THE SAFETY NET
The Fourth of July holiday is perhaps the most quintessential American holiday of the year. Most of us gather with family and friends to enjoy the summer weather, good food and of course, fireworks. However, this recognition of our historical quest for independence shouldn’t be taken lightly. Fireworks are explosives and proper laws and handling procedures should be followed at all times.
In addition, remember not everyone loves fireworks. The loud noises and flashing lights from fireworks can induce real stress on children and adults with sensory sensitivities, such as Autism, and mental and emotional disorders such as Post Traumatic Stress Disorder.
HERE ARE SOME TIPS FROM THE NATIONAL COUNCIL ON FIREWORKS SAFETY TO HELP MAKE YOUR JULY 4 SAFE AND ENJOYABLE FOR ALL: RECOMMENDED SAFETY TIPS
• Obey all local laws regarding the use of fireworks.
• Know your fireworks; read the cautionary labels and performance descriptions before igniting.
• A responsible adult SHOULD supervise all firework activities. Never give fireworks to children.
• Alcohol and fireworks do not mix. Save your alcohol for after the show.
• Wear safety glasses when shooting fireworks.
• Light one firework at a time and then quickly move away.
• Use fireworks OUTDOORS in a clear area; away from buildings and vehicles.
• Never relight a “dud” firework. Wait 20 minutes and then soak it in a bucket of water.
• Always have a bucket of water and charged water hose nearby.
• Never carry fireworks in your POCKET or shoot them into METAL or GLASS containers.
• Do not experiment with homemade fireworks.
• Dispose of spent fireworks by wetting them down and place in a metal trash can away from any building or combustible materials until the next day.
• FAA regulations PROHIBIT the possession and transportation of fireworks in your checked baggage or carry-on luggage.
• Report illegal explosives, like M-80s and quarter sticks, to the fire or police department.
AND LET’S NOT FORGET THE SAFETY OF OUR PETS!
• Don’t bring your pets to a fireworks display, even a small one.
• If fireworks are being used near your home, put your pet in a safe, interior room to avoid exposure to the sound.
• Make sure your pet has an identification tag, in case it runs off during a fireworks display.
• Never shoot fireworks of any kind (consumer fireworks, sparklers, fountains, etc.) near pets.
Ensure Your Eyewashes Are Adequate
06.17.2024 | JJ Keller Management Suite
It’s an event no one wants to experience: Having to hold their eyes open while an eyewash pounds them with flushing fluid, yet at the same time experiencing a burning sensation from the chemical that has splashed onto their face. There’s panic, confusion, fright, and many other emotions … none of which come in handy during the situation.
That’s why employers must provide eyewash stations where workers are exposed to injurious corrosive materials. Those stations must be in near proximity to the workers. And, importantly, workers must know where they are, how to use them, and what to expect should they ever have to use them.
Ideally, workers would always wear safety goggles when exposed to hazardous chemicals and those goggles would adequately protect the worker. But employers can’t rely on that protection alone — there will be times when the chemical gets through the goggles for some reason, or the worker isn’t wearing goggles when something unexpected occurs. In those cases, an adequate eyewash is a must.
WHAT’S CONSIDERED AN ADEQUATE EYEWASH?
OSHA says a plumbed or self-contained eyewash unit that meets the specifications of ANSI/ISEA Z358.1 would be compliant. ANSI/ISEA Z358.1 is an American National Standard that provides specifications for the design, testing, maintenance, and use of emergency eyewash and shower facilities. While ANSI/ISEA Z358.1 is considered a voluntary standard, OSHA often uses it as a guide when inspecting facilities. As a result, it has gained significant importance within the safety industry.
Per ANSI/ISEA Z358.1, eyewash units must be capable of irrigating for 15 minutes. The 15-minute flow requirement is for corrosive materials. Eyewash units should be designed to deliver fluid to both eyes simultaneously at a volume of not less than 1.5 liters/minute (0.4 gallons/minute) for 15 minutes. They must be located within 55 feet or 10 seconds of the exposure to the corrosive materials.
HOW OFTEN MUST EYEWASHES BE INSPECTED?
OSHA does not prescribe eyewash inspections under paragraph (c) of the Medical Services and First Aid standard at 1910.151. However, ANSI Z358.1 says that all eyewash units should be inspected and maintained in accordance with the manufacturer’s instructions. If the manufacturer does not prescribe a testing frequency, ANSI says that self-contained units should be visually inspected weekly to determine if the fluid needs to be changed or more should be added. Plumbed units should be tested weekly (ANSI says that components of combination units must operate individually and simultaneously). Running units for at least three minutes is suggested to reduce microbial contamination.
There are no recordkeeping requirements regarding eyewash inspections. As such, it’s up to the employer to establish a best practice based on the circumstances found in the workplace and how long other and similar records are kept.
Impaired Driving Laws, Enforcement and Prevention
09.19.2019 | US Department of Transportation
Driving while impaired refers to operating a motor vehicle while under the influence of alcohol. It is defined in the United States as a blood alcohol content (BAC) greater than or equal to 0.08% (mass of alcohol per volume of blood in the body). More than 10,000 people were killed in alcohol-impaired driving crashes in 2012, accounting for 31% of all U.S. traffic-related fatalities. In 2010, alcoholimpaired driving crashes were associated with nearly one in five of the traffic-related fatalities of children through age 14 years. Among those fatalities, more than half were passengers of vehicles with drivers who had BACs greater than or equal to 0.08%. Although the focus historically has been on alcohol impairment, drugimpaired driving is receiving increased attention from agencies and policy makers.
A host of effective strategies can be used to help address alcohol-impaired driving. These include strengthening impaired driving laws and enforcement efforts, education and awareness campaigns, and the use of technology (e.g., ignition interlocks) to prevent impaired drivers from operating vehicles. All states have laws against driving while impaired. Some states are using strategies, such as sobriety checkpoints, to further discourage impaired driving. Some are using campaigns such as “Drive Sober or Get Pulled Over” and “Buzzed Driving is Drunk Driving,”
which combine increased enforcement efforts with advertising. The advertising is used to discourage impaired driving by making motorists aware that it is socially unacceptable and they can be pulled over and arrested for driving while impaired. Other strategies that can help address the problem include
• High visibility enforcement
• Prompt license revocation or suspension
• Ignition interlocks for persons convicted of driving while intoxicated
• License plate or registration confiscation
• Vehicle impoundment or immobilization
• Designated driver programs
• Alcohol server training programs
• Courts that address driving while intoxicated/driving under the influence repeat offenders through sanctions combined with drug and alcohol testing, treatment, and follow-up care and monitoring
RELATED TRANSPORTATION AND HEATH TOOL INDICATORS
• Alcohol-Impaired Fatalities
More than 10,000 people were killed in alcohol-impaired driving crashes in 2012.
HOW CAN THIS STRATEGY RESULT IN HEALTH BENEFITS?
• Reduce motor vehicle-related injuries and fatalities
HOW HAS THIS WORKED IN PRACTICE?
New Mexico’s Comprehensive Impaired-driving Program
The New Mexico Department of Transportation obtained funds from NHTSA in 2004 for a comprehensive state level impaired driving program. The program ran from 2005 to 2009, initially in five target counties, with a sixth county added in 2007. It included statewide media campaigns, an interagency leadership team, and increased, high visibility enforcement efforts and prosecutorial training. Program effectiveness was measured using driving while intoxicated crash, injury, and fatality rates, arrest rates, and conviction rates; blood alcohol concentration patterns; and public awareness. The results demonstrated effectiveness of the statewide and targeted efforts. Alcohol-involved fatal crashes decreased by 36.5% in those counties participating in the program, compared with a 31.6% decrease for the state as a whole. Alcohol-impaired fatal crashes decreased by 35.8% in the focus counties, compared with a 29% decrease for the state, which contrasted sharply with a 6.9% decrease in neighboring states for the same time period. New Mexico dropped from having the seventh highest alcohol-related fatality rate in the United States in 2004, before program implementation, to having the 19th highest rate in 2009.
WHERE CAN I LEARN MORE?
NHTSA provides statistics about impaired driving, materials for campaigns against impaired driving, and case studies of effective practices to stop impaired driving.
The CDC’s Injury Prevention & Control, Motor Vehicle Safety website includes resources on topics ranging from safety for older adult drivers to safety for pedestrians and motorcycle safety. It also has state data, cost and policy information. Within that website are the CDC’s Motor Vehicle Safety Costs pages, which include information on cost data and prevention policies. CDC Injury Prevention & Control: Motor Vehicle Safety - Impaired Driving includes data and statistics for crashes involving impaired drivers, research, and policy recommendations, including a CDC/NHTSA evaluation of key features of interlock programs and the use of interlocks in 28 states from 2006–2011. Within that website are the CDC’s Motor Vehicle Safety Ignition Interlock pages.
The Governors Highway Safety Association (GHSA) addresses the issue of driving while impaired, maintains upto-date charts of alcohol- and drug-impaired driving laws and all state highway safety laws, discusses strategies for prevention of impaired driving and enforcement of laws, and sets a policy on impaired driving.
Mothers against Drunk Driving (MADD) is the nation’s largest nonprofit working to protect families from impaired driving and underage drinking. MADD also supports impaired driving victims and survivors.
NHTSA provides statistics about impaired driving, materials for campaigns against impaired driving, and case studies of effective practices to prevent impaired driving. NHTSA’s Countermeasures That Work report assists state highway safety offices in selecting science-based traffic safety countermeasures for major highway safety problem areas, including impaired driving.
The Guide to Community Preventative Services website includes resources about interventions to reduce alcoholimpaired driving.
Diagnosis: Workplace Safety
08.21.2023 | EHS Today
With workplace stress at an all-time high, safety leaders are in a unique position to improve the situation at their companies.
What causes workplace stress? Answering that question might be the most important thing a company can do, not only in terms of fostering better mental health for its employees but also to ensure the company’s own financial health. According to the American Institute of Stress, workplace stress costs US companies roughly $300 billion annually in losses due to absenteeism, diminished productivity and accidents. That number right there makes a pretty solid business case for better understanding—and managing—the causes of stress, since the effects can be devastating.
According to The Healthy Work Campaign (HWC), a public health project sponsored by the nonprofit foundation, The Center for Social Epidemiology, the top 10 causes of work stress are: 1) long work hours, 2) low job control, 3) work-family conflict, 4) shift work, 5) job demands, 6) job insecurity, 7) organizational injustice, 8) low support, 9) low rewards and benefits, and 10) unemployment.
In every one of those situations, there’s an obvious lack of engagement between the employee and the employer.
And as workplace expert Joe Robinson, principal of Optimal Performance Strategies, an HWC partner, explained, “Engagement is one of the most important factors for any organization, whether their employees are actually fully attentive and on the task that they’re on.” And for safety managers, ensuring that a worker is fully attentive is not only essential to productivity but to keeping that employee—and all other employees—out of harm’s way.
“Stress automatically detours and distracts,” added Robinson, author of Work Smarter, Live Better. He cited a study from the American Psychological Association (APA) that indicates we’re at an all-time high for stress and burnout in the workplace. “People who are burned out are not slackers,” he insisted. “They get that way because they’re the most conscientious people and they’re the hardest workers. So, you’re burning out your best people. You’re disengaging them, which doesn’t make any sense at all.”
Another recent study from the APA points to the disturbing statistic that 19% of workers—nearly one in five—say their workplace is either very toxic or somewhat toxic. “The number of individuals who report experiencing a toxic
workplace without protection from harm is troubling,” said Arthur C. Evans Jr., APA’s CEO. “No one should feel fear at work. It is clear there is much work to be done to foster a positive work environment for all workers in the nation.”
At the recent ASSP Safety 2023 show in San Antonio, Texas, Shelly Meadows and Martin Franchi of Navigation Consulting & Training (NavCT) offered insights into what safety managers can do to help their workers—and their companies—deal better with workplace stress. As with everything else, senior management at companies tend to respond to problems when there are dollar signs attached, so Meadows and Franchi suggest safety professionals learn to make a strong business case for dealing with stressed employees.
“Organizations that implement psychological health and safety strategies usually perform better in all key performance categories: from health and safety to human resources, key performance indicators, and shareholder returns,” they explained. To get senior leaders to pay attention, emphasize that a workforce that feels psychologically safe is a characteristic of organizational excellence. Bottom-line benefits from such a workforce include improved productivity, organizational effectiveness, worker engagement and morale, discretionary effort,
recruitment and retention, and creativity and innovation.
And that’s not all, according to the NavCT consultants. Companies will also see reductions in turnover, absenteeism and presenteeism; workplace conflicts and grievances; disability and injury rates; worker’s comp premiums; and recruiting and training costs.
Some ways companies can address mental health in the workplace include:
• Address the root causes of stress to eliminate the psychological hazards.
• Implement training processes and programs that identify and address mental health risks.
• Teach workers resilience and other mitigating skills.
• Provide mental health support once an injury has occurred. And then provide return-to-work facilitation.
That being said, Meadows and Franchi acknowledged that safety professionals are most definitely not trained psychologists so don’t veer too far out of your lane. “The aim is not to diagnose a worker, or solve all the problems,” they said. “The aim is to diagnose the workplace to create a psychologically health and safe environment where people can thrive.”
MSD Injuries are Affected by DE&I Culture
Report from National Safety Council identifies factors that can lead to inequitable MSD outcomes
Analyzing data on workplace injuries, the National Safety Council found that workers of color face more work-related injuries and illnesses. Given that the most common injuries in general are musculoskeletal disorders, or MSDs, the group released on June 10 a new report The Intersection of DEI and MSDs: Ensuring Equitable Outcomes .
“At the National Safety Council, we believe fostering diversity, equity and inclusion is not only a moral imperative but also essential for creating safer and healthier work environments for all,” said Lorraine Martin, NSC president and CEO, in a statement.
The research paper identifies workplace factors that can lead to inequitable MSD outcomes and provides solutions for mitigation.
KEY FINDINGS CENTER ON:
Work Organization: Shift work, long hours and parttime employee status can impact the prevalence of MSDs among workers. Demanding work schedules can increase the risk of MSDs due to less time for adequate sleep and recovery from work, longer exposure to hazards and demands at work, and less time to attend to non-work responsibilities.
Other workplace factors highly associated with MSD risk and prevalence are the type of job and the pace at which work is done.
Workplace And Equipment Design: An employee who uses a wheelchair or an employee smaller than a fifth percentile female may have difficulty accessing the full range of their workstation depending on its design.
About Digitizing Emergency Management
05.29.2024 | OH&M
Digital emergency management systems are transforming safety drills and evacuations by providing accurate, realtime data and improving efficiency.
For workers, safety drills are often an opportunity to step out for a moment and gain a minute of respite in an otherwise busy day. But for the safety officers in charge of organizing and executing the drill, the experience is often anything but relaxing, carrying the significant responsibility of ensuring the safety of every individual is accounted for.
One of the biggest stressors of safety drills and evacuation events is having unaccounted-for personnel, leading to a mad dash to rectify the inconsistency and potential safety risks. A common source of missing personnel is not employees but rather visitors and guests , as these logs are often maintained on separate systems, or worse, a paper logbook. In a real-life emergency, the last thing anyone wants a safety officer to be doing is trying to find the day’s visitor log in a flurry or panic.
increasingly looking to transition their evacuation management, mustering, roll calls, emergency notifications and record keeping to integrated digital solutions.
Emergency Management Systems (EMS) allow safety officers to take the guesswork out of the process so that they know exactly who is on-site during evacuation events and can access key information such as headcount from the convenience of their smartphone, tablet or laptop.
THE COST OF POOR EMERGENCY MANAGEMENT
When managing safety drills with manual tools, anything that can go wrong often does. Standard tools such as paper clipboards and megaphones may be easy to use, but they are prone to errors and
Disorganized safety drills and emergency evacuations can jeopardize the safety of employees and visitors and have a material impact on the organization. As safety officers work to rectify inconsistencies in roll call, this can lead to prolonged downtime, forcing the operation to make up for loss of productivity, whether in overtime or by running their operation at a faster yet riskier pace.
In an age of widespread digitization, it’s astounding that manual processes still dominate the emergency preparedness practices of manufacturers, warehouses, distribution centers and other industrial facilities.
OUT WITH THE CLIPBOARDS, IN WITH THE EMS
The way safety drills are done today isn’t too dissimilar to what was experienced 20 years ago. An alarm is pulled. Employees look around startled and confused and then proceed to follow their peers out of the nearest exit. Once they exit the premises, they’re met with a chaotic scene of workers and swiveling heads trying to discern whether they’re in the right place.
Evacuation coordinators may attempt to herd the mass like a gang of blind sheep to little avail. An individual— often with a high-visibility vest and megaphone—will take headcount from the muffled blaring of the megaphone. If visitors or temporary workers are onsite, it’s unlikely they’ve been included in the count. Rather, a trust system is adopted, and the onus is put on individual employees to account for their guests, an approach often met with mixed results.
Stop-watches—if the officer even remembers to start it—are used to measure the performance of these
drills, but there’s no certainty that they were started or stopped at the right time.
That’s all to say, safety drills are overdue for innovation. Today’s tools may be louder—megaphones and alarms, for instance—but they aren’t certain to be much smarter. In a world where algorithms can provide optimal bedtime or control machines to produce complex parts and products, it’s surprising that emergency evacuations have not evolved much.
SETTING THE NEW EMERGENCY STANDARD
Safety officers are looking for ways to keep their workers safe and organized. Knowing that there is technology designed to do just that, many have made the switch from manual processes to using an emergency and evacuation management system, allowing them to better control and analyze their safety drills and evacuations.
WHO, WHAT, WHEN, WHERE
The optimal emergency management system excels in four key areas: who, what, when and where. Focusing on these areas allows an opportunity to assess whether a system provides enough control and ground cover during safety drills and real emergency events.
1. The ideal system can identify who is in a facility, which should include employees, temporary workers, contractors, guests and more. Beyond just identifying personnel, the system should be able to display an accurate roll call list for safety officers to use at mustering points and allow them to “check off” individuals that are accounted for or who require further assistance.
2. Emergency management systems should be flexible and able to adapt to what type of emergency drill is being executed. Whether it’s a chemical spill or an active shooter, the communication strategy should differ to ensure safety and manage the expectations and actions of evacuees.
3. Timing is everything in safety drills. As the core metric of evacuation performance , the ideal system should be able to record when an evacuation is triggered and track the speed it takes to evacuate the premises, while more advanced systems allow drilling down into everyone’s individual evacuation time. Additionally, systems maintain a highly detailed trail of events, allowing safety teams to track performance over time and reflect on past drills to identify areas of improvement and enhance future drill performance.
4. Finally, the system should direct evacuees to where they need to be in a timely fashion, allowing a quick account of all individuals. This capability allows drills to quickly wrap and get teams back to work, saving businesses from costly downtime.
BRIDGING THE GAP WITH VISITOR MANAGEMENT
Emergency management systems are not without their shortcomings. One of the most common gaps is their inability to account for visitors and contractors during safety drills and evacuations. This occurs because the list of visitors (or contractors or temporary workers) is often maintained in a separate system or a paper logbook, leading these individuals to be omitted from the emergency management system roll call .
That’s why any consideration of installing an emergency management system should also include the installation and/or integration of a Visitor Management System (VMS). Visitor management systems track all incoming temporary guests, such as visitors, maintenance workers and contractors.
Integrating emergency and visitor management systems effectively closes the gap by establishing a real-time data stream between the visitor log and roll call list. What’s more, extending an emergency management system to access visitor contact information allows the transmission of communications to all on-site personnel, not just employees.
Working together, these systems not only boost the functionality of emergency protocols but also contribute to a safer, more responsive environment.
STEPPING INTO THE FUTURE OF SAFETY
As organizations face increased pressure to maintain safe environments, emergency management systems are increasingly becoming an essential tool in their arsenal. As safety and security experts will attest, manual methods struggle to keep up with the unpredictable nature of safety drills, leading to inaccuracies and risks. An EMS, on the other hand, provides a complete toolkit that not only strengthens emergency response but also fosters a culture of preparedness. Going forward, the integration of technology in emergency preparedness is clear; it is an indispensable tool for organizations that prioritize worker safety.
AI’s Role in Workplace Safety
05.26.2024 | Safety + Health
A LOOK AT THE POSSIBILITIES (AND LIMITATIONS)
Ever since OpenAI released ChatGPT in November 2022, the buzz around artificial intelligence has built to a fever pitch. The possibilities of AI seem boundless, inspiring reactions ranging from awestruck optimism to apocalyptic nightmares (especially after hundreds of technology leaders signed a public statement in May 2023 warning of AI’s existential threat to humanity).
The truth is, AI isn’t a single tool – it’s a general-purpose technological advancement along the lines of electricity or the internet, with similarly world-changing potential, says Cam Stevens, CEO of the Pocketknife Group, a consultancy focused on the intersection between technology and workplace safety.
“AI is an umbrella term that describes a field of computing that’s dedicated to creating systems that are capable of performing tasks that would normally require some form of human intelligence,” Stevens explains. “It’s one of the technology mega-trends that are shaping the future of work.”
That includes the future of workplace safety.
KEY POINTS
• What separates AI from old-fashioned computer programs is its ability to learn, adapt and respond with some degree of autonomy.
• Safety and health-related aspects of AI include robotic exoskeletons that help prevent musculoskeletal injuries among workers doing heavy lifting and virtual-reality safety training.
• Barriers to implementation include cost, quality of data and pushback from workers.
HOW IS AI BEING USED NOW?
What separates AI from old-fashioned computer programs is its ability to learn, adapt and respond with some degree of autonomy.
Still, AI isn’t really new. For decades before ChatGPT blew up, AI was quietly helping us plan driving routes with GPS, guarding our smartphones with facial or fingerprint recognition, and cleaning up our spelling in texts and emails.
But in recent years, advances and investment in AI have led professionals in every field, including occupational safety and health, to explore how the technology could revolutionize their work.
The result has been a profusion of innovative health and safety applications – from robotic exoskeletons that help prevent musculoskeletal injuries and smart helmets that can monitor vital signs and working conditions, to virtualreality safety training. But at the moment, most of these applications are still in the experimental stage or in smallscale use.
“There’s a lot of promise in the emerging technologies area, but generative AI is what everyone has access to and is the primary form used in the workplace,” says Jay Vietas, chief of the Emerging Technologies Branch at NIOSH. “You can ask it to write a health and safety plan for your area. You can ask it to tell you what the risks are with respect to electrical safety or how to design a lockout/tagout program, for example.
“You could argue that it’s just a Google search on steroids. However, we still need safety and health professionals to go back and evaluate what has been provided to you to ensure it’s appropriate and applicable to your particular area.”
WHAT’S ON THE HORIZON?
Other AI applications that Stevens sees coming into wider use are computer vision and natural language processing.
Computer vision can take advantage of existing closedcircuit TV cameras to monitor safe working practices and alert workers to hazards, such as potential human-forklift interactions on a factory floor.
“We train machine learning algorithms, which are basically identifying the same patterns that we as humans would be looking for, but without us needing to be there,” Stevens says. “Machine learning algorithms can be applied across thousands of hours of footage, identify patterns and then provide us with insights that we can then use to take action.”
Natural language processing has a wide range of uses that could be helpful to safety pros, such as recording meetings or coaching conversations – with consent, of course – and summarizing, taking notes, interpreting the tone and dynamics of the interactions, or providing translation on the spot.
“The ability to have real-time language translation of health and safety or work-based information, typically using a smartphone, is critically important for organizations that have a multilingual workforce,” Stevens says.
WHAT’S IN THE FUTURE?
Potential uses of AI in safety are so wide ranging that they’re hard to predict. “It was very difficult to say exactly how you were going to use the internet when it first came out,” Stevens notes.
He likes to think future AI solutions will empower individual workers to receive “hyper-personalized” safety training in whatever form optimizes their learning (a Spanishlanguage comic book, for example) and make wellinformed safety decisions.
“I think the real power will be when we start getting artificial intelligence solutions in the hands of frontline workers,” Stevens says, “where we can support them to
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obtain the right information at the right time so that their decision-making is augmented with everything they need at their fingertips.”
WHAT ARE SOME BARRIERS AND RISKS?
AI has dozens of safety applications, “ranging from quicker and better analysis of worksite conditions, ergonomics, hazards and so on – all the way to continuous monitoring of and adjustment to the work interface and daily decisionmaking,” says John Dony, vice president of workplace strategy at the National Safety Council.
SO, WHAT BARRIERS AND RISKS STAND BETWEEN SAFETY PROS AND ALL OF THIS POTENTIAL?
Cost: One of the reasons generative AI is so commonly used among safety pros is that it’s typically either low cost or free, Vietas says. The issue isn’t only the monetary cost of other AI tools, but also the resources needed to program, customize and implement them, as well as train workers on their use.
“But as the computer power continues to increase, and then with the amount of investment happening in artificial intelligence systems, I believe the cost (of the other AI tools) will become more reasonable in the near future,” Vietas claims.
Lack of high-quality data: As they say in computer science, “Garbage in, garbage out.” And, unfortunately, much of the health- and safety-related data currently available to train AI systems is low quality, Stevens notes.
“It’s typically incomplete,” he continues. “It may contain quite significant bias. It may not be robust, accessible, stored, secure, adequately protected, deidentified, private. No matter how sophisticated these AI technologies and tools get, if we’re providing and training these tools with poor-quality health- and safety-related data or work data, it’s ludicrous to think we’re going to get a good outcome.”
Cybersecurity and privacy: “Many AI tools that are widely available for free use also open up security concerns for organizations with proprietary or personally identifying information,” Dony says. “Purchasing secure, internal-only versions is – at present – the purview of larger organizations and/or those who are on the early adoption side of technology.”
Possible bias and inequity: Because generative AI draws on existing data sets, it reflects the biases and stereotypes of the humans who created that content, raising the risk of inequitable outcomes. “An AI system can be designed in
one environment for one group of people, and that could work out to be very successful,” Vietas notes. “If, then, you decide to try and put that into a new environment with entirely different demographics of workers, you shouldn’t expect to get the same outcome.”
Worker pushback: Discomfort with AI in the workplace can be traced to a number of causes:
• Lack of familiarity with the technology and how it works
• Fear among workers that they’ll be replaced with AI tech or pushed into less meaningful roles
• Anxiety about learning to use the new tools and keep up as the technology changes
• Concerns about violations of privacy, “Big Brother”-style monitoring and how their data will be used
Transparency and worker engagement can soften resistance, Stevens says.
“An organization needs to simply articulate what AI means in their business: what applications (in simple terms) these solutions are being used for, how those tools have been trained, how workers are expected to interact with them and how their jobs are expected to change because of it,” he adds. “And workers need to have a say in designing the strategy for implementation and adoption of those tools.”
NSC AND AI
Find more information from the National Safety Council on artificial intelligence, technology and the future of work.
ARE HUMANS STILL REQUIRED? (YES)
Ultimately, the real dangers of integrating AI into workplace health and safety lie not with the technologies but with the humans who (mis)use them, especially if they fail to recognize that AI still requires substantial human direction, training and supervision.
“Overreliance on any tool or system – no matter how strong – is dangerous, and the same is true with AI,” Dony says.
“Organizations and people will need to find a place of mutual balance and comfort in which AI tools are viewed as reliable and effective – but not infallible – guidance, and are used to strategically and tactically act more quickly and thoroughly than before.
“Once this equilibrium is reached, the potential for AI to have a real and lasting effect on safety is massive – a true enabler to a future in which no one loses their life on the job.”
Fostering Strong Employee-Supervisor Relationships: A Key to Safety Excellence
06.17.2024 | EHS Today
When employees trust their supervisors, they are more likely to adhere to safety protocols and guidelines.
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. This connection is instrumental in improving safety performance and cultivating a positive safety culture within an organization.
First and foremost, a robust employee-supervisor relationship cultivates trust and psychological safety. Trust is the foundation of any strong relationship. When employees trust in 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.
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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, including 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, such as 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, including 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 decision-making 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; 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 contribute to a positive and effective supervisoremployee 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.
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. He can be contacted at info@ProActSafety.com.
