EHS Today - Summer 2024

A Guide to Enhancing Fall Safety in the Workplace

Learn the strategies and standards that can help greatly reduce the risk of fall-related injuries among your workforce. p.14

Q&A with ASSP’s Pam Walaski p.18

The Psychology of Safety p.22

Workplace Violence p.24

Vision Safety p.26

Heat Stress p.28

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14

Cover Story A Guide to Enhancing Fall Safety in the Workplace

5 Ways to Protect Employees from Workplace Violence

The workplace is becoming an increasingly dangerous environment for employees, so it’s more important than ever to have a plan to keep them safe.

BY GEN HANDLEY

Clear Vision: Safeguarding Construction Workers’ Eyes on the Job

A third of occupational eye injuries require trips to the emergency room, and at least 100 result in one or more days away from work.

BY DAVID PERECMAN

Battling Heat Stress: The Promise and Perils of Technology

Most workers come to work dehydrated and end their shifts more dehydrated than when they started. BY BRIAN BENDER

Learn the strategies and standards that can help greatly reduce the risk of fall-related injuries among your workforce. BY DANIEL

HUNTINGTON

Model Behavior

ASSP President-elect Pam Walaski is working to build a more inclusive— and safer—future for all.

BY NICOLE STEMPAK

The Psychology of Safety

New tools and strategies emerge to foster psychologically safer workplaces. BY ADRIENNE SELKO

Don’t Miss Safety Leadership Conference 2024!

ITEM: Have you registered yet for this year’s Safety Leadership Conference? It’s going to be better than ever: August 26-28 at the Gaylord Rockies Resort, a gorgeous venue located near Denver, Colo. Based on your feedback from last year’s highly successful show, we’ve added even more speakers and topics and networking events to the conference program. You’ll hear prominent speakers sharing their insights on a wealth of EHS topics; exhibits showcasing the latest in safety tech and solutions; special events in coordination with the VPPPA’s Safety+ Symposium; hands-on workshops; and the presentation of this year’s America’s Safest Companies awards.

ITEM: We’re particularly excited about the compelling keynote sessions for SLC 2024! The opening keynote will be “Wiping Away Dullness: Clorox’s Engaging Approach to Re-energizing Safety

Culture,” presented by Carla Mueller, associate director, global safety and environmental, with The Clorox Company. The closing keynote will be “Prioritizing EHS Through Organizational Change: The Power of a Growth Mindset,” presented by Jalayna Bolden, assistant vice president, EHS, with AT&T.

ITEM: In addition to those two keynotes, SLC 2024 will also feature 20 sessions divided up into five separate tracks: Risk Management, Regulatory Compliance, The ROI of Safety, Safety Technology, and Training & Engagement. Sessions include such topics as hiring EHS talent, safety management systems, OSHA inspection guidelines, AI-based safety tools, workplace violence, and safety culture training. Take advantage of this unique opportunity to network with and learn from your EHS peers. We hope to see you in Denver on August 26-28 at SLC 2024.

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Is Employee Burnout Stressing You Out?

Workplace stress could be a symptom of a corporate culture totally disengaged from mental health awareness.

The old adage attributed to safety leaders—“We want our workers to go home at the end of the day in the same condition they were in when they arrived”—apparently has been retired. I attend a lot of safety events, and I’ve heard this new saying quite often lately: “We want our workers to go home BETTER than they were when they arrived.”

That’s a pretty tall order, though, especially when you consider the ever-increasing rates of workplace burnout, which point to the job itself being responsible for burning out so many employees. In fact, when it comes to workplace injuries, more than half (52%) are mental health injuries (according to study from legal firm Atticus), leading to time away from work due to stress, anxiety, burnout and similar psychological issues. Another study, from consulting firm Mercer, reveals that 82% of employees say they’re at risk of burnout. All told, 1 million US workers are absent from work every day because of stress, according to the American Institute of Stress.

What’s going on here? And more to the point, what can be done to improve a very dangerous workplace situation?

One of the questions senior corporate managers always ask is: “What’s the financial risk of employee stress and burnout?” It’s not necessarily a dismissive attitude amongst the higher ranks as it is a basic desire to know exactly how much workplace stress impacts a company’s bottom line. Some of the answers to those questions were discussed at the recent Ohio Safety Congress in Columbus, in a presentation given by Shelly Meadows and Martin Franchi from Navigation Consulting and Training.

Meadows and Franchi cited research indicating that mental health injuries tend to have a much longer recovery time—up to 15 times greater time lost compared to other injury types. Also, there are much higher direct costs for mental stress claims, being 8 times higher than for other injury types.

Anxiety and burnout aren’t the problem, they pointed out—rather, they’re the symptoms of systemic organizational imbalances. That could include stress-filled situations caused by insufficient staffing, heavier-than-normal workloads, or toxic leaders. As Meadows and Franchi noted, companies need to get better at addressing those systemic issues and not just assume

Dave Blanchard Editor-in-Chief

that an individual will “get better” after a little rest. “We’re all in the same storm,” Meadows observed, “but we’re not all in the same boat.” Decades of research indicate that merely trying to help an individual cope with a work situation is far less likely to have a sustainable impact on employee health than systemic solutions, including organization-level interventions.

A typical HR response might be to give a stressed-out employee an extra day off, but that does absolutely nothing to change the work situation and might in fact exacerbate it since that person will come back to work one more day behind on their assignments. A more helpful systemic response, according to Meadows and Franchi, would be for the company to actually address the too-heavy workload situation, offer more resources, and even examine the management structure that might be causing problems.

Toxic workplace behavior is the biggest driver of negative workplace outcomes such as burnout and an intent to leave the company, according to a McKinsey study. Unfortunately, there’s a 22% gap in perception of mental health and wellbeing in organizations between employers and employees. The boss might think everything is just fine, whereas the employees are anxious, stressed, burnt out and ready to go looking for another job. And that’s another one of those financial risks of neglecting the stress levels of the workforce—the workers could very well just decide the job’s not worth it and quit. Not only will the company need to hire replacements, but the company’s reputation will also take a hit as word spreads amongst both current and former employees: “You don’t want to work there.”

So to answer the question, “What can a safety leader do about worker burnout?” Meadows and Franchi recommend that you become a partner with your employees in stress prevention. “Be proactive in addressing the root causes of workplace stress and burnout to prevent psychological and physical injury,” they said. And stay up to date and informed about mental health awareness.

This issue we’re launching a new column, “Expert Perspectives on Safety Excellence,” by ProAct Safety’s Shawn Galloway, long-time colleague of our previous columnist, Terry Mathis, who retired last year. Shawn himself is no stranger to these pages, and we’re delighted to have him joining us on a regular basis.

Send an e-mail with your thoughts to dblanchard@endeavorb2b.com.

Adrienne Selko

Senior Editor

US Stepping Up Protection from Harmful Chemicals

More work still needs to be done to protect workers and communities from forever chemicals.

The flurry of regulations regarding chemical safety in April was a bit unusual.

These actions have politics written all over them. “It’s an election year, and the Biden Administration must get new rules finalized on the books well before November, or new rules will be easy for the next president to overturn if Biden loses his re-election bid,” observed Lynn Bergeson, managing partner of Washington law firm Bergeson & Campbell PC, according to IndustryWeek

A timeline for events in April is as follows:

» On April 10, the EPA issued a final rule to create a drinking water standard to protect communities from exposure to harmful per- and polyfluoroalkyl substances (PFAS), also known as ‘forever chemicals.’ The government said that exposure to PFAS has been linked to deadly cancers, impacts the liver and heart, and can cause immune and developmental damage to infants and children. The rule will “reduce PFAS exposure for approximately 100 million people, prevent thousands of deaths, and reduce tens of thousands of serious illnesses,” the EPA said.

» On April 19, the EPA classified two widely used PFAS chemicals—perfluorooctanoic acid (PFOA) and perfluorooctanesulfonic acid (PFOS)—as hazardous substances under the Comprehensive Environmental Response, Compensation, and Liability Act. Additionally, the EPA noted that it will put effort into enforcement, singling out companies who have either manufactured PFAS or used them in the manufacturing process as well as federal facilities, and other industrial parties.

refrigerants and electric vehicle batteries. And there are exceptions for critical military or other federal uses. However, for this specific chemical companies are required to monitor worker use, as well as provide training and PPE for those exposed to the chemical.

While these actions all happened in April, back in January the EPA finalized a rule that prevents companies from the manufacture or processing of some 329 inactive PFAS, according to Wastewater Digest

These rules represent important steps in protecting workers and communities from the harmful effects of some chemicals; however, continued attention needs to occur. One such area is the chemicals in plastic. According to a study reported by Chemical Processing, harmful chemicals in plastics including PFAS resulted in approximately $250 billion in increased healthcare costs for the U.S. in 2018. This was from a study released in 2024 funded by the National Institute of Health and Passport Foundation. The study showed that endocrine-disrupting chemicals (EDCs) in plastics are linked to cancer, diabetes and various endocrine diseases.

To get a general idea of the impact of these harmful chemicals, OSHA provides the statistics that workers suffer more than 190,000 illnesses and 50,000 deaths annually related to chemical exposures. They note the harm comes from various cancers including lung, kidney, skin, heart, stomach, brain, nerve, and reproductive diseases. These numbers come from OSHA’s Toolkit for Employers and Workers.

The toolkit offers a variety of advice on how to manage this issue, but most important is OSHA’s advice to move to safer chemicals. For example, OSHA cites the case of Washing Systems LLC, a chemical supplier to the laundry industry, which sought to make detergent free of nonylphenol ethoxylates (NPE). Within two years of announcing these initiatives, the company was able to manufacture chemicals that were 100% free of NPE.

If all sectors of industry would take their cue from Washing Systems and the many others who have gone down this path, and develop alternatives to harmful chemicals, workers would not need to rely on the regulatory climate and its political whims.

» And on April 24, the EPA finalized a ban on most uses of methylene chloride, a dangerous chemical known to cause the following cancers—liver, lung, breast, brain, blood and cancer of the central nervous system—as well as neurotoxicity, liver harm and even death. There are varying degrees of the ban since methylene chloride will still be needed to make Send an e-mail with your thoughts to aselko@endeavorb2b.com.

Level Up Your Supply Chain Safety Programs

Busting Four Health and Safety Myths that May Be Holding Your Organization Back

With over three million workers dying annually due to work related accidents and diseases, ensuring supply chain safety is a critical focus for many companies. Unfortunately, there are certain longstanding health and safety beliefs that compromise operations. Here are four widespread myths that have been proven false according to our research from over 125,000 clients and suppliers across various industries.

Myth 1: Sticking with the Status Quo Saves Money

Many organizations believe that maintaining current practices saves money. However, our data shows that embracing digital transformation and advanced safety programs significantly reduces costs. After adopting robust safety measures, Avetta suppliers had a 35% lower TRIR rate than their non-Avetta counterparts. With $1.2M in incident costs per 1000 suppliers, proactive safety investments can lead to significant cost savings.

Myth 2: Safety Improves Over Time Automatically

Contrary to the belief that safety naturally gets better over time, our research indicates that such progress requires strategic planning and intentional effort. For example, companies leveraging digital platforms for risk management not only enhance safety but also foster a culture of continuous improvement, leading to long-term benefits. This can be seen by the fact that fatality rates for suppliers on Avetta’s network improved from 4.12 to 3.62 per 100,000 employees following the deployment of a proactive, digital risk management and compliance program.

Myth 3: Past Performance Predicts Future Safety

Relying solely on historical data and lagging indicators can be

misleading. Instead, leading indicators such as economic health are more effective for predicting and mitigating future risks. These high-level metrics tend to trickle down to safety metrics. For example, financially unstable companies have 5-15% higher injury rates. That’s why the decision to invest in a comprehensive risk platform that monitors both lagging and leading indicators can reduce workplace injury rates as much as 42%.

Myth 4: Comparing Safety Across Industries is Impossible

While comparing safety metrics across different sectors and countries presents challenges, these are not insurmountable. The right tools can enable meaningful comparisons and insights to help organizations benchmark and elevate safety practices globally as well as across industries. Robust supplier management platforms should be able to provide apples-toapples risk data, enabling organizations to optimize future performance regardless of industry or region.

Breaking down incorrect health and safety myths is essential for building safer working environments. By fostering better understanding and implementing data-driven strategies, you will be able to strengthen your safety protocols and achieve superior outcomes.

As industries and supply chains grow more complex, the role of accurate, actionable information and data in shaping safety strategies is essential. By dispelling outdated myths and embracing innovative data-informed approaches, companies can protect their workforce and ensure long-term success for their health and safety strategies.

NEWS BEAT

SLC 2024 Preview: Hiring Woes

The

job hunting and hiring processes have become unnecessarily complicated. It’s time to reconsider what you want from an employee and what an employee needs from the job.

By Nicole Stempak

The hiring process has become confusing, if not downright broken, over the past few years, says Evan Kopshy, lead HSE engineer at Honeywell Aerospace. There are plenty of reasons why that’s happened, and some of those are beyond the scope of EHS professionals.

However, there are plenty of things EHS professionals can do, whether you are job hunting or hiring, to make the process better for everyone. Kopshy will speak about his experiences both as an EHS professional and EHS manager at the 2024 Safety Leadership Conference that’s taking place Aug. 26-28 in Aurora, Colorado. More information, including registration, can be found at www.safetyleadershipconference.com. Below is a preview of what to expect from Kopshy’s presentation.

EHS Today: What are some of the pain points for employers? Kopshy: When we are looking to hire, we struggle to market to the candidates we want. Across the EHS community, we use titles like manager, coordinator, director, leader and supervisor almost interchangeably.

We also have decided that every EHS professional should be an expert in every EHS discipline. Part of that is our inherent desire to mitigate risk. The mindset is: If I get to hire someone, I want to hire someone who can address my current needs— and any future needs that I haven’t yet learned of.

The greatest pain point is that we don’t know what we want. Even if we do, we don’t do a great job of communicating it.

What are some of the pain points for job seekers?

The pain points for prospective employees are the direct result of the pain points that employers face. No one knows what EHS titles mean anymore, and your current title may or may not reflect your actual work or potential. To battle the confusion on what the titles mean and what the role may actually entail, candidates fill their resumes with enough information to make it clear they are an expert in every possible EHS discipline.

What can be done to improve the EHS hiring process? This has to start with employers and EHS leaders. We have to know what we are hiring for and make that clear in the job posting, phone screenings, interviews and anywhere else

we might communicate with a candidate. The hardest part is following through on that commitment.

If a safety professional is applying to jobs, what’s something you recommend they do on their resume?

There are so many resume experts out there, but my recommendation is to use broad strokes, be honest and tailor your resume for the job you want to find. I can’t promise that will get you the job, but it will keep you from getting the job you don’t want.

My resume talks a lot about leadership, people, teaching, auditing and change. That has led me to my current role, the first EHS job I have loved in several years. Previously, my

resume was a standard EHS approach. I was familiar with everything from LOTO to wastewater treatment to respirator fit testing to electrical safety. That led to several roles that almost killed my passion for EHS.

What’s one thing you hope attendees take away from your session at the Safety Leadership Conference?

Each one of us, whether we are looking for a candidate or looking for a job, needs to take ownership of the EHS hiring process. We do not need to change the whole industry to change our organizations—or our careers. Take action for yourselves and let it influence the culture across the industry. We have to believe that is possible, or we wouldn’t be EHS professionals. EHS

AUGUST 26-28, 2024 | GAYLORD ROCKIES | GREATER DENVER AREA

SAFETY FIRST, LEADERSHIP ALWAYS: BRIDGING THE GAP

Co-located with VPPPA’s

Symposium

Safety experts will convene to share best safety practices with each other to achieve a world-class workplace safety program. The five 2024 conference session tracks are: Risk Management, Regulatory Compliance, The ROI of Safety, Safety Technology, and Training & Engagement.

KEYNOTE SESSIONS

Wiping Away Dullness: Clorox’s Engaging Approach to Re-energizing Safety Culture

Hear details about how consumer goods giant Clorox launched a worldwide competition among its employees to re-engage the organization in sustaining a strong safety culture. The Clorox Cup competition celebrates and spotlights activities that promote a work environment consistent with corporate values on a daily, weekly and monthly basis. You’ll see examples of the creativity and engagement of Clorox’s employees in tasks that ranged from routine compliance activities to developing TikTok-style videos to promote workplace safety. Carla Mueller will offer insights from the competition and how it’s inspired a fresh attitude toward safety at Clorox.

Carla Mueller, Group Manager, Safety, Environmental & Security, The Clorox Company

Prioritizing EHS Through Organizational Change: The Power of a Growth Mindset

Jalayna Bolden will explore the crucial integration of environment, health and safety priorities within organizational change, based on her experiences at telecommunications giant AT&T. Emphasizing the transformative impact of a growth mindset, she will delve into how fostering this mindset helps create a culture that values and prioritizes EHS goals. She will highlight successful instances in which her organization implemented a strategy to drive positive EHS outcomes.

Jalayna Bolden, Assistant Vice President of EHS, AT&T

Fostering Strong Employee-Supervisor Relationships: A Key to Safety Excellence

When employees trust their supervisors, they are more likely to adhere to safety protocols and guidelines.

By Shawn M. Galloway

In the dynamic landscape of today’s workplaces, the significance of building strong relationships between employees and their supervisors cannot be overstated. This symbiotic connection lays the foundation for a thriving, collaborative and productive work environment, and is instrumental in improving safety performance and cultivating a positive safety culture within an organization.

First and foremost, a robust supervisor-employee relationship cultivates trust and psychological safety. Trust is the foundation of any strong relationship. When employees trust their supervisors, they are more likely to adhere to safety protocols and guidelines, share ideas, express concerns and seek guidance without fear of repercussions. This open communication fosters a positive work atmosphere where collaboration flourishes, leading to increased innovation and problem-solving.

A strong relationship between employees and supervisors is integral to employee engagement and empowerment. When individuals feel valued and supported by their supervisors, they are more likely to be motivated and committed to their work. This, in turn, contributes to higher levels of job satisfaction and a more positive organizational culture.

Involving employees in safety-related decision-making processes empowers them to take ownership of safety within their workspaces. When employees feel that their opinions and insights are valued, they are more likely to actively engage in safety initiatives and contribute to a safety culture that extends beyond compliance.

Effective communication is another vital aspect of a healthy employee-supervisor relationship. When employees feel comfortable communicating with their supervisors, they are more likely to promptly report safety concerns, hazards or near-miss incidents. This transparency enables proactive identification and resolution of safety issues. Regular feedback, both constructive and positive, helps employees understand their strengths and areas for improvement.

Supervisors who actively acknowledge and recognize employees for their commitment to safety contribute to a positive safety culture. Positive reinforcement promotes desired behaviors and motivates employees to prioritize safety consistently. Supervisors who actively listen and provide guidance create an environment where employees feel heard and appreciated, reinforcing their commitment to the organization.

Strong employee-supervisor relationships play a pivotal role in professional development. Understanding each employee’s strengths and weaknesses allows supervisors to tailor safety training and support. This personalized approach ensures that employees receive the specific guidance and resources they need to adhere to safety procedures, contributing to an overall improvement in safety performance. Supervisors who invest time in understanding their employees’ career aspirations can tailor development plans, training and mentorship opportunities accordingly. This benefits the individual’s growth and contributes to the team’s overall skills enhancement.

Employee retention is closely tied to the quality of relationships within the workplace. A supportive supervisor who recognizes and acknowledges the contributions of their team members is more likely to retain talent. This saves organizations from the costs associated with high turnover and maintains a stable and experienced workforce.

WHAT CAN HARM A RELATIONSHIP?

Several factors can contribute to the deterioration of the relationship between an employee and their supervisor. Some common factors include:

Lack of Communication: Poor communication (e.g., unclear expectations, inadequate feedback or a lack of regular interaction) can strain the relationship.

Micromanagement: Overly controlling or micromanaging behavior from the supervisor can erode trust and hinder the employee’s sense of autonomy and competence.

Unfair Treatment: Perceived unfair treatment (e.g., favoritism, unequal opportunities or inconsistent application of policies) can lead to resentment and a breakdown in trust.

Lack of Recognition: Failing to acknowledge or appreciate an employee’s efforts or achievements may result in demotivation and a sense of being undervalued.

Poor Leadership Skills: Ineffective leadership (e.g., a lack of vision, indecisiveness, or an inability to inspire and motivate) can strain the supervisor-employee relationship.

Insensitive Communication: Communication that is disrespectful, insensitive or lacks empathy can damage the emotional connection between a supervisor and employee.

Failure to Provide Support: If a supervisor fails to support employees in their professional development, provide resources, or address concerns, it can lead to frustration and disengagement.

Failure to Address Issues: Ignoring or neglecting to address issues promptly, whether they are related to performance, conflicts or other concerns, can exacerbate problems and harm the relationship.

Inconsistent Leadership: Inconsistency in decisionmaking or applying policies can create confusion and undermine trust in the supervisor’s leadership.

Lack of Recognizing Work-Life Balance: Demanding excessive hours or neglecting work-life balance can lead to burnout and strain the relationship between a supervisor and an employee.

WHAT CAN ENHANCE A RELATIONSHIP?

It’s crucial for both supervisors and employees to be aware of these factors and actively work toward addressing concerns to maintain a healthy and productive working relationship. Creating a strong relationship between employees and their supervisors involves a combination of effective communication, mutual respect and support. Here are some strategies that work well:

Open and Transparent Communication: Foster an environment where both parties feel comfortable expressing their thoughts, concerns and ideas. Encourage regular feedback sessions and listen actively to each other.

Clear Expectations: Establish clear expectations regarding roles, responsibilities and performance standards. Clarity helps prevent misunderstandings and promotes a sense of purpose.

Recognition and Appreciation: Acknowledge and appreciate the efforts and achievements of employees. Recognition reinforces positive behavior and contributes to a sense of value and motivation.

Regular Check-ins: Schedule regular one-on-one meetings to discuss progress, address concerns and provide guidance. Consistent communication helps build rapport and ensures alignment on goals.

Empowerment: Encourage employee autonomy and decisionmaking within their roles. Empowered employees feel a sense of ownership and are more likely to be engaged and motivated.

Professional Development Opportunities: Support employees in their career growth by providing learning and skill development opportunities. This shows a commitment to their success and fosters loyalty.

Flexibility and Work-Life Balance: Acknowledge the importance of work-life balance and offer flexibility when possible. This demonstrates consideration for the well-being of employees.

Conflict Resolution: Address conflicts promptly and constructively. Provide a platform for employees to voice concerns, then work together to find resolutions that are fair and mutually beneficial.

Lead by Example: Demonstrate leadership qualities through consistent and ethical behavior. Leading by example builds trust and sets a positive tone for the workplace.

Social Connection: Foster a sense of community by organizing team building activities or social events. Building personal connections strengthens professional relationships and promotes a positive work environment.

Cultural Alignment: Ensure the organizational culture aligns with values promoting collaboration, respect and integrity. A shared cultural foundation helps build a stronger connection.

Creating a strong relationship is an ongoing process requiring effort from both parties. Regular communication, mutual understanding and a commitment to support each other contributes to a positive and effective supervisor-employee relationship.

Fostering a strong relationship between employees and their supervisors is a cornerstone of organizational success in safety and any area of the business. It builds a culture of trust, encourages open communication, enhances employee engagement, supports professional development, and ultimately contributes to a positive and productive work environment. Investing in these relationships is an investment in the overall well-being and success of individuals—and the organization. EHS

Shawn M. Galloway is CEO of ProAct Safety; host of the podcast, “Safety Culture Excellence”; and a past keynote speaker at EHS Today’s Safety Leadership Conference.

SHAWN M. GALLOWAY

A Guide to Enhancing Fall Safety in the Workplace

Learn the strategies and standards that can help greatly reduce the risk of fall-related injuries among your workforce.

By Daniel Huntington

In the realm of occupational safety, few challenges are as widespread and critical as ensuring effective fall protection in the workplace. For workers engaged in long-term building maintenance, the dangers posed by inadequate fall safety measures can not only be severe but life-threatening.

This article shines a light on common hazards associated with workplace falls and outlines the essential strategies needed to counter them effectively. There is a particular focus on adhering to General Industry fall safety standards, which are instrumental in preventing hazardous incidents. By understanding and implementing these strategies, businesses can significantly enhance the safety and security of their workers, minimizing the risk of falls and other related accidents.

UNDERSTANDING GENERAL INDUSTRY FALL SAFETY STANDARDS

Unlike the construction industry-focused codes that apply primarily during the erection or remodeling of buildings, General Industry codes govern the ongoing operations and maintenance activities that are integral to an organization’s daily functions. These standards are crucial for preventing falls from roofs, which remain one of the leading causes of workplace injuries and fatalities.

Familiarity with these regulations is not just recommended but essential for creating a secure and compliant work environment. This knowledge helps maintenance staff and other employees navigate their duties with an informed awareness of their surroundings, significantly reducing the likelihood of accidents and ensuring a safer workplace for everyone involved.

THE HIERARCHY OF FALL PROTECTION EXPLAINED

Creating a safe workplace begins with a thorough understanding and application of the Hierarchy of Fall Protection (Figure 1). This structured, four-level framework is designed to systematically eliminate or mitigate fall hazards by prioritizing the most effective means of prevention first, and resorting to less desirable methods only when higher-level measures are not feasible to make such activities safer for their employees (Figure 2). Here’s a detailed look at each of the levels within this crucial safety hierarchy:

Elimination of Risks: The pinnacle of the hierarchy focuses on the elimination of fall risks altogether, which is by far the most effective method of protecting workers. Measures at this level include performing tasks on the ground whenever feasible or utilizing extendable tools that allow tasks to be completed from a safe distance, thereby avoiding the necessity of working from heights. Strategic planning during the project design and development phase can facilitate the incorporation of such risk elimination techniques.

Collective Systems: The second tier involves the implementation of collective protective measures that safeguard all workers present in an area without requiring their active participation. Examples of these measures include the installation of guardrails and safety nets. These systems are designed to provide a passive form of protection that secures the entire worksite, thereby reducing the reliance on individual compliance with safety protocols.

Work Restraint Systems: This level of the hierarchy aims to prevent access to areas where falls can occur. Work restraint systems involve the use of equipment such as body belts or harnesses combined with lanyards that tether the worker to a secure anchor point. These restraints are configured to prevent the worker from reaching an edge or other hazard zones, effectively reducing the risk of falls by restricting movement to safe areas only.

Figure 1. The Hierarchy of Fall Protection

Fall Arrest Systems: At the bottom of the hierarchy are fall arrest systems, which are employed as a last resort. These systems do not prevent falls but are designed to safely stop a fall in progress before the worker strikes a lower level. Fall arrest equipment includes full-body harnesses, shockabsorbing lanyards and lifelines. It is crucial that these systems are correctly installed and that workers are properly trained in their use to ensure they function as intended during a fall. By adhering to this hierarchy, organizations can systematically address the risks associated with working from heights and ensure they have explored all possible options to make such activities safer for their employees. This approach not only helps in complying with safety regulations but also signi cantly enhances the overall safety culture within the workplace, thereby promoting a proactive stance toward the prevention of workplace injuries and fatalities related to falls.

IDENTIFYING DANGER ZONES

In order to enhance workplace safety, it is crucial to identify and meticulously address several commonly encountered danger zones. Effective management of these areas signi cantly reduces the risk of accidents and injuries, particularly in environments where the potential for falls is high, such as rooftops. Below are detailed explanations of these danger zones:

1. Access Points

Accessing rooftops involves navigating potential hazards that can pose serious risks to safety. To ensure safe access, it’s imperative to install self-closing gates and railing systems that meet or exceed safety standards. These measures prevent accidental falls by providing secure and controlled access points. Properly designed access solutions not only facilitate safe entry and exit for workers but also contribute to overall site security, ensuring that access points are both safe and compliant with regulatory requirements.

2.

Skylights and Roo op Openings

Skylights and other rooftop openings often represent hidden dangers, as they might be mistaken for secure standing surfaces. To combat this risk, it’s essential to install protective measures such as standard skylight screens or railings around these openings. These guards serve as a physical barrier, preventing falls by neutralizing these potential fall entry points. Ensuring these openings are adequately secured not only enhances safety but also instills con dence in workers moving about the roof.

3. Unprotected Edges

Unprotected edges are a common hazard on rooftops, requiring prompt and effective mitigation. Installing perimeter railing systems provides a robust physical barrier that prevents individuals from accidentally stepping over the edge. Furthermore, the strategic layout and servicing of rooftop equipment should always take into account the proximity to these edges, thereby minimizing the risk of falls. This approach ensures a safer working environment by systematically reducing fall risks associated with edge-related accidents.

4.

Obstacles on the Roof

Rooftops can often have unexpected obstacles or changes in elevation, which signi cantly increase the risk of trips and falls. To address this, it is vital to maintain a clearly de ned path that avoids potential hazards. This path should be regularly inspected and maintained to ensure it remains free of obstacles and clearly visible.

Providing a safe, unobstructed route across the roof safeguards workers by facilitating smooth and secure movement, ultimately enhancing ef ciency and reducing the likelihood of accidents.

PRACTICAL STRATEGIES FOR MITIGATING RISKS

By focusing on these key danger zones and implementing targeted safety measures, organizations can create a safer workplace. This proactive approach to safety is essential to maintaining a secure working environment and ensuring compliance with occupational health and safety regulations.

Figure 2.

Secure Access Points for Safe Ingress and Egress

Ensuring secure access points is a fundamental aspect of eliminating fall risks. This includes not just the structural features, such as ladder cages or guardrails, but also procedural aspects, such as conducting regular inspections and maintenance, to keep these access routes safe and reliable.

Guarding Skylights and Rooftop Openings

Guarding against falls through skylights and openings requires a comprehensive approach, such as incorporating physical barriers that can withstand the force of a fall. Effective solutions include nonpenetrating guardrails and skylight covers designed to provide both safety and durability.

Protecting Unprotected Edges

The importance of securing the periphery of a rooftop cannot be overstated. Perimeter guardrails should be considered the minimum standard for edge protection, supplemented by additional precautions for any temporary edge hazards that may arise during maintenance activities.

Addressing Obstacles on the Roof

The implementation of clear, obstacle-free pathways across rooftops is necessary to minimize tripping hazards. This involves regularly inspecting the roof for any new risks and ensuring that temporary obstacles, such as tools or materials during maintenance work, are promptly cleared away after use.

The implementation of clear, obstacle-free pathways across rooftops is necessary to minimize tripping hazards.

A MORAL IMPERATIVE TO FALL PROTECTION

By prioritizing fall protection strategies and rigorously adhering to General Industry safety standards, organizations can greatly reduce the risk of fall-related injuries among their workforce. The safety of workers on rooftops should be a paramount concern, necessitating a proactive approach to identify potential hazards and implement comprehensive, effective solutions. Proper fall protection is not just a regulatory requirement but a moral imperative, reflecting an organization’s commitment to the well-being of its employees. EHS

Daniel Huntingon is general manager at Kee Safety Inc., a supplier of fall protection and safe access products, services and training. He is a seasoned compliance educator and rooftop safety trainer.

WHERE FACILITY CHALLENGES FIND SOLUTIONS

NORTHERNCALIFORNIA

August 21-22, 2024

Reno, NV NORTH TEXAS

October 29-30, 2024

Irving, TX

October 9-10, 2024

Santa Clara, CA

PModel Behavior

ASSP President-elect Pam Walaski is working to build a more inclusive—and safer—future for all.

By Nicole Stempak

am Walaski, CSP, FASSP, is forgoing the ladder for a wide net. She’s on a mission to bring as many people as possible into the fold and up through the ranks.

“I did it and now I’m doing it for other younger members,” she says.

Walaski is a senior program director with Specialty Technical Consultants, Inc., and an instructor of occupational safety and health courses at several universities across the country.

She has been involved with the American Society of Safety Professionals (ASSP) since 2003. Starting July 1, Walaski will be president of the organization as well as vice chair of the ASSP Foundation, the organization’s charitable arm.

Walaski’s 30 years in workplace health and safety as well as her experiences as an educator, author, editor and speaker afford her a unique perspective of the profession. One thing is certainly clear: She’s going to use her time at the helm of ASSP to be the change she wishes to see.

EHS Today’s Managing Editor Nicole Stempak spoke with Walaski about her plans for the coming year. Their conversation has been lightly edited for clarity and for length.

What will you focus on as president?

Like many organizations, ASSP is still navigating its way to whatever post-pandemic is going to look like. Fortunately, we came out of it nancially solid, but we are still not back in terms of gross revenues, so we’re continuing to try to navigate that all underneath the 2023-2028 strategic plan that we approved in June 2023.

We’re also developing tools and resources for occupational safety and health professionals and related elds to meet current needs while anticipating future needs. We had a workforce development task force that met and identi ed the myriad of ways in which people come into and out of this profession: What are they? Who are they? What do they need? What can ASSP do to meet their needs?

And we’re just nishing a major revamp of our entire website. That’s hopefully coming out soon.

There’s been a lot of backlash against diversity, equity, inclusion and belonging (DEIB) lately. ASSP has been pretty vocal on the topic, so I wondered if there’s anything you’d like to add to the discussion.

I’ve been listening to the reports as well, and I am dismayed. I think a lot of what I’ve been reading or hearing suggests that

organizations saw DEIB as the newest flavor of the month, or the thing that they needed to do. Now, they’ve moved on to something else. Whatever that something else is, I can’t say. I can only tell you that ASSP is committed to DEIB. It’s a part of all of our standard operating guidelines. It’s a part of all of the decisions that we make.

I think sometimes the backlash comes from the diversity around what people look like, what their gender is, their age, those obvious physical characteristics. But diversity is also diversity of thought and diversity of experiences. It’s not helpful, and it’s not productive to push that away and say, “I don’t want to hear from you. Go sit in a corner somewhere.”

The same thing that was done to other people. We don’t make advances by making that same mistake. Diversity is more than just what you look like and who you identify as. It’s also your thoughts and your lived experiences. We have to be careful not to lose sight of that.

What do you want to see more of from the industry?

Over the years, I’ve heard plenty of complaints from my fellow professionals about “I can’t get management to listen to me,” and “They think I’m just overhead.” Those are real challenges that we’ve been struggling with.

But thinking of ourselves as a trusted advisor and adopting that mindset helps our members become that kind of influential leader they may not be right now.

That means giving them the tools and the techniques they can take back to their organizations. Some of our members work for organizations where there are hundreds and hundreds or even thousands of people in their department, but that’s not the case for a lot of folks. Many of our members work for very small departments. We have to make sure that we have the opportunity to help them as well.

I appreciate you mentioning influence, because we often talk about how you don’t need to have leader in your title in order to be a leader at your organization. It’s funny that you say that because some of the things we try to offer our members in terms of that trusted advisor role are various kinds of development skills, not technical skills. Some people call them soft skills. The term I’ve settled on is nontechnical essential skills.

If I’ve been in the profession for five or six years, I know where to go to find the answer for how high the guardrail has to be. That’s not hard; it’s a technical skill. Eventually, that will get stuck in my head, and I won’t have to go look it up. But as long as I know where to find that technical information, then I can build my credibility in that area.

My credibility also rests in those non-technical essential skills in terms of how I interact with people, how I engage with leaders and how I show up every day as a member of my organization. We have to figure out a way to give people those non-technical essential skills, which are just as important. No matter what you do, whether you have a manager after your title or not, you want to be an influencer in your organization.

What do you want to see less of?

That’s a good question! I don’t want to take away from the responsibility of an organization to comply with regulatory requirements, but I would like to see more organizations not base their decisions on what OSHA says they have to do. I respect what OSHA does. I understand we all have to comply with the regulations.

But when somebody asks us a question about what we should do, we have to stop pivoting to “OSHA says…” and start pivoting more toward managing risk and other kinds of emerging approaches. We have to retrain our organizations to think differently about what it is that we offer as a profession. To some degree, we have to lead that charge and help them focus less on it.

I appreciate you mentioning that because OSHA is a federal agency. They have to adhere to their rulemaking process, and there are things OSHA simply cannot do. Well, and the elephant in the room is that we are in an election year, so expecting anything out of OSHA this calendar year, even in the initial stages, is not reasonable. That happens every four years.

That means we need to continue to rely on ourselves. We need to continue to use the ANSI standards, of which ASSP is a secretariat. We have 15 different standards committees promulgating and publishing standards. We’re active with the ISO, both 45001 and the family of standards that’s coming out underneath that. That’s really where I prefer that we spend our time and energy.

ASSP has recently addressed a number of topics affecting subsets of the workforce, including heat stress and child trafficking and child labor laws. Could you speak about these?

Heat stress is one of the most significant hazards. We’re not doing a very good job at controlling it from a regulatory standpoint, and I’m proud to see the committee release the heat stress standard under ANSI. It provides our members with the kind of guidance they need to address that particular hazard. There are some states that have heat stress programs, but they focus on particular industries, such as agriculture. The ANSI standard is focused on a broader range of hazard identifications and controls.

The child labor position paper that we published recently was really significant, and the group that worked on it did an excellent job of putting together a whole lot of information about why focusing on that and shining a light onto that particular problem is important to our members and to workforce development everywhere.

From my viewpoint, it seems like ASSP was focusing on members of the workforce who don’t always get a lot of attention and who might not be able to speak up for themselves.

Absolutely! If you look at the fatalities from the previous year, there were a number of teen workers who perished in various kinds of accidents or were significantly injured. They should not have been doing the kind of work they were

doing. It was not only too hazardous for them, but it was also illegal in some of the states—not in terms of occupational safety and health—but a labor issue in terms of what kind of work people can be doing. That’s a real challenge. I’m glad we responded with a very strong statement about it.

How is the safety profession evolving?

I think the profession is going to continue to evolve with regards to management systems and risk management. That’s been a big part of my professional life for 15 years. I’ve been very active and involved in teaching and writing about those kinds of things, so I’m looking forward to helping to support that part of what we do.

In addition to getting away from pure compliance with regulations, we are moving toward evolving approaches that respect the intelligence, insight and the dignity of workers. We’re seeing them as partners.

Is there anything about safety that keeps you up at night? What bothers me is our lack of progress on fatalities and serious injuries. There are people who are working at heights, in confined spaces, in trenches, or with very dangerous machinery. These are hazardous tasks and hazardous activities, to be sure, but we know how to control that. And those fatalities, to me, represent a failure to control those kinds of hazards. I think it’s important for us to keep our focus on that.

By the time this article comes out, Workers’ Memorial Day will be over, but it’s an opportunity for us, as professionals, to really pause, remember and reflect on people who lost their lives doing things that can be done safely and with an acceptable level of risk.

We know how to do it. We know how to go into a confined space. We know how to go into a trench safely and when we should get out, but we continue to struggle with those areas. That is frustrating.

Is there anything that we haven’t discussed that you would like to mention?

We recently held our society elections. We’ve had female presidents before. We’ve had two times where we’ve had back-to-back women presidents, but we just elected a woman senior vice president. So, we will have, for the first time, three female presidents: myself, Linda Tapp and Monique Parker.

That’s exciting to me because of the many struggles lots of women have in this profession—and continue to have in this profession. The thing that always resonates with me is that if you can see it, you can be it. Monique is a Black woman, so she will be the first Black female president we’ve ever had. We’ve had a Black male president in Darryl Hill.

As a society, we are modeling what we’re asking our members to do. I think that’s important. EHS

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The Psychology of Safety

New tools and strategies emerge to foster psychologically safer workplaces.

By Adrienne Selko

Discussions on the efficacy and importance of DEI in the workplace have reached a fever pitch. While the conversations on DEI are partially centered on politics, there is a fair amount of soul-searching by companies about how important these policies are. However, from a safety standpoint—viewing DEI as the foundation of psychological safety—these policies stand up to scrutiny. What is necessary is for companies to clearly understand the link between psychological safety and a safer workplace in

general. There are many ways to link psychological safety to physical safety. One of the common measurements is in terms of engagement.

“Workers often feel they can trust [EHS] professionals to listen, offer support and advocate for them,” explained Kimberly Gamble, director of Andersen Construction’s Inclusion, Diversity, Equity, Advocacy and Leadership program, as part of a discussion on DEI facilitated by The American Society of Safety Professionals (ASSP). “With this

trust, we can create teams that work collaboratively to not only improve physical safety but also psychological safety.”

ASSP has deemed DEI critical to occupational safety and health. In fact, in 2022, former president Christine Sullivan talked about the need for her organization to step up their game when it comes to this issue, when she observed, “Within ASSP, our goal is to create safe and welcoming environments where differences related to factors such as race, ethnicity, class, religion, age, sex, sexual orientation, gender identity, nationality, ability and education are not only accepted but celebrated. We want all stakeholders to be treated with respect and to know their voices are heard, particularly those who are often marginalized or silenced in other areas of their lives.”

Sullivan added, “As safety professionals, we protect a diverse workforce and we must understand how DEI concerns affect their performance and their safety.”

ISO GUIDANCE FOR MENTAL HEALTH

Taking this philosophy into the realm of standards, or best practices, ISO created standard for psychological health and safety at work: ISO 45003. The guidelines for managing psychosocial risks emphasize the critical importance for companies to eliminate hazards and minimize EHS risks by taking preventive and protective measures, including psychosocial risks. “Psychosocial hazards relate to how work is organized, social factors at work and aspects of the work environment, equipment and hazardous tasks,” the guidelines state. “Psychosocial hazards can be present in all organizations and sectors, and from all kinds of work tasks, equipment and employment arrangements.”

The guidelines note that negative outcomes for workers can include “poor health and associated conditions (e.g., cardiovascular disease, musculoskeletal disorders, diabetes, anxiety, depression, sleep disorders) and associated poor health behaviors (e.g., substance misuse, unhealthy eating), as well as reduced job satisfaction, commitment and productivity. Managing psychosocial risks can result in positive outcomes, including improved job satisfaction and increased productivity.”

And the impact to companies of failing to manage psychosocial risks includes “increased costs due to absence from work, turnover, reduced product or service quality, recruitment and training, workplace investigations and litigation, as well as damage to the organization’s reputation.”

BUILDING INCLUSION

As ISO 45003 details, psychosocial hazards can take a variety of forms. “We need to better understand how incivility, workplace bullying, and a lack of psychological safety can negatively impact workplace safety,” said Andersen Construction’s Kimberly Gamble. “These are topics I wish I had known more about when working full time in construction safety.”

Gamble references Georgetown University’s Christine Porath, who says that incivility at work can cause a person to be less committed to their work and more likely to avoid the offender. “It can also cause an individual to lose focus, retain less information and make more errors—all potential contributing causes to incidents. I recall two serious incidents

from my 26 years working in construction safety. Had I known then what I know now about inclusion and belonging, I would have embedded civility and psychological safety evaluations into the incident investigation processes because uncivil behavior was a contributing cause.”

Another avenue to ensure psychological safety is to understand the concept of unconscious bias. “When an employee does not have the burden of bias, and feels psychologically safe, they are able to contribute at an optimal level,” says Buki Mosaku, an international expert on effective communication and workplace bias and founder of DiverseCity Think Tank.

Dealing with the root cause of bias begins with understanding that bias is a two-way street. “An employee can have as much bias toward a manager as the manager has toward the employee,” says Mosaku. The two types of bias are directional and reverse. Directional is what you feel is aimed at your race, religion, gender, etc. Reverse is your bias in how you interpret what is happening. Whatever form this bias takes, he says that it must be understood, called out and corrected.

One way to correct this bias is through the use of technology, specifically artificial intelligence, says Tim Glowa, founder and CEO of HRbrain.ai. “The advantage of farreaching technology like AI is that it is able to analyze a great deal of data in a short period of time.”

Glowa uses AI to help companies assess a variety of sources against 15 different corporate culture dimensions, including DEI, leadership and ethics, and come up with an overall metric which classifies a company on the spectrum between toxic and high performing. Once a company has a baseline it can review if there are any biases that are contributing to a less-than-ideal culture.

“Looking across all forms of communication, such as training documents as well as job descriptions, we can identify words that unconsciously make employees feel uncomfortable,” Glowa notes. “There might be unconscious gender, ethnic, or cultural biases in particular word choices.”

Gamble agrees that inclusion is key, and her company’s program is built on it. “By focusing on [inclusion] first, we work to bring people together, then create brave learning spaces. In these learning spaces, we have hosted DEI consultants, trainers and people of diverse lived experiences to lead sessions on implicit bias, Black history, Native American history, Hispanic and Latino history, and critical race theory in design. We also have introduced a program with a focus on the construction industry’s history and demographics, sharing research data that demonstrates why we lose so many apprentices—particularly women and people of color—and the threat this poses for our industry. We address behaviors that harm and introduce bystander intervention and psychological safety.”

The process of understating psychological safety and implementing programs which will create a safe work environment is a continual process. “DEI initiatives are not a one-time fix,” Sullivan observed. “As safety professionals, we should do something each day to move the needle on DEI to improve our companies. Working together, we will not only create a safer, stronger future, we will also nurture a culture in which we all embrace opportunities to learn and grow so everyone can excel.” EHS

5 Ways to Protect Employees from Workplace Violence

The workplace is becoming an increasingly dangerous environment for employees, so it’s more important than ever to have a plan to keep them safe.

By Gen Handley

Workplace violence can appear in a number of different—and harmful—ways.

According to the Occupational Safety and Health Administration (OSHA), workplace violence is defined as “any act or threat of physical violence, harassment, intimidation or other threatening disruptive behavior that occurs at the work site.”

This can, of course, include physical aggression, verbal threats, verbal abuse and homicide. The National Safety Council reports that violent assaults at work resulted in 20,050 injuries and illnesses requiring days away from work in 2020 and nearly 500 fatalities in 2021.

Workplace violence impacts a broad swath of the workforce. However, OSHA says people have a greater risk of being affected by workplace violence if they have a job where they:

» provide services or care,

» exchange money with the public,

» work with potentially volatile or unstable people, and

» work alone or in isolation.

Under these guidelines, this includes people who work in the following industries:

» health care,

» social work,

» mental health and addiction services,

» hotel and hospitality,

» public water and electrical utilities,

» delivery drivers,

» law enforcement, and

» security work/services.

In order to prevent workplace violence, we first need to understand the ways employees can be hurt on the job—and the intent behind those actions. According to the National Institute for Occupational Safety and Health (NIOSH), workplace violence can be categorized into four types:

1. Criminal intent - The most common type of workplace violence, this is a situation in which “the perpetrator has no legitimate relationship to the business or its employees and is usually committing a crime in conjunction with the violence (e.g., robbery, shoplifting or trespassing).”

2. Customer/client - People who provide essential health care and social services are most at risk for this type of violence. In health care, “this type of violence occurs most frequently in emergency and psychiatric treatment settings, waiting rooms and geriatric settings.”

3. Worker-on-worker - This occurs with co-workers who commit violent acts against each other; this is also referred to as lateral or horizontal violence. NIOSH says this type of violence can include “bullying and frequently manifests as verbal and emotional abuse that is unfair, offensive, vindictive and/or humiliating, though it can range all the way to homicide.”

4. Personal relationship - While not as frequent as the other types, personal relationship violence includes abusive/violent personal circumstances with another person that impacts and hurts an employee’s work environment—and everyone else in it.

To effectively protect employees from these four types of workplace violence, organizations must be persistent and creative. Organizations must employ a strategic selection of safety measures and steps that can help address this occupational hazard—and hopefully eliminate it altogether.

While effective individually, the following five safety measures will have significantly more benefit when combined with another as well as any additional safety precautions that may be required for your industry.

1. ASSESSMENT, EVALUATION AND CONSULTATION

Workplace violence prevention always begins with a hazard assessment. This is in addition to a work environment evaluation with staff and/or public consultation. Once an exhaustive assessment is performed of the violence-related hazards, safety strategies can then be developed.

Any new safety protocol or steps must be based on occupational dangers and risks identified in a hazard assessment. These steps must be supported by a full evaluation of the work environment, including consultation with any relevant

employees, members of the public or stakeholders who can provide valuable health and safety input and insight.

2. VIOLENCE PREVENTION POLICY AND PROTOCOLS

Once the specific violence-related safety hazards are documented, a violence prevention policy can then be implemented. This type of policy will be the backbone of your violence prevention program and its corresponding safety protocols, which must be accessible to all employees. While flexible, a violence prevention plan should include:

» All company positions, jobs or roles that have or could experience violent situations.

» All company work sites where violent situations have developed or could develop.

» Any safety protocols created to prevent employees from experiencing violent situations. This includes emergency response protocols that instruct both the employee and employer on how to deal with violent situations in the best manner possible.

» Instructions for usage of any personal protective equipment (PPE) or safety technology.

» The proper procedures for reporting violent incidents and/or assaults at work.

» The proper procedures for investigating violent incidents at work.

» A violence policy statement that details the employer’s commitment to providing a violence-free work environment for its employees.

3. SAFETY TRAINING

Any violence prevention policy and protocols should be communicated to staff members using whatever internal communications are already in place, such as intranets, staff newsletters and corporate social media platforms. However, the most effective and engaging channel is through safety training.

Researchers found that “as training methods became more engaging (i.e., requiring trainees’ active participation), workers demonstrated greater knowledge acquisition and reductions were seen in accidents, illnesses and injuries. All methods of training produced meaningful behavioral performance improvements.”

Safety training is particularly effective for vulnerable employees, such as lone workers, who can be working in circumstances where they are more at risk of violence and assault. If they do experience a violent incident while on the job, there isn’t the help or support of a co-worker if they need it.

4. WORKER MONITORING TECHNOLOGY AND DEVICES

Workers must perform their jobs in a variety of settings, such as in a large manufacturing plant, off-site or by themselves. In any instance, workers’ well-being needs to be monitored so that if something does happen or they feel threatened and uncomfortable, help can be dispatched immediately.

Worker monitoring devices are a tool that can passively monitor biometrics, be used for internal communications

and track employees’ location. Devices vary according to worker needs, environmental conditions, use cases and other preferences. Most of these devices are very compact and can be easily carried or worn by the person who’s at risk. Organizations need to evaluate what solution is appropriate and whether that includes wearables or hardware, or if software can be added to existing devices. There are many automated safety apps that can be easily downloaded and used on existing devices workers already carry, including company tablets and their personal cell phones or smart watches.

5. REASSESSMENT AND REEVALUATION

The first safety measure on this list was a hazard assessment of the work environment. The final suggested violenceprevention measure is also assessment. This is a repeated—and regular—assessment of the changing work circumstances and environments (e.g., new staff and protocols or updates to safety legislation and regulations).

Violence hazard assessments need to be performed at least annually, perhaps even monthly, depending on the level of violence risk at your workplace. Following each assessment, the safety department needs to review the findings to determine if any changes are necessary, how best to implement them and continue finding new ways to mitigate or prevent workplace violence.

VIOLENCE ISN’T ONLY PHYSICAL

A widely held belief about workplace violence is that the damage is temporary and mostly physical. That is a major misconception. Workplace violence can impact employees’ mental health for years and can even lead to burnout.

Researchers have found a significant correlation between reduced professional efficacy and non-physical workplace violence, such as verbal aggression, employee burnout, emotional exhaustion and cynicism. Moreover, workplace violence can result in an unhappy work culture where employee turnover is high.

The Great Resignation has shown that it can be difficult to retain skilled people. Every time a talented worker leaves an organization, they take their institutional knowledge with them. What’s more, those replacements—and their colleagues—are at greater risk of injury or harm due to safety procedures not being properly followed.

When developing steps to address and prevent workplace violence, always make sure to listen to and consult with employees. These are the people putting themselves into harm’s way just by doing their jobs. They deserve the company’s full attention and every effort possible to keep them safe.

Your people deserve an employer that will plan and prepare for the unthinkable, so that if something does happen, everyone will be ready to deal with it—and in the safest way possible. EHS

Gen Handley is a marketing and growth coordinator for SafetyLine Lone Worker, an automated cloud-based lone worker monitoring service that has helped companies protect remote or isolated workers for more than 20 years.

Clear Vision: Safeguarding Construction Workers’ Eyes on the Job

A third of occupational eye injuries require trips to the emergency room, and at least 100 result in one or more days away from work.

By David Perecman

Each year, more than 2,000 workers suffer eye injuries in the workplace that require medical treatment, according to the National Institute for Occupational Safety and Health (NIOSH). A third of all reported occupational eye injuries require trips to the emergency room, and at least 100 of these incidents result in one or more days away from work.

One of the most at-risk groups of workers is those within the construction and labor trade industries. With this being a common and serious injury on construction sites, it’s important for both employers and workers to come together to mitigate risks and know what steps to take should an accident occur.

TYPES OF EYE INJURIES ON CONSTRUCTION SITES

Workers in the construction industry, as well as other trades like electrical, welding, carpentry and plumbing, are often at a heightened risk of injuries due to the nature of their job tasks. Depending on the severity, eye injuries can result in total, partial or permanent vision loss. Accidents on the job that result in damage to the eye are often caused by one of the following:

» Scrape or strike

» Impact or penetration

» Chemical or thermal burns.

The majority of eye injuries are due to scrapes or strikes

and can result from objects or debris coming in contact with the eye. This may include but is not limited to dust, cement chips, wood particles or wood slivers. These particles are often projected by tools, picked up by the wind or may fall on the worker from above. Impact and penetration injuries are serious and often require emergency medical intervention. Things like staples, nails, wood chips or pieces, and metal slivers can pierce the eyeball.

On jobsites, workers may be exposed to industrial chemicals or cleaning products that drip, squirt or splash into the eyes, causing burns. Laborers who work with tools that emit heat (e.g., blowtorches, casters or furnaces) or hot surfaces (e.g., metal forks and rods) may be at risk of thermal burns. Welders also face the risk of burns from the arc welding process that emits UV rays, bright flashes and even sparks that can harm the skin and eyes.

SAFETY TIPS FOR EMPLOYERS AND WORKERS

Under the Occupational Safety & Health (OSH) Act, employers have a responsibility to provide a reasonably safe work environment and take steps to prevent accidents that cause injuries. For this reason, it’s important that employers and safety site managers take the lead in implementing awareness initiatives and risk mitigation tactics on jobsites to keep workers safe.

Assess Hazards on Jobsites

protective equipment is required to perform them. Workers should test their protective eyewear to ensure it fits snuggly to their face and against the skin with no gaps. All training guides and instructions should comply with local, state and federal safety regulations.

STEPS TO TAKE FOLLOWING AN ACCIDENT

Should a worker suffer an eye-related injury while on the job, it’s important that they follow emergency procedures and protocols. If the worker has debris in their eye, it’s important to advise them not to rub, touch or put pressure on the eye, as it could further damage its surface. If the debris is small, like sand or dust, and hasn’t caused severe damage to the eye, consider flushing the eye with sterile water or eye wash solution. If the debris cannot be removed by flushing out the eye, place a patch or lightly bandage the eye until the worker can see a doctor. Some injuries should be considered medical emergencies. One is if an object has penetrated or cut the eyeball. Always advise the worker not to try to remove the object themselves. Another would be if an eye has had direct exposure to chemical solutions. If the worker gets chemicals in their eyes, have them use sterile water or an eye wash solution. Even if the worker initially says that they are OK after these incidents, consider that they may be in shock and unaware of how serious the damage is. If the injury is severe and emergency care is needed, do not hesitate to call 911.

Employers and/or safety site managers should scan the work area for potential risks prior to workers performing job duties. This means taking regular walk-through audits of the site to help identify hazards and assessing tools to make sure they are functioning properly and being used correctly by workers.

Proper Use of PPE

The use of proper protective eyewear and safety gear while performing work tasks is key. In the construction industry, many workers are advised to use safety goggles or glasses while performing job tasks. Protective eyewear should cover the worker’s eyes without leaving gaps between the seal and their skin. The eyewear should be constructiongrade material and able to withstand a blow or puncture. In addition, welders will need welding lenses and goggles specifically designed to safeguard them against sparks, heat, radiation and debris.

Invest Time and Resources Into Training

Before beginning work tasks, it’s important that employers or managers review the latest safety procedures with employees as well as potential risk hazards and steps to take should an accident occur. Managers should discuss the tasks that need to be completed for the shift and what personal

In many instances, if the worker suffers an eye injury while performing workplace duties, they may be able to recover financial losses for medical expenses, lost wages and disability coverage by filing a workers’ compensation claim. While laws vary from state to state, in many jurisdictions, a worker may be able to file for workers’ compensation benefits, regardless of whether the worker or employer was at fault.

Suppose the injury occurs due to a third party’s negligence outside of an employer. In that case, a worker may consider pursuing a personal injury lawsuit to recover damages associated with the condition sustained. Damages awarded in these claims are provided to make victims “whole.” They can include compensation for medical expenses, lost income, future wages or diminished earning potential, pain and suffering, as well as mental anguish, quality of life loss and other emotional injuries. Those seeking to pursue legal action against a negligent third party may wish to seek the guidance of an experienced workplace accident lawyer. EHS

David Perecman is the founder and lead trial attorney at The Perecman Firm, P.L.L.C.

Battling Heat Stress: The Promise and Perils of Technology

Most workers come to work dehydrated and end their shifts more dehydrated than when they started.

By Brian Bender

In the demanding environments of industrial workspaces, heat stress emerges as a formidable adversary against worker safety and productivity. Heat stress, exacerbated by high temperatures and humidity, can severely impair the human body’s ability to regulate temperature, leading to dangerous health conditions, such as heat exhaustion and heat stroke. And unfortunately, this challenge to employees and employers alike is only expected to become a greater challenge in the years to come.

WORKER PRODUCTIVITY

Should a worksite stay open during a day’s heat wave if the labor productivity for that day is at 50%?

These kinds of questions are becoming increasingly relevant, particularly as the number of heat waves is expected to continue to rise, globally. The consequences of heat stress on worker productivity are stark, with studies indicating a significant reduction in cognitive and physical capabilities as temperatures rise. Dehydration associated with heat stress can adversely affect worker productivity, safety and morale, emphasizing the importance of frequent fluid replacement in warm environments, according to the Journal of the American Nutrition Association

Hygienists (ACGIH) recommend replacing fluids frequently when exposed to heat stress, underscoring the critical role of hydration in maintaining a safe work environment.

The risks associated with inadequate hydration and heat stress are profound, with the Centers for Disease Control and

Prevention (CDC) reporting over 700 heat-related deaths in a 14-year period, highlighting the dire consequences of failing to manage hydration and heat stress effectively.

This productivity loss is not just a matter of decreased output; it represents a tangible impact on the bottom line. Some estimates put the loss of productivity due to hot humid days at 650 billion lost labor hours in 2017, having risen by 9% over the last few decades. Some estimates for 2030 suggest heat stress may result in productivity losses amounting to nearly 2% of total working hours in some regions, a figure that translates into roughly $4 trillion in losses globally.

WORKER SAFETY

From a safety perspective, the stakes are even higher. The Occupational Safety and Health Administration (OSHA) and the American Conference of Governmental Industrial

TOP-DOWN APPROACHES

The White House has taken steps to address the issue of heat stress and hydration in the workplace through directives focused on increased diligence by OSHA. Recognizing the growing threat of extreme heat exacerbated by climate change, the Biden administration launched a coordinated interagency effort aimed at protecting workers, especially those in outdoor and indoor environments without climate control, who are at high risk of heat-induced illnesses.

One of the key initiatives includes the Department of Labor’s move to start the rulemaking process for developing a workplace heat standard. This effort is aimed at establishing

a federal standard to ensure protections for workers exposed to heat in various work settings. The Advance Notice of Proposed Rulemaking (ANPRM) for Heat Injury and Illness Prevention in Outdoor and Indoor Work Settings marks a significant step toward this goal, allowing OSHA to gather input on heat stress thresholds, acclimatization planning and exposure monitoring.

In addition to rulemaking, OSHA has initiated an enforcement initiative focusing on heat-related hazards, prioritizing interventions and workplace inspections on days when the heat index exceeds 80°F. This initiative is part of a broader commitment to workplace safety, climate resilience and environmental justice, addressing the disproportionate exposure to hazardous heat levels faced by workers of color in essential jobs. These actions demonstrate a comprehensive approach to tackling the challenges posed by extreme heat in the workplace, emphasizing the critical importance of hydration and heat stress mitigation to ensure worker safety and productivity.

BOTTOM-UP APPROACHES

As we delve deeper into the challenges posed by heat stress in the workplace, it becomes evident that a multifaceted approach, including employer and employee responsibilities, is essential for safeguarding worker health and ensuring operational efficiency. Among the myriad factors contributing to heat stress, inadequate hydration stands out as a pivotal element that can exacerbate or mitigate the risks associated with thermal environments.

Studies have routinely shown that most workers show up to work dehydrated and end shifts in a much more dehydrated condition than when they start. Why might this be a problem for heat stress? As dehydration ensues, blood volume decreases, resulting in hypovolemia. This change causes cardiovascular strain and results in the typical symptoms associated with dehydration and heat stress, such as fatigue, loss of mental clarity, headaches, muscle weakness, and so forth.

Rest is also critical when core body temperature gets too high. The combination of high metabolic demands, coupled with dehydration, leaves the heart beating faster to account for the lower blood volume. This, in turn, prevents larger blood flow for each heart stroke. Without rest and rehydration, the body cannot easily recuperate to allow for proper blood flow to cool down the body and deliver oxygen at the levels demanded, leading to lower physical output and productivity.

In a study conducted by Georgia Tech in conjunction with the U.S. military, researchers monitored a metric for heat stress known as compensatory reserve measure (CRM) before and after exercise in the heat. As the study indicates, rest helps a person recuperate from heat stress, but rehydration accelerates the return and ultimately helps bring the individual’s cardiovascular status back to its starting point.

Technological approaches are working to measure cardiovascular strain metrics, such as CRM. Although great strides are being made, there is still more work to be done. In academic and controlled settings, use of variable sensor modalities and machine learning approaches to data analysis

are proven to give reliable CRM results, but the challenges that remain are use in real-world, “noisy data” conditions and hardware “ruggedization” issues such as miniaturization, power management, and the awkward necessity of wearing a device stuck to your chest.

Other proxies are often currently used such as heart rate or core body temperature. There are a variety of these tools on the market, usually as wearables on the wrist or chest. While useful, these proxies to cardiovascular strain still come up short, and caution should be applied when relying upon them.

First, individual variation to heat due to differences in hydration status, heat acclimation, fitness level and other factors lead to variability in heat tolerance. Using single number proxies for monitoring employees for heat stress thus leads to loss of productivity for a wide range of employees that can handle the heat and work demands without an issue while leaving another cohort of employees at high risk of heat-related injuries.

Second, the persistence of heat-related injuries in the workplace and rising environmental stressors continue to show that current methods are either insufficient to address the complete problem and/or too burdensome in other ways as to be appropriately utilized by workers or employers.

While technology advances, other approaches should still be pursued to lower risk and improve productivity. Company plans for heat stress should be in place with policies that follow standard guidelines for various industries, often related to access to fluids, proper rest, proper cooling opportunities and education for employees about heat stress and monitoring solutions. In one simple example, OSHA provides a urine color chart (www.osha.gov/heat/more-resources) as a resource to help provide a simple reminder for employees to self-monitor their hydration status. Self-empowerment is a powerful psychological approach taken in other demanding environments, such as elite sports and the military, as well as in a variety of general population healthcare applications, and will likely improve results in the workplace, too.

FINAL THOUGHTS

It’s important to look for new technologies that help combat current challenges related to heat stress in the workplace. Technology changes quickly, and these new products and services can significantly improve current practices. It’s also important to know their limitations and not come to rely upon them in situations outside of their scope and capabilities.

When the stakes are high, such as heat-related injuries that can, at times, even result in the loss of life, all opportunities should be explored. But, ensuring these tools are only used to assist vigilance in a multifactorial approach to safety monitoring is important as we tackle the challenges of today—and tomorrow. EHS

Brian Bender, PhD, is a biomedical engineer and co-founder of Intake Health, developer of InFlow, a passive hydration testing and education device with instant feedback for employees.

NEW PRODUCTS

Permit-to-Work Solution

Cority has unveiled a Permit-to-Work (PTW) solution that avoids the highly manual and often paper-based approval processes. Cority’s new digital PTW offering provides more oversight for a distributed workforce while ensuring compliance for those working in dangerous environments. Using a mobile device, organizations can now manage the entire life cycle of any permitted work scenario wherever their workforce is located, including working at heights or in confined spaces. The PTW solution can be accessed through Cority’s mobile app, myCority, and allows users to request, review, and approve permits; complete associated risk assessments; conduct related inspections of permitted work in progress; and complete associated corrective action. The PTW solution can also be paired with other tools across the company’s EHS cloud-based platform, CorityOne. Cority www.cority.com

Stair Treads

Wooster Products’ new FLEXMASTER Safety Renovation Treads can prevent slipping or falling on interior or exterior stairs. The treads are made of an extruded aluminum base covered with Flex-Tred anti-slip tape that is chemically bonded onto the extrusion. FLEXMASTER Safety Renovation Treads are available in lengths up to 12 feet with a variety of tread depths and colors. The treads can be easily applied to provide a quick, easy and inexpensive way to improve stairway safety—ideal for renovations, retrofits, safety upgrades and more.

Wooster Products www.woosterproducts.com

Safety Helmet

The Concept Mips industrial safety helmet from Centurion is budget friendly but doesn’t sacrifice safety. The Concept Mips is loaded with features, including a 4-point chinstrap, Dry-Tech sweatband, 6-point suspension and a lightweight ABS Shell. The safety helmet also comes with the Mips low-friction layer, designed to protect the head from falls and off-center impacts. It is available in vented (Class C) and nonvented (Class E), in a variety of colors, and is compatible with a range of accessories. MPS Inc.

www.go-mpsinc.com

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Prioritizing our Health and Well-being

In order to truly take care of others, we must first take care of ourselves.

Afew days ago, I felt the start of a familiar dull pain behind my eyes. A migraine was brewing. I took my prescription and tried all my usual coping strategies, but nothing helped. I had no alternative, so I pushed through the pain until I could turn in for the night.

Even as I lay in bed, with a pounding pulse of pain, all I could do was worry: Will my old car last until I finish paying off my student loans? Is the tree in the front yard healthy or diseased? Can we really redo the deck ourselves? How will I finish everything for this magazine before our deadline?

That night, I dreamt that I woke up with my feet were covered in blisters. I immediately sought medical attention because I couldn’t put my shoes on, let alone walk. Even while dreaming, I knew I needed to stop everything to take care of this health issue. It seems my unconscious self is unfortunately better at prioritizing my health than my conscious self.

I woke up the next morning still feeling crummy, and I realized I once again made myself sick with worry. Our physical pain might be the result of an injury (i.e., a pulled muscle), but it can also be the result of something happening inside our heads.

I’ve read enough forums and health articles over the years to know that stress and other mental health issues can present as a physical pain or illness. Some people have reported getting a cold with a fever before a business trip, others have reported getting stomachaches before a big exam, and others have reported vertigo and chest pain as a result of a stressful workplace.

It’s easy to push aside our worries, but just because we ignore them doesn’t mean they go away. Our bodies will still experience and process these emotions. If we choose to ignore them, they will manifest in one form or another. Our bodies are a system. Everything is interconnected, and we need to take care of our whole selves in order to be healthy.

The past few years have demonstrated the effect our mental health can have on our physical health and overall well-being. In the first year of the pandemic, the global prevalence of anxiety and depression (which were already the most common

mental disorders globally) increased by 25%, according to the World Health Organization (WHO).

“The information we have now about the impact of COVID-19 on the world’s mental health is just the tip of the iceberg,” said WHO Director-General Dr. Tedros Adhanom Ghebreyesus back in 2022. “This is a wake-up call to all countries to pay more attention to mental health and do a better job of supporting their populations’ mental health.”

In 2023, U.S. Surgeon General Dr. Vivek Murthy released a new advisory on an epidemic of loneliness and isolation in our country. Even before the pandemic, about half of U.S. adults reported experiencing measurable levels of loneliness. The shutdowns and social distancing made it even worse.

I keep thinking about Joyce Sunada’s quote: “If you don’t make time for your wellness, you will be forced to make time for your illness.”

I’m not aware of any situation where stress can’t trigger or exacerbate an illness, disease or condition. So, if we want to focus on improving our health and well-being, we must also take stress seriously. In other words, we have to address the cause rather than trying to treat the symptoms.

I’m pragmatic to a fault. I know we all experience busy seasons and that obligations still need to be met—even when you’re not feeling well.

It’s easy to carry the weight of the world on your shoulders, but it’s important to remember that you can ask for help. You can ask for an extension. You can ask for grace, both from others and yourself.

I’ve been asking myself this question the past few days: What can I do to make myself less stressed? My answer may change by the hour, but it’s comforting to remember that each decision I make is with the goal of prioritizing my health.

Stress is one of my migraine triggers. I can only take three doses of my medication per week, so I must reduce my stress to avoid getting sidelined by migraines. Otherwise, I won’t be able to take care of myself—or others.

As safety professionals, it’s easy to focus on other peoples’ needs. That’s a noble effort, but you must also take care of yourself. If you don’t, your body will force you to, and that’s dangerous for everyone.

Send an e-mail with your thoughts to nstempak@endeavorb2b.com.

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