NUCA SAFETY NEWS   MAY|JUNE 2013  1

MAY|JUNE 2013

Published Bimonthly by NUCA

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Workplace Safety Depends on Managers and Supervisors

Every construction company has a chain of command. At the top is the management team--the president, vice president, and superintendents--followed by frontline managers, such as project managers, foremen, and supervisors. Of course, the hierarchy of the company also depends on the size of the company and the number of employees.

Although there may not be daily in-teraction between each level, working together to achieve common goals is very important. Providing a safe place to work is one of the goals that should be on top of every manager’s priority list. To ensure that every job is safe it is crucial for managers to develop relationships from the top of the chain to the worker in the field. Having had the opportunity to talk with NUCA’s William H. Feather Safety Award winners over the years has made me realize how important it is for the top management team to interact with all employees to discuss and promote safety. Companies that win our safety awards have good managers who regularly commu-nicate with employees at all levels about safety. Good managers inter-act and communicate directly with foremen, supervisors and especially

employees in the field. If you really want to know if a safety program is working, ask the workers who are actually performing the work. Good managers also influence em-ployees by visiting jobsites and chat-ting with the employees. Many safety issues go unnoticed because employ-ees don’t feel safety is important to management, but when a manager shows interest in safety and asks an employee in person what concerns the employee has about safety issues, the employee will feel obligated to answer the question truthfully. It is amazing what you can find out by just asking a few pointed questions. Another way managers can influence employees and show how important safety is to the company is by attending safety meetings. Whenever possible, managers should take the time to speak to employees about safety at these

meetings, even if only for a few minutes. Managers should challenge others to think about safety and ways to improve safety programs, training, inspections, and other aspects of the safety program. Challenging man-agers and employees to think more about safety on a daily and regular basis will result in fewer accidents, increased productivity, and reduced overhead. Therefore, ideas and con-tributions made by employees that turn out to be beneficial should be recognized and rewarded. Managers who are actively and vis-ibly involved with employees on the jobsite can seriously affect the suc-cess of a company’s safety program. Interacting with the employees will enhance employee involvement and will improve the safety program; most importantly it will help elimi-nate or reduce work related risks and prevent accidents.

Attendance at safety meetings demonstrates that if safety is important enough for the manager to participate then it is in fact

important to the company.

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Distractions Are a Safety Issue We’ve all heard about the dangers of using cell phones and texting while driving, but cell phone distractions are just one type of distraction for employees driving or working on the jobsite. Managers need to know the different type of job distractions that could take a worker’s mind away from safety.

Driving DistractionsThe National Safety Council, OSHA, NIOSH and many other safety or-ganizations are focused on driving distractions, such as using cell phones and texting while driving. This is for a good reason because people who are distracted while driving account for about eight out of ten crashes. The statistics indicate some sort of driver inattention occurs within three sec-onds of the crash. According to the CDC, each day in the United States, more than nine people are killed and more than 1,060 people are injured in crashes that involve a distracted driver. Distracted driving is defined as driving while doing another activity that takes your attention away from driving. The facts show that distracted driving can increase the chance of a motor vehicle crash.

THERE ARE THREE MAIN TYPES OF DISTRACTION WHICH INCLUDE:

VISUAL: taking your eyes off the road

MANUAL: taking your hands off the wheel.

COGNITIVE: taking your mind off what you are doing.

Distracted driving activities include things like using a cell phone, tex-ting, and eating. Using in-vehicle technologies such as navigation sys-tems, audio systems, and the in-dash touch screens found in many new cars and trucks also distract drivers. While any of these distractions can endanger the driver and others, texting while driv-ing is especially dangerous because it combines all three types of distractions.

The facts are conclusive, distractions while driving are dangerous. But what about workplace distractions, are they dangerous too? The answer is yes, if not properly controlled or regulated, distractions can lead to accidents that can result in injuries, damage to equipment, destruction of property and more. Workplace DistractionsWorkplace distractions are a safety issue that has not been examined as extensively as driving distractions, but can be just as dangerous. Let’s take a look at some of the common distrac-tions that can result in accidents.Cell PhonesThe first and probably most com-mon distraction that has entered the workplace in the last few years is the cell phone. All companies should

establish cell phone rules as part of their safety program. Does your company permit cell phone use at jobsites or is cell phone use prohib-ited except during breaks? I hope your answer is the latter, because if cell phone use is not prohibited, your

company could be setting itself up for accidents and, in some situations, a liability claim. Require workers to turn off their cell phones while work-ing. If they protest, remind them that they have voice mail, and they can retrieve their voice messages during breaks and call people back. Let’s take a look at a few hypothetical situations that could occur on the aver-age excavation or utility construction site. Start with the equipment opera-tor who takes a call or reads a text while in the process of moving materi-als. First, he removes the phone from his pocket, looks at the phone to see who is calling, and then he takes his hand off one of the controls to answer the call. Is he visually and manually distracted? Yes. Next he begins his conversation, which could be hands free and depending on the length of

the call and details of the conver-sation he adds a cognitive distrac-tion. Next, he moves his equipment and hits a fellow worker or backs into the foreman’s truck. This is a safety problem. Now let’s move outside the equip-ment to the flagger who is direct-ing traffic. This time he gets a cell phone call. The same things hap-pen, except he does not have to take his hands off the controls. However, his hand is no longer being used to provide signals to drivers. Once again the cell phone is a visual,

manual, and cognitive distraction. Next, he turns his back to the traffic as he tries to hear the caller better and is struck by vehicle, or he walks around talking on the phone and trips on the curb and falls in front of a car. This, too, is a safety problem.

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I know these examples are hypotheti-cal, but could they happen? You decide. There is no doubt that operating equipment, performing a work-re-lated task or walking around while talking on the phone distracts a worker’s attention from the task and could result in an accident. I realize that today workers feel that it is their right to stay connected, but when it could place them and their fellow workers in danger, cell phone use should be restricted to breaks. If the call is not an emergency, callers can leave a voice mail. In the event of an emer-gency, families can still reach loved ones through their work numbers, as we did before cell phones existed. All the company has to do is provide a contact number for emergencies.

Other DistractionsIn some work environments, listening to low-volume music can be relaxing to workers and help them safely focus on their work. However, loud music in equipment cabs, blasting throughout the jobsite, or through head-phones can be dangerous if it prevents workers from hear-ing warning signals, mobile equipment backup alarms, and safety instructions. Another factor that can be a major distraction to both managers and workers is the rush to get a job done—that hurry-up-and-finish mentality--that construction workers are often exposed to. Productivity is important but pushing managers and workers to rush through the work causes pressure and a mental distraction that can cause an employee to lose focus of the dangers surrounding them or take a chance to

save time. This kind of distraction is an accident waiting to happen. Always al-low for adequate time and staff the job so it can be completed on time. Don’t

push the workers to the point that you push them off the cliff. Work interruptions are a distraction that can result in unsafe acts and ac-cidents. Before talking or responding to another person, workers should shut down the equipment, turn off power tools or equipment and stop what they are doing. Job training should include instructions not to approach equip-ment without the operator’s knowledge or to interrupt other workers while

they are operating power tools, direct-ing traffic or during critical operations. Wait until they are finished or free to communicate. Not all distractions are work-related.

Workers can be distracted by things that occur outside of work. For exam-ple, have you ever focused your atten-tion on how long it took to drive to work

due to construction traffic or the driver that cut you off, or the funny noise your car was making? Workers often arrive at work with something on their mind, and it can take a little while before they are ready to fully focus their at-tention on their work.

Personal DistractionsNon-work related distractions can be serious distractions when they are related to family, marital, or financial problems at home. Personal distrac-tions can sometimes prevent workers from fully focusing on the job. Employ-ees should be encouraged to bring very stressful problems to management’s attention, stressing that all discus-sions will be strictly confidential. Maybe the worker just needs to get

something off his chest, or maybe he needs some time off to take care of the problem or needs to be assigned to a less safety sensitive job while the employee works through it. Personal distractions are the most difficult types of distrac-tions to recognize and control, because many workers will not talk about their problems, so there is no way to know the mental state of the employee. If an employee confides in a manager, the manager must keep all information confi-dential, except to the highest level of management, and

if it involves a valued employee, the company may consider offering pro-fessional counseling to the employee. Top tier management should establish

Not all distractions are work-related. Workers can be

distracted by things that occur outside of work.

Workplace distractions come in many different types; some exist at the workplace and others are brought to the workplace by the employee.

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some guidelines for managers who suspect an employee is going through a rough time. Everyone goes through hard times in their lives, and employees should know that their company will support them, but will also take necessary measures to keep all workers safe.

Keeping The FocusWhen workers are distracted they often go on auto-pilot. When this happens workers fail to see hazards and perform their jobs in an unsafe manner. Workplace distractions are common, but

workers should understand the hazards their distractions cre-ate. Moreover, managers should be trained to recognize the wide myriad of distractions workers face on the worksite and do their best to minimize distractions and keep the workers focused. Manag-ers should also be alert to when an employee who is clearly too distracted to work safely so that manager can step in and try to help the employee get his focus back. Be it in a vehicle driving down the road or working on a construction jobsite, distractions can cause accidents. Take time to identify potential distractions in your company’s workplace and take action to eliminate or control them before a distracted worker is involved in an accident.

Distractions are a safety issueCONTINUED FROM PAGE 3

Summer Heat Can Be DeadlySummer is just about here and high temperatures are expected in many parts of the country. Are your workers prepared to work in the heat? Every year, thousands of workers become sick from exposure to heat and some even die. These illnesses and deaths are preventable and OSHA wants you and your employees to know what can be done to prevent these unnecessary illnesses from occurring.

Who is AffectedWho is affected? Workers exposed to hot and humid conditions are at risk of heat illness, especially those doing heavy work tasks or wearing bulky protective cloth-ing and equipment. Some workers might be at greater risk than others if they have not built up a tolerance to hot conditions.

What is Heat Illness?What is heat illness? The body normally cools itself by sweating. During hot weather, especially with high humidity, sweating isn’t enough. Body temperature can rise to dangerous levels if precau-tions are not taken. Heat illnesses range from heat rash and heat cramps to heat exhaustion and heat stroke. Heat stroke can result in death and requires immedi-ate medical attention.

How Can Illnesses be Prevented?How can heat illness be prevented? Remember three simple words: water, rest, shade. Drinking water often, tak-ing breaks, and limiting time in the heat can help prevent heat illness. Employers should include these prevention steps in worksite training and plans. Gradually build up to heavy work in hot conditions. This helps you build tolerance, or become ac-climated, to the heat. Employers should take steps that help work-ers become acclimated, especially workers who are new to working outdoors in the heat or have been away from work for a week or more. Gradually increase workloads and allow more frequent breaks during the first week of work. Also, it’s im-

portant to know and look out for the symptoms of heat illness in yourself and others during hot weather. Plan for an emergency and know what to do - acting quickly can save lives! OSHA has started a campaign and created a website to raise awareness and help prevent heat illness in out-door workers. The website provides all sorts of useful information in English or Spanish you can use to educate your workers. The website focuses on who is affected, what heat illness is, and how heat related illness can be prevented. Learn more about heat illness today and prevent a tragedy tomorrow.

Personal distractions are the most difficult types of distractions to recognize

and control, because many workers will not talk about their problems

It all starts with WATER, REST, and SHADE.

For more information visit the OSHA Heat Illness website: http://www.osha.gov/SLTC/heatillness/index.html. (link to underlined text). The website includes educational resources, infor-mation about using the heat index, training resources, and more.

NUCA SAFETY NEWS   MAY|JUNE 2013  5

. NUCA Instructor

Train-the-Trainer ProgramFor the first time in many years, NUCA will run a second train-the-trainer program this year if we have enough interest to fill a class. The next train-ing program is tentatively scheduled for September. The dates have not been pinned down, but the program will be held in Coppell, Texas, at the Coppell Fire Department Training Facility, lo-cated near the Dallas Fort Worth airport. We will be offering both the Excavation Safety & Competent Person and Confined Space Entry train-the-trainer programs. The instructor version for Competent Person Training is a 2½ day pro-gram and Confined Space Entry is a 1½ day program. To qualify as a NUCA instruc-tor, applicants must have experi-ence in the construction industry, possess a strong knowledge of OSHA standards (being an OSHA instructor is a plus but not required), have expe-rience instructing classes or groups, and be willing to make a commitment to the industry by training others. Attendees must be NUCA members or individuals who work for and are sponsored by a NUCA member in good

NUCA Safety News is published bi-monthly by the National Utility Contractors Association for NUCA members.

Publisher and CEOBill Hillman

Editor and Safety Vice PresidentGeorge Kennedy

Managing EditorAnne Luzier

Design and LayoutAndy Krupinski

Copyright 2013, National Utility Contractors Association. All rights reserved by NUCA for articles contained herein. No articles may be re-produced or transmitted by any means without the written consent of the publisher.

standing. Individuals or consultants can become NUCA instructors if they are associate members. All instruc-tors must be affiliated with a NUCA member or be an associate member to maintain instructor status. If you would like to be considered for the NUCA instructor program or if your company would like to sponsor

an applicant (s), visit the safety page on the NUCA website. You will need to download both the application and the Letter of Agreement.

All applications are due before July 26.

CS Entry Caption: NUCA’s Confined Space Instructor trainees get hands-on practice going through confined-space procedures

after receiving instructions for confined space entry.

During NUCA’S April Train the Trainer Program, Captain Jim Barid discusses the equipment in a typical fire/rescue truck and the procedures for using the specialized equipment for a confined-

space or trench rescue.