Professional Documents
Culture Documents
OCTOBER 2014
INDUSTRIAL HYGIENE:
Taking the Lead on Chemical
Substitution 16
EYEWASH & SHOWERS:
A State of Constant
Readiness 28
ELECTRICAL SAFETY:
4
Taming the Arc 34
RISK MANAGEMENT:
Benefits of Personal
8
Emergency ID 48
Winter Hazards
in Manufacturing
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View ourls
new leveion.
t
of protec
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800-955-6887
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he International Association of Fire process, he explained. Often there are severChiefs Near Miss Reporting System al good options available to a trainee, but one
(www.nationalnearmiss.org/) has usually rises above the rest, and top-notch
begun an exciting new chapter that decision makers will find it, he said.
Bell described the scenarios as bitemakes its content much more useful as training tools, something that was part of the mis- sized training tailored for what chiefs say
they need now: Something
sion for Laura W. Bell, the systheir personnel can do on
tems program manager, when
their phone, almost, she said.
she joined IAFC in June 2013.
Fire chiefs were telling IAFC
It will add another dimenthat they valued the systems
sion to what we offer in terms
weekly emailed near miss reof trainingactual immersive
ports but also said they and
training, Bell said.
their personnel didnt want
The system launched in
more emails; they wanted an
1995. Some 5,000 reports have
been entered to date that de- Program Manager engaging way to utilize the
material in their training.
scribe how near misses oc- Laura W. Bell deBell said the goal is to make
curred when departments
responded to fires, hazmat scribed the scenar- the systems website a center
of excellence for firefightincidents, auto extrications, ios as bite-sized
ers health and safety, a place
medical calls, technical rescues,
training tailored
where you get the latest and
and more. The systems recent
relaunch is taking submissions for what chiefs say greatest training, she added.
Were a national platform to
to another level, with the re- they need now.
share those experiences. The
ports being turned into realistic
scenarios. Jonathan Mackintosh of West- dissemination can spread like wildfire.
She said IAFC is also partnering with
minster, Colo.-based AlphaTRAC gave me a
demonstration of the technology that takes a the Wildland Fire Lessons Learned Center,
trainee through six steps in decision-making which posts incident reviews on its website
when evaluating a sample incident (the steps to inform the wildland fire community.
are characterize, recognize, analyze, customize, dramatize, and utilize). Were actually JERRY LAWS
along the way teaching a decision-making jlaws@1105media.com
www.ohsonline.com
VOLUME 83 NUMBER 10
EDITORIAL STAFF
EDITOR Jerry Laws
E-NEWS EDITOR Brent Dirks
SENIOR EDITOR Lindsay Page
CONTENT DEVELOPMENT Matthew Holden
ART STAFF
ART DIRECTOR Dale Chinn
PRODUCTION STAFF
DIRECTOR, PRINT AND
ONLINE PRODUCTION David Seymour
PRODUCTION COORDINATOR Teresa Antonio
SALES STAFF
WEST DISTRICT SALES MANAGER Barbara Blake
972-687-6718
EAST DISTRICT SALES MANAGER Jenna Conwell
610-436-4372
Copyright 2014 by 1105 Media, Inc. All rights reserved. Printed in the U.S.A. Reproductions in whole
or part prohibited except by written permission. Mail
requests to Permissions Editor, c/o Occupational
Health & Safety, 14901 Quorum Dr., Ste. 425,
Dallas, TX 75254.
The information in this magazine has not undergone
any formal testing by 1105 Media, Inc. and is distributed without any warranty expressed or implied.
Implementation or use of any information contained
herein is the readers sole responsibility. While the
information has been reviewed for accuracy, there is
no guarantee that the same or similar results may be
achieved in all environments. Technical inaccuracies
may result from printing errors and/or new developments in the industry.
Corporate Headquarters:
1105 Media
9201 Oakdale Ave. Ste. 101
Chatsworth, CA 91311
www.1105media.com
1014ohs_004_EdNote_v1.indd 4
Email: To e-mail any member of the staff please use the following
form: FirstinitialLastname@1105media.com.
www.ohsonline.com
9/9/14 10:32 AM
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INTERNATIONAL LINEMANS RODEO IN KANSAS CITY, MO, OCT. 16-18 AND AT THE
SAFETY LEADERSHIP CONFERENCE IN INDIANAPOLIS, IN, OCT. 27-29.
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TABLE OF CONTENTS
38
WINTER HAZARDS
42
42
features
VISION PROTECTION
14
20
BEHAVIOR-BASED SAFETY
22
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RISK MANAGEMENT
48
departments
4
10
52
54
55
56
56
57
58
www.ohsonline.com
9/9/14 10:34 AM
M U LT I - H A Z A R D
PROTECTION
Protection / Comfort / Durability
f
LEARN MORE AT
WORKRITEFR.COM | 855-855-2785
Workrite Uniform Company, Inc.
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TABLE OF CONTENTS
www.ohsonline.com
Dont Miss Our October 2014 Webinars
Fire safety, confined spaces, and general industry fall protection are the three webinar topics on Oct. 2, when experts on
these topics present the second OH&S Supercast of 2014.
If you missed these highly valuable, free webinars, you can
still register to listen to the archived presentations. Other
webinars this month address combustible dusts and
housekeeping (Oct. 8) and predicting, and thus preventing,
injuries (Oct. 16).
Well recap the 2014 NSC Congress & Expo and look ahead
to the best safety and health conferences of 2015, including
ASSE, AIHce, VPPPA, A+A, and the American Occupational
Health Conference, taking place in May 2015 in Baltimore,
Md. It will be the 100th annual meeting of the American
College of Occupational and Environmental Medicine and
the kickoff to its centennial celebration year. A+A, held in
alternate years in Dusseldorf, Germany, continues to grow,
with record attendance of 63,500 in 2013, Messe Dusseldorf
North America has reported.
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www.ohsonline.com
9/9/14 10:35 AM
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NEWSLINE
On the Move
Honeywell recently announced the creation of one comprehensive business unit
focused on worker protection and safety:
Honeywell Industrial Safety. It comprises
the Honeywell Safety Products and Honeywell Analytics businesses. The companys
president is Carl Johnson, who remains
president of Honeywell Analytics; Sach
Sankpal remains president of Honeywell
Safety Products. The company also announced that Mark Levy retired after a
40-year career, with 15 years as president of
Honeywell Life Safety. . . . Matthew L. Nowlin and Lauren D. Tilley, environmental
scientists with consulting firm Skelly and
Loy, recently earned certification through
SKELLY AND LOY
MATTHEW L.
NOWLIN
LAUREN D.
TILLEY
10
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www.ohsonline.com
ADVISORY BOARD
Leo J. DeBobes, MA (OH&S), CSP, CHCM,
CPEA, CSC, EMT
Stony Brook University Medical Center
Stony Brook, NY
Scott Lawson
The Scott Lawson Companies
Concord, N.H.
Angelo Pinheiro, CSP, CRSP, CPEA
Senior HES Professional
Marathon Oil Company
Houston, Texas
William H. Weems, DrPH, CIH
Director, Environmental & Industrial Programs
University of Alabama College of Continuing Studies
Tuscaloosa, Ala.
Barry R. Weissman, MBA, REM, CSP,
CHMM, CHS-V, CIPS
Corporate Manager Health & Safety
Benjamin Moore Paint Co.
Flanders, N.J.
Henry Wright, MBA, CFPS
Senior Vice President & Director Risk Solutions
BB&T Insurance Services Inc.
Charlotte, N.C.
www.ohsonline.com
9/9/14 10:36 AM
Push-to-Fit
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Are you looking for hearing protection thats easy to insert, even with dirty
hands? With 3M Push-to-Fit Earplugs, you simply grasp the stem and push
them into place, providing a clean and comfortable t. Theres no roll-down
needed, and no fumbling to get the right t before the earplug expands. Made
from patented and innovative foams, push-to-t earplugs are available in a
variety of models, and are designed for extended wear and all-day comfort.
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detection
protection
validation
9/2/14 11:11 AM
NEWSLINE
company that provides training to at-height
workers, and also that it has opened a new
training center in Tustin, Calif. The acquisition of Fall Protection Group expands our
footprint in training and consulting services, which will provide our customers with
a broader range of solutions, said Stephen
Oswald, Capital Safetys CEO. It brings
together two great organizations with established reputations in the industry, further strengthening our position as a world
leader in fall safety, while delivering our
mission of bringing every worker at height
Awards
The U.S. Army Corps of Engineers
Craney Island Dredged Material Management Area in Portsmouth, Va., earned
OSHAs VPP Star this year. Achieving
VPP Star status takes dedication, planning and commitment. Its not an easy
Style, Fit,
Function.
est. 1964
LC7
home safely. The 3,500-square-foot training center, one of 20 the company manages
worldwide, includes fall protection, rescue,
and confined space training facilities.
www.enconsafety.com/ohslc7
1(800) 283-6266
Encon & Veratti are registered trademarks of Encon Safety Products, Inc. Houston, TX.
Copyright Encon Safety Products, Inc. 2014
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www.ohsonline.com
9/9/14 10:36 AM
Introducing
From the plant oor to the executive suite, a single device is now capable
of protecting your people and impacting the operations and economics of
your entire organization. The Meridian gas detector does just that, detecting
both combustible and toxic gas. A single detector head easily accepts all
sensor types its simply plug and play. Learn how the Meridian universal gas
detector is redening universal. Visit www.UniversalByScott.com
LET'S WORK.
CIRCLE 60 ON CARD
2014 Scott Safety. SCOTT, the SCOTT SAFETY Logo and Scott Health and Safety are registered and/or unregistered marks of Scott Technologies, Inc. or its afliates.
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VISION PROTECTION
The most notable progressions of anti-fog coatings are those that are bonded to the lens
for long-lasting properties.
14
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25%
Construction 2,660
13%
12%
12%
9%
8%
6%
5%
10%
1014ohs_014_015_MCR_v2.indd 15
Injuries
138,626
Saws
84,855
Lawn mowers
83,574
49,414
Hammers
34,170
Tools
27,183
23,719
These are activities in which one typically would wear eyewear at work, too. In
addition, there are multiple recreational
activities where protective eyewear could
also reduce injuries; these include archery,
baseball, cycling, fishing, mountain climbing, and skateboarding.
Anti-scratch demonstrations
during this years National
Safety Council Congress & Expo
in San Diego included assorted
eyewear with and without
anti-scratch coating inserted
into steel wool-lined rotating
chambers to simulate abrasion
hazards.
As conscientious suppliers, we must
listen to our industry to help us see more
clearly. To expand on this point, I would
like to share the findings of our recent focus group. More than 100 individuals from
OCTOBER 2014 |
15
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To see our full line of fall protection gear and nd a dealer near you,
call 800.785.6865 or visit rigidstore.co/ohslaunch today.
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9/9/14 10:38 AM
SAFETY
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Designed and certied to meet the NFPA 2112 ash re standard,
Dickies FR garments protect against hazardous conditions on
the toughest jobs. Dickies. Standing in harms way since 1922.
Shop at Dickies.com/FR
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the time or less. This means much less time waiting for the reading to stabilizeand ultimately a valuable opportunity to carry
out more services in the field. Faster response is what engineers
really value, as they have to wait less time for the reading to stabilize, which can lead to more accurate readings because they are
less likely to take the reading too quickly.
1014ohs_020_gurd_v2.indd 20
Q: What should an analyzer manufacturer or engineer look for when selecting a sensor manufacturer?
A: Its important to work with a manufacturer who is a recognized expert in the field of emissions monitoring.
The ability for a manufacturer to achieve dependable repeatability should also be a key consideration.
9/9/14 10:40 AM
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BEHAVIOR-BASED SAFETY
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BEHAVIOR-BASED SAFETY
tary (observation details/feedback/corrective actions) are properly
documented?
3. What is your percentage of open issues that have been field
verified as having been effectively resolved?
4. What percentage of tasks are field verified to have been pretask planned (JSA, JHA)?
5. What is the percentage of employees who have been visited
by a member of top management and had something safety-related, rather than production-related, discussed with them directly?
6. After review, what percentage of near misses are actually near
misses and not reports of unsafe acts or conditions?
7. Of all the observations collected, what percentage are behaviors vs. conditions?
Each of the above examples opens the door for very important
follow-up coaching on not only what to observe, but also observation quality, effective resolution, management interaction, and the
building of the observation and feedback skill set.
Circle 13 on card.
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www.ohsonline.com
9/9/14 10:40 AM
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BEHAVIOR-BASED SAFETY
goal is to build the employees trust, the focus must be placed on
coaching, not discipline.
The fourth step is to track and communicate the findings. The
BBS process generates valuable data to aid in preventing future recurrence by focusing on resolution and prevention, but it needs to
be communicated so that people become aware of the concerns.
In a BBS process, names are of little to no importance and many
processes are kept completely anonymous to help build trust and
actually focus on the behavior rather than creating a punitive situation. As you collect more observations, you can focus on developing metrics to track and trend performance.
Conclusion
Implementing a BBS process within your organization is a substantial undertaking and is not something that can be done overnight.
For some, it takes years. This article merely scratches the surface
of the challenges you might currently be facing in implementing
a BBS system.
Evaluate where your company stands in terms of whats being measured, the level of trust your employees have with management, whats being evaluated from an observation perspective,
whether or not coaching and feedback is occurring, and whether
there is ownership at all levels. Then sit down with your leadership
team at the highest levels and have a candid discussion about your
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Train, train, train. You have to make sure the maintenance staff
knows how to do the preventative maintenance on the units.
BY LINDA J. SHERRARD
ire! Scalding burns, blistering skin, blindness, hazardous materials exposure from a
broken package, accidental skin exposure
to compounding of chemo drugs. . . . Now
that I have your attention, tell me that your emergency
eyewash/safety shower is any less an important piece
of safety equipment on site than any other emergency
equipment, such as a fire extinguisher, first aid kit,
burn gel, AED, back board, or an SCBA?
Have you ever once included your safety shower in
an emergency drill for employees? Would they know
how to use, clean up after, and restore to service an
eyewash/emergency shower or what to do with possibly contaminated water? Lots of water? (If it is not a
drained unit, potentially up to 300 gallons of water in
15 minutes.) You do have a plan in place, right?
How about clever employees? I know of one angry housekeeper who would intentionally turn off the
valves to the drench hoses for spite and a maintenance
person who did not like to test the non-draining
unitswho never activated one shower. (That is why
we have to verify.)
Consider your facility and the current state of your
emergency eyewash/showers. Blocked by storage, used
as coatracks, not tested, not flushed, rusted shut, or
the water is turned off ? Or, for stations with portable
eyewash bottles: missing solution containers or out-ofdate solution? When was the last time you checked?
Constant Readiness
When you establish your emergency eyewash/safety
shower program, consider the following:
Do you really need one? Why? Refer back to
your facility hazard analysis and review all of the pro28
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ELECTRICAL SAFETY
BY TIM BURTTRAM
34
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safety folks
have one thing in common
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ELECTRICAL SAFETY
racking technologies. The company decided upon a system from
Remote Solutions LLC that provides users of low- and mediumvoltage circuit breakers an alternative to arc flash protection garments. It places a protective barrier of up to 150 feet between the
operator and the energized breaker.
The remote racking solution employed by Cascade Steel differs
from common land-based systems, which are either moved to the
breaker location on a cart or affixed to a large base with a motordriven mast. Some users may find these systems cumbersome because they can weigh hundreds of pounds and are not very portable.
The operator must properly finesse the device to the face of the work
on the circuit breaker compartment, register the X/Y/Z coordinates
relative to the racking points, and then secure the tool. This procedure can take up to 20 minutes per breaker and also introduces
human performance concerns. Tool alignment problems can result
in physical damage to the circuit breaker, rendering it unserviceable.
Conversely, the remote racking device used by Cascade Steel
electricians is easily operated with switchgear elevated off the ground
and includes fail-safe mechanisms to keep personnel from misapplying it to the wrong breaker. It also includes specific attachments and
software to address particular racking parameters, such as torque
and breaker travel. The switchgear-based racking apparatus can either be mounted on the breaker itself or on the breaker compartment
door so it can be registered correctly to the racking points.
To date, Cascade Steel has installed remote racking apparatus
on every rackable breaker, regardless of voltage level, in its mill and
is working on getting remote racking for three additional 480-volt,
A touch screen Human-Machine Interface (HMI) for closeddoor racking also benefits mill operators. Redundant digital drives
with battery backup provide fail-safe racking in the event of a power failure. Real-time breaker travel indication and user controls include an emergency stop at any time during racking, manual start/
stop, and automatic retrieval and recovery of a circuit breaker.
A torque limiter for different manufacturers breakers found
throughout the mill counts the number of turns as well as displaying real-time travel position. The system simulates all OEM
breaker interlock systems and automatically operates and monitors
positive interlock. Tilt angle monitoring allows operators to track
the pitch and roll of a breaker during racking to minimize potential
equipment damage. Should the device detect an out-of-level situation, it will stop the racking process. Over-torque protection is also
provided for the racking motor should the shutters not open or if
the breaker becomes bound in the racking process. This consistent
process will extend the life of switchgear.
Conclusion
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Circle 7 on card.
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WINTER HAZARDS
1014ohs_042_044_McNeill_v2.indd 42
9/9/14 10:44 AM
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WINTER HAZARDS
Loading Docks
Electrical Shocks
Melting snow from shoes and boots creates standing pools of water that can be a
shock hazard for improperly grounded
equipment or for employees plugging in
hand tools, lights, space heaters, or other
devices. Make sure that your maintenance
team is on the lookout for standing water
and educate employees about the hazards
of electricity and water.
One way to avoid issues from electrical hazards and shocks is to ensure that
you use industrial wire and cable rated for
damp conditions and to specify high-quality industrial cable and wire whenever you
purchase new equipment or add new wiring to your manufacturing facility.
Static
Communication During
Hazardous Weather
Winter storms create hazardous conditions, and its important to keep employees
safe. Yet some manufacturing equipment
and processes, such as foundries, biologicals, and food processing, must continue
on a specific schedule to prevent quality
issues, scrap, or lost production. The best
way to handle winter storm closings is to
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1014ohs_042_044_McNeill_v2.indd 44
Bulky Clothing
In winter, people tend to wear long sleeves
and to dress in layers of bulkier clothing.
Bulky clothing may make it harder to operate equipmentit can easily catch on handles, switches, or leversso its important
to ensure you have proper safeguards on
every piece of machinery.
Even though your factory may have
cavernous ceilings and metal walls, its important to keep it heated to comfortable
temperatures to minimize the need for
workers to wear extra layers of clothing. As
with loading docks, keeping the facility at
a comfortable temperature helps to minimize the temptation to use personal space
heaters, which are very hazardous. Not
only do they create potential fire hazards,
but also people often trip over cords strung
along floors or the heaters block aisles and
spaces between machines, impeding production and material movement.
SAD
Many people suffer from seasonal affective
disorder, or SAD, which makes them sluggish, sleepy, and depressed. SAD occurs
because of low levels of sunlight during the
winter, and it can be quite dangerous. Many
people with SAD become accident prone,
fall asleep suddenly, or even attempt suicide. To help prevent complications from
SAD, it helps to have windows in your
manufacturing facility to let natural light
stream in. At the very least, try to ensure
that common areas, cafeterias, and break
rooms have plenty of natural light. Also, try
to have an outdoor area available for breaks
for those workers who need to see the sun
to feel healthy.
Manufacturing can be hazardous at the
best of times, but winter has special challenges. Watch for these areas of concern
and your plant safety record will be intact
come spring.
Scott McNeill is the Director of Operations
at TPC Wire & Cable Corp. in Macedonia,
Ohio. TPC Wire & Cable manufactures
cables and wires for harsh industrial conditions. Their products are designed for abrasion, impact, and more in manufacturing to
keep your operations running smoothly. For
more information, visit www.tpcwire.com.
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9/9/14 10:44 AM
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CIRCLE 40 ON CARD
Untitled-6 1
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ook at your facility. Is it well lighted and cheerful, with curbside appeal? Now, look more
closely at the first few days of employment
and the fire safety features and safeguards.
How does it look now? Think about it: An employees
first glimpse of your fire safety program often takes
place during new employee orientation. Conducted
by a member of the safety team or maybe human resources, this first impression goes a long way toward
establishing the safety culture within your organization, but it is done in a blur of other important benefit
paperwork, payroll, and orientation haze.
Your job is to get new hires to understand the seriousness of the instruction materials by delivering a
clear, concise training class that drives home the point
that fire is not something to be taken lightly. Its not
always a happy thought, but fire safety is one of the
most important things you can teach new employees
as you start them out on the right footing.
1014ohs_046_047_Bilger_v2.indd 46
9/10/14 10:52 AM
Get Creative
Another way to get people talking about fire safety is to invite the
local fire department to tour your facility. This is a win-win. The
organization raises fire safety awareness by getting people talking
about firefighters being on site, while the fire department personnel benefit by seeing the facility before theyre needed in an actual
emergency. Having local officials tour the facility shows safety
pride, too.
Utilize Opportunities
You dont have to preach and you dont have to banter, but you
do need to make sure that your employees are thinking about fire
safety more often than just during the annual refresher course. If
you see a congested hallway, a blocked exit, an uninspected fire
extinguisher, or any other indicator that employees dont have fire
safety on the brain, use this as a teachable moment to boost their
fire safety knowledge and awareness. Your entire facility will be better off for it.
Fire safety is every day, not once and done. Consistency, following up on problem areas with corrective actions, and planning
will provide your company exactly the results it wants: fewer firerelated problems.
Keith Bilger, BS, is a Safety Consultant I for the Central Prison
Healthcare Complex with North Carolina Department of Public
Safety in Raleigh, NC. He can be reached at kbilger74@gmail.com.
cpm-west.com
PRODUCED BY
Nancy Calabrese
Midwest, West
ncalabrese@1105media.com
(702) 228-3293
Kharry Wolinsky
East
kwolinsky@1105media.com
(703) 876-5069
Circle 31 on card.
www.ohsonline.com
1014ohs_046_047_Bilger_v2.indd 47
OCTOBER 2014 |
47
9/10/14 10:52 AM
RISK MANAGEMENT
Strategic Benefits of
Personal Emergency ID
BY TREIVE NICHOLAS
48
1014ohs_048_050_vital_v5.indd 48
9/9/14 1:00 PM
GOURMET GIFTING
Make lasting impressions with ease.
Untitled-4 1
9/3/14 2:10 PM
RISK MANAGEMENT
Simplicity is key here. In the event of an
incident, first responders can quickly see
a few key pieces of information about the
incapacitated person. Independent of any
technology, these devices must adhere to the
C.A.R.R. principle to be effective:
ConspicuousVisible
and clear
what it is and where it is.
AccessibleThe information has to
be retrievable and readable.
RelevantThe information needs to
be accurate, not necessarily voluminous.
ResilientIt is resilient both to
the weather and to a persons demanding
work regime.
We need to take a balanced assessment
of any potential downsides or negative perceptions associated with all risk management tools. Some of the most frequently
asked questions or statements include these:
I only need provide Personal Emergency
ID for workers who have a medical condition
or those who take medication.
Personal Emergency ID is not just
for people with a medical condition, but for
anyone who may be incapacitated follow-
ing an accident.
You do not know who has a medical condition. Many workers choose not to
reveal their medical condition or medication to employers or co-workers. Workers
often are prepared to write their medical
condition and personal information on an
ID when they know it will be useful in case
of an incident or emergency.
What about my data security liability?
Ensure it is the workers choice
if and what information they decide to
supply. Employers can reasonably insist
that an ID includes a workers name and
contact details for their boss. Leave it up
to individuals to supply what other information they want on the ID for use at the
time of an emergency.
Most products have tamper-proof
seals or a similar device to ensure the data
is contained securely, keeping private data
private. This way, it is seen only by the right
people in the event of an accident or medical emergency.
Where the ID adheres to a helmet, does
the glue damage the helmet?
Do
you
know...
...Marks first
emergency contact
information?
Back to Bob
WSID-01
General enquiries:
mail@vitalid.com
Tel: (250) 760 - 0048
50
1014ohs_048_050_vital_v5.indd 50
In the past this may have been an issue, but today, mainstream manufacturers
have specifically formulated adhesives to
eliminate this potential problem.
Where the ID uses ink and paper to hold
information, how do I stop it getting wet and
losing the information?
Look for a Personal Emergency ID
system that is waterproof. In the first instance, go for a product that prevents water
entering the ID. In addition, check to see
that the paper or card used inside the ID
is specifically manufactured to prevent ink
running if it does get wet. Use of a permanent marker pen/ink can help a lot, too.
High tech
Having Personal Emergency ID in the
form of a memory card or chip means that
quite detailed personal information can be
stored and read, but is conditional on first
responders and incident managers having
access to a device that can read it.
Some products use bar and QR codes,
which once scanned enable first responders and paramedics to access the breadth of
relevant medical and non-medical information. Like the use of memory cards, this is
very effective at providing detailed information, but it does rely on people at the scene
of an incident, or nearby, being able to use
devices to do the scanning and reading.
Particularly for lone workers and
those working in the field, some Personal
Emergency ID include a tracking device
so the workers can be easily located in
the event of an incident. Many rely on the
cellular network, so the race is on to find
low-cost global solutions that use satellite
networks to pinpoint someones remote
location and allow them voice contact
using adapted smartphones.
Circle 1 on card.
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PRACTICAL EXCELLENCE
BY SHAWN GALLOWAY
Organizational culture can be either a powerful tool or a hindrance to the results organizations need from their contractors. A
contractors culture not only influences the beliefs and behaviors of
their employees, but also the clients employees. When the behavior
of contractor personnel is observed by client employees, over time,
this has an impact on the beliefs, decisions, and behaviors of client
employees and the stories they tell one another. With recent unfortunate media-worthy events, it is hard to argue with the fact that
contractor and client cultures affect each other.
Organizations leveraging contractors require a culture-conver52
1014ohs_052_Galloway_v4.indd 52
sation framework that initiates dialogue with both short- and long-term
contractors, creating clarity around
what safety excellence looks like in
Having a strateknowledge, beliefs, and behaviors,
not just results. Safety roles, responsi- gic framework in
bilities, and results need to be collab- place that estaboratively developed and a positive and lishes accountabilproactive accountability system estab- ity for culture, not
lished to influence and achieve exceljust activities and
lence in outcomes.
Several client organizations have results, is essendeployed methodologies to mutually tial for continuous
influence safety cultures (theirs and improvement in
their contractors) with great success.
business results.
An energy client based in the United
Kingdom modified its entire approach to contractor selection and
management following the results of an 18-month pilot project in
2010-2011. Post-project contractors privately reported to ProAct
Safety it was the most successful and enjoyable project they had
been a part of. Interestingly, this has contributed to a recognition
among the construction firms the client typically employs as becoming one of the most desirable clients to work with. One such
contractor stated, We all have clients that are serious about safety
but demonstrate it by increasing ridiculous rules and punishment.
They demonstrate it by showing they care about our people as
much as we do.
Organizations serious about safety excellence focus on longterm value for both employees and contractors and place quality of life over cost reduction. Further, they take steps to ensure
alignment between not just safety activities, but also the different
cultures they reside within. With an effective strategy for safety excellence that leverages data (e.g., injury, incident, risk, and cultural)
to prioritize objectives, the correct initiatives that execute against
them, and a balanced scorecard to track progress and results, performance and cultures can be considerably enhanced and aligned
between organizations.
Progress will begin with good communication; respectfully
challenging status-quo thinking; believing there will always be a
better way; a willingness to identify both the future desirable and
current reality of safety perceptions, decisions, behaviors, experiences, and stories; and working collaboratively to prioritize and
close the gaps. Having a strategic framework in place that establishes accountability for culture, not just activities and results, is
essential for continuous improvement in business results, but the
most important element is the lives of the people involved, on and
off the job.
Shawn M. Galloway is the co-author of STEPS to Safety Culture
Excellence and president of ProAct Safety. He has helped hundreds
of organizations within every major industry internationally achieve
and sustain excellence in performance and culture. He is also the
host of the acclaimed weekly podcast series Safety Culture Excellence.
He can be reached at 800-395-1347 or info@ProActSafety.com.
www.ohsonline.com
9/9/14 10:46 AM
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for certain applications. It includes userfriendly, 8-character LED display for ease
of set-up with understandable menus.
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PRODUCT SPOTLIGHTS
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9/9/14 10:48 AM
ADVERTISER INDEX
ADVERTISER
13 Blackline GPS
www.blacklinesafety.com
15 Bradley Corporation
www.bradleycorp.com/halo
PAGE #
24
8
CIRCLE #
ADVERTISER
PAGE #
CIRCLE #
COMPANY
PAGE #
43
Product Spotlights
26
55
21
29 Omaha Steaks
www.OmahaSteaksB2B.com
49
57 MCR Safety
www.mcrsafety.com
55
14 BW Technologies by Honeywell
www.bwt@gasmonitors.com
53
59
55
8
CBS ArcSafe
www.CBSArcSafe.com
47
4
Rigid Lifelines
www.rigidlifelines.com
17
55
30 CPM Symposium
www.cpm-west.com
19
SafeStart
www.safestart.com
62 TecGen FR
www.tecgenfr.com
55
16 Dickies FR
www.dickies.com/FR
6
Draeger
www.draeger.com
23
25 SafeStart
www.safestart.com
35
12
3
Safety Optical Service
www.SideShield.com
27
18 Ergodyne
www.ergodyne.com
32
60 Scott Safety
www.scottsafety.com
13
50 BlueWater Manufacturing
www.bluewater-mfg.com
56
19 Ergodyne
www.ergodyne.com
33
51
56
20 Haws Corp.
www.hawsco.com
29
39 TecGen FR
www.tecgenfr.com
41
56
25
26 TenCate
www.tencateprotectivefabrics.com
56
5
Honeywell Safety Products
www.honeywellsafety.com/culture
60
27 TenCate
www.tencateprotectivefabrics.com
54 VAC-U-MAX
www.vac-u-max.com
56
7
Kee Safety
www.keesafety.com
36
12 3M
www.3M.com/Push-to-Fit
11
New Products
37
40 3M
www.3M.com/6500Promo
45
1
Vital ID
www.workersafetyid.com
50
39
10 Master Lock
www.masterlock.com
30-31
23 MCR Safety
www.mcrsafety.com
38 Wolverine
www.wolverine.com
11 Moldex-Metric, Inc.
www.moldex.com
9
Workrite Uniform
www.workrite.com
Product Literature
55 Scaffold Training Institute
www.scaffoldtraining.com
56
Classifieds
306 EXAIR
www.ohsonline.com/productinfo
54
54
54
54
309 Rite-Hite
www.ohsonline.com/productinfo
54
54
South America
Asia-Pacific
India
United Kingdom
Europe
Africa
www.ohsonline.com
1014ohs_057_AdIndex_v3.indd 57
OCTOBER 2014 |
57
9/10/14 10:55 AM
BREAKTHROUGH STRATEGIES
B Y RO B E R T PAT E R
hat is your baseline view of being a leader? Experi- ing, which implies doing something with the express purpose of
ence shows this is split on at least one dimension: making a show for others to follow; sort of like acting and then
Exemplifying or Exempting. (Im referring here to quickly looking back to see whether others are watching, following,
something other than the HR meaning of exempt and mimicking. Modeling is done for effect; it seems self-confrom overtime = salaried.) These leadership mindsets apply to all scious rather than authentic. In contrast, leading by example means
corporate leadership roles, from Executive to Front Line Supervi- operating from a core set of principles/values that guide the leader
sory, as well as to peer leaders on a Safety Committee.
to practice, live, and work what she/he talks about (which certainly
Exempting leaders: These believe theyve accrued privileges doesnt mean being 100 percent consistent)whether others are
from attaining a leadership position; theyve earned their rank watching or not. Exemplifying leaders dont expend energy overand are now entitled to special permissions. They think of them- dwelling on the past, blaming, or rationalizing. Rather, they harselves as exceptional, special, and more important; after all, dont ness their resources toward moving forward, problem-solving, and
they work harder and have more responsibility for results than do what next needs to be done to become better.
others below them? More calls on their time? Dont
I recall a took-himself-too-seriously Exempting
they deserve some perks that signify theyre above the
HSE manager of an oilfield services company with
crowd? So doesnt it make sense, isnt it only fair, that
far-reaching offshore work. Yet in more than 25 years
the rules for workers shouldnt strictly apply to them?
in his business, hed never actually been in the field!
And so, for example, shouldnt they be able to just
All the while, he holed up in his nicely appointed ofsidestep certain policies and procedures, such as havfice, busy writing manuals, policies, and procedures
ing to use otherwise required PPE when just briefly
on how workers should operate on offshore platforms.
walking through a plant?
Take a contrasting Exemplifying leader in a
This Exempting leaders mindset reminds me of
highly similar industry. Self-described Quality
George Orwells classic Animal Farm, where the
Punk and Improvement Ninja Paul Naysmith is an
ruling motto was, All animals are equal, but some
HSEQ Manager with Expro Americas, a provider
animals are more equal than others. However, this Especially where
of products and services to oil industry companies.
approach backfires in many ways because Exempting there are expecPaul knows and, more importantly, lives the value
leaders dont see how the Third Law of Motion apof combining character with strategy. Among other
plies to them: For every action, there is an equal and tations of some
actions, this entails doing due diligence to be sure
opposite reaction. In the physical realm, such force democratic prothat equipment and training programs brought into
reactions are instantaneous; when it comes to the cess, people will
Expro are fully aligned with the companys firm
parallel Law of Emotion, responses may form over
values of simultaneously strengthening health and
time. Especially where there are expectations of some react when they
Safety skills and engagement. It also entails incordemocratic process, people will react when they see see leaders treat- porating his training and expertise in Quality into
leaders treating themselves differently. This pushback
all Safety planning and implementations, including
ing themselves
may take different forms: disengagement, lowered
in his frequent forays into the field with operations
trust/heightened resistance, longing for (and help- differently.
people. Guess which leader showed significantly
ing) a manager crash and burn, sabotage, work-tobetter Safety results!
rule (doing nothing more than following the written minimal letter
Experience with leaders on all levels in numerous companies
of the rules), slowdown, not reporting problems, not watching out worldwide has consistently shown that Do as I say, not as I dofor others, and more. Recent Gallup and other polls corroborate type messages backfire, whether these are overtly or behaviorally
these kinds of actions are increasing.
communicated. Actions always broadcast a more penetrating and
Exempting leaders may talk the talk, even sincerely express believable message than do words.
nice phrases. (Safety is important for everyone or Safety is
Sure, none of us is perfect or totally consistent. But the more we
number one.) But their actions are at odds with these words can reduce self-erected obstacles, the more effective a leader each
even though some of them would be surprised to hear of this of us can become. So I invite you to ask yourself, do you feel Exempt
incongruity (after all, theyre saying good things). But others reg- from following rules, policies, and procedures to which you expect
ister and are affected by this disparity. Sending mixed messages others to adhere? And how much do you Exemplify what you wish
always weakens leaders personal credibility and undercuts over- to see in otherseven when no one else is watching?
all Safety messaging and culture.
Exemplifying leaders: These leaders believe in leading from the Robert Pater (rpater@movesmart.com) is Managing Director, SSA/
front. This is much more than the outmoded approach of model- MoveSMART, www.movesmart.com.
58
1014ohs_058_pater_v2.indd 58
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9/9/14 10:49 AM
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CIRCLE 24 ON CARD
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www.honeywellsafety.com/culture
Untitled-9 1
8/21/14 3:01 PM