Safety Net | August 2021

THE SAFETY NET CO N SU LTA N T S

•

AUGUST 2021

DESIGNERS

•

ENGINEERS

IT’S ALWAYS SAFETY FIRST. •

CO N STRUCTO RS

VOLUME 15 ISSUE 08

Dog Bite Prevention 07.20.2021 | Weeklysafety.com

SAFETY FIRST. Austin employees have worked 4,279,605 hours without a Lost Time Accident through 06/2021.

More than one-third of all US households have at least one dog. While most of these pets are friendly companions, workers should treat all dogs they encounter as potential threats, and act accordingly, for their own safety.

Dogs have instincts that may seem unpredictable when a stranger gets too close to their owner or perceived territory, and the nicest dogs may have the potential to become aggressive, sometimes without warning.

Many people may associate dog attacks with traditional or exotic breeds of guard dogs, but any breed of dog can bite someone and cause a serious injury.

Dog bites can be quite dangerous.

• Puncture wounds can easily become infected or turn into permanent scarring.

• If the bite is deep enough it can cause nerve damage that can lead to long-term loss of feeling or function.

• Tetanus and rabies are less common but can be transmitted through dog bites.

OSHA Standard 1926.21(b)(4) In job site areas where harmful plants or animals are present, employees who may be exposed shall be instructed regarding the potential hazards, and how to avoid injury, and the first aid procedures to be used in the event of injury.

For employees that work outdoors where people tend to walk their dogs and workers who regularly conduct business

• Make a noise before you enter an area through a door or a gate. You can jingle keys, whistle, knock, or yell out a greeting to let animals know you are there and give you the opportunity to assess the number of dogs present.

• If you see evidence that there might be a dog on the premises, ask the owner where the dog is being kept while work is being conducted.

• If there is a dog on the property, insist the dog be restrained in a safe location before you enter the home or yard and remain restrained until you leave. The most effective way to prevent dog bites is to ensure the dog is secured in an area away from the workers.

If there is a dog on the property and the owner isn’t home, it’s important to know the company’s rescheduling policy in

in residential neighborhoods, training and experience are

such instances.

key to occupational dog bite safety.

• If rescheduling is not an option, do not run or

Upon arrival at a customer’s property, if there has not been any prior notification that a dog is on site, it’s important to

make sudden movements. Try to gauge the dog’s temperament by looking at its body language.

keep an eye out for anything that might suggest a dog is

• If the dog is growling, looks tense, has its ears pulled

around. Look for things like a doghouse, animal tracks or

back, or you otherwise believe the dog could harm

waste, a warning sign on the gate, or bowls of food and water.

you, leave the residence and contact your supervisor (or follow the company policy). Do not put yourself in danger. Avoid entering any area with an unrestrained dog.

• If a dog calmly approaches, stand still and let it sniff you.

Often the dog will leave you alone if they determine you are not a threat.

Dogs are more likely to bite or attack when they are: • Near their owner or other dogs, due to pack behavior.

• Behind you.

• Startled by a stranger.

• On a leash or in a run because they may feel cornered or threatened.

• Outdoors, as opposed to indoors.

Understanding body language is key to avoid unexpected dog bites. Workers who routinely encounter dogs should know the clues that indicate when a dog is feeling anxious, afraid, threatened, or aggressive.

• A dog that is feeling anxious or afraid will try to make themselves look smaller by crouching, lowering their head, or putting their tail between their legs. Dogs that are scared may try to slowly turn or move away but if they can’t retreat, they may defensively growl, snarl or even bite.

• An aggressive dog will try to make themselves seem bigger. Fur on their back and tail may puff up, the tail may be straight up (or even be wagging), ears may be up and forward, and they may be showing their teeth, growling, lunging or barking. Do not approach a dog that is acting in a threatening manner.

• Dogs that are feeling conflicted may demonstrate a

If you unexpectedly encounter a dog: • Never run away from a dog or turn your back on a dog.

• If a dog starts to show aggression, then you should also

variety of behaviors that can be confusing. A wagging

act aggressive. Stand tall, act with confidence, assume

tail or crouching posture does not mean a dog is

a dominant posture and yell loudly. Use language like,

friendly. Avoid any dog that is showing any signs of fear,

“No!”, “Stop!”, “Go Home!”, etc.

aggression, or anxiety.

Workers can carry simple defense equipment with them that can be used in the event of a dog attack.

• Put an object between you and the dog to allow yourself time to get to a safe place.

• Keep your back against a wall, the side of the house

Remember: Discouraging a dog from starting an assault is

or a fence to prevent the dog from circling behind you

always better than fighting off an attack.

and attacking.

If a dog charges, use anything on hand as a distraction, such as a hat, a stick, an umbrella, a clipboard, a jacket, a bag, a tool, or a dog baton.

Specific tools that workers may carry, if authorized, include: • Dog Bite Stick/Baton – By placing a stick or a baton between the worker and the dog, the animal is more likely to bite the object than the person.

• Dog Barriers/Stoppers or Umbrellas – These pop-action

DO NOT ATTEMPT TO GET NEAR, TOUCH OR PET A DOG IF A DOG IS: • With their owner, but the owner has not given permission to touch the dog.

• Not with their owner.

• On the other side of a fence.

• A service dog.

items can scare most dogs if used 6-8 feet away before

• Sleeping, eating, or playing with a toy or chew item.

they get too close. They also create a barrier between

• Sick, injured, or anxious.

the worker and the dog providing an opportunity for them to back away from the property.

• Dog Deterrent Spray or Pepper Spray – While small and

• With their puppies.

• Growling or barking.

easy to carry, a spray may not be ideal on windy days

• Confined, tethered, or chained.

and may not work on all dogs. Before using, make sure

If a dog bite does occur, and the skin is broken, wash the

it’s legal to carry in your state.

area thoroughly. A visit to the doctor as soon as possible is

• High Impact Whistle or Small Air Horn – Creating a loud

recommended, especially if a copy of the dog’s vaccine

sound can startle a dog enough to cause them to stop

record is not available.

the attack, and it may also attract the attention of

• Report all aggressive dog encounters so the company

others (or the owner) who can assist, but it may not work

can update the account information on the property for

with all dogs.

future visits.

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NHTSA Orders Automated Driving System Crash Reporting 07.08.2021 | EHS Today by David Sparkman Self-driving vehicles also are targeted by the agency order.

Steven Cliff. “In fact, gathering data will help instill public

If you have driven a recent model car, you are well

confidence that the federal government is closely

acquainted with all of the bleeps, blurps and whines

overseeing the safety of automated vehicles.”

emitted whenever you leave a traffic lane or come too

The agency said “notice” of a crash is defined broadly and

close to another vehicle. We are told these are designed

means information received from any internal or external

to improve safety, and they are essential elements of future

source about an incident that occurred or is alleged to

driverless automotive technology. However, the National

have occurred, regardless of whether the manufacturer

Highway Traffic Safety Administration (NHTSA) wants to

has verified those facts. The information can be in any

know if that really is the case.

form, including electronic, written and verbal. Sources may

The agency has ordered companies involved in the

include vehicle reports, test reports, crash reports, media

manufacture of automated vehicle systems, including

reports, consumer or customer reports, claims, demands

components and technology, to file crash reports if the SAE

and lawsuits.

Level 2 advanced driver assistance system (ADAS) or SAE

In addition, NHTSA’s order requires:

Levels 3-5 automated driving system (ADS) was engaged immediately before or during a road crash. The data must be reported on a monthly basis.

• Within one day of learning of a crash, companies must report crashes involving a Level 2 ADAS or Levels 3-5 ADS-equipped vehicle that also involve a hospital-

ADS-equipped self-driving vehicles, which are able to

treated injury, a fatality, a vehicle tow-away, an air

perform the complete driving task in limited circumstances,

bag deployment, or a vulnerable road user such as a

are not currently sold to consumers but are in limited use

pedestrian or bicyclist. An updated report is due 10 days

on public roads around the country for testing, ride sharing

after learning of the crash.

and goods delivery, the agency pointed out.

• Every month, companies must report all other crashes

“NHTSA’s core mission is safety. By mandating crash

involving an ADS-equipped vehicle that involve an injury

reporting, the agency will have access to critical data that

or property damage.

will help quickly identify safety issues that could emerge in these automated systems,” said NHTSA acting administrator

• Reports must be updated monthly with new or additional information.

• Reports must be submitted for any reportable crash,

submitted under its reporting obligations. The agency

about which a company receives notice, beginning 10

said its review and analysis will include all information and

days after the company is served with the order.

incidents relevant to any potential safety defects.

• Reports must be submitted to NHTSA electronically using

Reports will be publicly available except in limited cases

a form that requires important information regarding the

when NHTSA agrees that the report contains confidential

crash. NHTSA will use this information to identify crashes

business information, such as whether the vehicle was

for follow-up.

within its operational design domain at the time of the

The order requires vehicle and equipment (including

incident, note attorneys Robert Love and Jiwan Sangha of

software) manufacturers of Level 2 ADAS or Levels 3-5 ADS

the law firm of Borden Ladner Gervais.

systems and vehicles and operators of ADS-equipped

In addition, NHTSA may take further actions on any

vehicles to report crashes where the Level 2 ADAS or Level

individual crash, including sending a Special Crash

3-5 ADS system was engaged during or immediately before

Investigations team and requiring the company to provide

the crash.

additional information. It also may also open defect

“These data will help the agency identify potential

investigations, as warranted.

safety issues and impacts resulting from the operation of

The agency also urges the public to contact it if they think

advanced technologies on public roads and increase

their vehicle may have a safety defect that is not part of

transparency,” NHTSA said. “Access to ADS data may show

a current recall. NHTSA can be contacted online or by

whether there are common patterns in driverless vehicle

calling the agency’s Vehicle Safety Hotline at 888-327-4236,

crashes or systematic problems in operation.”

Monday through Friday, 8 am to 8 pm ET.

NHTSA stressed that its oversight is not limited to the specified crashes discussed in the order or the information

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Why You Should Include Behavior-Based Safety in Your Safety Management Program 07.13.2021 | EHS Today by Hewitt Roberts How to gain buy-in, avoid common pitfalls and manage an

BBS programs are living documents that are guided and

effective behavior-based safety management program.

influenced by everyone at an organization. As such, they

Behavior-based safety (BBS) programs are well known

need to be tailored to a specific workplace. BBS programs

among safety professionals. Their simplicity makes it easy to implement and a popular choice among organizations of all sizes and safety budgets. But simplicity should not be

are a tool for addressing safety risks, not a panacea for all safety problems. That said, organizations should revisit how and why they might use, or better use, BBS programs for

confused with simple.

measurable ways to improve workplace safety.

Which is why, for some people, the benefits of BBS programs

To get an insider look on how to manage an effective

may seem elusive. How could you get concrete data from commonplace, everyday actions and decisions of your employees? Should resources only be put toward preventative measures and personal protective equipment

BBS management program, I spoke with three safety professionals: Joseph Braun, EHS manager at Ferrara Candy Company; John Peoples, global EHS manager at Huntsman Corporation; and Chad Rasmussen, EHS

(PPE), tangible assets, where the value they bring to safety

manager at Cardinal Health.

is more apparent? This kind of thinking overlooks the

THE BENEFITS OF A BBS PROGRAM

common factor that is universal to all workplace injuries — people.

The success (or failure) of a BBS program is tied to people: what data they observe, how they discourage at-risk behaviors and enforce safe ones and what feedback they give. It also depends on what management does with observation data. Does the organization focus on at-risk behaviors or the processes that may cause them? Does it focus on quantity or quality of observations? How does the program evolve over time?

A safety program that does not take special consideration of human attitudes, beliefs, ideas and feelings toward safety is missing a huge piece of the safety pie. BBS is about behavior—people’s behavior. Thus, if a BBS program is missing people’s attitudes, beliefs and feelings, it is missing the mark altogether. A behavior-based safety program takes a holistic approach to safety; it looks at the big picture, the safety environment of a workplace, and unearths the root causes of potential hazards and unsafe behaviors.

A safety program that focuses only on unsafe behaviors and hazards associated with a job can undergo the unfortunate result of becoming reactionary, addressing dangers after they have already had a negative impact on the organization and its employees. This defeats the purpose of a safety program altogether. To truly increase the positive outlook on the workplace safety environment, you will also need to focus on what works. What are the everyday actions of employees that are guaranteeing their

HOW TO INCREASE BBS PARTICIPATION, BUY-IN AND EFFECTIVENESS A BBS program looks at one main aspect of the workplace environment: people. People are the most valuable resource you have to combat unsafe work conditions.

People equipped with the knowledge and confidence to make the right safety decisions can prevent more accidents than any PPE. Here are three areas to focus on.

safety and the safety of their peers?

BUY-IN AND PARTICIPATION

“Not all hazards can be controlled by elimination or

The value of a BBS program relies on the decisions and

engineering,” Rasmussen says. “When employees need to be trusted to make decisions regarding their safety, the right choices need to be reinforced.” Identifying and positively reinforcing these actions is what an effective BBS program aims to do.

HOW TO MEASURE THE SUCCESS OF A BBS PROGRAM The most rigid and comprehensive safety inspection is useless if you do not have the data to show it is being followed 100% of the time and that it is yielding positive results. Two safety metrics with key leading indicators can support your frontline defense against workplace dangers.

actions of the people and their involvement in the program. Its success hinges on participation. Gaining buy-in can be approached in several ways. Peoples says a topdown approach has worked for Huntsman Corporation, as the main key was to get buy-in and commitment from senior managers. After this was achieved, the number of participants grew, and more data was available that demonstrated the value of the program.

SET MONTHLY GOALS Braun says the best way to get employees involved with the program is to “set monthly goals and incentivize those goals.” This process could be as simple as requiring employees to submit a certain number of observations

LOOK BEYOND INCIDENT DATA

in each time frame. Incentives should also be used to

Safety is about preventing accidents and injuries in the

positively reinforce good safety behavior, which will increase

workplace. If you are only implementing protective

employee acceptance, participation and buy-in of the program.

measures after an incident has occurred, you have

POSITIVE FEEDBACK

already lost the safety game. Solely relying on data from preventable incidents such as accidents, injuries or deaths defeats the purpose of a safety program altogether.

A program that only points out mistakes, poor decisions and unsafe actions will appear intimidating to many workers.

They may ask if this is just another system management can

“Injury numbers are lagging indicators, so I try to avoid

use to blame the workers for any accidents. Therefore, you

using them wherever possible,” Rasmussen says. A well-

must avoid focusing too much on the negatives at all costs.

designed BBS program aims to decipher the root causes of a potential injury or hazard.

Instead, there needs to be a focus and a reward system for smart safety decisions and practices. An effective BBS

DATA IS ALL ABOUT UTILIZATION

program “needs to be perceived as positive,” Rasmussen

You can look at several key metrics to determine how well

says. “Positive feedback breeds more of the right behaviors

your program is protecting employees’ safety, but the most

than negative feedback for the wrong behaviors. It also

important metric might be participation. If your data shows

prevents the program from becoming a tattletale program.”

a lack of participation and buy-in from employees, you will

OVERCOMING COMMON PITFALLS OF A BBS PROGRAM

need to address that first. Without a wide enough scope and large enough data set, it can be difficult to address the root safety concerns within the organization that initially lead to incidents.

There are several common pitfalls that a BBS program can run into. We’ve asked the experts how to avoid them:

THE BLAME GAME One of the most important things you can do as a safety manager is provide your employees with an open and ...continued on next page 7

non-judgemental forum to express their concerns and offer

resources that claim to help develop and implement BBS

their ideas on how to improve workplace safety. Making

programs, but how do you know which to use?

your BBS program anonymous takes the focus away from

Here are three things to look for, according to the experts:

the observer or employee and puts it on the action and the environment.

“All observations are treated as anonymous,” Braun says.

“Discipline and blame cannot stem from an observation.

They are used as teaching and learning tools only.”

PENCIL WHIPPING

1. Consistency Is your safety program understood by everyone, regardless of language barriers? Can you produce safety materials in multiple languages to unnecessarily avoid putting people at risk based on their culture or dialect? Consistency – getting the same information into everyone’s hands—will

Pencil whipping is the act of certifying and approving

be a huge step toward improving the safety environment of

documents or audits without knowing or reviewing what it is

the entire organization.

that is being approved.

2. Timeliness

Braun says that at Ferrara Candy Company they conduct a monthly spot check on observation cards. By selecting samples from many observations to be reviewed, you will be able to notice any pencil whipping. While reviewing these reports, Braun is also following up on the provided answers to see if there is substantive meaning behind the observations and root out anything unfounded.

LACK OF BUY-IN Peoples says the most typical problem he sees is a lack of buy-in and commitment from the senior managers. The people in these roles may have the most experience and have been in the industry for the longest, but they may be more resistant to changing the way they do things.

Rasmussen says for that reason, senior management’s commitment to BBS programs is essential. “If the program just lives in one department or the people at the top stop caring about and/or pushing these types of programs, they will fail,” he says.

AN EFFECTIVE BBS REPORTING TOOL Efficiently generating reports off the most relevant data is critical to improving the safety of an organization through Behavior Based Observation. There are many tools and

With new technologies available, employees no longer need to fill out observations on paper and mail them to the right directory or hand them off to someone who painstakingly punches them into an Excel file. Data can be collected and analyzed instantly with apps or digitally based safety observations forms, allowing safety professionals to make swift and data-informed decisions.

3. Simplicity A complicated program or form may be all it takes for employees to completely reject a BBS program. Using a simple, standard and user-friendly platform to collect BBS observations will give your program a running start.

As the technology, understanding and knowledge of behavior-based safety programs grows, it will only become easier to make data-driven decisions and anticipate preventable incidents before they happen.

It may take time to develop a BBS program, but if planned extensively, followed rigidly and executed efficiently, a BBS program can have a positive impact on the workplace environment and employee well-being. “It provides an opportunity to recognize and reinforce high standards and good practices displayed by our teams,” Peoples says.

Help Workers Make the Right Choices Even Without Rules 07.06.2021 | JJ Keller Management Suite Individuals choose to engage in certain behaviors based on internal and external constraints. Internal constraints are values that people apply to themselves. External constraints include rules and consequences that are intended to shape behaviors. While rules should help guide behaviors, some people ignore the rules. However, for those who voluntarily choose the right behaviors, the rules are merely guidelines.

Behaviors are shaped by both internal and external constraints. For example, a desire to prevent injury may cause you to wear a seatbelt and avoid using a cell phone while driving. Although external constraints (laws on these issues) may impact your choices, the desire to stay safe is an internal constraint or self-imposed behavior. You’d follow those behaviors even if there was no law on the issue.

CHOOSING TO FOLLOW SAFETY RULES External constraints may be necessary, but rules are effective only if people follow them, and some employees might grudgingly comply under an attitude of “we HAVE to do it this way.”

Internal constraints are more effective because employees choose to follow safety rules. Employees make these choices when they see the benefits to themselves, not simply to avoid adverse consequences.

In short, rules tell employees what choices to make, but internal constraints tell them why they should make those choices. When internal constraints drive behaviors, the rules are (in a sense) unnecessary because people would make the right choices anyway.

VALUING SAFETY When a company says that it values safety, the company strives to help everyone understand the value of safety. Employees should work safely because they recognize the benefits to the company as well as the benefits to themselves. The goal is to reach a point where rules serve as guidelines, and employees choose safe behaviors for the benefits, not to avoid consequences.

Helping employees develop internal constraints may require imposing consequences, but consequences can be negative (like discipline for making the wrong choice) or positive (like a bonus or recognition for doing the right thing). Even discipline can be delivered in a way that helps build internal constraints, such as issuing reminders along the lines of “because it keeps you from getting injured.”

Accidents may still happen, but could provide an opportunity to evaluate whether an employee made the wrong choice and whether a different behavior could have changed the outcome. Accidents may constitute failures, but failures are also learning opportunities that can help demonstrate the “why” of developing internal constraints.

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OSHA Updates N95 Mask FAQs 06.22.2021 | EHS Today by David Sparkman Agency says research shows N95 masks are effective in

to the dynamics involved in filtration, an N95 respirator is

COVID-19 protection.

actually “more effective at filtering particles that are smaller

The Occupational Safety and Health Administration

or larger than 0.3 microns in size,” OSHA points out.

(OSHA) has updated its Frequently Asked Questions (FAQs)

One reason is that the virus particle is always attached

regarding the use of N95 facemasks in the workplace

to something larger which won’t pass through the mask,

with the intention of reducing the potential for workers of

medical researchers say.

contracting the COVID-19 virus.

“When an infected person expels the virus into the air by

The agency also has addressed its standards regarding

activities like talking, coughing, or sneezing, the airborne

respirators and particle size, and at the same time it

particles are composed of more than just the virus,” OSHA

explained how N95 respirators effectively protect wearers

explains. “The virus is part of larger particles that are made

from coronavirus exposure given rumors that they are not

up of water and other materials such as mucus. These

effective in blocking the virus.

larger particles are easily trapped and filtered out by N95

Internet rumors have been circulating for a while now that

respirators because they are too big to pass through the

assert the N95 masks do not protect wearers from COVID-19

filter. This is called mechanical filtration.”

transmission. The main reason given is that the fabric used

However, the agency adds, “Mechanical filtration is just

blocks few, if any, of the smallest virus particles.

one of the ways that respirator filters keep particles from

OSHA’s addition to its COVID-19 FAQs regarding respirators

passing through the filter. An electrostatic charge also

and particle size posits states: “Will an N95 respirator protect the wearer from the virus that causes COVID-19?” OSHA’s answer is that yes, an N95 respirator is in fact effective in

attracts particles to fibers in the filter, where the particles become stuck. In addition, the smallest particles constantly move around (called Brownian motion), and are very likely

protecting workers from the virus that causes COVID-19.

to hit a filter fiber and stick to it.”

Throughout the pandemic, some have mistakenly argued

The Seyfarth Shaw attorneys also stress, “It is important for

that because the novel coronavirus that causes COVID-19 is around 0.1 microns in size, wearing an N95 respirator will not protect against such a small virus, note attorneys from the law firm of Seyfarth Shaw LLP. According to OSHA, “that mistaken claim appears to result from a misunderstanding of how respirators work.”

In fact, research has shown that the N95 respirator filter is very effective at protecting people from the virus causing COVID-19, the agency says.

The National Institute for Occupational Safety and Health (NIOSH) has conducted various tests and found that, due

employers and workers to remember that a respirator only provides the expected protection when used correctly.

Respirators, when required by an employer, must be used as part of a comprehensive, written respiratory protection program that meets the requirements of OSHA’s Respiratory Protection Standard.”

As part of such a program, they say that employees must be properly fit tested for the make, style and size of the N95 they will be using, must receive training on respirator use and maintenance, and must don and doff the respirator correctly.

What Exactly is an Employee Value Proposition?

06.10.2021 | EHS Today by Adrienne Selko Employees say it’s important for their organization to see them as a person, not just an employee.

I find it amusing when we apply corporate words, such as value proposition, to human beings.

However, in this case, the application is something that will lead to happier humans, so I’m all in favor of it.

A recent study from Gartner is asking companies to “deliver employees a life experience – not just an employee experience – by focusing on the feelings and features that match their needs today.”

They are calling it the “human deal -- the employee value proposition ( EVP).

The pandemic has forced many companies to look more closely at how employees are feeling about their jobs. And many employees have used this past year to reflect on both how they are doing their jobs and how their companies are treating them.

The result of this reflection is demonstrated in Gartner’s 2021 EVP Benchmarking Survey conducted in January 2021, which revealed only 23% of respondents believe most employees will continue working in their current organization after the pandemic ends. The reason for this? Only 31% of HR leaders believe their current employees are satisfied with their employee value proposition.

“Traditionally, organizations focus on employees as workers when they define their EVP,” said Carolina Valencia, vice president in the Gartner HR practice in a statement. “Instead, employers need to see their employees are people first and foremost. Our research shows that 82% of employees say it’s important for their organization to see them as a person, not just an employee, yet only 45% of employees believe their organization actually sees them this way.”

How can companies turn the tide on this situation? Gartner recommends these strategies:

PERSONALIZE CONNECTIONS WHILE RESPECTING BOUNDARIES To ensure employers are respecting employees’ boundaries while personalizing connections, leaders should integrate inclusion goals into day-to-day work and talent processes to drive accountability and ensure employees feel comfortable bringing their full selves to work; provide benefits directly to employees’ families or communities, and identify information employees are comfortable sharing to improve trust.

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ENSURE PRODUCTIVITY WHILE PROVIDING CHOICE Most organizations typically offer flexibility in when and where work gets done, but leading organizations also offer flexibility in who employees work with, what they work on, and how much they work.

For the best results, HR should partner with managers to establish team flexibility boundaries. Managers can then offer employees flexible choices within these boundaries and encourage teams to co-create flexibility norms for their specific context. Organizations can also ensure flexibility for all by determining which activities, not which roles, can be flexible.

“Radical flexibility fuels performance,” said Dion Love, vice president, advisory, in the Gartner HR practice. “Employers can increase the percentage of high performers by 18 percentage points by offering employees greater choices surrounding their work conditions.”

ADVANCE ORGANIZATIONAL AND INDIVIDUAL GROWTH More than half of employees feel it’s important for their employer to provide opportunities for personal growth. Progressive organizations are providing employees with objective career coaches who help them prioritize their personal goals and explore how to pursue them internally and externally. Leading HR functions are bringing employees into the design of development opportunities to help scale the number of development options and improve their relevance to employees’ personal interests.

CREATE DIVERSE, YET FOCUSED WELL-BEING OFFERINGS Gartner’s research reveals nearly half of employees say their work-related stress is higher now than previously in their career.

Employers are offering physical (80%), financial (67%), and emotional (87%) well-being benefits, however, few employees are using those offerings.

Managing this gap between the benefits programs offered and the programs requires leaders to take three actions: 1. Hold employees accountable for their wellness by helping them identify the well-being offerings that matter most to them, incentivizing them to use available offerings, and enabling them to track their wellness progress.

2. Leverage leaders and peers to reduce the stigma of well-being offerings by having open and honest conversations about mental well-being to normalize mental health topics and support.

3. Coach managers on how to provide effective well-being support.

TAKE ACTION WHILE REPRESENTING ALL PERSPECTIVES Fifty-three percent of employees want their organization to take action on issues they care about. Many organizations struggle on how to balance activism with representing all perspectives. leaders should include employee perspectives – across levels, business units, and functions – when determining which societal issues to act on. Leaders should also partner with experts throughout the organization to create a societal issues decision framework that prioritizes how those issues align with the organization’s goals.

Poor Attitude is a Symptom, Not a Cause of Safety Non-Compliance 06.07.2021 | by JJ Keller Safety professionals may have to deal with employees (or even supervisors) who have a negative attitude toward safety. You might have had discussions about a need for “attitude adjustments.” In many cases, attitude is just a manifestation of a deeper issue, and the solution requires addressing those underlying reasons. Instead of thinking that you need to change attitudes, start thinking about changing the issues causing those attitudes.

Employees may have a number of reasons for negative attitudes. Maybe they don’t see the value of safety. Maybe they’re rebelling against authority. Maybe they think that safety procedures just slow things down. Maybe they gave in to peer pressure from a few negative workers. Until you address those underlying reasons, you won’t be able to change attitudes.

Your approach depends on the specific underlying reason, but a few approaches could cover a variety of issues. Possible approaches might include pointing out that: • Safety procedures protect employees, and they pay price for non-compliance, so ignoring safety literally hurts them the most.

• Productivity is a priority, but productivity decreases if the line stops for an injured worker or when a worker has restrictions from an injury.

• Productivity drives profits, but the costs of injuries directly reduce profits.

Rather than focusing on the attitude, address the reasons that employees ignore safety. If you can change their perspectives, the attitude adjustment will follow.

MANAGER SUPPORT All levels of management must support safety. If a supervisor is lax about promoting safety, that attitude will filter down to workers.

Worse, if upper management doesn’t address a supervisor’s refusal to actively promote safety, they implicitly approve the lax attitude.

To help gain support from upper management, consider pointing out that a supervisor’s refusal to enforce safety has no consequences — for the supervisor. However, employees face consequences when they get injured, and the company faces consequences in higher workers’ compensation rates, increased risk of OSHA inspections, decreased productivity, and decreased employee morale that can affect productivity and turnover.

Enforcing safety is part of every supervisor’s job, and refusing to perform that function should have consequences. When upper management delivers supervisor performance reviews, the review should reflect any failures to enforce safety. At the very least, supervisors should understand that they aren’t doing workers any favors by ignoring safety. Sooner or later, a serious injury will occur that might have been prevented if the supervisor had been more diligent.

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OSHA Actions Impact the Construction Industry 07.12.2021 | EHS Today by David Sparkman OSHA’s current agenda affects other employers, too.

These materials include, but certainly are not limited to, all

The Occupational Safety and Health Administration

cleaning products used for sanitation, paint and concrete.

(OSHA) is planning to take actions that will directly impact employers in the construction industry.

Among the most prominent are the proposed amendments to the Hazard Communication Standard (HCS) that are being designed to conform to changes in the United Nations’ Globally Harmonized System of Classification and Labeling of Chemicals (GHS).

Although the standard applies to all employers that ship, store or handle hazardous materials, construction employers may have new compliance obligations from some materials now being classified as “hazardous” or managed in a different hazard class, resulting in new program, training and communication obligations.

The proposed amendments, among other things, seek to modify certain hazard classes, conditions for labeling, and language used on safety data sheets (SDS), point out attorneys Cressinda Schlag and Kelli Morgan Dreger of the Jackson Lewis law firm. In addition, OSHA’s amendments propose updates to the HCS classification and labeling framework to be consistent with more recent versions of GHS. OSHA’s proposed HCS amendments have the potential to affect many products used on construction sites, including aerosolized products and products in small containers, as well as alter some chemical product labels and SDSs, the attorneys note. They add, “Construction workers often encounter and use materials that are or will be defined as ‘hazardous’ under the HCS.”

One major amendment proposes to revise criteria for the classification of certain health and physical hazards, including unstable gases, non-flammable aerosols, skin corrosion, or irritation, eye irritation and aerosols, generally.

The proposed amendments also would create a new hazard class for desensitized explosives.

If the proposed amendments become effective, covered employers in the construction industry will need to ensure proper product classification, update their written programs, SDSs, and training materials to comply, the attorneys point out.

“Employers also may need to modify their labeling procedures and methods of communicating chemical hazards to workers and other employers on site,” they explain. “Once these changes are complete, employers will have to train affected managers, supervisors and employees.”

Some stakeholders have opposed the amendments.

California’s Division of Industrial Relations Division of Occupational Safety and Health (Cal/OSHA), for example, has expressed a fear that the proposed amendments will limit protections for workers.

Cal/OSHA submitted comments with the federal agency contending that the amendments will reduce the amount and quality of chemical hazard information available to workers, asserting this is because it discounts chemical evaluations from the Environmental Protection Agency and other regulatory agencies.

The proposed amendments also may conflict with hazard communication and regulatory frameworks already

adopted by some states. These are already in place in

“If this reversion occurs, it likely signals that OSHA will view

California and Washington state, Schlag and Dreger observe.

drug testing and incentive programs as a form of employer

The good news is that there is plenty of time for construction and other affected employers to make their views known to the federal safety agency. A virtual public hearing on the proposed revisions will be held Sept. 21. See Docket No. OSHA-2019-0001, at http://www.regulations.gov.

WHAT ELSE IS ON THE AGENDA?

retaliation,” Malveaux says. Proposed changes would require facilities with at least 250 employees to provide electronic submissions of injury and illness data with Forms 300 and 301, in addition to the less detailed summary data currently required in Form 300A. Malveaux believes this could have a particular impact on larger construction sites that report more injuries and

Other OSHA proceedings that will have an impact on

illnesses because of the sheer number of employees

construction employers were recently detailed on the

working at a site. “It also may have an outsized impact as

agency’s mid-year regulatory agenda, including HM

construction employers grapple with marijuana legalization

standards addressing blood lead levels and crystalline silica.

laws and worker intoxication,” he adds.

Construction workers encounter these hazards with greater

“Those employed in construction are almost twice as likely

frequency than do most other workers, especially those

to have a substance abuse disorder than the general

who work with concrete, stone and metals, according to

population,” he notes. “Construction workers also are the

Jackson Lewis attorney Courtney M. Malveaux.

most likely to use opioids and cocaine of any profession

Perhaps the most consequential of OSHA’s agenda items is

and 12% of them have an alcohol use disorder.” Reasons for

the standard for heat illness prevention in both outdoor and

these statistics are said to include long workdays, physical

indoor work settings. “Heat is the No. 1 weather-related killer

pain from labor and stress.

and the problem has become more dangerous in recent

“Regardless of the cause, substance and alcohol abuse

years as global temperatures have continued to rise,”

lead to more workplace accidents and injuries,” Malveaux

Malveaux says. “Construction workers especially are at high

points out. “Dehydration from alcoholism also can lead to

risk, often working outside and performing exerting tasks.”

several different heat illnesses. If substance abuse trends

Historically, OSHA has used the Occupational Safety and

do not change, the new regulations may end up having

Health Act’s General Duty Clause to cite employers when

employers defending more citations, in addition to other

inspectors find that employee injuries were the result of

legal headaches.”

excessive heat at a worksite. “That will change,” Malveaux

He adds that OSHA is looking at personal protective

asserts. “If OSHA follows state standards already in place,

equipment (PPE) in construction, although it is unclear

it could mandate break times and require employers to

how the agency will do so. “A PPE standard could have

monitor employee acclimatization, as well as outdoor

an outsized impact for construction sites, especially if it

temperatures and humidity levels.”

addresses COVID-19 exposures for construction workers in

A proposed communication tower safety standard also is

close quarters. It also could affect the distribution of PPE

under consideration. “As technology evolves, the need for

normally used in the industry.”

communication towers continues to grow, which likely will

Amendments to the cranes and derricks in construction

cause an increase in tower construction and maintenance

standard are on the table, but primarily for clarification and

projects in the next few years,” Malveaux predicts.

corrections. OSHA also plans to amend welding and cutting

“However, these projects have had a fatality rate that

standards to remove ambiguity about the “confined

has greatly exceeded that of the rest of the construction

space” definition. The original rule uses the term but failed

industry over the past 20 years. This standard will aim to

to define it. A new definition could have an impact on

dramatically decrease that rate as more workers enter the industry.”

many construction sites depending on the phrasing.

Employers also should be aware that enhanced workplace

Other regulations on the agenda that may have an impact

injury and illness tracking is on the way. OSHA has proposed

on employers include shipyard fall protection for scaffolds,

to revert to the 2016 version of the rule following a change

ladders and other working surfaces, a mechanical power

that occurred under the Trump administration in 2018. That

presses update, and walking-working surfaces.

proposed regulation includes anti-retaliation provisions that may discourage workplace safety and health incentive programs and post-incident drug testing.

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Helping Employees Reduce Risk of Diabetes 06.16.2021 | EHS Today by Adrienne Selko Using long-term lifestyle and health changes, Solera Health has helped employees improve health outcomes while decreasing ER visits and medical costs.

The number of people in the U.S who have diabetes, as reported by the CDC in 2020, was 34.2 million. That number is 10.5% of the population.

Additionally, 73 million people are undiagnosed.

The cost of the disease is approximately $327 billion annually in direct medical expenses and lost productivity.

To help address this issue diabetes prevention programs are being offered to employees.

One company, Solera Health, has enrolled over 100,000 people in the National Diabetes Prevention Program (DPP), through a network model which includes collaboration with Fitbit.

Given research has found that people with prediabetes who lost 5% of their body weight through healthier eating and 150 minutes of activity per week cut their risk of developing type 2 diabetes in half, Fitbit was an ideal partner.

Using the Fitbit platform, Solera’s Health model focuses on encouraging positive behavior changes, which include physical activity and weight loss. Based on an analysis of more than 1,700 people, conducted in 2017, who enrolled DPP through the Solera network, Solera found that participants who redeemed a Fitbit device were more active and lost more weight during the program than those who did not.

Other key findings from the analysis include: • At the one-year mark, DPP participants who redeemed a Fitbit device lost a larger percent of their starting weight than non-Fitbit participants (-3.38% vs -2.27%, p=0.013) and were much more likely to achieve the 5% weight loss milestone compared to those who did not (51% vs 36%, p=<0.001).

• By weeks 10-16, DPP participants who redeemed a Fitbit device reported an extra 60 minutes of weekly activity compared to non-Fitbit participants and continued to report at least 45 minutes more weekly activity through the maintenance phase of the program in months 6-12.

• Participants age 60-69 years old were more likely than any other age group included in the analysis to redeem a Fitbit device through the program, which is significant given that 61% of all healthcare costs attributed to diabetes care are for people over age 65.iv

EHS Today asked Mary Langowski, CEO of Solera Health, to provide further details about the program.

EHS: HOW DOES THE DPP PROGRAM WORK? ML: Solera’s mission is to change lives by connecting people seamlessly and easily to health solutions that work. To do this, we have built a dynamic platform that tackles the costliest chronic conditions, like diabetes, by matching members and employees to their best-fit solutions based on their unique health goals, needs, and preferences through data and analytics.

With the intent of creating long-term lifestyle and health changes, Solera has proven to have a significant impact on diabetes prevention, improving patient outcomes while decreasing ER visits and medical costs.

EHS: WHAT IS INCLUDED IN THE PROGRAM? ML: The DPP is available through different programs. While each program differs, most include: • In-person or online educational sessions about health, fitness, and diet • Support from a health coach • A Fitbit activity tracker to track exercise • A digital scale to help track weight (for online programs only)

EHS: HOW DOES THE DIABETES PREVENTION PROGRAM (DPP) HELP PEOPLE BECOME HEALTHIER? ML: Beyond traditional clinical care provided by doctors and hospitals, we need to reach those with chronic diseases differently - through behavioral health. Many of these conditions can be treated through lifestyle changes, but most consumers are not aware of their options. We increase availability and make these solutions accessible by partnering directly with insurance companies and employers to meet members where they are.

Furthermore, we handle targeted frequent engagement campaigns with employees to actually get people to sign up and use the programs. Solera’s DPP works with numerous providers who offer a range of learning styles, so employees have different options at their disposal since we know “one size fits all” does not always work to improve health outcomes. This network of providers is constantly curated to ensure consumers are always getting the most innovative solutions that we know work the best.

EHS: HOW IS THE PROGRAM BENEFICIAL TO EMPLOYEES? ML: Solera’s DPP simplifies the maze of options/innovations now available to the consumer. By creating the connectivity from community/digital to traditional system, Solera enables payers and employers to connect to what drives health status and bring consumers the ability to manage their health. Ultimately, building and delivering the solutions/services where they want it and how they want it.

Weeklysafety.com

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Selling Safety: A Three-Dimensional Approach 07.06.2021 | EHS Today by Tunzyaan A. Griffin A fire or safety inspector must be a salesperson because

compromised. A blocked exit way does not lend itself to

to get compliance, you must get buy-in. To get buy-in, you

stabilizing a fire emergency.

must sell safety—and that means explaining to workers why

Property conservation oftentimes comes into play post-

a code or standard must be met.

incident or accident. In safety inspections or audits,

Oftentimes, there are many elements of the safety codes

property conservation involves limiting liability. For example,

and standards that overlap and appear to conflict with

consider how much a slippery floor in the workplace could cost.

one another. That can make it difficult to determine what

In a fire emergency, after the fire has been extinguished

requirements to prioritize to ensure the safety of a facility’s occupants and patrons.

and the carbon monoxide has been ejected from the structure, the last step in the tactical process is salvage and

In my career, I have asked myself during inspections,

overhaul. Salvage efforts protect property and belongings

“What deficiencies or findings do I need to push them to

from damage, particularly from the effects of smoke and

immediately correct?” I also ask, “What deficiencies can I

water. If there are undamaged furnishings, firefighters

give them more time to correct?”

move the items outside of the structure. Some items will

During an inspection or audit, you will discover multiple deficiencies, findings and/or violations. Any issue you identify has a level of significance and addressing it falls on a priority scale. The priority of a finding, however, is not always indicated in the code you are applying during your inspection or audit.

As a safety professional, safety inspector, or safety officer, you encounter situations where you may need a compass to guide you in terms of the deficiencies you identified and where they fall on the priority scale.

THE THREE INCIDENT PRIORITIES

be damaged and/or destroyed by the fire and water, but firefighters work to save or salvage what remains. Overhaul ensures that a fire is completely extinguished by finding and exposing any smoldering or hidden pockets of fire in an area that has been burned (Firefighting Essentials Handbook, 7th Ed). The consequence of not effectively performing overhaul is an increased chance of rekindle, meaning the fire starts again. When a fire rekindles, it results in additional loss of physical property.

Application of these priorities to safety inspections and/ or audits helps safety professionals obtain compliance using rational persuasion. This creates a three-dimensional

In firefighting and other emergency situations, there are

approach to selling safety.

three incident priorities that guide tactical operations and

MAKING SAFE DECISIONS

tasks: life safety, incident stabilization and property conservation.

Life safety refers to items or situations that pose an immediate danger to life and health. They must be corrected and/or addressed immediately. If you find something that rises to this level of hazard, it is easy to explain and stress the importance to your workers.

Keeping these three incident priorities in mind helps you establish priority on the findings and/or deficiencies you found during an audit or inspection. For example, you note there is a fire extinguisher that, according to its tag, is overdue for annual inspection by more than four months.

You find three exit signs and emergency lights that are not

Incident stabilization refers to preventing and/or limiting

working. You also note that the commercial hood system

situations or circumstances that could lead to the

has a heavy accumulation of grease and oily sludge inside

expansion and acceleration of a given hazard. This priority

the ductwork of the hood system. It was allegedly cleaned

can be easily explained to your employees because it is

last month, but this accumulation suggests otherwise.

quantitative. If “X” issue is not addressed and “Y” incident occurs, then “Y” incident will expand to “Z” incident, which will cost you time and “Z” dollars.

If you had to pick one issue, what would you try to push the hardest to get corrected? In other words, which of these deficiencies has the greatest chance of costing someone

For example, storing a 5-gallon container of acetone by

their life: the fire extinguisher, the emergency light, or the

an exit door is not immediately dangerous to life or health,

kitchen hood system?

but in a fire emergency an exit can become blocked or

The grease accumulation in the hood system poses the

Many facilities focus on OSHA safety compliance. An OSHA

most significant hazard to life because it can ignite without

inspector can fine your facility for not meeting established

warning. If there is too much of an accumulation of grease

workplace safety standards. Yes, fines directly affect your

and sludge inside the hood system, it can continue to burn

company’s bottom line, but what about not complying

even after the suppression system has fired.

with the fire or building code? The financial aspect of

This example demonstrates, in one instance, how the incident priorities can be applied to safety inspections and audits. The rationale that you used to push for the immediate correction of a finding must be clear and apparent to your workforce. That clarity helps promote buyin and prompts action.

It could cost somewhere between $350 and $650 to thoroughly clean a dirty hood system to standard, but it would cost thousands in fire damage and possibly someone’s life.

When you conduct a fire inspection, safety inspection or OSHA audit, you are using a rational process to help your

noncompliance with building and fire codes may not be readily identifiable unless the authority having jurisdiction serving the area where your facility is located has an aggressive inspection and compliance program that results in fines for noncompliance.

The most significant financial consideration comes postincident or accident through litigation for not meeting the standard of care set by fire and building codes. Knowledge and understanding of codes and standards are essential for safety officers, facility managers and so forth. If you are not familiar with what is required in the building and fire codes, how can you point out deficiencies and violations to your employees?

workers make a rational choice. In many instances, the

SELLING SAFETY

rational choice to correct a deficiency or safety concern

Every finding has three dimensions that must be considered

does not translate to your company’s immediate financial bottom line.

THE COST OF BEING UNSAFE Eighty-five percent of workers’ compensation claims come from employees that slipped on slick floors, according to the Industrial Safety & Occupational Health Markets, 5th edition. Furthermore, 22% of slip/fall incidents resulted in more than 31 days of lost work, according to the U.S. Bureau of Labor Statistics. Lost work is lost money.

Occupational injuries caused by falls that are temporary and serious in nature cost between $250,000 and $300,000 per year. Falls account for 16% of all workers’ compensation claims and 26% of all costs, according to Works Compensation statistics from ITT-Hartford Insurance Company.

Cost mitigation is a form of property conservation.

Companies and organizations all have limited resources.

Slips, trips and falls can negatively impact their bottom line, but they can also be prevented. It is essential that safety professionals and safety inspectors conduct thorough audits and inspections.

to establish priority: life safety, incident stabilization and property conservation. The aspect that is most applicable to a given finding or code violation determines how important it is for your company to correct. Applying these three dimensions gives you a tool that can help you sell the importance of safety compliance to your company and persuade them to spend their capital to do it. That is the three-dimensional approach to selling safety.

The three incident priorities are a compass for your safety audit and inspections. They are the guiding principles that allow you to become more effective and allow you to obtain compliance with codes and standards.

When an automotive sales professional sells you a new or used vehicle, they must build value to you regarding the car they are trying to sell. The car salesperson must persuade you that the thousands of dollars you are about to spend is worth it. The same is true for a safety professional. You must build the value in complying with codes and standards for your company. Your company’s senior management must then make the rational decision to spend their capital to meet the safety standards set by the code.

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