile, Flowserve promoted Th omas L. Pajonas from senior vice president and president of the Flow Control Division to chief operating offi cer. He retained the title of senior VP and con-tinues to report to Mark Blinn, Flowserve’s president and CEO. . . . Mason, Ohio-based material handling solutions provider Intel-ligrated appointed Howard Hammer to sales manager of its Southern Operations, based in Alpharetta, Ga. Hammer has 30 years of material handling experience and is responsible for growing the company’s distribution and fulfi llment business in that region. . . . John Saunders, director of Vir-ginia Highway Safety Services, was elected vice chairman of the Governors Highway Safety Association in January. Saunders is Virginia’s representative to the American Association of State Highway and Trans-portation Offi cials Safety Management Subcommittee, serves on the executive board of the Virginia Alcohol Safety Pro-gram, and is GHSA’s representative to the National Association of State Emergency Medical Services Offi cials. GHSA recently hired Lowell Porter as national law en-forcement liaison program manager, a new position funded by the National Highway Traffi c Safety Administration. Prior to his appointment, Porter had been director of the Washington State Traffi c Safety Com-mission since 2005, according to GHSA. .
. . Sherry Busbee joined San Jose, Calif.-based EK Health Services, Inc., a national worker’s compensation managed care company, as direc-tor of case management, Eastern Region. Busbee, a Certifi ed Disability Man-agement Specialist and Certifi ed Case Manager, is based in Memphis. . . . Blue Giant Equip-ment Corp. (www.bluegiant.com) opened a new, 22,000-square-foot dock equip-ment and parts stocking location in Santa Fe Springs, Calif. Th e company sells dock levelers, vehicle restraints, and other load-ing dock and material handling equipment. . . . Th e American Society of Concrete Contractors’ Safety and Risk Manage-ment Council re-elected Steve Pereira of Professional Safety Associates (Denham Springs, La.) as council director and Scott Winkler (Hamilton, Ohio) as secretary/treasurer. New directors Mike Dawson, Al Padelford, and Ray Raffi n were elected, and Helen Prince and E. Byron Spencer were re-elected. For more information, visit www.ascconline.org. . . . Jeff Coles was elevated to president of Schindler Elevator Corporation’s Canadian operations aft er serving as its national sales and marketing manager. Coles also has worked as director, service sales and national accounts in the United States and branch manager in Ot-tawa during his 13 years with the company.
How Much Does Marijuana Impair Drivers?Following is a sample of the comments about “Marijuana Use Doubles Risk of Car Crash, Study Says,” an ohsonline.com news story posted Feb.13:
Mon, Feb 13, 2012 (Charles Wilson, Seattle): Th is issue begs for general system type studies. Back when I lived in Texas, al-cohol sales silliness forced folks to drink in “clubs” and drive home for inability to buy their beverages and use it at home AND there was no open container law — it was legal to drink and drive. If marijuana use doubles the accident rate of smokers who drive BUT keeps 95% of users out of the car (until the snack supply is exhausted), highway deaths may be avoided by subsidy of home pizza delivery and marijuana use. What if marijuana kept folks from drink-ing?? Probably a lousy theory but there
is a point to make. Brain-liquifying ear buds and digestion aiding woofers might be a MUCH greater public safety hazard but this may reveal my prejudice to music choices more than anything else. Measure-ments of hazard and success must be done carefully to be valid in issuing restrictions.
Mon, Feb 13, 2012 (Editor): Th ank you for your comments. Th e full version of the study is available at http://www.bmj.com/content/344/bmj.e536. Th e study, published in an international, peer-reviewed medical journal (British Medical Journal) was car-ried out by the Department of Commu-nity Health and Epidemiology at Dalhousie University, Halifax, Canada. Th e analyses focused on tetrahydrocannabinol, the main psychoactive component of cannabis. Th e authors said they searched for any positive test for active metabolites of tetrahydro-cannabinol, and assessed the presence of tetrahydrocannabinol alone, in the absence of alcohol or other drugs. Th e research included in the meta-analysis included observational studies of drivers who had been treated for serious injuries following a crash, or who had been part of a fatal crash. When results from the nine studies were grouped together, the risk of driving under
JACK BOSS
SHERRY BUSBEE
ADVISORY BOARDJoe E. Beck
Professor, Environmental Health ScienceEastern Kentucky University
Richmond, Ky.
Leo J. DeBobes, MA (OH&S), CSP, CHCM, CPEA, CSC, EMT
Stony Brook University Medical CenterStony Brook, NY
Scott LawsonThe Scott Lawson Companies
Concord, N.H.
Angelo Pinheiro, CSP, CRSP, CPEASenior HES ProfessionalMarathon Oil Company
Houston, Texas
William H. Weems, DrPH, CIHDirector, Environmental & Industrial Programs
University of Alabama College of Continuing StudiesTuscaloosa, Ala.
Barry R. Weissman, MBA, REM, CSP, CHMM, CHS-V, CIPS
Corporate Manager — Health & SafetyBenjamin Moore Paint Co.
Flanders, N.J.
Henry WrightVice President & Manager - Risk Control
BB&T Insurance Services Inc.Charlotte, N.C.
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the infl uence of marijuana was nearly twice that of driving while unimpaired. In seven of the nine studies the risk of a crash went up when drivers had smoked marijuana within a few hours of the accident. Th e oth-er two studies found that the risk of having a collision while under the infl uence was lower than that of sober drivers.
Mon, Feb 13, 2012 (Bill, Suncook, NH): Th is article is so not true. I’ve smoked mari-juana constantly for over 30yrs and never had an accident because of it. I can’t even name one person that I’ve smoked with in all that time whom have had an accident because of marijuana. Alcohol yes, weed
no. Th e real problem is talking/texting on a cell phone.
Mon, Feb 13, 2012 (Need More Info): I appreciate Joe’s comments above but I’d like OH&S to check these fi gures. I also want to know why the fi rst metric mentioned is 3 hours and the second is 12. Finally, I want to know about pot’s involvement in indus-trial accidents.
Mon, Feb 13, 2012: I am a medical marijuana patient and I can say that the study is bunk. I have a perfect driving re-cord and no accidents. First, the eff ects of THC do not last beyond 3-4 hours (if even that), so the 12-hour reference has no prac-
tical meaning or useful application here. Moreover, because marijuana is the most widely used drug in the world today (other than alcohol), the study’s fi ndings are fun-damentally fl awed. We are fi ghting the wrong beast here.
Mon, Feb 13, 2012 (Joe): To put this in perspective: Driving at the legal intoxi-cation limit of .07% BAC, you are over 10 times more likely to be involved in an ac-cident. If driving while texting you are 8 times more likely to be in an accident. If driving while talking on a cell phone or to passengers you are 4 times more likely to have a accident. If using marijuana you are 2 times more likely to be in an accident, about the same as if you were listening to the radio. Marijuana doesn’t remove your inhibitions like alcohol, it makes you more cautious.
Quotable“Th e epidemic that is prescription drug abuse in Kentucky is not just an addic-tion problem, it is a systemic problem that jeopardizes economic stability, destroys families, and ruins lives. It is incumbent that we, as lawmakers, ensure any danger-ous controlled substances are administered for legitimate purposes and in reasonable amounts.”— Kentucky Senate Majority Leader Robert Stivers, speaking Feb. 6 about several pro-posed bills targeting prescription drug abuse
M&A News■ MSC Industrial Direct Co., Inc. (www.mscdirect.com, Melville, N.Y.) signed a de-fi nitive agreement to acquire the assets and assume certain liabilities of ATS Industrial Supply, Inc. in January. Terms were not dis-closed; MSC said ATS generated approxi-mately $34.5 million in sales in 2011. ATS has its headquarters in Salt Lake City and distributes industrial tools, cutting tools, abrasives, machinery, precision instrument supplies, and other MRO-related supplies.
■ Reed Exhibitions’ ISC Events port-folio recently added the Expo Seguridad Mexico (ESM) and Mexico Safety Expo events and will present them together this month at Mexico City’s Banamex Center. Th e April 24-26 ESM is sponsored by the Latin American Security Association and co-located with Mexico Fire Expo, Mexico Safety Expo, and Facilities Mexico.
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HAND PROTECTION
14 Occupational Health & Safety | APRIL 2012 www.ohsonline.com
Everyone within a manufacturing facility can benefi t from a comprehensive personal protective equipment (PPE) program. To be successful, however, the program must gain
key stakeholder support at the executive and plant management levels early in the process to optimize the results.
Safety and procurement managers at a medical device manufacturer, for example, suspected the com-pany was paying too much for employees’ hand pro-tection. Th e company partnered with a PPE manufac-turer to assess the gloves used for various applications to determine whether workers were wearing the best products. Th e assessment also was designed to iden-tify best practices.
Assessment results revealed workers in several
manufacturing areas were wearing gloves that were not aligned with their protective needs. Recommen-dations were made for hand protection products that would provide the appropriate level of protec-tion while reducing product and related costs by 30 percent. Savings would result from fewer injuries, improved cost performance, PPE laundering, and controls. But challenges arose when regulatory com-pliance personnel and departmental supervisors — key representatives within the organization who were not included during the early stages of planning — did not support implementation. Th ese individuals lacked ownership involvement because they were not invited to participate in the process when the improved PPE program launched.
While the plant was able to achieve its injury re-duction objectives, the company realized only 2.4 percent of the potential cost savings. Savings were at-tributed to reduced injuries and compared to the 30 percent program savings that would have been pos-sible if the company had implemented all of the rec-ommendations.
The Right Executive CombinationMany manufacturers recognize a comprehensive PPE program as an important tool for creating a safe and productive work environment while reducing costs. Obtaining cross-functional support during the pro-gram’s early stages will help to achieve quantifi able and sustainable performance results.
Every executive within a manufacturing company has his or her own pain points and concerns. Safety and operational executives, for instance, want to pre-vent injuries and improve effi ciencies; procurement seeks to optimize facility costs. Quality assurance is interested in factors such as throughput, defect rates, and yields, and unions play a pivotal role in ensuring worker welfare.
A successful PPE program should have executive sponsorship and early endorsement from everyone who can facilitate the implementation of improve-ment opportunities and benefi t from the program’s results. Departments such as fi nance, engineering, regulatory compliance, and human resources should be included, in addition to the above areas.
Establishing a line of communication between the PPE partner and key cross-functional stakeholders
Cross-Functional Support Ensures SuccessEarly endorsement can prevent interruptions and maximize sustainable results in your PPE program.BY TIM PAREE
ANS
ELL PRO
TECTIVE PR
OD
UC
TS
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helps to ensure product recommendations are aligned with organi-zational requirements and best practices are adopted across the en-tire plant or multiple sites. Gaining the endorsement of key repre-sentatives early in the process reduces the likelihood of roadblocks that can prevent implementation of a comprehensive PPE program that has the potential to provide substantial value.
Unnecessary interruptions not only negate the time invested but prevent the organization from gaining the performance ad-vantages and cost savings that can result from a comprehensive PPE program.
Gaining Support at the Plant LevelOnce cross-functional endorsement is obtained at the corporate level, the next step is to gain the same level of support at the factory level. Managers within the plant must understand the importance of working together to optimize a PPE program that will meet over-all company initiatives and achieve bottom-line improvements.
Some companies begin by distributing a corporate letter of endorsement that outlines the program’s specifi c objectives and expected results. Other facilities use communication tools pro-vided by the PPE partner, such as brochures and online mes-
sages, to explain potential deliverables.Once corporate level executives introduce the program and
its objectives, the plant(s) typically schedules meetings to develop milestones and timelines to ensure successful progression. Th e PPE partner can help to facilitate departmental manager meet-ings to introduce the assessment, explain the program imple-mentation process, and discuss the potential to improve workers’ safety and compliance.
Th e initial meeting presents the opportunity to address the value the improved PPE program can provide to cross-functional stakeholders — whether it’s reducing the number of SKUs and related carrying costs or meeting quality assurance objectives to reduce the number of reworks. Encouraging personal interaction between departmental managers and the PPE partner presents the chance for stakeholders to create a dialogue regarding expectations and procedures.
Continuous ImprovementBased on the company’s size, all PPE recommendations should be tested within several departments or at two or three plant locations before the improved program is rolled out companywide. Testing the proposed solutions will allow the manufacturer and PPE part-ner to make any necessary product and process adjustments prior to implementation.
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Every executive within a manufacturing company has his or her own pain points and concerns.
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HAND PROTECTION
Stakeholders should understand from the start that the PPE im-provement program is not a one-time eff ort; it is a continuous pro-cess designed to enhance the organization’s return on investment. Benchmarks will be established that can later be used to validate improvement opportunities and confi rm additional cost savings.
Once PPE product and practice changes have been in place for a mutually agreeable time period, the executive sponsor and PPE partner should re-engage key stakeholders to review the results. Corporate and plant level management will measure the fi nancial impact of recommended solutions and provide feedback as to how the solutions are working throughout the plant or across multiple locations. Any required product and process adjustments can be implemented as needed to further reduce costs or improve opera-tional processes.
Th is evaluation session, subsequent measurement, and follow-up are essential to ensure that sponsor objectives for optimal busi-ness solutions and best practices are met and the company reaps the greatest ROI.
SummaryA comprehensive PPE program that has the support of key stake-holders at the corporate and plant levels has the potential to yield signifi cant safety, productivity, and cost improvements. An auto-motive manufacturer, for example, was able to decrease injuries by 70 percent and reduce SKUs 24 percent by implementing recom-mendations resulting from a comprehensive PPE program that had the endorsement of key safety, procurement, operations, and production personnel from the start.
Gaining cross-functional commitment for a comprehensive PPE program not only will move the improvement process for-ward, but also will ensure the company benefi ts from optimal cost and performance advantages that positively impact the bottom line.
Tim Paree serves as National Corporate Accounts Manager for Ansell Protective Products. During his 10 years with Ansell, he has served as CE/Pharmaceutical Specialist North America and National Accounts Manager for distribution. Paree manages corporate cus-tomer projects, coordinating comprehensive site assessments around Ansell’s Guardian® cost savings and profi t improvement platform.
For more information about how to implement a comprehensive PPE program, visit www.ansellpro.com or call 800-800-0444.
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0412ohs_014_016_Paree_v3.indd 16 3/12/12 10:01 AM
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Untitled-5 1 3/9/12 12:48 PM
DEFIBRILLATORS & CPR
18 Occupational Health & Safety | APRIL 2012 www.ohsonline.com
An employee at an offi ce building suddenly collapses at his workstation. Nearby em-ployees call 911 and perform cardiopul-monary resuscitation but hesitate to use a
nearby automated external defi brillator. When para-medics arrive 10 minutes later, they pronounce him dead. Th e cause of death was sudden cardiac arrest (SCA), which is a survivable event when the victim is shocked by an AED.
Th is scenario is not far-fetched. A 2010 study pub-lished in the Annals of Emergency Medicine found that more than half of respondents at an Amsterdam train station would be unwilling to use an AED during an emergency. Many survey respondents said they did not know how an AED works or feared harming the patient. Some also feared potential legal ramifi cations despite the existence of Good Samaritan laws.
Although AEDs greatly increase SCA survival rates when deployed, much still needs to be done to encourage use of these life-saving devices. New AED technology is making it easier for anyone to feel com-fortable responding in an emergency situation.
Simplifying the Rescue ProcessResearch from the University of Washington’s De-partment of Medicine showed that the speed of AED use by untrained children is only slightly slower than that of trained medical responders. Th e sixth-grade participants were fi rst-time rescuers in a mock SCA emergency, yet they still were able to off er help in an average of 90 seconds. As this research convincingly demonstrates, virtually anyone can properly use and deploy an AED with minimal training. Just this fact alone should ease the fears of anyone hesitating to use an AED.
“Advancements to AED technology have been sig-nifi cant in recent years and are further encouraging bystanders of the ease of use of these life-saving units,” said Lisa Levine, president of the Sudden Cardiac Ar-rest Association. “From improvements that prevent unnecessary shocks to picture and voice prompts, and even AEDs that operate in various languages, the industry is ensuring that laypersons will feel comfort-able if and when they have to use a defi brillator.”
Today, new technology in AED equipment in-cludes features such as video instructions that enhance audio guidance on the necessary steps to take during
a rescue. Th ese instructions prompt the responder to call for help (dial 911) and then visually demonstrate the rescue process step by step. In essence, the AED acts as a “personal coach” until emergency respond-ers arrive.
Th e video display illustrates where to locate the defi brillation pads on the unit, where they should be placed on the individual, and how to deliver CPR to the victim. Some AED models even provide feedback to the responder about the rate and depth of chest compressions to help the responder provide more ef-fective CPR.
In addition to having concerns over how to prop-erly deploy equipment, potential responders may also be concerned about causing additional harm to victims. Many people incorrectly believe AEDs can harmfully shock a victim, even though AEDs are de-signed to shock only individuals who are in cardiac arrest in order to reverse abnormal rhythms of the heart. For this reason, some responders may be hesi-tant to push the shock button. Now, however, AEDs have been introduced with an automatic shock op-tion that, aft er correctly identifying the victim’s heart rhythm, will deliver the life-saving therapy without any user intervention.
“Many times adults over-think the rescue process because an AED may be labeled with ‘For Trained Personnel Only’ or because they may fear the com-plexity or safety of the device,” said Levine. “Th e most important step is overcoming these fears and taking action. Ultimately, creating a culture that understands what an AED is and how it is used will ensure that more lives can be saved.”
Improving Unit MaintenanceToo oft en, facility managers assume that just purchas-ing an AED and having it on site will provide suffi -cient preparation for emergencies. However, ongoing maintenance is essential. AEDs are eff ective only if they are properly maintained with working batteries and pads.
A 2011 study published by the American College of Emergency Physicians found that dead batteries account for nearly 25 percent of AED failures. Bat-teries can last anywhere from two to seven years, depending on the brand, the environment (tempera-ture and humidity) where the units are stored, and whether the unit is used frequently for training or for treatment of SCA victims. While all AEDs have an active status indicator that will alert owners visually and/or audibly of a low battery, one new model has
Technology to the RescueNew advancements simplify the process of using an AED.BY DAVID BINGHAM
0412ohs_018_019_Bingham_v5.indd 18 3/9/12 4:38 PM
www.ohsonline.com APRIL 2012 | Occupational Health & Safety 19
a maintenance screen displaying the pad and battery expiration dates and the battery life remaining.
AED pads, which use gel to make contact with the victim’s skin, also have a certain shelf life (typically, from 18 to 30 months). Here, again, technology has been developed to improve AED operation and maintenance to avoid use beyond important expiration dates. AEDs notify responders if the pads are connected or are applied correctly on the victim’s chest to maximize their eff ectiveness. Also, devices with “intelligent” pad technology detect when the pads need to be replaced based on their expiration date or whether the pads have enough gel to perform defi brillation. Owners are alerted by a fl ashing red light, an audible alarm like a smoke detector, or a warning indicator that appears on the unit.
Video prompts further assist in maintaining units, with visual guides of how to replace batteries and pads and how to upgrade the device’s soft ware. Recent improvements to the process of updating soft ware mean that owners no longer have to send their units back to the manufacturer for updates, which could leave them without an AED until it is returned. Now, digital cards and USB ports allow owners to update their AEDs in the fi eld by downloading soft ware electronically. Enabling soft ware to be upgraded in the fi eld keeps AEDs in optimal working condition and on site at all times.
Straightforward SolutionsWith advancements in voice prompts, video displays, and other user interfaces, new technology has made AEDs even simpler for anyone to use. However, technology itself is insuffi cient without regular upkeep. Business owners must continually ensure that units are in working order and that staff members receive training so they know how to deploy and maintain the equipment. Th ey should place AEDs in central locations with signage that easily identifi es the equipment and its purpose, much like wall-mounted cases for fi re extinguishers.
Because SCA is frequent in public places and oft en occurs at a distance from immediate medical help, implementing an AED pro-gram that encourages early defi brillation is a smart precaution. With approximately one person dying every two minutes from SCA, an in-creased use of AEDs and a greater understanding of how they work may be the diff erence between saving a life and losing one.
David Bingham is the director of AEDs and Training at Cintas First Aid & Safety, which provides a full-service AED management pro-gram and is the largest provider of fi rst aid, CPR, and AED training in the country. For more information, visit www.cintas.com or call 877-937-2811. For more information about the Sudden Cardiac Ar-rest Association, visit www.suddencardiacarrest.org.
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0412ohs_018_019_Bingham_v5.indd 19 3/9/12 4:38 PM
FALL PROTECTION
20 Occupational Health & Safety | APRIL 2012 www.ohsonline.com
By creating and nurturing a culture of safety, companies not only can prevent workers’ in-juries and illnesses, but also reduce the high costs associated with worker’s compensation
and increased insurance premiums, thus improving the bottom line. A rigorous, comprehensive safety pro-gram, endorsed by management and employees alike
and assessed by third-party experts, can help organiza-tions achieve constant, continuous improvement.
Workplace accidents and injuries have a fi nancial, economic, and social impact on companies in every industry. Th e National Safety Council has estimated each disabling injury amounts to $39,000.1 Th is fi g-ure includes wage losses, medical and administrative
Caring for Your Greatest AssetFollow these steps to develop a comprehensive safety program that fully protects workers on the job.BY ADAM CROSKEY AND RANDY MARZICOLA
0412ohs_020_024_Croskey_v4.indd 20 3/12/12 10:37 AM
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22 Occupational Health & Safety | APRIL 2012 www.ohsonline.com
FALL PROTECTION
expenses, and employer costs. Also, according to some sources, worker’s compensation costs resulting from disabling injuries amounted to $50.1 billion (adjusted for potential infl ation) in the United States in 2011.2
However, there also is a signifi cant indirect fi nancial impact that arises as the organization and the worker begin to recover from an incident: lost production, lower sales, and fi nes from OSHA, as well as the expenses of recruiting, retraining, and replacing employees. In addition, the company must contend with low employee morale and internal and external perceptions of an unsafe workplace.
A consistent pattern was apparent in the kinds of violations that have been cited most frequently by OSHA during the past three years. Scaff olding, fall protection, and Hazard Communication have been the top three areas named in OSHA’s annual list of most frequently cited violations.3,4,5 According to the Centers for Disease Control and Prevention, fall-related injuries account for nearly 9 million emergency room visits each year.6 In addition, the costs as-sociated with falls on the same level and falls to a lower level — the second and third causes of disabling injuries in 2009 — have risen by 34.2 percent and 10.2 percent, respectively, in the past 12 years.7
Scaff olding and fall protection continue to be problematic be-cause organizations oft en fi nd it diffi cult to execute simple, cost-eff ective solutions. Two possible reasons for this growing trend are that people think tasks that present a risk for a fall occur rarely and it’s too burdensome to conduct a formal assessment to determine how that risk can be completely eliminated, making it easy to look the other way. However, that only exacerbates the problem, result-ing in more falls on the job site.
Realizing a Multitude of Benefi tsMany smaller companies may be overwhelmed by starting a safety program because of the perceived time and costs involved in its development. Working with a consultant should help companies identify low-cost tactics they can implement.
Th e most important overall benefi ts of a comprehensive safety program are the ones it provides to the company and its employees. An organization’s most important assets are its people. Employees, regardless of the industry, possess invaluable business knowledge and specifi c skills acquired through extensive training and experi-ence. Safety is a fundamental element in recruiting and retaining workers and can certainly enable them to feel appreciated. Making people feel their well-being and health are important also boosts morale and improves a company’s reputation in the community. Th e end result of a safety program — continuous improvement with management and employee involvement — should help over-come any barrier that may arise when creating the plan.
Best Practices: Analyze, Implement, and MonitorAft er OSHA releases its annual list of most frequently cited viola-tions, companies should take the time to review their own safety policies. Most of the violations included in OSHA’s report can eas-ily be prevented, protecting workers from harmful injury. OSHA citations have risen recently: OSHA recorded 68,076 violations in 2009, a 167 percent increase from the year before.8 Being more dili-gent in the workplace and having the right culture in place can help
jump-start a comprehensive and eff ective safety program. When an organization begins to develop such an initiative, it should consider the following best practices:
■ Select a consistent safety methodology. Some construction companies have adopted workplace safety initiatives such as Target Zero and Six Sigma with the goal of eliminating all accidents on the job site. Set key performance metrics and goals for the safety program. Consider industry benchmarks — accidents, days lost — that impact the business the most.
■ Mobilize management and your workforce. Th e ideal safe-ty management program requires cooperation between manage-ment and workers. Management should make safety a high prior-ity for the company and encourage workers to take the program seriously. Employees should be able to report incidents that aff ect everyone’s overall safety without fear of reprisal.
■ Conduct a comprehensive safety analysis. Review all tasks in the workplace, giving the greatest priority to such high-risk areas as fall protection, lockout/tagout, confi ned spaces, electrical safety, lift ing and rigging, and heavy equipment use, since failures in those places can have serious — and fatal — consequences.
■ Evaluate the hazards of each task and make plans to correct them. Workplaces need to get more proactive about phasing out problematic procedures and replacing them with new, safer prac-tices. Implement solutions to ensure the right equipment is being used for the right job. For example, if a company is striving to pre-vent falls, which are consistently one of the most frequently cited violations, an extension ladder or makeshift scaff old may not be the best choice for workers who need to use hand tools to access a motor or fi lter high above the shop fl oor.
■ If possible, use a trusted and objective third party to con-duct safety assessments or external reviews. It can be diffi cult for a company’s internal safety team to complete intensive self-audits because they can see their program from an insular view. A third party can bring in a fresh perspective. For organizations with fewer than 250 employees, OSHA off ers a free consulting program to help small businesses identify workplace hazards, advising on compliance and assisting in creating workplace health and safety programs.9
■ As the safety program is implemented, publicly display the metrics where a majority of employees can see them. Compiling the statistics on a dashboard on the shop fl oor, for example, helps reinforce the company’s commitment to a culture of safety and en-ables workers to take a more active role as the organizations strives to meet its goals.
■ Provide ongoing education and training as a commitment to health, safety, and overall quality so management and workers alike have the proper skills to complete their jobs in a safe manner.
■ Constantly monitor and evaluate the program to ensure it is meeting the established benchmarks. As the company continues to refi ne its internal injury-prevention processes, it can examine industry leaders who are the most successful in preventing injuries in the workplace and emulate their best practices.
By adopting some of the best practices above, companies can create a comprehensive program that not only reduces injury in the workplace and keeps workers healthier but also helps contain
0412ohs_020_024_Croskey_v4.indd 22 3/12/12 10:37 AM
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CIRCLE 16 ON CARD
FALL PROTECTION
24 www.ohsonline.com
high health care costs and immediately im-proves the bottom line. With a safety plan in place, organizations are in a position to provide better health care coverage for their workers and minimize any increases to insurance premiums. A comprehensive injury-prevention program also ensures the company is compliant with OSHA and other federal agencies that enforce regula-tory requirements in the workplace, help-ing to eliminate fi nes and citations. In addi-tion, a program that strives for continuous improvement with detailed and specifi c ac-
tivities for management accountability and employee involvement will help to boost productivity.
Adam Croskey, director of safety for JLG Global Manufacturing, is responsible for strategic direction and implementation of JLG’s safety management system. He has more than 15 years of experience in world-class safety programs at many well-known companies in the airline, automotive manufacturing, logistics, and construc-tion equipment machinery manufactur-
ing industries. Randy Marzicola, director of channel development at the company, leads the Lift Pod initiative for global busi-ness development. His main responsi-bilities include leading strategic planning, building distribution, and managing key partnerships. He has more than 20 years of experience in sales, marketing, and busi-ness development.
Th e views expressed here are those of the authors and do not necessarily refl ect those of JLG Industries, Inc., its parent cor-porations, subsidiaries, or affi liates.
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REFERENCES
1. National Safety Council Injury Facts, 2008 Edition, https://www.usw12775.org/uploads/InjuryFacts08Ed.pdf
2. 2011 Workplace Safety Index, Liberty Mutual Research Institute for Safety
3. OSHA’s Top 10 Most Frequently Cited Violations for 2011 (top 3: scaffolding, fall protection and hazard communication), http://www.osha.gov/Top_Ten_Standards.html
4. OSHA’s Top 10 Most Frequently Cited Violations for 2010 (top 3: scaffolding, fall protection and hazard communication), http://www.nsc.org/safetyhealth/Pages/osha_unveils_fy_2010_most_frequently_cited_violations.aspx
5. OSHA’s Top 10 Most Frequently Cited Violations for 2009 (top 3: scaffolding, fall protection and hazard communication), http://www.nsc.org/Pages/OSHAReportson-Top10SafetyViolationsfor2009.aspx
6. Injury-related visits to hospital emergency departments, by sex, age, and intent and mechanism of injury: United States, average annual, selected years 1995–1996 through 2007–2008, Centers for Disease Control and Prevention, 2010, Table 90 (page 1 of 2), http://www.cdc.gov/nchs/data/hus/hus10.pdf#090
7. From Research to Reality: New Research Directions, Liberty Mutual Research Institute for Workplace Safety (downloadable PDF), http://www.libertymutualgroup.com/omapps/ContentServer?pagename=LMGroup/Views/LMG&ft=2&fi d=1138356633468&ln=en
8. The Obama Approach to Public Protec-tion: Enforcement, OMB Watch http://www.ombwatch.org/fi les/regs/obamamidtermen-forcementreport.pdf
9. OSHA’s on-site consultation for small busi-nesses, http://www.osha.gov/dcsp/smallbusi-ness/consult.html
10. Injury and Illness Prevention White Paper, OSHA, http://www.osha.gov/dsg/InjuryIll-nessPreventionProgramsWhitePaper.html
11. Fall Injuries Prevention in the Workplace, Centers for Diseases Control and Prevention, http://www.cdc.gov/niosh/topics/falls/
http://www.osha.gov/dep/2010_enforce-ment_summary.html
0412ohs_020_024_Croskey_v4.indd 24 3/12/12 10:37 AM
FALL PROTECTION
26 Occupational Health & Safety | APRIL 2012 www.ohsonline.com
With hundreds of fatal injuries and thou-sands more non-fatal injuries reported every year due to falls in the workplace, selecting and implementing the appro-
priate access and fall protection equipment is crucial to maintaining worker safety and productivity. Fall risks exist in a broad range of industries; for instance, in applications where liquid or dry materials are en-tering or leaving a facility, such as a manufacturing or chemical processing plant, a fall risk occurs when workers are required to get on top of the transport ve-hicles for loading and unloading processes.
Typically, vehicles that require the use of access equipment (such as isotainers, tanker trucks, and railcars) are as tall as a multi-story building, making any falls highly dangerous or even deadly. Th erefore, understanding the various fall protection and access equipment, as well as their features and benefi ts, en-ables facility managers to ensure the appropriate level of protection for any application without hindering work. For additional application suitability, access and fall protection solutions should off er fl exible safe-guarding and customization options.
Access and fall protection are not “one size fi ts all” solutions. To accommodate diverse safety needs and application specifi cations, there are multiple solutions available, including gangways and safety bridges, loading racks, platforms, and more. Each application — including tank trucks, railcars, and mezzanines —should be fi tted with solutions that are ideal from both a usability and safety standpoint.
Multiple Solutions for Tank TrucksTank trucks typically require access and fall protec-tion equipment to make loading and unloading pro-cedures safer and more effi cient. Loading racks are easy to install and feature heavy-duty construction, making them ideal for outdoor applications.
With advancements in construction and design, loading racks are now less susceptible to breakage. If installed incorrectly, traditional, slotted mid-rail de-signs could easily break when force is applied, result-ing in new safeguarding concerns. Loading racks with an innovative, telescoping mid-rail design can be se-lected to alleviate this concern. Th e telescoping mid-rail is easier to install and fl exible enough to prevent
breaking when subjected to force, ensuring suffi cient fall protection.
Gangways and safety stairs also provide superior and customized access and fall protection for tank trucks. Primarily used to load and unload tank trucks that have a standard platform width, gangways can be equipped with an optional self-leveling hoop and can be mounted off the side of a platform with fl ush mount brackets. Standard gangways are designed for top loading or inspection installations, where the ve-hicle is located at a fi xed position from the platform. Th ese gangways provide an ideal solution when the working range, which is limited to the level of the platform and the vehicle being serviced, is within 15 degrees above or below the platform height.
Combating Railcar RisksTypical loads hauled on rail cars range from liq-uids to gases and hazardous materials. Because they oft en exceed heights of 15 feet and are found in various shapes, railcars present an unstable work surface, which results in a high percentage of fall injuries every year.
As with tank trucks, implementing gangways, safety stairs, and loading racks can combat risks as-sociated with railcars. With multiple customizable features in terms of material, fl ush or pivot mounting, side-track, and more, these safety solutions can be tai-lored to meet the access and fall protection needs of diverse railcar applications.
Further, given the inherent dangers associated with working atop railcars, gangways and safety stairs compensate for the elevated workstations by allowing users to easily manipulate them, reducing the amount of energy necessary to position them. Th ey feature simple, compact tension spring balances, requiring only a slight push or pull to position them for safe ac-cess. Th is is particularly ideal for railcars; stationary railcars oft en are passed by speeding trains on adja-cent tracks, which creates excess wind that increases workers’ instability.
Lifeline systems also can be used with railcars to provide additional protection when workers require mobility on the vehicle itself. Featuring durable steel cable supports, lifeline systems are designed to pro-vide safe access and continuous fall protection to any operator requiring horizontal mobility. Th is promotes productivity while ensuring safety.
Doug Ingram is general manager of Green Access & Fall Protection for Benko Products Inc. (www.benko-products.com) of Sheffi eld Village, Ohio.
Solving Vehicle Fall HazardsYour access and fall protection solutions should offer fl exible safeguarding and customization options.BY DOUG INGRAM
0412ohs_026_Ingram_v3.indd 26 3/9/12 4:39 PM
FOOT PROTECTION
28 Occupational Health & Safety | APRIL 2012 www.ohsonline.com
Here lies yet another article regarding foot protection in the workplace. One would think that, for as long as this standard has been in place, we would fi nd every work-
place in compliance and experiencing fewer foot in-juries than in previous years. Working as a consultant the past few years, however, I have continued to visit facilities where foot protection is neither provided nor worn, leading to a continuance of foot injuries. And in 2010, foot injuries made up 25 percent of all reported disabling injuries!
In addition to the direct injury costs from not wearing protective footwear — not forgetting the employee’s costs associated with healing and recov-ery — there are numerous other costs associated with not selecting the proper footwear, which leads to foot conditions that end up requiring expensive medical attention. Th ese costs do not always get “recorded” because the employee actually cannot fi le a work in-jury as occurring at a specifi c time. Rather, it creates a more chronic foot condition from wearing inadequate footwear. Th ese conditions do, however, impact the employee’s ability to fully perform the tasks for which the employee was hired. As a result, the employer also feels the impact from reduced work output and in-creased absenteeism.
When (maybe I should say, “If ”) an employer con-ducts the required hazard assessment for determining what PPE must be put in place, consider a more com-plete assessment of foot protection that goes beyond whether an employee risks having something land on his foot. Getting this one right the fi rst time will ensure better overall performance and profi ts even though it may appear a little more expensive up front.
Here are some of the considerations concerning protective footwear. Knowing that a hazard exists should certainly provide clear guidance to implement a policy around wearing protective footwear. Com-mon injuries for no or inadequate footwear include crushed or amputated toes or feet, punctures, cuts, burns, shock or electrocution, sprains, strains, and fractures.
Additionally, starting off with ill-fi tting footwear complicates problems by causing blisters, walking pain, potential hip and back dislocations and pain, corns and calluses, malformed toes, arthritis, fallen arches, and fungal infections, to name a few. Any of these problems can result in the employee needing time off for appointments and treatment, changes in work assignments, higher absenteeism, lower overall performance, and even job endangerment if the em-ployee is unable to perform at the expected levels — all a result of the wrong shoe or boot.
The Value in Employer-Provided FootwearWith the relatively recent OSHA “clarifi cation” on em-ployers purchasing PPE for employees, we continue to hear the argument that footwear may be considered a “personal” item that eliminates the need for an em-ployer to purchase it. Unless there are specialty foot-wear requirements, that argument may be valid. Th e problem lies in that the employee is now left with a couple of options. One, fi nd the cheapest protective footwear possible to comply with the employer’s re-quest to wear it; two, just ignore the hazard and con-tinue wearing “work boots” and hope everyone is lucky today and no one gets hurt.
I have experience dealing with employees who developed foot problems as a result of “specialty” footwear that was required in our facility. When they brought it to the company’s attention, it became a worker’s compensation topic. We set up appointments with foot specialists and even paid for physician-prescribed custom-designed footwear for a couple of employees. Th e employees were grateful that the company showed concern, took the responsibility to address the problem, and eliminated the need for on-going or extended treatments.
From that experience, I also learned it was far less expensive for me to research and identify the best footwear for our needs and cover the purchase of that footwear rather than sending employees to get their own with a reimbursement program or an allotted amount of cash. Even then, we had to deal with ad-ditional issues — working, walking, and standing on a variety of ground and fl oor materials, such as con-crete, asphalt, steel grating, and platforms. We used a wet process, so we always had a mix of wet and dry fl ooring and stairs, followed by weather-related issues that included seasonal snow, ice, sand, and other slip-
My Feet Are Killing Me!Mr. Safety, be sure to create those relationships with your front-line managers and production employees and conduct a complete hazard assessment.BY RANDY DEVAUL
0412ohs_028_030_DeVaul_v3.indd 28 3/9/12 4:39 PM
30 Occupational Health & Safety | APRIL 2012 www.ohsonline.com
FOOT PROTECTION
and-fall traction concerns.Since slips and falls rank high among
the cause of injuries, remember that one type of sole does not work for every situ-ation in the workplace. Identifying the one type that works the best overall or by purchasing diff erent types for specifi c de-partments and applications are ways to minimize traction and fall hazards. If the employer is not thinking about this as part of the selection process, though, it oft en gets ignored or missed until the high-cost injury occurs.
Now that we understand that decisions around foot protection go much further than simply having the employee pick out a shoe he likes or can aff ord, here are some considerations and reasons for making a more complete assessment related to pro-tective footwear.
At the outset, foot injuries and chronic foot conditions that are not addressed early on can become very expensive in treat-ment, time, money, and employee perfor-mance. Being an employer that does not require protective footwear when hazards may be clearly present sets the employer up for not only a high-risk injury, but also all the fallout addressed above. Going beyond the basics and assuming that you who are reading this are much more conscientious about this topic, there are “hidden” consid-erations, as well.
Footwear Testing and SizingProtective footwear is tested with a num-ber of criteria: impact and compression, puncture, heat, cuts, electrically conduc-tive, static, and traction, to name a few. Other factors include specifi c applications to address wet conditions (waterproof) and
temperatures (hypothermia and freezing or high-heat applications).
Footwear also is identifi ed under ANSI standards as to whether it is for a male or female. Many facilities purchase one style shoe or boot in a variety of sizes, with women selecting the appropriate men’s size. Th is is a common mistake. Th ough some-times the sizing can be adjusted, the best fi t and least amount of complications come when a female employee selects footwear designed for the female foot.
Th ere are obvious limitations to protec-tive footwear. For example, generally the best foot protection available for general industry has a ANSI impact rating of 75, meaning it has been tested by dropping 75 pounds on the toe from a height of 18 inches. Th is is not bad, but when the risk of something falling on a foot is fi ve tons, the employee begins to realize that not getting under a suspended load is a practice that is as important to maintain to keep his feet functional as to keep him alive.
As a side note, this oft en brings up the discussion by an employer for not provid-ing or requiring protective footwear in the fi rst place. Aft er all, goes the argument, nothing will stop that fi ve tons from crush-ing a foot and having a steel toe cap cut through the toes from that much weight is not really safer for the employee, right?
If we follow that logic, then I suppose we don’t need arc fl ash protection since we don’t have clothing that will survive a 3,000 F degree fl ash; we don’t need a hard hat since we have 12-ton steel beams over-head; we don’t need work gloves since we have 50-pound boxes that could fall on our fi ngers. Really?
Another factor for which employers
and employees have control is related to housekeeping. If there is ice near the door, melt it. If there is hydraulic oil on the fl oor, clean it up or absorb it. If hoses are placed between stair treads, the traction value of footwear doesn’t really matter if people trip or become entangled in it. Housekeep-ing accounts for 70 percent of all injuries in the workplace, so getting this little item addressed and in order will go a long way toward minimizing injuries and eliminat-ing hazards.
Responsibility and AccountabilityFinally, let’s talk responsibility and account-ability. I do not endorse the position the government takes that all managers are re-sponsible and employees can do what they want without any repercussions. I do agree that managers and employers have far more responsibility than they are oft en willing to take, as if there were a choice. Th e manager already has the direct legal responsibility, whether “accepting it” or not.
Th at said, take a few minutes and re-view your current footwear position and program. Taking responsibility for this will reduce what we haven’t discussed: liability. And, not to forget that your employees are your most valuable asset, the money and feeling of impending guilt and doom are just part of the ongoing consequences.
Mr. Safety, be sure to create those re-lationships with your front-line managers and production employees and conduct a complete hazard assessment. It will help you make a much better decision on how you can actually help and improve the safe-ty of your people, regardless of compliance. In addition, actually knowing the processes and procedures that your people must fol-low never hurts. Taking the opportunity to learn the process and not simply quote compliance makes your life easier, and you create a win-win for yourself and your people.
Randy DeVaul recently joined Kimberly-Clark Professional as a Capability Develop-ment Manager in Global Safety. As a 35-year safety professional, DeVaul has corporate, government, and consultative experience serving employers and as a safety expert for OSHA- and MSHA-regulated industries with a national safety attorney group.
Since slips and falls rank high among the causes of injuries, remember that one type of sole does not work for every situation in the workplace.
0412ohs_028_030_DeVaul_v3.indd 30 3/9/12 4:39 PM
SAFETY INCENTIVES & MOTIVATION
32 Occupational Health & Safety | APRIL 2012 www.ohsonline.com
Leadership is hard; cultures are complex. Even when managers acquire new skills that will enable them to transition from managing to leading, it doesn’t guarantee they will make the
change. Similarly, changing a culture and improving safety performance with new programs, processes, and tools provides no guarantee that sustainable results will be recognized. Rather than starting with a new process when a certain point of safety improvement is reached, there should be a concentrated eff ort to fi rst determine what processes should cease or be discontinued.
Once the decision has been made to improve safe-ty, where does one begin? Should the focus be placed on addressing and fi xing weaknesses or build off of strengths? Should you fi rst strive to understand and change any negative perceptions in your culture and what drives them or build upon and perpetuate posi-tive beliefs? Excellence in any operational category does not result from an exclusive focus on any one el-ement. Strengths need to be nurtured and facilitated, and weaknesses need to be managed or neutralized.
A culture’s weaknesses oft en prevent the strengths from emerging or expanding. Th is weak-link theory holds true for not just a team’s capabilities, but also the eff ectiveness of its leader. Furthermore, a leader’s
weakness can compromise the growth of the collec-tive strengths of others. Everyone and every culture has strengths and weaknesses. While both play an equal role in the journey to sustainable excellence, oft en more opportunities lie with a focus on what to stop doing than on what to start.
Th e late management expert Peter Drucker once famously wrote, “We spend a lot of time teaching our leaders what to do. We don’t spend enough time teaching them what to stop.” Rather than a continu-ous search for what else could be done, pause and fi rst focus on what you need to stop doing that is making it diffi cult for people to excel. Th is direction is not intended simply for those currently moving from (to borrow Jim Collins’ term) “Good to Great.” Th ere is a lesson here for everyone, regardless of your starting point or the maturity of your systems or culture.
Most people desire to feel a sense of accomplish-ment and also feel they have contributed personally to desirable results. Rather than incentivizing for re-quired or additional performance, work to under-stand what might be demotivating the performer. In-centives and other motivational schemes can and have been situationally appropriate. However, oft en the best thing a leader can do is stop making it diffi cult
Stop Making It Diffi cult to Be Excellent in SafetyOften the best thing a leader can do is stop making it diffi cult for employees to be involved.BY SHAWN M. GALLOWAY
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www.ohsonline.com APRIL 2012 | Occupational Health & Safety 33
for employees to be involved and become interested and engaged in the goal of safety excellence.
Prompting behavior to occur with “have-to” reasoning is rarely sustainable and easily infl uenced by other motivators. Eff ective leaders seek to understand the rationale used to make behavioral choices and the powerful pull of motivators and demotivators. High-performance leaders recognize the results they are respon-sible for are important but place a greater degree of importance on performance when communicating with directs.
Facilitating ChangeWhen a leader takes responsibility for the highly leverage-able cultural variables of beliefs, behaviors, and decisions that occur in the organization, you can expect to get great performance that creates great results. You can either manage the conforming stories that are told throughout your organization, or the lead-er’s ability to be successful will be managed by them. Changing beliefs can oft en create more sustainable results than a change in programs. Your culture is your most eff ective sustainability mechanism. It is the culture that will either support or resist the
new approach due to these existing, or changing, beliefs.To facilitate the change in beliefs for leaders in your organiza-
tion, consider leading your next safety improvement discussion with the following three questions:
1. What behaviors would demonstrate that people are contrib-uting and/or supporting safety and our path toward excellence?
2. What do we currently do to motivate and recognize these behaviors?
3. What are we currently doing to demotivate these behaviors?If a discussion is led with a cross-section of individuals from
diff ering levels in the organization, the transformative opportuni-ties to reduce demotivators and then add motivators will become surprisingly visible. Not only will you create the desired motiva-tional pull to want to be involved in safety, you will be viewed as a leader who listens before acting. While these suggestions might appear as conventional wisdom, consider your organization: How oft en is it common practice?
Shawn M. Galloway is president and COO of ProAct Safety, Inc., a fi rm based in Th e Woodlands, Texas, which was created 1993 to help organizations achieve and maintain safety excellence. Visit http://proactsafety.com/ for more information.
Shawn’s “Practical Excellence” monthly column will debut in OH&S next month.
Excellence in any operational category does not result from an exclusive focus on any one element.
Environmental Protection is the comprehensive online resource for environmental professionals seeking solutions for:
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0412ohs_032_033_Galloway_v3.indd 33 3/12/12 10:02 AM
HEALTH CARE
34 Occupational Health & Safety | APRIL 2012 www.ohsonline.com
Health care workers (HCWs) include more than 16 million professionals, technicians, support workers, and others not directly providing patient care (i.e., maintenance
and laundry), with approximately 4.6 million of those in hospitals.1 In the May 6, 2010, Federal Register, OSHA published a Request for Information (RFI) to collect information from the health care industry on “occupational exposure to infectious agents in settings where healthcare is provided.” Th is includes hospitals, outpatient clinics, clinics in schools, correctional facil-ities, and “health care-related” settings ranging from laboratories that handle potentially infectious materi-als to medical examiner offi ces to mortuaries. OSHA is specifi cally interested in current infection control strategies and practices and will use the information to “determine what action, if any, the Agency may take to further limit the spread of occupationally-acquired infectious diseases in these settings.”2 Th e deadline for comments was Aug. 4, 2010 and responses, still under review, totaled 502.3
OSHA Inspection PrioritiesWith only one inspector for every 66,258 covered employees4 in 7 million regulated workplaces in the United States, the District of Columbia, Puerto Rico, and the Virgin Islands, OSHA prioritizes inspections by (1) imminent danger situations, (2) fatalities and catastrophes, (3) complaints and referrals, (4) “pro-grammed” or planned investigations of high-hazard industries or those with high injury and illness rates.5 Th ey also develop National Emphasis Programs, such as for combustible dust (following a series of grain and sugar dust explosions) and microwave popcorn manufacturing facilities (exposure to butter fl avoring chemicals), to address newly recognized hazards.6
OSHA ‘Myths’ Frequently Encountered Within Health Care■ “Health care is exempt from OSHA coverage.” “OSHA uses the term ‘general industry’ to refer to all industries not included in agriculture, construction or maritime. General industries are regulated by OSHA’s general industry standards, directives, and standard interpretations.”7
■ “OSHA does not inspect health care facilities.” In FY2011, federal OSHA conducted 40,453 inspec-tions,8 of which 138 (0.34%) were hospitals,9 while state OSHA programs conducted 56,733 inspections10
of which 233 (0.41%) were hospitals.11 Gross annual numbers of inspections by state and federal OSHA have remained reasonably fl at (Figure 1).12
■ “OSHA does not cite health care facilities.” Federal OSHA issued 436 citations to hospitals in FY2011. Top fi ndings were bloodborne pathogens, hazard communication, electrical, and forms.13 OSHA data also reveal that while states collectively conduct more hospital inspections than federal OSHA, the eff orts are not evenly distributed. Four states did no inspections of hospitals that year. Five states inspected but issued no citations, while the remaining 16 both inspected and cited (Figure 2).14
■ Th ese state plans cover only public-sector em-ployees. Trends in state citations vary by state. For example in Maryland the top fi ndings were formalde-hyde, no chemical information list, hazard communi-cation, and annual summaries,15 while Tennessee led with bloodborne pathogens, documentation of sharps injuries, 300 log maintenance, and woodworking ma-chinery requirements.16
■ “Our incident rates are low.” From OSHA: “General medical and surgical hospitals (NAICS 6221) reported more injuries and illnesses than any other industry in 2007 — more than 253,500 cases.”17
In 2010, the private health care sector as a whole expe-rienced 1.5 times (x) the injury and illness rate for pri-vate industry, with hospitals at 2x and nursing homes at 2.4x. Rates for state facilities were even higher, at 3.4x and 4.3x respectively (Figure 3).18 Hospitals again held the number one position in injury and illness cases with 258,200 reported.19
■ “We have few complaints.” From 2007 through most of FY2010, for both federal and state OSHA, ap-proximately half of inspections done at hospitals each year were driven by complaints.20 In FY2011 federal OSHA identifi ed 55 percent of their hospital inspec-tions as coming from complaints,21 while for states collectively the value was 48 percent.22 If unfamiliar with OSHA whistleblower protections,23 know that OSHA is unforgiving of retaliation for safety com-plaints.
■ “We have no high-profi le issues.” In the 2010 RFI, OSHA describes health care as having “a weak culture of worker safety” related to a lack of data on
OSHA in Health Care: Out of Sight & Out of Mind?Health care might feel exempt, but it looks like we fi nally got OSHA’s attention.BY SCOTT HARRIS
0412ohs_034_037_Harris_v3.indd 34 3/9/12 4:40 PM
© 2012 Scott Safety. SCOTT, the SCOTT SAFETY Logo, Scott Health and Safety, ACS and Thermofl ex are registered and/or unregistered marks of Scott Technologies, Inc. or its affi liates.
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36 Occupational Health & Safety | APRIL 2012 www.ohsonline.com
HEALTH CARE
the prevalence of infections among HCWs and “a lack of eff ort by health care employ-ers” in tracking or documenting them. OSHA thinks too many HCWs are getting sick at work and that voluntary standards are not working, largely due to poor safety programs and lack of regulatory oversight. Th is might also be an attempt to address nosocomials (health care-associated infec-tions, HAIs), “among the leading causes of death in the United States, accounting for an estimated 1.7 million infections and 99,000 associated deaths in 2002,” through protecting health care employees, since OSHA prominently notes that infectious agents are transmitted between employees and patients.24 Based on the triggers for inspections, health care has accomplished all that is needed to get OSHA’s attention: imminent danger and fatalities (1.7 million infections and 99,000 fatalities annually), high rates of injuries and illnesses (1.5-4.3x private industry average), and chronic complaints.
Comparative Fatality StatisticsFor perspective on the relative magnitude of 99,000 HAI fatalities, consider these sta-tistics on fatalities that generate many more headlines and much more public alarm:
■ From the CDC/HHS: 9,406 from AIDS in 200925
22,400 from drug overdoses in 200526
3,000 from foodborne illness (aver-age)27
10,878 from emphysema in 200928
■ From the FBI: 12,996 from murder in 201029
■ From the NTSB: 34,925 from highway, rail and avia-
tion crashes in 201030
■ From the Bureau of Labor Statistics: 4,547 from workplace injuries in
201031
Th ese sources represent 98,200 fatali-ties per year. So based on OSHA’s estimate, health care-associated infections — these things you catch while you’re there for something else — kill more people in the United States every year than AIDS, drug overdoses, foodborne illness, emphysema, murder, highway, rail and aviation crashes, and workplace fatalities combined.
Society annually spends billions on awareness and prevention, security, treat-ment, safety engineering, research, gun control, regulations, government and pri-vate investigations, training, lawsuits, and media coverage on these threats, but when is the last time we heard more than passing mention of hospital-associated infections?
■ “OSHA will use the General Duty Clause for infection control issues.” In FY2011, federal OSHA used the GDC 3,314 times.32 Only one was for a hospital — a case of workplace violence in New Jer-sey.33 Based on its rare use at hospitals and the magnitude of the issue as framed in the RFI, infection control will almost certainly be addressed by specifi c regulatory action, not subjective GDC citations.
■ “Joint Commission covers OSHA requirements.” Th e most oft en repeated and perhaps most dangerous myth. Th e Joint Commission (TJC) standards do reference some OSHA requirements, i.e., MSDSs, proper labels for hazardous materials,32 fi re protection, exits and life safety.33 However, the most common hospital federal OSHA violations (bloodborne pathogens, hazard communication, electrical, forms) are not addressed by TJC with the exception of the mentioned labeling requirements. Let’s be
clear on this point: A perfect TJC score and full accreditation with no additional eff ort guarantees a failed OSHA inspection. Th at’s not a slam against TJC; they are focused on patient safety, not employee safety, and that’s OK because OSHA requirements are not TJC’s job.
We’re Finally Getting Their AttentionLack of compliance, chronically high inci-dence rates, and years of neglect have fi nal-ly paid off , and we are getting OSHA’s atten-tion. As part of an Ergonomic Enforcement Plan (EEP), a 2012 Nursing Home NEP (National Emphasis Plan) will focus on ergonomic hazards related to patient han-dling, as well as exposures to bloodborne pathogens and TB and slips, trips, and falls.
Under the NEP approximately 1,000 nursing homes with the highest incidence rates will be inspected by specially trained teams. Enforcement for ergonomic haz-ards will be under the general duty clause.34
Th e second part of OSHA’s EEP is a “Data Initiative.” Injury and illness data collected from approximately 80,000 establishments will identify those with the highest rates.35
Hospitals are certain to make that list be-cause their rates, though well below those of nursing homes, are consistently double the national average for general industry. Considering that incidence rates in health care are commonly thought to be under-reported, expect the already high rates to climb following this enforcement eff ort.
More than 380,000 sharps-related in-juries occur annually in hospital settings, and an estimated 600,000 to 800,000 such injuries occur annually across the health care sector. Again, these high rates of in-juries and non-compliance drove OSHA action. Region 4 OSHA has a Regional Emphasis Program in eff ect through Sept. 30, 2012, focused on bloodborne pathogen exposures and sharps/needlestick injuries at Ambulatory Surgical Centers (ASCs), emergency care clinics and primary care
AK 3/18 IA 3/3 MI 11/15 NC 8/0 UT 3/0
AZ 4/4 IL* 1/9 MN 9/4 NY* 10/10 VA 6/4
CA 69/41 IN 2/0 NJ* 0/0 OR 12/10 VT 1/0
CT* 1/0 KY 2/6 NM 2/1 SC 0/0 WA 11/12
HI 0/0 MD 2/9 NV 13/6 TN 36/98 WY 0/0
Figure 2. FY2011 State OSHA Inspections/Citations of HospitalsSearch criteria: SIC 8062 by state for 10/1/10-9/30/11
Figure 1. Annual Federal and State OSHA Inspec-tions of HospitalsSearch criteria: SIC 8062 for FY2002-2011 (fi scal years are 10/1-9/30)
Figure 3. 2010 Injury & Illness Rates per 100 Employees for Indicated Sectors
0412ohs_034_037_Harris_v3.indd 36 3/9/12 4:40 PM
www.ohsonline.com APRIL 2012 | Occupational Health & Safety 37
medical clinics.36 More than half of surgeries in the United States are performed in ASC facilities, and in the last 10 years more than 130,000 patients served at ASCs were notifi ed of potential hepatitis and/or HIV exposure due to “unsafe injection practices and lapses in infection control.”37
PenaltiesIt remains to be seen how many citations will be issued or how much the penalties might be related to these or other emphasis programs aimed at health care. Frankly, it probably depends on what it takes to make us “straighten up.” Looking at FY2011, the cost per citation works out to only $838,38 not exactly enough to scare a facility into compliance. Before anyone starts thinking that’s cheap enough to just be the cost of doing business, consider the options OSHA has to ramp up the pain.
ConclusionTh is is a wake-up call for health care. OSHA is using blunt language in characterizing health care as very poor safety performers. With 16+ million employees across thousands of sites, incident rates far higher than general industry norms, low inspection rates, com-plaints driving half of hospital inspections, millions of infections, and 99,000 fatalities per year, health care makes an attractive target.
Th e new emphasis programs for nursing homes, residential care facilities, and ASCs/clinics are probably just the beginning.
An industry view of TJC accreditation as the only program that matters, combined with the relative lack of OSHA inspections and low penalties, has marginalized occupational health and safety programs within health care, created high incidence rates, and nurtured the myths discussed in this paper. Health care may see OSHA as an abstract concept, but OSHA has marked health care as a high-hazard industry.
Th e poor RFI response rate only strengthens OSHA’s percep-tion that health care is not serious about infection control. Th e set-ting begs for regulatory intervention, which OSHA asserts in the RFI was very successful in similar circumstances for bloodborne pathogens and TB. Th ere are no health care exemptions to the OSHA requirements, and years of operating under the honor sys-tem haven’t worked. Health care must put the same emphasis on OSHA programs as they currently give Th e Joint Commission. To do otherwise is negligence.
Dr. Scott Harris is an advisory member of the ASSE Healthcare Practice Specialty and a Course Director and Advisory Board mem-ber for the NC OSHERC at UNC - Chapel Hill. Currently an Occupa-tional Health & Risk Management Consultant with UL PureSafety, Harris received his Ph.D. in Environmental Science, with a special-ization in Disaster and Emergency Management, from Oklahoma State University. Visit www.ohsonline.com for the online version of this article and the bibliography.
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WELLNESS
38 Occupational Health & Safety | APRIL 2012 www.ohsonline.com
When the Mayo Clinic in Rochester, Minn., prepared to open an on-site fi t-ness facility for its employees, it found that a lack of time was cited as a major
barrier to exercise. Or, rather, a perceived lack of time was a barrier. Employees didn’t realize they could suc-cessfully make exercise part of their day with a little bit of planning.
Overcoming the no-time-to-exercise barrier is not accomplished without some eff ort, but it can be as easy as 10 plus 10 plus 10, noted Beth Warren, direc-tor of the Mayo Clinic’s Dan Abraham Healthy Living Center. Th e Centers for Disease Control and Preven-tion recommends that adults get at least 30 minutes of exercise most days of the week, and this daily dose can be broken into three 10-minute sessions of moderate activity such as walking.
“A lot of people dismiss this idea,” Warren said. “Th ey think a walk during their morning break, lunch, and their aft ernoon break does not add up, but it does. Th ey can receive the same benefi ts as an indi-vidual who does that in one bout.”
Th e benefi ts of daily exercise are numerous. It makes your heart work more effi ciently, lowers blood pressure, relieves tension and anxiety, increases the fl ow of oxygen to your brain, and reduces the risk and severity of diabetes. Th ere’s also a fi nancial payback; the American Heart Association estimates physically active people save $500 a year in health care costs.
In addition, employers reap rewards when work-ers make fi tness a priority. Th e association estimates employers can save $16 for every $1 spent on health and wellness; reducing health risks can increase pro-ductivity and decrease absenteeism.
Receiving the benefi ts of a healthy lifestyle is not as simple as promising to make exercise a priority. Results come from following through on a wellness pledge by making daily choices that encourage activ-ity. Th is can include taking the stairs rather than the elevator, parking in the corner of the lot, or getting off the bus a few stops early.
Setting GoalsTh e key to making exercise part of your lifestyle is fi nding a routine that’s sustainable, and one way to do this is by striving toward a goal. At Michelin in Green-ville, S.C., a walking challenge encouraged employees to weave exercise into their daily routine. (Th e tire manufacturer has approximately 6,000 employees in the Greenville area and 22,000 in North America.)
Participants were given pedometers. Th ose who met the goal of walking 145,000 steps in fi ve weeks and 350,000 steps in 10 weeks received prizes such as a drawstring bag and a long-sleeved T-shirt. Ninety percent of the 3,500 participants did that — and more. Th e top walkers reached 500,000 steps. In all, participants logged the equivalent of 447,000 miles, or enough steps to reach the moon and more than half-way back.
Th e program was a success not only because em-ployees met the goal of accumulating steps, but also that it made them conscious of the need to make exercise a daily goal. “I still see people wearing a pe-dometer, even though we’re not in a contest now,” said Chris Mattern, Michelin’s manager of worksite health and wellness programs in Greenville. “Th ey got in the habit of using it, and they kept using it.”
Small StepsMichelin has made employee wellness a priority, off er-ing fi tness centers at its largest plants and health club reimbursements in other areas. While programs such as the walking challenge help keep exercise interesting and off er motivation, the company also reminds em-ployees of the little things they can do during the day to improve their health.
Jamie Waggoner, a health improvement specialist with HealthFitness who works at Michelin’s Green-ville plant, provided customer service employees with resistance bands to do strength and fl exibility exer-cises during the day. “Th e best tip that I have for offi ce workers is to do your best to get up out of your chair every 60 minutes,” she said. “Give yourself a minute or two physical activity break from the computer. In-stead of calling, emailing, or instant messaging a co-worker, walk to their desk and ask them a question.”
Make Your Move: Weave Exercise Into the Work DayThe key to making exercise part of your life-style is fi nding a routine that’s sustainable.BY TERRI DOUGHERTY
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www.ohsonline.com APRIL 2012 | Occupational Health & Safety 39
The Buddy SystemBecause it’s easy for other things to get in the way of a com-mitment to fi tness, daily exercise reminders are another way to bring wellness to the forefront. At the Mayo Clinic, signs near elevators remind workers of the benefi ts of taking the stairs. Th ere are also 180 health champions from all levels at the 32,000-employee campus who advocate fi tness by creating mes-sage boards, setting out brochures, and raising awareness of the organization’s fi tness programs.
Warren said a buddy system is a great way to hold a person ac-countable for exercise. Arranging to meet a co-worker at a certain time for a walk reduces the chances that you’ll back out of your commitment. “It’s much easier to let yourself down than to let someone else down,” she noted.
Mayo works hard to make its commitment to wellness visible throughout the organization. One of its leaders is known for walking meetings with team members, and its programs include help with stress reduction, nutrition, and weight loss. “We want to show a culture of health,” Warren said. “Patients expect us to walk the talk.”
Mayo’s attentiveness to fi tness has earned it Best Employees for Healthy Lifestyle honors from the National Business Group on
Health each year since the program was initiated in 2005. Michelin has been honored by the organization for three years, and while its business is tires rather than health or fi tness, its policy of reward-ing employees for healthy behaviors has paid off . Since initiating its Choose Well, Live Well programs in 2008, it has seen an increase in productivity and a signifi cant reduction in the number of employ-ees at high risk for health concerns.
“We have seen people move in the right direction,” Mattern pointed out. He added that Michelin’s employees tend to stick around — some have been there for 35 years. Health-related ac-tivities are a long-term investment in the workforce. “Manufactur-ing is highly competitive, and in order for us to compete we need to have the most productive employees in the world,” he said. “It makes sense to keep people healthy.”
Terri Dougherty is the editor of the LivingRight Health and Well-ness Awareness kit from J. J. Keller & Associates, Inc. A daily walk and fi tness classes are part of her routine. J. J. Keller is a compliance resource fi rm that off ers a diverse line of products and services to ad-dress the broad range of responsibilities held by human resources and corporate professionals. To learn more, visit www.jjkeller.com and www.prospera.com.
AT-WORK EXERCISE IDEAS■ Walk on your break: Walk around the building at lunchtime or during breaks in the work day. If your company has a walk-ing trail, take advantage of it.■ Stand when you can: If possible, work at a standing desk or place your laptop on a high table or counter. Stand while talking on the phone.■ Meet while walking: Take a walk with a co-worker instead of sitting down for a meeting. A group can brainstorm ideas while walking.■ Take extra steps: Park at the edge of the parking lot, get off the bus a few blocks early, take the stairs rather than the elevator, and walk down the hall to talk to a co-worker rather than sending an email.■ Walk and work: Treadmill desks (treadmills with a desktop attachment) allow you to walk while reading emails or going through reports. It’s also possible to attach a laptop to the top of a treadmill.■ Keep equipment handy: Keep a resistance band or light weights by your desk. The band or light weights can be used for bicep curls.■ Find a workout buddy: Plan to meet a co-worker for a daily walk. This will hold both of you accountable for exercise.■ Turn your commute into exercise: If you live near your workplace, walk or bike to work.■ Remind yourself: Post exercise ideas next to your desk as a reminder to make exercise a priority in your day.Stretch: Keep your joints and muscles limber with the following stretches:■ While sitting tall with your feet fl at on the fl oor, turn your head to look over one shoulder and then the other.■ Stretch the side of your neck to one side until you feel a stretch in the opposite side of your neck. Return to center and slowly tilt your neck to the other side.■ Stretch your wrist by extending your arm. Face your palm forward. Grab your fi ngers with the other hand. Gently pull them toward you and hold for 20 to 30 seconds.■ To stretch your chest, shoulders, and arms, stand up and bring your arms behind your back. Place one hand on top of the other. Slowly bring your elbows together while straightening your arms.■ Sitting with your feet fl at on the fl oor, put your hands behind your head with elbows out to the side. Bend from side to side at the waist to stretch your torso. To do the torso twist, keep your hands behind your head and twist your body to one side, so you are facing the side wall. Twist from your waist and let your head follow your body.
0412ohs_038_039_Dougherty_v3.indd 39 3/9/12 4:41 PM
TRAINING
40 Occupational Health & Safety | APRIL 2012 www.ohsonline.com
When I was knee-high to a grasshopper (I won’t tell you what year), I took a fi rst aid course with the American Red Cross. In those days, Red Cross was the
only game in town when it came to fi rst aid training. Once I took that course, I was hooked and soon took a fi rst aid instructor’s course.
When I taught these lecture courses, they all start-ed out the same way: Th e students had to learn the defi nition of what is fi rst aid.
“First Aid is the immediate and temporary care giv-en to a person who is injured or suddenly taken ill until the services of a physician can be obtained.”
— American Red Cross “Green Book”Let’s fast forward to the 21st century. Lecture pre-
sentations are gone. Th e Red Cross is not the only game in town. I did a Google search, and it produced 4,460,000 results on the term “fi rst aid training.” What’s a person to do?
Cardiopulmonary resuscitation (CPR) became prevalent in the “life-saving” arena and now that we have automated external defi brillators (AEDs), these skills became closely aligned with fi rst aid training. We now have the American Red Cross, the Ameri-can Heart Association, Medic First Aid, the National Safety Council, and many other companies off ering these courses. Some training uses a classroom with DVDs, and others are on the Internet with nothing but a phone number to use if you have a question.
What’s a person to do?If you are going to set up training for your employ-
ees, you need to know their learning style. Th is is not the article that will talk about the three most common styles of learning (visual, auditory, and kinesthetic) because you can fi nd information on your own about that. What you need to know is, will your employees respond to sitting, watching a DVD, listening to an in-structor, and then trying to do what was seen on the screen? Do your employees need to read everything, or do they need see it done and then to practice doing it?
First Aid/CPR/AED training now is highly auto-mated. Most people learn by doing, so let’s get them doing skills in class . . . and out of it, as well.
Blood and WoundsOne of the biggest problems new fi rst aiders have is what they will do and how they will react if they see blood. If not conditioned during the training, many people will freeze during an emergency incident.
Th erefore, you need some exercises to help them get conditioned to react at the sight of blood and wounds.
Th e easiest thing to do is to buy some fake blood, which is easy around Halloween time, but we’re com-ing into the spring of the year. Th e second-best meth-od is to make it yourself. Use some red food color-ing, water, corn syrup, and cocoa powder. (It darkens the mixture to make it look like real blood.) You can do an Internet search to get some video instructions or check out these two sites: http://www.wikihow.com/Make-Fake-Blood and http://www.stevespangler-science.com/experiment/fake-blood-recipes.
For fake wounds, you need to be a little more cre-ative. A mixture of baking fl our, water, petroleum jelly, and some food colors to give the necessary darkness to the fl esh tone can do it; you also can buy some mor-tician’s wax. It comes in a variety of shades, is mold-able, holds its shape, and is designed to stick to skin. If you need more, here’s another Web address that might help: http://chemistry.about.com/cs/howtos/ht/fakewounds.htm.
Or you can purchase everything you need in com-mercially prepared “moulage kits.” Do a search on that term, and you’ll fi nd many off erings.
Broken BonesIf you’ve never seen a broken bone injury, you have two types — open fracture and closed fracture. Th e open fracture, as its name implies, is where the bone’s end sticks out of the wound. You have a lot of bleeding and the broken bone end showing. Closed fractures do not have the open wound; the area of the break could be deformed or just swollen and possibly dis-colored from bruising.
Take your fake wound material and put on sev-eral layers to build up a swollen area. Take a chicken or turkey bone and break it so you get a jagged edge. Have it come out of the wound material at an angle. Liberally apply some of the fake blood. Th e “injured victim” should not be able to move the limb easily; he is in pain and maybe unconscious.
Don’t forget to dress your victim in old clothing so that if the blood stains, it’s no big deal.
ResuscitationCPR manikins are inexpensive. Buy them and get lots of extra lung bags. You can purchase just the head and lungs or a full-body manikin. If you have a full-body manikin, you can also use it to simulate other injuries.
What is First Aid? What is First Aid Training?BY BARRY R. WEISSMAN
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www.ohsonline.com 41
PracticeIf you are responsible for the fi rst aid team in your workplace, you need to get them to practice, practice, and practice some more. Once your team has taken their ini-tial training, they will start to forget what they’ve learned without extra practice.
My fi rst aid team would have monthly drills as well as unannounced drills. Th e PA system would indicate that the fi rst aid team was needed in room 106. When they got there, they would see a victim or two on the fl oor with an overturned chair and lad-der nearby. One victim would be moaning and the other unconscious, with a leg and an arm bent underneath them. Th e team needs to react and react quickly.
I also called the police/ambulance dis-patcher to tell them we were running a drill so that if someone didn’t realize it was a drill and called 911, they wouldn’t dispatch until I called and told them it was over or it was a real incident.
If you have a hazmat team, get them to
practice with the fi rst aid team. Simulate a situation like the one just above and have some non-hazardous materials such as fl our or salt spilling out of a container. Some wa-ter with a few drops of household ammonia or vinegar can simulate a chemical spill. Th e odor gives the team a sense of urgency.
What I’ve provided here are just some ideas for the visual injuries. Be creative and work on other types of injuries, such as slings, splinting, and moving victims. En-sure that all movements are done safely and everyone is lift ing properly. If possible, use a manikin until your team gets to be work-ing as a cohesive team.
First aid is tough to administer for real. Get your team used to doing it and having fun doing it, which will take some of the stress out of having to do it for real.
Barry R. Weissman ([email protected]), REM, CSP, CHMM, CHS-V, CIPS was at one time a Red Cross Water Safety Instructor, Small Craft Instructor, a First Aid Instructor, Instructor-Trainer, and a First Aid Instructor-Trainer-Educator. He is currently the Safety Manager for a large chemical company and moderator of Regu-latoryPost, a Yahoo! Group that provides free regulatory updates.
GOOD SAMARITAN LAWSby Barry Weissman
Not being a lawyer and not hav-ing played one on TV, I can only provide some generalizations on this subject.
Everyone who has ever taken a First Aid/CPR/AED course has asked the question, “Can I be sued for giving aid to someone?” The answer is, “Yes. Anyone can sue anyone else for almost any reason.” That’s how crazy our legal system is. However, to protect you and me, most all states have passed some sort of Good Samaritan Law.
In essence, these laws say if a trained person provides treatment to the best of his or her ability and with no thought of wrongdoing, that person is protected from legal repercussions.
In Canada, federal law requires you to render aid. In the United States, each state is slightly dif-ferent, from states that require you to call for assistance to states that protect you even if you are not trained. Other states protect medical personnel only. For a spe-cifi c answer, check with your legal counsel. 800.999.4320 / keltech-inc.com
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INDOOR AIR QUALITY
42 Occupational Health & Safety | APRIL 2012 www.ohsonline.com
We may not like going to work, but we ex-pect the buildings in which we work to provide a safe and healthy environment. Th at’s not always the case, however.
Some buildings, particularly older ones dating back 20 years or more, can suff er from Sick Building Syndrome (SBS), which has been offi cially recognized as a health issue by the World Health Organization.
It causes a variety of illnesses and conditions that range from eye, nose, and throat irritation to headaches, dry cough, dry or itchy skin, dizziness, nausea, diffi culty in concentrating, fatigue, and sensitivity to odors, ac-cording to the Environmental Protection Agency.
SBS is a hidden epidemic with a very real human cost because we can’t avoid going to work, and Ameri-cans spend more than 90 percent of their time in-doors. So prevalent is the problem that EPA estimates SBS costs businesses some $60 billion annually. While SBS can have a number of causes — from poor light-ing to badly maintained air conditioning — the main causative factor is the quality of indoor air. In fact, WHO estimates 30 percent of buildings in the United States may experience indoor air quality problems.
Th at adds up to a heavy burden of illness, with one specifi c manifestation being the incidence of oc-cupational asthma. Overall, asthma aff ects 25 million people in the United States, and approximately 13 million people have reported having an asthma attack in the past year.1 Th e number of people diagnosed with asthma in the United States grew by 4.3 million from 2001 to 2009. Asthma was linked to 3,447 deaths (about nine per day) in 2007, and U.S. asthma costs grew from about $53 billion in 2002 to about $56 bil-lion in 2007, about a 6 percent increase.
Occupational Asthma StatisticsIn the workplace, an estimated 11 million workers in a wide range of occupations are exposed to at least one of the numerous agents known to be associated with occupational asthma. Occupational factors are associ-ated with up to 15 percent of disabling asthma cases in the United States.2
Indeed, occupational asthma is the most common work-related lung disease in developed countries. It is caused by occupational exposure to airborne sub-stances known as asthmagens. More than 200 respi-ratory sensitizers already have been classifi ed, and others are being identifi ed all the time. It’s the reason
why health and safety regulations relating to indoor air quality have become increasingly stringent across the developed and developing world, with suff erers of occupational asthma having greater access to legal re-dress and fi nancial compensation from their employ-ers. For today’s employers, it’s about recognizing and dealing with the problem because many jurisdictions now make it unlawful in codes of employment to dis-criminate against asthmatics.
Th e Air Pollution and Respiratory Health Branch of the National Center for Environmental Health at the Centers for Disease Control and Prevention leads the fi ght against environmentally related respiratory illnesses, including asthma, and it studies indoor and outdoor air pollution. CDC’s asthma program focuses on three main activities: collecting and analyzing data, implementing scientifi cally proven interventions to reduce the burden of asthma, and establishing part-nerships to develop, implement, and evaluate local asthma control programs.
OSHA’s general duty clause also may come into play because it requires covered employers to provide workers with a safe workplace that does not have any known hazards causing or are likely to cause death or serious injury. OSHA does have standards about ventilation and on some of the air contaminants that can be involved in IAQ problems. Employers should be reasonably aware of the possible sources of poor air quality and should have the resources necessary to recognize and control workplace hazards. It is also their responsibility to inform employees of the im-mediate dangers that are present. In addition, specifi c state and local regulations may apply.
“Many factors aff ect IAQ,” OSHA notes. “Th ese factors include poor ventilation (lack of outside air), problems controlling temperature, high or low hu-midity, recent remodeling, and other activities in or near a building that can aff ect the fresh air coming into the building. Sometimes, specifi c contaminants like dust from construction or renovation, mold, cleaning supplies, pesticides, or other airborne chemi-cals (including small amounts of chemicals released as a gas over time) may cause poor IAQ.”
Improvement StrategiesPoor IAQ largely can be avoided by adopting ap-propriate preventative and control strategies and by making an early identifi cation of individuals in the workplace who suff er from pre-existing asthma or potentially may suff er from occupational asthma.
As a fi rst step in looking at indoor air quality, em-ployers would be well advised to examine NIOSH’s eight-point plan for improving IAQ — from designat-
IAQ and Occupational AsthmaAs a fi rst step in looking at indoor air quality, employers would be well advised to examine NIOSH’s eight-point plan for improving IAQ.BY ANDREW SIBLEY
0412ohs_042_043_desso_v4.indd 42 3/12/12 10:03 AM
43
ing an IAQ manager and an IAQ profi le of their premises to devel-oping, implementing and monitoring its eff ectiveness.3
Prevention and control starts with a workplace assessment to identify potential asthmagens and, thereaft er, an exchange of views among the employer, employees, and workplace health and safety professionals on appropriate strategies to minimize or eliminate exposure — such as by installing a better ventilation system or placing dangerous chemicals in a fume cupboard. At its simplest — apart from an absolute ban on indoor smoking — dust, chemicals, perfumes, and air fresheners are the most likely to cause problems, and these can be easily addressed.
However, in instances where a signifi cant risk is identifi ed, continued health surveillance might also be required. Th is would involve spirometry testing to detect early indications of disease and provide appropriate medical advice to individual employees.
Early detection is important in occupational asthma. Because people spend so much time at work — one estimate suggests a per-son in a full-time offi ce job will spend up to 1,800 hours a year at his or her place of work — they will have had extensive exposure to their trigger by the time their symptoms become apparent and a diagnosis of asthma is made. But while it’s impossible to protect all employees from all possible asthmagens, the growing impor-tance of work-related asthma with its associated duty of care from employers means that the role of health and safety professionals continues to change — not only in monitoring indoor air quality, but also in providing the best possible overall environment for staff .
Th at environment starts from the fl oor because, among others, the German asthma foundation (DAAB) has for some time ad-
vised that the harmful eff ects of particulate matter can be greatly reduced if carpeting is chosen over hard fl ooring options, because carpet can safely trap and immobilize particulates. At the end of last year, Th e Netherlands Organisation for Applied Scientifi c Re-search (TNO) fi nalized an exploratory study into the relationship between particulate matter in indoor air and the presence of soft or hard fl ooring. One of the fi ndings of the study was that textile fl oor coverings absorb more particulates from the air than their hard equivalents. Th is is due to the larger micro-surface of soft fl ooring and its better contact between the surface and the air. As a result, the presence of a textile fl oor covering can limit the concentration of airborne particulate matter indoors. It might seem an unusual weapon in the battle for better air quality but, while modern spe-cialist carpeting might not be a complete solution to indoor air quality and occupational asthma, it can help considerably.
Andrew Sibley ([email protected]) is a regional sales and market-ing director for Desso, a leading European carpet manufacturer that sells its products in more than 100 countries worldwide.
REFERENCES1. Environmental Protection Agency
2. U.S. Department of Labor
3. http://www.cdc.gov/niosh/98-123a.html
4. Independent tests were carried out by GUI, the German test institute, and based on AirMaster® performance against standard PVC hard fl ooring and standard structured loop pile carpet. GUI specializes in assessing air quality, dampness, and dust particle count.
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NEW PRODUCTS WWW.OHSONLINE.COM/MCV/PRODUCTS
44 Occupational Health & Safety | APRIL 2012 www.ohsonline.com
RESPIRATORMoldex-Metric’s 9000 Full-Face Respirator is equipped with scratch-resistant, panoramic lenses; peripheral side panels; an integrated exhale area with an attached cover; a stand-away head har-ness; and strap buckles that are molded directly to the facepiece for rugged use and easy adjustment.www.ohsonline.com/productinfoCIRCLE 304 ON CARD
AEDDefi btech’s Lifeline PRO AED provides responders with full manual control over shock energy and shock delivery. In manual mode, the ECG is shown on the unit’s high-resolution color display, which allows users to select the appropriate energy level and decide when to initiate charge and shock.www.ohsonline.com/productinfoCIRCLE 305 ON CARD
SAFETY EYEWEARConqueror® Safety Eyewear from Gateway Safety meets ANSI’s Z87.1+ high-impact standard. Features include a soft rubber nosepiece, ergo-nomic and contoured temple tips that prevent pinching, and an adjustable-length retainer that allows users to keep the eyewear close for easy retrieval.www.ohsonline.com/productinfoCIRCLE 306 ON CARD
DATALOGGEROnset’s HOBO UX90 Logger tracks building occupancy and light usage in facilities by collecting time-stamped data that documents room occupancy time and light-ing status changes. The compact unit mounts to light fi xtures, ceilings, and walls. It features an LCD display that visually confi rms logger operation.www.ohsonline.com/productinfoCIRCLE 307 ON CARD
SMOKE GENERATOR Nextteq’s VeriFit® Irritant Smoke Generator integrates the components of an ir-ritant smoke fi t testing kit into one device. The unit’s small bellows size allows precise amounts of smoke to be delivered for fi t testing and minimizes the risk of overexposure and accumula-tion of irritant smoke in the test area.www.ohsonline.com/productinfoCIRCLE 300 ON CARD
HEAD & NECK WRAPAllegro Industries’ Cool Offs are geared to protect and provide comfort for workers in high-heat environments. The wraps can be worn on the neck or tied as a headband and feature non-toxic cooling crystals that activate in water, allowing the composite to absorb and lock in water to cool for 24-72 hours.www.ohsonline.com/productinfoCIRCLE 301 ON CARD
CUT-RESISTANT GLOVESuperior Glove Works’ Clutch Gear® anti-impact glove features thermo-plastic foam rubber patches at the back of the hand to protect against knocks and bumps. The glove is equipped with Kevlar® interlock knit lining that provides ASTM Level 2 cut resistance, Enpro-tex® waterproof liner, PVC SureGrip® palm patches, and neoprene cuffs.www.ohsonline.com/productinfoCIRCLE 302 ON CARD
DRAIN COVERNew Pig Corp.’s Pig® Drainblocker® drain cover seals vertical drains to help facilities comply with stormwater regulations. Ideal for locations where power washing and other spill-prone operations are common, the device conforms to curb-style storm drains to create a tight seal and prevent liquids from entering the drain.www.ohsonline.com/productinfoCIRCLE 303 ON CARD
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www.ohsonline.com APRIL 2012 | Occupational Health & Safety 45
WELDING GLOVESMiller Electric Mfg. Co.’s Arc Armor™ welding protection gloves are available in three styles. The heavy-duty MIG/Stick glove features alumi-nized insulation that refl ects heat; the MIG offers a pre-curved, form-fi tting pattern that conforms to the natural shape of the hand; and the TIG is equipped with an un-lined pigskin leather palm.www.ohsonline.com/productinfoCIRCLE 308 ON CARD
LIQUID BANDAGECintas’ Liquid Skin long-lasting liquid bandage helps prevent infections by providing a protective layer to keep wounds free from dirt and germs. In one quick and easy application, the wa-terproof, sting-free bandage adheres to knees, elbows, knuckles, and other hard-to-cover areas.www.ohsonline.com/productinfoCIRCLE 309 ON CARD
RUGGED SUNGLASSESWiley X® Inc.’s Active Series sunglasses are available in two styles that meet ANSI Z87.1-2003 high-velocity and high-mass impact safety standards. The WX Rush™ features a wraparound frame that provides full coverage from harsh light, and the WX Zen™ is equipped with rubber nose pads and temple gloves that reduce slipping.www.ohsonline.com/productinfoCIRCLE 310 ON CARD
CRANE TRAINING PROGRAMSDuPont Sustainable Solu-
tions’ new crane training programs educate employees about crane safety and help organizations comply with OSHA crane standards. Over-head & Gantry Cranes show-cases real-life visuals to pro-vide information about OSHA’s CFR 1910.179. Cranes in Construction highlights the dif-ferences among mobile, tower, and crawler cranes.www.ohsonline.com/productinfoCIRCLE 311 ON CARD
MOBILE WORKSTATIONNewcastle Systems’ NB Series mobile-powered workstations are geared for use in warehouses, distribu-tion centers, factories, and laboratories. The carts carry computers (desktops, towers, laptops), printers, scales, barcode scanners, and other small electric equipment. An on-board battery can power up to four devices simultane-ously for 8 to 10 hours of normal use.www.ohsonline.com/productinfoCIRCLE 312 ON CARD
STATIC GROUNDING SYSTEMNewson Gale Inc.’s Earth-Rite® MGV truck-mounted static grounding system provides a margin of safety when vacuum trucks are used during the transfer of fl ammable or combus-tible materials in hazardous areas. The system, powered by a truck’s battery, is geared for cleaning, maintenance, and spill-control applications.www.ohsonline.com/productinfoCIRCLE 313 ON CARD
CALL POINTSE2S’ GNEx range of Exe explosion-proof call points are designed for the manual activation of fi re alarms, gas detectors, and emergency shutdown systems. The cor-rosion-resistant units, geared for onshore and offshore environments, are available with push-button operation, a stainless-steel lift fl ap, and labeling options for tags and duty labels.www.ohsonline.com/productinfoCIRCLE 314 ON CARD
HAND PROTECTIONMCR Safety’s ForceFlex HV200 is designed to provide maximum protection in temperatures as low as -20 degrees F. The ANSI/ISEA Z89.1-2009-compliant glove, available in vented and non-vented versions, features 3M Thinsulate® lining, a water- and wind-resistant breathable bladder, Kevlar-reinforced palms, and high-density polyethylene.www.ohsonline.com/productinfoCIRCLE 315 ON CARD
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NEW PRODUCTS WWW.OHSONLINE.COM/MCV/PRODUCTS
46 Occupational Health & Safety | APRIL 2012 www.ohsonline.com
PROTECTOR CASESPelican Products’ HardBack cases protect a wide range of portable elec-tronics, including e-readers, laptops, external hard drives, power adapters, tablet computers, wireless keyboards, and cables. The cases are equipped with anti-scratch foam inserts, stainless steel hardware, and easy-snap latches.www.ohsonline.com/productinfoCIRCLE 319 ON CARD
ALL HAZARDS GUIDEFastenal’s All Hazards Guide features more than 2,500 products for use be-fore, during, and after a disaster event. The guide, part of the company’s “Blue Team Responds” emergency supply chain initiative, showcases tools, PPE, equipment, sanitation items, mobile trailers, recovery containers, and more.www.ohsonline.com/productinfoCIRCLE 320 ON CARD
MULTI-GAS DETECTORIndustrial Safety Technologies’ PS200 portable multi-gas detector monitors and displays up to four hazardous gas conditions simultaneously. The lightweight device, housed in a water-resistant case, uses catalytic bead and electromechanical sensor technology to monitor and detect carbon monoxide, hydrogen sulfi de, and a wide range of combustible gases.www.ohsonline.com/productinfoCIRCLE 321 ON CARD
SAFETY GAUGERockford Systems’ bench grinder safety gauge adjusts the tongue and work rest openings on bench grinders. The laser-cut unit, designed to comply with OSHA’s 29 CFR 1910.215, features Grade 5052 aluminum, silk-screened text and graphics, and a yellow powder-coated fi nish.www.ohsonline.com/productinfoCIRCLE 316 ON CARD
PRODUCT TRACKING SYSTEMHoneywell Safety Products’ ESP™ (Enabled Safety Products) is a Web-based information management software service that provides real-time tracking control and safety compliance management of RFID-enabled fall pro-tection equipment. The system works across multiple locations and facilities and allows users to track equipment through an ESP Web portal hosted by Honeywell.www.ohsonline.com/productinfoCIRCLE 317 ON CARD
KEYBOARD COVERCherry’s EZClean 4100 keyboard includes a silicone cover that is easy to clean with disinfecting wipes or house-hold cleaners. The cover eliminates the need to clean hard-to-reach areas of a regular keyboard. The keyboard has a two-year warranty with a one-year limited warranty on the silicone cover assembly.www.ohsonline.com/productinfoCircle 318 on card
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www.ohsonline.com 47
NITRILE GLOVESMagid Glove & Safety’s ROC GP630 Gloves with black NitriX grip-technology palms feature a double-layer coating of nitrile to prevent slipping and abrasions. The gloves have a knit and rubber wrist cuff that prevents fraying at the edge and are available in sizes 7-11.www.ohsonline.com/productinfoCircle 322 on card
DEFIBRILLATOR CASESAllegro Industries’ Wall Cases for defi -brillators are available in seven models of various sizes. The cases come in plastic or metal and are white with prominent defi brillator graphics. The metal containers are made of corrosion-proof steel, and the plastic products in-clude three optional shelves. All include an audio alarm.www.ohsonline.com/productinfoCIRCLE 323 ON CARD
PRODUCT SPOTLIGHT
PREVENT FALLS OFF FLATBED TRAILERS
Speed-Guard™ is a simple system that prevents falls off fl at-
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Call Garlock Safety Systems at 877-791-4446 for more information or go to www.railguard.net.
BRADLEY’S NEW TANKLESS TEMPERING SYSTEMS PROVIDE ANSI-REQUIRED TEPID WATER ON DEMAND
Bradley intro-duces Keltech Tankless Tem-pering Systems, which deliver instantaneous ANSI-required tepid water to emergency safety showers and eye/face washes. Draw-ing energy only
when needed, these tankless water heaters are highly effi cient and precise in supplying tepid wa-ter at a second’s notice even in extreme work environments. Call (800) BRADLEY or visit www.bradleycorp.com/keltech/.
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48 Occupational Health & Safety | APRIL 2012 www.ohsonline.com
0412ohs_048_Classified_v1.indd 48 3/9/12 4:43 PM
ADVERTISER INDEX
www.ohsonline.com APRIL 2012 | Occupational Health & Safety 49
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37 AIHA 43
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8 American National Standards Institute 13
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36 Banom 29
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21 BlueWater Manufacturing 43
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20 Bradley Corporation 25
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19 Cobra Systems, Inc. 27
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34 Columbia Southern 19
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10 Encon Safety Products 51
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39 Garlock Safety Systems 24
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32 Keltech, Inc. 41
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38 Miller Fall Protection/Honeywell 21
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31 ZipWall, LLC 47
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50 Occupational Health & Safety | APRIL 2012 www.ohsonline.com
BREAKTHROUGH STRATEGIESB Y R O B E R T P A T E R
A t a recent conference, a safety professional approached me aft er hearing I had expertise in transferring skills for preventing slips/trips/falls. Th is person bemoaned that his company was continuing to see a slew of these inju-
ries. And then, in next breath, he quickly declared, “Th ere’s noth-ing new you can tell me about slips, trips and falls!” My response (“You’re probably right”) was not what he expected.
Don’t know how much he knew or didn’t about a range of at-tention-directing and physical skills for helping people become more in control of their own balance when on the move. But it ap-peared clear he was a prime example of Henry Ford’s perception, “If you think you can or if you think you can’t, you’re probably right.” Believing you already “know” is the enemy of potentially learning more — in the same way that having pretty good trailing indicators can sometimes fertilize a complacency that blocks getting better. And goes against the practice of leadership.
Th e fl ip side of the same coin: Paul McClellan is a master change leader. He’s worked with companies throughout the world improving safety, leadership, and communication outlook and skills on all orga-nizational levels, Most recently in January 2012 in Singapore and in February in England — but also in Russia, Australia, Brazil, Dubai, Ireland, Chile, Indo-nesia, Venezuela, Denmark, Scotland, Spain, India, Canada and throughout the United States. He’s been able to catalyze what one executive called “miracu-lous results” in companies even when managers and employees he trained as instructors/change agents had only minimal grasp of English, the presenting language.
His accomplishments result from a blend of personality and ap-proach. Th e personal parts — his willingness to laugh at himself fi rst, his confi dence in his abilities developed over a lifetime of skills practice, his relaxed style that engenders similar openmindedness in others — are easy to write about but diffi cult to actually transfer, at least quickly. However, it’s the other side, his approach, that we can all learn from to improve as leaders.
Th is centers on his looking at leadership as a “practice,” as a journey — not as a destination. It’s just like a physician who un-dergoes years of training and only then begins her “practice.” Th is means Paul:
■ approaches leadership as a “Way” (the character for this is the “do” in Judo as well as the “Tao” in the ancient leadership tome, the Tao Te Ching), something you work with in as many moments dur-ing the day as possible, something you live. Leadership is not what Paul does, it’s who he is — with family, friends, and colleagues, — not just when he’s “on” as a designated leader or change agent.
■ embraces continuously learning — even diffi cult things. In fact, Paul is currently learning Cantonese. He recently told me he enjoys trying to learn things that he knows he’ll never be able to really master such as Chinese or internal martial arts (though I
think he’s one of the most accomplished martial artists I know.) He fi nds learning fun and frustrating — and daily work on his own improvement reminds him of the challenges that others whom he works with also undergo. So when he talks about steps for improve-ment, they know he really knows and isn’t just touting blindly.
■ exemplifi es, rather than models, leadership. It’s who he is and what he does that matters, rather than the impression he’s trying to make on others. Th ere’s an old martial arts expression, “You can either be weak outside and strong inside, or strong outside and weak inside.” In other words, you can’t put your energy and atten-tion everywhere. If you predominantly focus on your image/being respected as a powerful leader (“strong outside”), there’ll be less energy available to actually become stronger and more eff ective. Paul is a “weak outside, strong insider” with little to no pretense; his attention is more directed toward self-improvement on many levels than to his “status” or in seeking to build an “aren’t I impressive” imprint on others.
■ communicates options, rather than dictating a “one right way.” Paul respects that people best know their own work and can ulti-mately decide what will help their personal safety. He makes it clear
that everyone’s work is honorable — from physical labor to tough strategy craft ing with limited resourc-es — and that everyone’s work can be made safer, easier, and more eff ective with the best approaches. Th at he can off er some options for them to try and weigh, but ultimately it’s their choice. And if they do decide to adopt what he shows, how to do it as eff ort-lessly as possible so they can realistically change in small, continuous steps.
■ senses and adapts to changes in energy and en-thusiasm rather than just going by the numbers. Paul
well understands that talk is not enough; that excitement opens doors and enthusiasm is the propellant of change. He frequently works where signifi cant change in attitude, approach, and ac-tions are needed. So with groups or individual leaders, Paul reads continually shift ing ebbs and tides of energy and receptivity and, most importantly, adjusts his communications accordingly; he doesn’t blithely adhere to a preset plan. Paul understands that, even with the best planning and preparation, he won’t know the actual situation he’ll be getting into until he’s there. So he’s ready, antennae out, knowing his overall objectives, but is able to fl ex-ibly vary his route toward a desired destination.
Like other adept changemasters, Paul’s leadership is a personal practice. When someone, impressed with Paul’s abilities, asked how many years he’d been practicing martial arts, Paul responded, “It’s not the number of years, it’s the number of hours.”
Ultimately, Paul McClellan is dedicated to the internal com-mitment that “I will make a diff erence.” And it’s not just Paul. We each have personal strengths we can learn to tap to make a real diff erence at work and in the world. By beginning within, practic-ing leadership each hour, we each have the opportunity to achieve “miraculous results” in safety performance and culture.
Robert Pater ([email protected]) is Managing Director, Stra-tegic Safety Associates and MoveSMART®, www.movesmart.com.
The Practice of LeadershipIt’s the other side of Paul McClellan, his approach, that we can all learn from to improve as leaders.
0412ohs_050_pater_v2.indd 50 3/9/12 4:44 PM
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