Professional Safety - May 2019

A Hierarchy of
RISK
TREATMENT
STRATEGIES
Attracting a Diverse Workforce
The Contractor Management Paradox
How Standards Are Developed
ASSP.ORG MAY 2019

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CONTENTS
FeaturesPeer-Reviewed
34 44 53
RISK TREATMENT REMODELING HEINRICH VALUE STREAM MAPS
STRATEGIES An Application Improving Procurement
Harmonizing the for Modern Safety of Ergonomic Office
Hierarchy of Controls Management Equipment
& Inherently Safer By E. Scott Dunlap, Bryan By Marie Hayden and Diana
Design Concepts Basford and Michelle Smith Schwerha
By Bruce K. Lyon and Georgi This article presents the authors’ This article presents research that
Popov analysis of current data to deter- shows how value stream maps
A fundamental concept within mine whether simple revisions (VSMs) were used to document
operational risk management is the to Heinrich’s theory are in order the procurement process for of-
ranking of hazard controls and risk rather than dispensing with it en- fice equipment to establish better
treatment strategies known as the tirely. The authors determine that methods of helping users obtain
hierarchy of controls. Various hier- the theory has merit in contempo- equipment to reduce the risk of
archy of controls models exist, each rary safety management through overuse injuries in their office jobs.
having slight differences in control an analysis of recordable, restrict- The benefits of using a VSM include
options and applications, presented work, lost-time and fatality obtaining user input, creating better
ing some confusion to the user. A data at the national and industry documentation and streamlining the
new risk reduction hierarchy model sector levels. They determine process. VSMs are recommended
is presented that incorporates in- that instead of a singular model, as a structured way for OSH profes-
herently safer design strategies in multiple models are in order as sionals to obtain information about
a more comprehensive format ac- evidenced by the “house” models user needs and ways to improve pro-
companied by a decision tree. presented in the research findings. cesses to reduce workplace injuries.
MAY 2019
VOL. 64, NO. 5
ABOUT PROFESSIONAL SAFETY
Professional Safety is a blind peer-reviewed journal published monthly by
the American Society of Safety Professionals, the oldest professional safety
COVER society. Professional Safety keeps the professional OSH specialist informed on
Ranking hazard developments in the research and technology of incident prevention, industry
controls and best practices and safety management techniques.
risk treatment Judgments made or opinions expressed in Professional Safety feature articles,
strategies is a news sections, letters to the editor, meeting reports or related journal content
fundamental do not necessarily reflect the views of the editor, nor should they be considered
concept within an expression of official policy by ASSP. They are published for the purpose of
operational risk stimulating independent thought on matters of concern to the OSH profession
management. Photo and its practitioners.
jamesteohart/ Correspondence should be addressed to the editor. Editor reserves the right
iStock/Getty to edit manuscripts and other submissions in order to improve clarity and style,
Images Plus and for length.
2 PSJ PROFESSIONAL SAFETY MAY 2019 assp.org

CONTENTS
Departments
6 President’s Message 31 Leading Thoughts EDITORIAL STAFF

Tina Angley, Editor
Creating a diverse, inclusive Society Attracting a diverse workforce (847) 768-3438;
[email protected]
8 ASSP Connection 32 Worth Reading Sarah Astra, Associate Editor
Society election results, women Book reviews of Physical Hazards of the (847) 768-3414;
[email protected]
and safety, global collaboration Workplace and The Safety Training Ninja
Griffin White, Assistant Editor
(847) 768-3468;
11 Safety Matters 59 Standards Insider [email protected]
Sustainability, mold, vaping hazards How standards are developed Publication Design Inc.
Design Consultants
18 PSJ Asks 63 Checkpoints
Diana Stegall, ASSP President-Elect How to keep safety toolbox talks fresh EDITORIAL REVIEW BOARD
Frank G. D’Orsi, CSP, ARM, Chair
Frank J. Bruzzese, CSP, CIH, CPCU
20 Leading Thoughts 64 Training Tips
Salvatore Caccavale, CHMM, CPEA
Safety leadership during times of Top three benefits of on-site training
David A. Dodge, P.E., CSP
uncertainty
65 Product Pulse Cari M. Elofson, CHST
24 Best Practices Safety training innovations E. Andrew Kapp, Ph.D., CSP, CHMM
Using FEMA’s STAPLEE process to Steve Minshall, CSP, CIH
drive critical thinking in OSH 67 Continuing Education Justin J. Molocznik, CSP, CHST
May, June and July events
SOCIETY OFFICERS
26 PSJ Asks Rixio E. Medina, CSP, CPP
Q&A with Jim Ramsay on the Council 70 Vantage Point President
on Academic Affairs and Research What safety can teach us about Diana M. Stegall, CSP, CFPS,
unconscious bias ARM, SMS, CPCU
President-Elect
27 Best Practices
Understanding the contractor 72 By the Way Deborah R. Roy, M.P.H., R.N.,
CSP, COHN-S, CET, FAAOHN
management paradox A case of mistaken identity Senior Vice President
Christine M. Sullivan, CSP, ARM
Vice President, Finance
Professional Safety copyright Professional Safety is available Todd William Loushine, Ph.D.,
©2019 by American Society of free online to ASSP members at P.E., CSP, CIH
Safety Professionals. All rights www.assp.org/publications/ Vice President,
reserved. No copyright is claimed in professional-safety. Articles are Professional Development
any works of the U.S. government also available via microform
that may be published herein. and/or electronic databases Jennifer M. McNelly
For information on reprinting or from ProQuest, P.O. Box 1346, Chief Executive Officer
reproducing articles published in Ann Arbor, MI 48106-1346 USA;
Professional Safety, visit www.assp phone +1 (800) 521-0600. For ADVERTISING REPRESENTATIVE
.org/publications/professional-safety. specific format details, visit www.proquest Michael Sanders
PSJ (ISSN 0099 0027) is published .com. (847) 232-2038;
monthly by the American Society of Safety [email protected]
Professionals, 520 N. Northwest Highway, POSTMASTER: Send address changes
Park Ridge, IL 60068-2538 USA; phone (847) to Change of Address Dept., ASSP, 520 N.
699-2929; [email protected]. Northwest Highway, Park Ridge, IL 60068-
Periodicals postage paid at Park Ridge, IL, 2538 USA.
and at additional mailing offices.

PRESIDENT’S MESSAGE
CREATING A DIVERSE & INCLUSIVE SOCIETY

The Board of Directors has been For ASSP to live this value statement, we
talking a lot lately about diversity must strive to maintain a multidimensional,
and inclusion, particularly in our dis- diversified staff and membership that is
cussions about Society elections, our pro- reflective of the entire profession. We must
fession’s talent pipeline and the Society’s also encourage staff and volunteers to adopt
volunteer leader development. Our desire an inclusive language and presentation style
to be more inclusive was also a key factor that positively reflects and supports the cul-
in the decision to change our Society’s tural diversity the Society strives to develop
and maintain. In addition, we need to make
name last year.
sure our programs accommodate members
Diversity and inclusion are top-of-mind
with physical challenges. And, we need to
topics in many of our organizations as well.
ensure that we are providing education that
That is likely because more companies are
is culturally, socially and gender inclusive in
recognizing the strategic value of having a
our publications and courses.
diverse workforce and providing an inclu-
In addition, each of us can work to better
sive workplace. In fact, a growing body of
understand the role that unconscious bias of-
research indicates that companies with a
ten plays in how we interact in the world. We
Rixio Medina diverse workforce are more profitable and
all can take steps to acknowledge and stop
more innovative. These companies also
acting on stereotypes that we have assigned
tend to embrace and incorporate differenc-
Connect With Rixio es rather than try to mitigate them.
to groups of people based on personal tradi-
Join Rixio on LinkedIn, follow tions, values and cultural experiences.
Having a diverse workforce also can help
him on Twitter or comment on The current makeup of the Board of Di-
organizations identify and address more
his message at www.assp.org/ rectors reflects progress in this area. I am a
safety risks, which can lead to greater buy-
news/presidents-message. Hispanic immigrant and we have five women
in around safety initiatives. And, because
board members, two of whom are our next two
today’s workplaces have such a wide variety
presidents. But our board changes each year
of workers, it follows that having more
and we must remain committed to achieving
diversity within our profession would in-
diversity within our leadership pipeline.
crease the impact of our safety messages.
Each of you can help us deliver on this
ASSP is Organizational leaders play a key role
commitment. Here are three quick ideas:
in creating a diverse, inclusive culture.
committed to Through their influence, they can help iden-
1) Encourage diverse members in your
professional network to consider a leader-
tify and remove systemic and cultural bar-
principles of riers that prevent individuals, particularly
ship position with the Society. Share this
link (https://assp.us/volunteer) with them
marginalized groups, from succeeding. That
fairness and is why increasing diversity within an orga-
so they can learn more about the roles
available and the benefits we all will receive
respect for all. nization’s leadership team is so important.
When this team reflects the makeup of the
through their active involvement.
2) If you have served in a volunteer role,
Our goal is to organization’s workforce, it is more likely to
consider mentoring potential leaders. Your
recognize and address the many challenges
encourage free and coaching and insight will help them navigate
facing its various populations.
their volunteer path and encourage them to
We all recognize the importance of bring-
open exchange ing more diverse voices into our profession.
remain actively involved.
3) Encourage your colleagues to explore
We also know that we must provide an in-
of ideas that clusive environment that encourages more
the value they may receive from joining one
of our common interest groups: Blacks in
will advance the members to engage as volunteer leaders. A
diverse group of leaders will enable ASSP to
Safety Excellence, Emerging Professionals
in OSH, Hispanic Safety Professionals and
Society and our best represent its global membership and be
Women in Safety Excellence.
the best possible advocate for the OSH pro-
profession. ASSP is committed to principles of
fession and OSH professionals.
fairness and respect for all. Our goal is to
This value statement from the Society’s
encourage the free and open exchange of
operating guidelines directs our efforts in
ideas that will advance the Society and our
this area: “We will encourage the ongoing
profession. PSJ
equal opportunity for participation of all
within the Society without regard to race,
ethnicity, religion, personal beliefs, age, gen-
der, sexual orientation, nationality or phys-
ical challenges. We will also foster a Society
culture that values and responds to the rich
diversity of its staff and members.” Rixio Medina, CSP, CPP

Join the National Safety Stand-Down.
Stop falls and save lives.
May 6 - 10, 2019
Falls from elevation are a leading cause of death in

construction. Using ANSI/ASSP Z359 fall protection and
fall restraint standards, safety professionals can identify
risks, prevent injuries and create a comprehensive
program to keep worker’s safe.
Learn more at assp.us/safetystandards

ASSP CONNECTION
ASSP’s 2019-20 BOARD OF DIRECTORS
Diana Stegall Deborah Roy Bradley Giles Christine Sullivan Jennifer McNelly
President President-Elect Senior Vice President Vice President, Finance Chief Executive Officer
Joel Haight Carl Heinlein Thomas Kramer Pamela Walaski Anil Mathur
Director-At-Large Director-At-Large Director-At-Large Director-At-Large Public Director
2019 Society Elections Complete, Terms Begin July 1

Election results were announced by James D. Smith, M.S., vice president. This office will lead to the office of president in
CSP, ASSP’s Nominations and Elections Committee Chair. Smith 2021-22. Members also elected Thomas E. Kramer, P.E., CSP,
reported that 5,035 ballots were received for a return rate of 13%. as director-at-large.
The officers will join current Vice President, Finance
Board of Directors Christine M. Sullivan, CSP, ARM, and Directors-At-Large
Per ASSP Bylaws, President-Elect Diana Stegall, CSP, Joel Haight, Ph.D., P.E., CSP, CIH, Carl W. Heinlein, CSP,
CFPS, ARM, SMS, CPCU, will succeed to the office of pres- OHST, STS-C, ARM, and Pamela Walaski, CSP, CHMM,
ident. Senior Vice President Deborah R. Roy, M.P.H., R.N., Public Director Anil Mathur, and the Society’s CEO Jennifer
CSP, COHN-S, CET, FAAOHN, will succeed to the office of McNelly on the 2019-20 board. The board will be sworn in
president-elect. She will become ASSP president in 2020-21. June 9, 2019, in New Orleans, LA, during the annual House of
Bradley Giles, P.E., CSP, STS, GIOSH, was elected senior Delegates meeting. Their terms begin July 1, 2019.
Council Vice Presidents

At the Society level, ASSP members
elected Michael Behm, Ph.D., CSP,
as vice president, academic affairs and
research, C. Gary Lopez, M.S., CSP,
as vice president, professional affairs,
and Steven B. Gray, CSP, CHST, as
vice president, region affairs.
Michael Behm Gary Lopez Steven Gray

Region Vice Presidents
In addition, members in
five of ASSP’s nine regions
voted for their respective vice
presidents.
Region I: James Boretti,
CSP.
Region III: Jim Rainwater,
M.S., CSP. James Boretti Jim Rainwater Eric Hallerud Chet Brandon Ajay Sachdeva
Region V: Eric W. Hallerud,
CSP.
Region VII: Chet Brandon,
CSP, CHMM.
Region IX: Ajay Sachdeva,
CPEA, AcSAP.
Practice Specialty & Common Interest Group Election Results

Five practice specialties elected assistant administrators.
Consultants Practice Specialty: Alexis Westin, CSP, ASP, OHST, WCP.
Oil, Gas, Mining and Mineral Resources Practice Specialty: Jeffrey M.
Citrone, CSP, CIH.
Public Sector Practice Specialty: Steven T. Guillory Jr., M.S., CSP, IP-
Alexis Jeffrey Steven Daniel
MA-SCP, CPM.
Westin Citrone Guillory Rollino Risk Management/Insurance Practice Specialty: Daniel Rollino, CSP,
ARM.
Utilities Practice Specialty: Jeremy Presnal, CSP, OHST, CHST, CESCP.
One common interest group elected new leaders.
Emerging Professionals in OSH Administrator: Alyssa Weber, CSP.
Emerging Professionals in OSH Assistant Administrator: Rick Sanders,
M.S., CSP.
Jeremy Alyssa Rick

Presnal Weber Sanders
Area Directors
Area directors were elected in regions I, II, IV, VI and VIII.
Region I, Area 2: Jennifer Harris, CSP.
Region II, Area B: Nathan H. Spencer, CSP, CIH.
Region IV, Louisiana Area: Brandon M. Smith, CSP.
Region IV, South Florida Area: C. Alex Scott, CSP, ARM-P.
Jennifer Nathan Brandon Alex
Region VI, Southern Area: Matthew Wilcox, CSP.
Harris Spencer Smith Scott Region VIII, Keystone Area: Patrick J. Karol, CSP, ARM, CMS.
Congratulations to ASSP’s most

recently elected leaders. We thank the
candidates who participated and members who
Matthew Patrick voted. This important election process gives all
Wilcox Karol
involved the opportunity to influence the
Society’s direction and the safety
profession’s future.
assp.org MAY 2019 PROFESSIONAL SAFETY PSJ 9

ASSP CONNECTION
WOMEN & SAFETY REPORT

Offers Solutions to Make Workplaces Safer
ASSP has published a report on women and safety in the As the impetus behind the
modern workplace, a follow-up to our Women’s Workplace report, the Women’s Work-
Safety Summit held last fall. The report focuses on three main place Safety Summit involved
challenges faced by women in the workplace and offers potential more than 50 diverse safety
solutions. This report is one outcome of the Society’s ongoing ini- experts from businesses,
tiative to improve diversity and inclusion throughout the safety nonprofits, labor, academia,
industry while ultimately better protecting workers everywhere. government and professional
Helping women advance into leadership positions in the OSH associations. The objective was
profession, increasing the availability of PPE for women, and re- to stimulate change and help solve longstanding issues experi-
ducing violence against women at work are the targets of “Wom- enced by women in the workforce.
en and Safety in the Modern Workplace: Creating a Diverse and ASSP’s Women in Safety Excellence (WISE) Common
Inclusive Workplace Can Boost Safety, Productivity and Prof- Interest Group helped drive the summit and the production
itability.” Sponsored by Amazon, the report is accompanied by of the report. A leading member community within ASSP
three videos that discuss the obstacles women face on the job. promoting equity and advancement of women in the safety
“Women make up nearly half of the global workforce and profession, WISE is committed to influencing industry and
experience occupational risks differently than men,” says ASSP identifying solutions to safety and health challenges that im-
President-Elect Diana Stegall, CSP, CFPS, ARM, SMS, CPCU. pact women worldwide.
“But safety interventions often take a one-size-fits-all approach. Read the report and watch the videos at www.assp.org/
This report advocates for gender-specific solutions.” womensreport.
ASSP & KOSHA Collaborate

ASSP and the Korea Occupational Both organizations understand great progress on important issues
Safety and Health Agency (KO- the importance of research and affecting workers’ well-being.”
SHA) have formalized a memo- shared knowledge in developing According to the MOU, the
randum of understanding (MOU) and applying preventive measures collaboration between the two
that outlines how the organiza- and best practices in OSH. organizations may consist of the
tions will collaborate to advance “We have a common mission to transfer and implementation of
workplace safety and health over prevent or reduce workplace inju- research results; development
the next 5 years. ASSP President ries, illnesses and fatalities, so we and dissemination of workplace
Rixio E. Medina, CSP, CPP, and want to benefit from each other’s safety information at conferences;
KOSHA President Dooyong Park experience and combine resources sharing staff training techniques;
signed the agreement at the where possible to improve occu- exploring scientific activities of a
recent global workplace safety pational safety and health perfor- common interest; and other coop-
and health sustainability event in mance,” Medina said. “Joint efforts erative ventures that aim to ad-
Paris, France. can go a long way in achieving vance OSH outcomes worldwide.
ASSP Director-At-Large Joel Haight

(left), joins ASSP President Rixio
Medina as he signs the KOSHA mem- ASSP Emerging OSH Pros Learn About the
orandum of understanding in Paris. Featured on Podcast Z15.1 Fleet/Motor
Three members of ASSP’s Emerging Profession-
als in OSH Common Interest Group were recently
Vehicles Standard
Motor vehicle crashes are the leading
featured on The Accidental Safety Pro safety podcast
cause of work-related deaths in the U.S.
series from Vivid Learning Systems. The three share
Addressing this hazard requires a struc-
their stories about the various paths that led them to
tured, proactive approach to identify
the safety profession. They discuss the value of be-
system gaps and implement industry
longing to a professional organization, mentorship,
best practices. The ANSI/ASSP Z15.1-
community and engagement, as well as share stories
2017, Safe Practices for Motor Vehicle
from the field.
Operations, standard can guide an or-
Hosted by Jill James, the company’s chief safety
ganization’s efforts to develop policies,
Encouraging officer, the series serves the OSH community through
procedures and management processes
storytelling and consists of guest interviews with
diversity of to control risks associated with the oper-
OSH leaders across the country. According to James,
ation of motor vehicles.
the title reflects a common theme for safety profes-
thought. sionals, who often end up working in the safety field
Download a brochure on Z15.1 to learn
more about the standard at http://bit.ly/
unexpectedly, which was James’s own experience.
2W0Dmcu.
Listen to the episode at http://bit.ly/2UMGe0e.

SAFETY MATTERS
ASSP Update NIOSH Video Aims to

Protect Emergency Responders
INSTALLATION OF Against Exposure to Drugs
NIOSH has released a video, Illicit Drugs, Including Fentanyl:
DRILLED SHAFTS Preventing Occupational Exposure to Emergency Responders, to

help emergency responders understand the hazards of exposure
ANSI Approves to illicit drugs and the steps they can take to protect them-
selves. Emergency responders such as law enforcement officers,
A10.23 Standard firefighters and emergency medical service workers are often
The A10.23-2019 Safety exposed to illicit drugs through inhalation, ingestion, dermal
Requirements for the Installa- and needle exposure, and mucous membrane contact through
tion of Drilled Shafts standard the eyes, nose and mouth. These exposures can result in light-
has received ANSI approval. headedness, drowsiness, nausea and vomiting, dizziness, rapid
A revision of ANSI/ASSP onset of respiratory depression, and slow and shallow breath-
A10.23-2014, the standard ing, often requiring medical attention and preventing emergen-
provides guidance for pro- cy responders from performing their duties.
tecting workers from hazards Created in collaboration with the Fredericksburg, VA,
associated with the installation police and fire departments, and the Federal Bureau of Inves-
of drilled shafts. It applies to
GETTY_DUMY67/ISTOCK/GETTY IMAGES PLUS
tigation Laboratory, the video shows real police officer body

employment and places of camera footage of a response to an overdose call and inter-
employment where workers views with officers to provide information and reinforce the
are exposed to hazards associ- importance of following safe work practices to protect first
ated with the construction of responders. The video describes what exposures contribute
drilled shafts for foundations negatively to health effects, what practices can set officers up
and earth retention elements. for success, and provides additional lessons and takeaways.
It does not apply to driven “This video was developed to educate first responders using a
biles, which is covered by real-life example that should resonate with many emergency re-
A10.19, or to caissons, which is sponders and gives recommendations for minimal, moderate and
covered by A10.16. high-exposure situations,” says NIOSH’s Jennifer Hornsby-Myers.
Watch the video at www.cdc.gov/niosh/docs/video/2019-126.
Study Finds Motor Vehicle Towing Industry

Injury & Fatality Rate Higher Than Other Emergency Responders
A NIOSH study has found a high rate ees, which is more than double the rate During the same period, 191 deaths
of work-related injury and death in the of 98 per 10,000 full-time employees for occurred in the motor vehicle towing
motor vehicle towing industry. Work- all U.S. private industries. The leading industry. According to research-
ers in this field may assist individuals causes of injury was contact with objects ers, this translates to 43 deaths per
in emergency situations that present and equipment, overexertion and bodily 100,000 workers, which is more than
risks to the worker, such as traffic in- reaction from bending, kneeling, crawl- 15 times the rate of 2.8 workers per
cidents requiring work on the side of ing or reaching. Most injuries involved 100,000 workers for all U.S. private
highways or busy roads. Historically, sprains, strains and tears. industries. The leading cause of death
studies have focused on the was motor vehicle incidents
safety of other types of first (commonly involving work-
responders, such as fire- ers on the side of the road
fighters, police or emergency being struck by passing
medical personnel; NIOSH vehicles) and contact with
investigators aimed to ad- objects and equipment.
dress this research gap using NIOSH investigators
data from Bureau of Labor note that nonfatal injuries
Statistics’ Survey of Occupa- and deaths in the motor ve-
tional Injuries and Illnesses, hicle towing industry have
and Census of Fatal Occupa- been largely overlooked.
tional Injuries. They say the findings from
SHAUNL/E+/GETTY IMAGES
From 2011 through 2016, this study underscore the

6,400 nonfatal injuries and ill- need for additional re-
nesses occurred in the motor search and tailored preven-
vehicle towing industry. The tion efforts.
rate for this industry was 204 Read more at https://bit.ly/
per 10,000 full-time employ- 2VmaQ8j.

SAFETY MATTERS
ASSP Update
EU-OSHA Report Putting People Into Sustainability

The Center for Safety and Health shareholders on nonfinancial metrics, in-
Highlights Sustainability (CSHS) recently held a cluding the safety, health and well-being
Technology to global summit to gather world-leading of their employees. There are often dis-
organizations and experts in the fields crepancies between the safety standards
Help Identify Health of human capital, sustainability and of a business’s staff and its supply chain
Problems at Work OSH to sign a commitment to position contractors.
CSHS and delegates signed a commit-
European Agency for Safety and the safety, health and well-being of peo-
Health at Work (EU-OSHA) has pub- ple at the center of the sustainable busi- ment to “put people back into sustain-
lished an observatory report about ness agenda. Attendees were told the ability.” CSHS Chair Kathy A. Seabrook,
the early detection of new risks and investment community is increasingly CSP, CFIOSH, EurOSHM, said, “This
work-related diseases. The report de- requiring companies to demonstrate in commitment is a call to action that safe-
fines alert and sentinel systems as an reports that the safe, sustainable man- ty and health is integral to sustainable
umbrella term for timely surveillance agement of their staff and contractors is business performance. And this means
systems that collect information on a core strategic goal. businesses must measure, evaluate and
diseases to initiate health interven- Held in Paris at L’Oreal’s Aulnay publicly report their performance on
tions and prevention. Campus, “Human Capital Project Glob- safety and health.”
The report discusses how this technol- al Summit: Putting People Back Into The summit was the fourth in a series
ogy operates to identify emerging health Sustainability,” hosted companies such of CSHS workshops aimed at highlight-
problems at work, detect new combi- as Google, Nike, L’Oreal, BNP Pari- ing the role OSH plays in sustainability
nations of health problems, identify bas, Hermes and AP Moller-Maersk. and the management of human capital.
exposure and work settings at an early Approximately 80 delegates heard that The Institution of Occupational Safety
stage to prevent work-related health many companies are not treating the and Health, a CSHS cofounder, helped
problems, and support evidence-based sustainable management of their people organize the event.
policy making. Often, these systems are as a priority. Too few are reporting to Learn more at www.centershs.org.
made up of sensors that capture events
or changes in the environment; event
detection equipment; tools to aid the de- Report Ranks Most Dangerous
cision-making process after detecting an
event or signal; and subsystem tools to
States, Cities for Pedestrians
Smart Growth America has published its report,
generate messages for stakeholders de-
Dangerous by Design 2019, which documents a
rived from a detection system. These all
steady increase in pedestrian fatalities over the
work together to forecast and identify
past decade in the U.S. According to the report,
adverse health effects and provide time
pedestrian fatalities have increased 35% in the past
for response to minimize the impact of
decade, while walking has seen only a marginal in-
potential health threats.
crease and driving has increased about 8% over the
Researchers identified 75 surveillance
FUZZNAILS/ISTOCK/GETTY IMAGES PLUS

same period.
systems used in 26 countries, then pro-
The report ranks states and metropolitan areas
vided in-depth analyses on 12 of them
based on the number of people struck and killed
to show the different approaches that
by drivers while walking, accounting for the pop-
can be used. In each analysis, the re-
ulation of the state or metro area and the percent-
searchers evaluate the system’s aim and
age of people who walk to work. According to the
objectives, reporting parties, workflow,
report, states and metropolitan areas across the
work-relatedness, communication, data
southern continental U.S., older adults, people
storage and usage, and financial aspects.
of color and pedestrians in low-income commu-
“Work-related ill-health and injury
nities experience the most danger. The report is
are costing the EU 3.3% of its GDP,”
based on data from the Fatality Analysis Reporting System and includes traffic
says EU-OSHA Director Christa Sed-
deaths that occurred between 2008 and 2017.
latschek. “That’s €476 billion every
The report calls for a strong federal policy that requires state DOTs to consistently
year that could be saved with the right
plan for even the most vulnerable pedestrians. It also identifies the need for perfor-
occupational safety and health systems,
mance measures to ensure that states make progress toward safer streets and are
policies and practices. We hope that
held accountable for reducing serious injuries and fatalities. The report also calls for
EU-OSHA’s project will serve as an
high-quality data on street conditions where fatalities occur.
inspiration to implement alert and sen-
It also identifies the need to prioritize safety over vehicle movement, and to
tinel systems in those countries where
change the language used to discuss preventable deaths. “Stop referring to pedes-
they do not already exist.”
trian fatalities as unavoidable ‘accidents,’” the report says. “City and state leaders
Download the report at https://bit
should set an example by replacing the word accident with crash when discussing
.ly/2UIZDeP.
these preventable deaths.”
Download the report at https://smartgrowthamerica.org/dangerous-by-design.

NIOSH Develops Tool to Singapore Company Wins
Identify Mold In Buildings Prize for Laser Track Trolley
NIOSH recently developed the Dampness and Mold A Singapore rail operator,
Assessment Tool, one for schools and one for general SMRT Trains, won first prize
buildings, to help employers identify and assess areas for its laser track trolley, a
of dampness and potential mold. According to the device that has reduced the
agency, dampness and mold in buildings are associated risk of musculoskeletal disor-
with health problems such as respiratory symptoms, ders, and slips, trips and falls
development or worsening of asthma, and bronchitis. for workers. The award was
The tool guides users through assessing buildings presented at Institution of Oc-
for areas of dampness or mold and identifying the cupational Safety and Health’s
SMRT CORPORATION LTD.

possible sources. It includes an easy-to-use checklist annual International Rail
and instructions for assessing and recording damage Awards in Manchester, U.K.
and tracking conditions over time. It also includes The trolley is used to mon-
photos of mold and dampness to help inspectors itor tracks for wear and tear,
identify and determine scoring for the areas. and can be transported by two
“Implementing regular visual inspections for damp- people with minimal effort. By
ness can help to identify trouble areas before they reducing the number of working hours required to conduct track testing, the
become major problems and help to prioritize mainte- trolley helps reduce the risk of musculoskeletal disorders in workers. Based
nance and repair,” says director of NIOSH’s Respiratory on the company’s assessments, the trolley can test a 5-km stretch of track in
Health Division Da- one operation, which is five times more than was previously possible when
vid Weissman. “The workers alone had to test the tracks. SMRT Trains has also stated that the
Dampness and Mold laser track trolley has significantly reduced the possibility of disruptions for
Assessment Tools trains and derailments.
provide an inexpen- “We are delighted to win the award. By acquiring the trolley, we took
sive mechanism to away the manual pushing required to do track maintenance, and the as-
investigate, record sociated risks this brought,” says Jean-Francois Chassin, vice president of
and compare condi- SMRT. “We used to have to ask our patrols to go on the tracks and do the
tions over time.” measuring, which was tough considering temperatures were over 30 °C
Access the tools (86 °F) and humidity was 98%, and the average age of workers is 48. The
at https://bit.ly/1w process is much more streamlined now. It has helped make us more effi-
2mtuy. cient as we can better plan resources and our budget.”
Read the press release at https://bit.ly/2IzHYU8.

SAFETY MATTERS
NIOSH, Coast Guard
Amazon Implements Tech Vest to Partner to Safeguard
Promote Worker-Robot Safety Fishing & Maritime Workers
Amazon recently implemented a new According to NIOSH, commercial fishing is one
device that helps robots recognize human of the most hazardous occupations in the U.S. with
presence in its facilities to avoid collisions. a fatality rate 29 times higher than the national
Dubbed the Robotic Tech Vest, this device is average. To help address this issue, the agency has
designed to fit like a belt with suspenders to partnered with U.S. Coast Guard to make $6 million
avoid bulkiness. The vest is made for workers in grant funding available for commercial fishing
who primarily need to enter work areas to safety research and training.
repair robots or perform other duties. Administered by NIOSH, these grants will pro-
The vest is equipped with obstacle vide up to 75% of an organization’s costs to complete
avoidance systems and beacons that notify a safety research program. The grants will range
facility robot systems of a human presence. from $250,000 to $650,000 over a 2-year funding
In response, the robot slows down to avoid period, and will be awarded to individuals in ac-
colliding with humans. ademia, businesses, nonprofit organizations and
“All of our robotic systems employ mul- municipalities that are involved in the fishing and
AMAZON
tiple safety systems ranging from training maritime industries.
materials to physical barriers to entry to pro- “These grant programs will help further edu-
cess controls to on-board,” says Amazon Robotics Vice President Brad Porter. cation and awareness throughout the commercial
“In the past, associates would mark out the grid of cells where they would be fishing fleet, as well as provide research into better
working in order to enable the robotic traffic planner to smartly route around equipment and operational processes,” says Coast
that region. What vest allows the robots to do is detect the human from farther Guard’s Joseph Myers. “Enhanced education, equip-
away and smartly update its travel plan to steer clear without the need for the ment and processes go hand-in-hand with the Coast
associate to explicitly mark out those zones.” Guard’s longstanding premise that being properly
The technology is currently available in more than 25 Amazon sites and prepared increases survivability and prevents loss of
tests have proven successful with more than one million unique activa- life at sea.”
tions, according to Porter. Read the press release at www.cdc.gov/niosh/up
For more information, visit www.amazonrobotics.com. dates/upd-01-02-19.html.
SAFETY 2020
Present at SAFETY 2020

Promote your June 22-25, Orlando, FL.
expertise, For more information
leadership and visit www.assp.org/call-for-presenters.
commitment to Proposals are due July 17, 2019.
the profession.

AIHA White Paper Warns of
Potential Hazards of Vaping
AIHA has issued a white paper that reviews current scientific
data and evaluates the effects of chemicals used in e-cigarettes
as well as those emitted by them during use. The paper presents
evidence that the devices can release airborne contaminants
that may affect not only users and those around them as well.
“Scientific evidence is growing that supports the concern
that emissions from e-cigarettes contain potentially hazardous
chemicals that can impact both the user and bystanders,” says
Cheri Marcham, lead researcher of the white paper, who also
coauthored “E-Cigarettes: A Hazy Hazard,” published in the
June 2017 issue of Professional Safety. “It’s important that users
and the public are aware that the emissions from these devices
are not just water vapor, but instead contain a myriad of poten-
tially harmful chemicals.”
While e-cigarettes have been marketed as a beneficial smok-
ing cessation tool, according to AIHA, research shows that vap-
ing solutions and their emissions contain potentially hazardous
chemicals, including aerosolized flavorings such as diacetyl,
propylene glycol, nicotine and formaldehyde.
To help protect the public and to better understand the po-
tential safety and health risks associated with vaping, AIHA
recommends the following:
•E-cigarettes should be considered a source of aerosols, vola-
tile organic compounds and particulates in the indoor environ-
ment that have not been thoroughly characterized or evaluated
for health risk or safety.
•Additional research should be conducted on the health ef-
fects from inhaling e-cigarette flavorings and other ingredients;
the effects of secondhand emissions, thirdhand exposure and
nicotine addiction; and the life cycle and end-of-use issues as-
sociated with e-cigarette manufacturing, use and disposal.
•The health risks and economic consequences of accidental
exposure for children, adults and pets should be addressed,
including proper labeling and child-resistant packaging re-
quirements.
•Because e-cigarettes are a potential source of pollutants, it is
prudent to manage and control vaping in indoor environments
consistent with current smoking policies until and unless re-
search shows that these devices will not significantly increase
the risk of adverse health effects to occupants.
Access the white paper at https://bit.ly/2DroRY6.
GAWRILOFF/ISTOCK/GETTY IMAGES PLUS

SAFETY MATTERS Remote Office Workers
Lack Workstation Support,
According to Survey
A survey of 897 U.K. remote office workers found that 37%
say they have experienced new back pain since beginning
to work regularly from home. Health insurer Birmingham
NSW Study Finds High Numbers Hospital Saturday Fund (BHSF) surveyed individuals who
of Work-Related Spinal Injuries work from home at least 2 days a week. The survey found that
A study investigated 824 only one in five workers received a workstation assessment
cases of people admitted to in person; the remainder reported receiving no help or guid-
New South Wales (NSW) ance from their employer on how to set up their workstations
hospitals over 3 years with correctly. Older workers were less likely to have received an
work-related spinal injuries. assessment with only 26% of those over age 50 receiving assis-
The goal of the study was tance from their employer.
to describe epidemiological Along with a lack of workstation setup support, many work-
characteristics, the occupa- ers admitted to not working at a desk environment. Alternative
tional context and the cost seating locations may not offer the same support as a tradition-
of hospitalized work-related al desk and can result in musculoskeletal strain. The survey
traumatic spinal injuries found that 30% of women and 43% of men did not have a ded-
icated office in their homes. Of those surveyed, 27% said they
DRAZEN LOVRIC/E+/GETTY IMAGES

across the NSW area.
The study revealed that worked at tables rather than desks, 11% worked from their sofas
50% of work-related spinal and 3% admitted working from their beds.
injuries observed occurred Stressing the importance of employers extending ergonomic
in the construction industry office setups to remote office workers, BHSF’s Philip McCrea
and 31% in the transpor- says, “As more employers embrace the benefits of flexible
tation industry. Of those working practices, they need to think about how they can help
injuries in the construction prevent an even sharper rise in musculoskeletal issues, which
industry, 78% of spinal in- could lead to an increasing level of sickness absence.”
juries were due to falls, predominantly falls from heights Read more at https://bit.ly/2USCcDt.
such as structures, ladders or scaffolding. In addition, nearly
one-quarter of spinal injuries observed in the transportation
industry were the result of heavy vehicle crashes.
“Work-related traumatic spinal injuries represent a sig-
nificant burden of cost and disability to the Australian
workforce, but they are preventable,” says University of
Sydney School of Medicine’s Lisa Sharwood, lead author
of the study. “There is an urgent need for more effective
policies, risk management strategies and countermeasures
for prevention.” She also explains that work-related spi-
nal trauma, especially those related to falls, continue to
be prevalent despite safety measures being in place. The
VGAJIC/E+/GETTY IMAGES
study’s authors conclude that additional research is re-
quired to better understand the factors that contribute to
spinal injuries in the workplace.
Read the study at www.mdpi.com/1660-4601/15/10/2121/htm.
Program Helps Workers Stay Safe When Traveling for Work

Motor vehicle incidents are the cause describes eight steps OSH professionals “The goal was to take these somewhat
of almost 40% of workplace traumatic or managers can take to create a traffic complex, specialized safety and health
fatalities in Canada and have remained so safety program, including making a processes and break them down into ac-
from 1994 to 2018, according to Ontario business case, identifying a company’s cessible steps employers can apply direct-
Workplace Safety and Insurance Board. traffic hazards, performing a risk assess- ly to their workplaces,” says SHERM’s
Employees may travel for work if driving ment and getting buy-in from employ- Stephanie Kibbee. “The hope is that our
company vehicles, riding bikes or walking ees and management. The training book guidebook, when combined with the
to complete work-related tasks. A new also includes interviews with leaders of employee training, will provide a solid
program, En Route to Safety, helps com- companies that have integrated their foundation for Ontario business owners
panies create traffic safety programs for own transportation training, checklists to really give traffic safety the attention it
their workplaces to help employees reduce for implementation, risk assessment deserves in the workplace.”
vehicle incidents, injuries and fatalities. tools and incident review committee According to the website, although the
The program was created by Wilfrid best practices. The employee training modules reference Ontario, they are ap-
Laurier University’s Safety, Health, guidebook and online modules are plicable to any worker or drive, walk and
Environment and Risk Management available free online. Also available is a cycle at work.
(SHERM) department in Waterloo, On- module highlighting driving, cycling, Read the guidebook at www.enrouteto
tario. An 84-page training document and walking risks and best practices. safety.ca/guidebook.

NIOSH Report Highlights Firefighter Risks
NIOSH has published a report that •using thermal imaging to locate fires
summarizes findings from the agency’s burning below or between floor systems; AIHA Issues
firefighter fatality investigations. The •securing an uninterrupted water sup- Public Policy Agenda
report, “Workplace Solutions: Preventing ply for fire extinguishment; AIHA has released its first-ever public
Deaths and Injuries of Firefighters Work- •immediately evacuating a struc- policy agenda, covering 2019 through
ing at Basement and Other Below-Grade ture if the f loor above it has been 2020, to focus attention on the most im-
Fire,” highlights the risks firefighters face weakened. portant worker safety and health issues
when fighting basement and below-grade The document highlights post-incident in the U.S. The agenda identifies 15 criti-
fires, such as risks due to limited entry controls as well as training materials and cal issues facing American workers:
and egress, working above the fire, weak- additional sources of information. View •big data;
ened floor structure, unknown fire load, the report at https://bit.ly/2VVoMTS. •cannabis industry safety and health;
ventilation problems and being caught in •disaster planning, response and re-
the fire’s flow path. covery;
NIOSH also provides control recom- •hazard banding and occupational
mendations for fire departments when exposure limits;
they are dealing with basement or be- •hearing protection;
low-grade fires. Preincident recommen- •opioids in the workplace;
dations include: •professional title protection;
•developing and enforcing standard •sensors;
operating procedures for safely attacking •teen workplace safety and health;
fires in these situations; •temporary and contract workers;
•ensuring that a safety officer trained •total worker exposure;
PRATHAAN/ISTOCK/GETTY IMAGES PLUS
to recognize hazards is present/assigned; •transportation safety;

•ensuring that an incident manage- •worker fatigue;
ment system and a personnel account- •workforce development;
ability system are in place and used at all •workplace violence.
incidents. In addition, everyone involved “Addressing a problem of this scale
in firefighting operations must wear full calls for bold actions that are driven by
PPE and have a portable radio. scientific knowledge,” says AIHA Presi-
The document also recommends con- dent Cynthia Ostrowski.
trols to use during the incident, such as: Learn more at www.aiha.org.
NEW FROM ASSP

FRED MANUELE ON
SAFETY MANAGEMENT
By Fred A. Manuele
Fred Manuele is a respected thought leader in
safety whose many works have influenced the
safety profession and inspired some of the profes-
sion’s most prominent authors, leaders, speakers
and educators. To highlight the significance of his
work, this book presents a collection of his contri-
butions to the profession that have appeared in
Professional Safety over the years.
Topics include: Addressing serious injuries and
fatalities; risk assessments; prevention through de-
sign; acceptable risk; and oc-
cupational safety and health
management systems.
Visit www.assp.org or call
(847) 699-2929 to order
List Price: $39.95
Member Price: $31.95
Hardcover, 332 pp, ©2018
Product number: 4460
ISBN 978-0-939874-21-7
e-book also available

PSJ ASKS
DIANA STEGALL
2018-19 ASSP President-Elect
Like many in the OSH profession, President-Elect Diana Stegall, CSP, CFPS, ARM, SMS, CPCU,
had not heard about safety as a career option while growing up. Yet, while she may not
have realized it at the time, Stegall was already assessing risk in childhood.
“Growing up, my older brother and sister, and raphy, Stegall suggested the chapter include officer
other kids in the neighborhood would jump off a photos. “That was my first volunteer role, and I did
6-ft retaining wall, or jump out of a treehouse,” she kind of raise my hand,” she recalls. Not long after,
says, recalling her youth. “I was thinking ‘yeah, she became the chapter’s president-elect, which led
that’s fun, but you could break a bone.’ And that to attending her first Leadership Conference about 7
didn’t sound like a whole lot of fun.” years after first joining the Society.
In college as a chemistry major, she began to learn “I was blown away. It was my first time being
about protective gear, the dangers associated with around 100 other safety professionals who were also
lab activities and materials students worked with, passionate about what they did,” she says. Stegall was
and how to read MSDS. But it was not until she impressed by the breadth of the Society’s impact and
graduated and interviewed for a trainee position at how her work as a volunteer could help. “I really start-
Diana Stegall the United States Fidelity and Guarantee Co. (US- ed to see the ability to make a difference—not just
Diana Stegall, CSP, F&G) in the company’s Insurance Engineering and within my chapter, not just within the employers that
CFPS, ARM, SMS, CPCU, Audit Program that she learned about safety as a I work with, but really a widespread difference.” With
has been a member of that she was hooked. “I got the bug,” she says. “I got
career, and began to put the pieces together.
ASSP since 1990. She
has served as chair of Getting into that program felt like a good fit to infected and I haven’t found the cure yet.”
the Professional De- Stegall. “It also really capitalized on a couple of One aspect of volunteering that Stegall found chal-
velopment Conference things that I later discovered were my strengths,” lenging was understanding the time commitment and
Planning Committee, she says. Stegall’s parents were both educators, the work involved in each Society position. In talking
and the Council on which fuels her lifelong drive to keep learning, gain- to potential volunteer leaders through the years about
Member and Region ing knowledge from her experiences and applying it getting more involved, she noted a common question
Affairs Education and to other situations. about the time commitment for the different positions.
Training Committee, “I know we have many members who go to uni- “I’m really excited that the role descriptions we’ve
and as a member of versities and study to become safety professionals, now developed provide members with that infor-
the Council on Profes-
sional Development,
and that’s wonderful,” she says. “But that’s not how I mation so that they can make an informed decision
and the Governmental came into it. I’m really glad that I found it. It’s been about their volunteer roles,” she says. “As a Society,
Affairs and Bylaws a great career.” we want to help our members be successful, not just
committees. Stegall When asked what she finds most rewarding about to succeed despite the challenges, but to succeed
is a senior loss con- the safety profession, Stegall again points to her up- because we’ve provided them the knowledge and
trol specialist for bringing for the answer. “I come from a long line of resources to be successful.”
United Heartland in ministers, so a big part is really helping people,” she When asked what drives her continued commit-
Minnesota. She holds says. Growing up, she adopted the mind-set of im- ment and service to the Society, Stegall points to her
a bachelor’s degree proving the world for everyone, not just for herself. lifelong commitment to learning and the opportuni-
from Wake Forest ties that her volunteer service has provided. “Being
Stegall recognizes that the safety profession drew
University. Stegall’s
notable awards inher in for this reason. “In the safety field, we are pro- involved in the different committees, task forces and
clude being the first actively helping to make the world a better place one member communities has given me the opportunity
woman to receive the workplace or even one employee at a time,” she says. to learn how different people think, experience differ-
Society’s Safety Pro- ent leadership styles and to see what works and what
fessional of the Year The Value of Volunteering might not be the best way of doing things,” she says.
(SPY) Award; receiving Like many, Stegall learned about ASSP through Another aspect driving her volunteer commitment is
the Charles V. Culb- her first job, where her supervisor suggested she join the latitude to try different ideas that ASSP roles offer.
ertson Outstanding the organization. She attended meetings and began “Being able to take on projects and see them through
Volunteer Service to meet fellow professionals and learn from them. to completion is really exciting,” she notes. “You don’t
Award twice; and be- “Being new in my career, it was helpful to see always feel that in an employment setting.” But within
ing recognized as the
what other people were working on, what other or- ASSP, “if you’re willing to do something, as long as it’s
SPY for two chapters
and two regions. ganizations were dealing with, and how they were aligned to the mission, goals and scope of that member
addressing certain issues,” she says. community, let’s see if it can have an impact.”
Career moves over the course of several years pre-
vented Stegall from answering the call when asked Being a Woman in the Safety Profession
to get more involved in a volunteer capacity for her In 2005, Stegall became the Society’s first woman
chapter. But eventually she found a way to help out. to earn the Safety Professional of the Year Award, and
Her chapter was working on its directory, which was she will be only the 6th woman to serve as ASSP pres-
printed at that time. Having an interest in photog- ident. Stegall views this relatively unique position in a

positive light. “We have to keep in mind that women standing adult learning principles and maintaining
make up about 20% of our membership,” she says. “So communication skills. “People don’t care how
when we have a high number of women in leadership much you know until they know how much you
roles, we need to celebrate that.” care,” she says. “As safety professionals, it’s easy to
Stegall sees her tenure as president not only as an default to a position of telling versus understand-
opportunity to demonstrate that safety is a viable ing and helping the person we’re talking to, un-
profession for women, but also to better represent derstanding what’s important to the person, inside
the larger community. and outside of the workplace.”
“When we think about our society as a whole, we These skills all converge for safety professionals
are becoming more diverse, whether it’s with age, who need to ensure that workers are engaged and Companies
gender, race, ethnicity or religion, and we should participating in their own education. “How do we
embrace that,” she says. “We need to continue reach- ensure that they have the ability to react appropri- should in-
ing out so that there is more diversity within our ately versus just doing things because this is the way
Society and our profession as we better represent the we’ve told them to do it?” she asks. “It’s not just us,
clude safety
people all around us.” as safety professionals, ensuring that we understand in their mis-
When asked what changes she sees ahead for risk, but we’re helping workers understand risk so
women in safety, Stegall sees a need to expand they’re able to make better decisions based on what sion state-
opportunities in fields that are traditionally they are seeing each day.”
male-dominated, such as oil and gas, and con- ments and
struction. She also notes that manufacturers are Goals for 2019-20
beginning to recognize women workers as a target With her term as ASSP president beginning July
integrate it
market, which she believes can only help. “I know 1, Stegall sees herself as a steward of the Society’s in their dai-
that our Women in Safety Excellence (WISE) group goals and strategic plan. One of her major areas of
has been working to convey the message that per- focus is communicating the value of the OSH pro- ly culture.
sonal protective equipment for women is not just fession. “Sound safety practices are both socially
about it being pink or being high fashion,” she says. responsible and good business,” she says. “This leads We need to
“It actually needs to be sized correctly and work to increased productivity, a better reputation and help them
properly for a woman’s body.” higher employee satisfaction.”
Risk management is another focal point for understand
Advice to Future Generations Stegall. “Companies should include safety in their
When asked what she has learned during her mission statements and integrate it in their daily that safe
career that she can pass on to future safety profes- culture,” she says. “We need to help them under-
sionals, Stegall recommends getting out of the office, stand that safe production is efficient production.”
production
where some OSH professionals tend to stay. “They Preventing workplace violence is another priority is efficient
aren’t out on the floor or on the jobsite enough for Stegall. She notes that violence impacts women
talking to the workers,” she says, adding that it’s the workers disproportionately, but that violence can production.
only way to truly learn how the work is done and take many forms. “Employers need a comprehensive
what hazards people face. “Without having those approach that addresses mental health along with
conversations, we’re going to miss that,” she says. the physical wellness of their workers,” she says.
“We’re going to think we’re doing everything we “Simply looking at the harms that arise from work
can, but we haven’t talked to the people who can itself is too limiting.”
really help us come up with a solution that will help Stegall sees the member experience as fun-
them be safe and address the needs of the organiza- damental to all of her ASSP service. Whether
tion at the same time.” its ensuring that volunteers have the education,
She notes the importance of building a career net- training and skills to be successful in their roles,
work. “Find a couple of people who are supportive, or making sure conference attendees feel wel-
who are willing to answer questions, and who you comed and have a great learning experience,
can bounce ideas off of to get a different perspec- Stegall’s work with the Society is rooted in the
tive,” she says. member experience. “I think that helps with our
Asking questions is another key recommenda- other major objectives, such as making sure our
tion. “It’s a balance when you’re new because you members are engaged and that the education we’re
want people to take you seriously. But sometimes providing is relevant,” she says.
people will take you more seriously if you’re asking She sees the coming year as another fresh oppor-
questions that show you’ve done your homework,” tunity for the Society. “This year the board will be
she says. “If you do your homework up front and if able to be truly strategic and we can look at who
you’re asking from a caring perspective, it’s amazing we want to be as a Society,” she says. However, she
what you can learn.” keeps it all in perspective. “I’m only president for
On skills that safety professionals will need in a year. You always hope to make a difference,” she
the future, Stegall notes the importance of un- says. “You want to leave the world a little better than
derstanding risk and risk assessment techniques, you started. I’m hoping at the end of the year that we
investing in one’s own learning to stay current on are focused on those things that are taking us to the
rapidly changing trends and best practices, under- next level.” PSJ

LEADING THOUGHTS
SAFETY LEADERSHIP
DURING UNCERTAIN TIMES
By Anil Mathur and Robert Pater
Master strategists know that certainty is an illusion, that the best leaders are most
needed and actually make their greatest impact when everything is up in the air,
changing, shifting and buffeting.
Anil Mathur During those times even the most clear-eyed much larger tankers. All this in an industry with
Anil Mathur is pres- visionaries can at most predict a wide range of significant ups and downs and looming uncertain-
ident and CEO of possibilities that might be marginal at best. When ties. He has found, and he has a long track record
Oregon-based Alaska branching paths veer toward vastly disparate, not to back him, that people can achieve extraordinary
Tanker Co., which readily predictable futures and where the only performance under difficult conditions.
operates oil tankers certainty is stress. In the land where the classic So, here’s the secret of best leaders: they don’t wait
from Alaska to Wash-
VUCA situation (volatility, uncertainty, complex- for the storm to hit to start steering. They prepare in
ington, California
and Hawaii. Mathur ity and ambiguity) prevails. Situation normal for advance. And, like master internal martial artists,
earned an M.B.A. many leaders. they live in each moment as much as possible so
from University of Ultimately, safety (and safety leadership) entails they are ready for any attack of change. Seems obvi-
California, Berkeley, anticipating and evaluating hazards, and recogniz- ous? As that martial arts saying goes, “The best se-
an M.S. in Engineering ing that the hazards that actually manifest depend crets keep themselves.” Saying is easy, doing during
from University of on which particular uncertain outcome unfolds. stress-thumping times, not so much. The key is hav-
Tulsa and a B.S. in And uncertainty always poses a wide range of risks ing concrete, detailed plans for different outcomes.
Chemical Engineering to operational integrity and to organizational fit- These plans can become something to adapt from if
from Indian Insti- yet a different path manifests.
ness (or even survival). To avoid getting blindsided,
tute of Technology,
Kharagpur, India. He the best safety leaders dedicate time and emphasis High-level safety leadership is a subset of overall
is an alumnus of Har- to dealing with current unknowns and toward pre- leadership. One article cannot cover everything
vard Business School. paring for different or even greater uncertainties. we’ve experienced and learned about leading during
Mathur serves as Pub- They know it is not possible to know everything times of uncertainty, and by nature of the medium,
lic Director on ASSP’s and that what they don’t see can lead to hurting it has to be generalized. Words aren’t always im-
Board of Directors. workers and to damaging company capabilities. pactful change-provokers. As a reader, you’ll get the
Uncertainty has many shapes and flavors. Ex- most by framing the situations you face in such a
Robert Pater ternal contributing forces include wild market way that the plan results in tangible, effective action.
Robert Pater, M.A.,
is managing direc- fluctuations, looming-or-only-maybe mergers or In the end, only action produces results.
tor and founder of acquisitions, leadership upheavals, who-knows-
MoveSMART (www what-or-when changing regulations (or regulators), Seven High-level Strategies, Principles &
.movesmart.com). shrinking or folding operations, partial downsizing, Practices for Leading Through Uncertainty
Clients include Am- market shifts, customer or competitor upheavals, Safety (and safety leadership) ultimately entails
trak, ArcelorMittal, and more. anticipating and evaluating hazards. To avoid
BHP Billiton, BMW, But uncertainty is not just external forces that getting blindsided, which can result in mounting
BorgWarner, BP, Cum- are outside leadership control. Internal factors also injuries and eroding culture, wise leaders rely more
mins, Domtar, DuPont, on managing potential uncertainties than just on
boost uncertainty. These are potentially more influ-
Hawaiian Airlines, HD scrambling to react effectively to emerging prob-
Supply, Honda, Mara- enceable by leaders and are often related to a lack of
thon Oil, MSC Indus- strong planning, weak communication or a culture lems. This is how we think of strongest leadership.
trial Supply, Nissan, that doesn’t allow thinking through how to execute And our experience with many organizations
Northrop Grumman, work safely. over numerous years (Anil in the oil and shipping
ONE Gas, Rio Tinto, It’s during these times of unsureness or upheaval industries with a wide array of risk exposures for
S&C Electric, United that best leaders are most needed and best shine, over two decades, Robert consulting with hundreds
Airlines, U.S. Steel, relying on their well-developed perception, deci- of such companies) consistently shows the core
Wacker and WestRock. sion-making and make-it-happen skills to right a attributes for successfully leading during rocky
Pater is a professional conditions boil down to: 1) taking care of people
SUAT GÜRSÖZLÜ/ISTOCK/GETTY IMAGES PLUS
rocking ship, prevent capsizing and steer it toward

member of ASSP’s first; and 2) setting protective daily practices into
Columbia-Willamette
safer or at least calmer waters.
Anil has been CEO and president of Alaska Tank- place. How to accomplish this?
Chapter.
er Co. (ATC) for 18 years. During that time, the
company has been profitable and even working with 1) Turn to Your North Star
a myriad of potential risk exposures (e.g., rolling/ When faced with difficult choices, turn to your
listing vessels, long hours, working in the dark, North Star for navigation. Best safety leaders are
vertical ladders, physical work with slip/trip/fall willing to take career risks to reduce the physical
potential), ATC has worked 23 million hours with risks their teams have to deal with. Rather than tell
one lost-time injury (a broken finger), going through workers, “You should stop this job any time you feel
times of letting ships go, changing over to fewer but it’s less than safe,” find opportunities to actually do

so yourself. Lead by example, not by articulating necessary to do a job safely. And let your team see
highly cerebral commitments that can’t be verified that you’re doing this.
or put into practice. Yet another enlisting North Star opportunity:
Tack to and take comfort in your beliefs. Re- how you handle it when job safety analyses (JSA or
member that there’s no way to know for certain JHA) are being discussed. Do you raise objections
that any implemented strategy will produce desired and concerns or try to talk workers out of bringing
effects. Leaders should best rely on their under- these up?
lying belief system to be their guiding North Star General rules of thumb: Talk less and engage Leaders
in stormy or dark times. And remind themselves more. Remember that choices and actions reveal
to trust in this, to be comfortable with being un- your priorities. Speak in terms that workers relate to, should best
comfortable. So, of course, be sure to know and rather than in well-meaning but too general terms,
strengthen your own belief system; after all, how such as, “Safety is number one” or “We want you to rely on their
can you change others’ beliefs if you aren’t deeply be able to go home unhurt at day’s end.” underly-
anchored in your own? You may not receive many kudos in the short
During dynamic times, keep your end point in term, but a consistent and sincere belief in and ing belief
mind (e.g., uncompromising worker safety) even passion for safety will show itself in your actions
when you’re not always sure how to get there with- and, for many companies, actually accrue respect system to
out being wedded to any one preset method. and allow you to do even more. Anil is a living ex-
How to best use your North Star? Have the cour- ample. But, according to him, if this doesn’t work
be their
age (and we recognize this is a lot easier to write out too often, think through and consider whether guiding
or say than to do) to take visible stands that might your company is a good fit for you in the long term.
disagree with or go against the prevailing norms or Working out of sync with the navigation signals North Star
current culture. Anil relates several stories of the from your North Star typically leads to job dissatis-
importance of him standing up for his beliefs even faction and eventually burnout. in stormy or
when, in fact especially when, this could risk his dark times.
leadership position. For one, when he was working 2) Cultivate Trust
offshore (in the North Sea) for BP Exploration, he Trust is a critical foundation supporting recep- And remind
shut down an expensive-per-day rig due to lack of tivity to change, engagement and leadership, all of
adequate planning for safe transfer of new equip- which are essential high-performance ingredients themselves
ment and supplies. His boss later tacitly backed especially in uncertain times. And leaders can go
him up, even though Anil knew when he took ac- a long way toward forming, rebuilding and rein- to trust in
tion that he risked getting disciplined or fired. And forcing stronger trust. Your team has to trust you
to follow you, and you can’t be a leader without
this, to be
this is far from the only such story that Anil shares
where he has stood up for his North Star safety followers. comfortable
commitment and beliefs when doing so was poten- We’ve seen during times of stress that people
tially dangerous for him. tend to listen less to what leaders say and watch with being
That’s the point of a North Star. When land is in more what leaders actually do. And anything a
sight, when weather is clear, an inner navigation leader says or does will be examined even more
uncomfort-
compass is not needed as much. Compare this to closely when the organization is under the stresses able.
moving through choppy or worse seas where visi- of uncertainty. Leaders should keep this in mind,
bility is obscured; this is when to seek out and latch not relying on the assumption that saying the right
onto such guidance. things is enough to reassure or redirect a stressed
Asking pointed questions is another way to workforce. Most of your team have heard the right
demonstrate your values. Remember that asking high-level statements made many times, and have
is better than telling (management guru Peter likely become tone deaf to them.
Drucker contended that asking the right ques- Studies such as the 2019 Edelman Trust Barome-
tions is more important and useful than trying to ter continually reassert that the trust link in many
come up with the right solutions). Better than just relationships has become more rusted. Three take-
saying, “I care about your safety,” sample concrete aways from the 2019 Edelman study: 1) the more
North Star questions of workers that delve deeply informed people are, the significantly greater their
into the specific safety aspects of the job they are levels of trust; 2) both the informed and mass public
executing. Examples might be, What job are you share an urgent desire for change; and 3) “engage-
working on? How does safety fit into this task? ment and action” are critical to elevating trust. An
When you’re lubricating that valve, how old is the Edelman (2019) recommendation? “Employees are
grease? Does this action actually create any safety ready and willing to trust their employers, but the
concerns for you? How do you check the brakes trust must be earned through more than ‘business
on that to know they are engaged? If the O-ring as usual.’”
needs changing and you don’t have the right one Think of two pillars of trust: intent and com-
on hand and this is a potential safety risk, what petence. The first basically means “Do you care?”
will you do? While saying the right words are important, these
Another example of demonstrating your values: are even more potentiated when linked to experi-
fighting for the time, money and people resources ence and consistent with actions.

LEADING THOUGHTS
The second pillar of trust, competence, refers to (although making sense is also prerequisite, but
whether I believe you have the power and ability not enough by itself, for building strong working
to get done what you say you’re going to do. Many relationships).
managers and professionals undercut trust by over- Further, don’t underestimate the power of indi-
promising what they can effectively accomplish in a vidual communications, rather than only broad-
given period. casting mass messages to change mind-sets. This
During times of uncertainty, it’s critical for is one reason that it’s critical for leaders to get out
Uncertainty leaders to demonstrate consistent intent (e.g., un- and about on work sites, where workers are doing
compromising dedication to worker safety) and their daily tasks. What you say even in a small
is like the competence (following through on complaints, group is bound to spread to others, sometimes in
concerns, potential safety and other pitfalls that a much more effective way than announcing it to a
storm. arise). While there is a lot that goes into this, some large group.
Leaders tips include:
•Avoid the trust impatience trap, the desire to
Listen, listen, listen. We can’t underestimate how
very powerful it is for your team to experience the
have to build trust quickly. If leaders push too hard for sensation of being fully heard and understood.
acceptance, it will fail or even backfire. The song Don’t wait for issues to come to you; sincerely seek
develop the lyrics say, “You can’t hurry love” and neither can out and sample others’ concerns. Have you heard a
you hurry trust. leader say, “There’s no point in going to the work site
flexibility •When instituting less-desirable changes that look because I don’t have anything new to say”? Better
to handle like takeaways, fully explain the reasons for this: to listen than to tell, especially in times of uncer-
how times have changed, how even if this is not an tainty and stress. There’s significant value in leaders
how it ideal option it is better than the alternative (e.g., lay- becoming a lightning rod for concerns, fears and
offs). Always present a balanced view. Clearly show hopes during times of change. As well as potentially
plays out. the potential advantages and downsides of any con- reducing worker negativity and heightening trust,
sidered change (explaining how the chosen change this can spur more creative alternatives in leader-
has more upsides than downsides). ship planning.
•Exemplify leadership. Do what you expect of
others rather than broadcasting that rules don’t ap- 5) Monitor Others’ Reactions
ply to you. Remember that all actions are actually interac-
•Find common ground in times of conflict and tions. It’s essential to go back to what the workforce
distrust, even if this initially appears to be minimal. believes in as a starting point in change. Almost all
Build on this to strengthen relationships. difficult and successful change takes individuals
•Focus on being hard on issues and gentle on peo- through a four-step process: denial, anger, accep-
ple, but remember that people can take any criticism tance and then cocreation. Patience and excellent
as a personal attack. So leaders have to do their best listening skills are both needed to let this cycle play
to reduce defensiveness. out to effectively implement change.
Bear in mind that uncertainty always involves
3) Practical & Ongoing Scenario Planning current or potentially looming change, which al-
Project the varying effects of different potential ways involves losing something (at the very least,
futures. For example, determine what kinds of accustomed ways of doing things, even when these
events might ripple out from a significant downturn are only minimally effective or pose undue safety
in product (oil) prices or if regulators change direc- risks). Impending loss and having to adjust to new
tion on safety or environmental regulations. The methods is a main reason that people tend to resist
keys to strong scenario planning are: 1) do this over change, especially change over which they have lim-
time, not just in a one-shot retreat; 2) involve several ited control.
people with different perspectives, including some
who are in opposition to senior leaders’ perspective; 6) Boost Self-Control
and 3) be open to considering even least-desirable or So, provide workers with as much control as fea-
unlikely possible futures. sible. At the very least, transfer mental and physical
skills that workers can deposit into their internal
4) Experience It safety bank to draw from as they need. Mental skill
Understanding comes from experience. Don’t sets include: practical mindfulness, attention con-
underestimate the power of showing up. Face time trol, better assessment and decision-making, how to
is key to building trust. Leaders have to spend time elevate sleep health, a mind-set of taking control of
with workers beyond meetings or conferences to personal safety and more. Physical skill sets include:
deeply understand workers’ issues and concerns. balance (a truly internal skill that can significantly
It’s critical to visit sites while people are actually help prevent a wide range of injuries from soft-tissue
working. Too many leaders we’ve seen don’t under- to slips/trips/falls), redirection of forces away from
stand this, assuming this is wasted or low-leverage more vulnerable body areas (e.g., lower back, knees),
usage of their in-demand schedule. Remember that elevating usable strength and employing leverage.
developing organizational relationships takes time Uncertainty typically elevates stress. We define
and patience, it’s more emotional than cerebral stress as the feeling of being out of control. And

most people’s first mental reaction to stress is nar- lenges and exploration can be exciting and further
rowing attention; this tunnel vision is associated achievements possible.
with a wide range and numbers of close calls and Changing mind-sets during times of uncertainty
injuries. Tunnel vision also results in short-term entails leaders developing the wisdom and skill of
thinking or planning. knowing what to say and when and how to say it.
A common reflexive reaction to uncertainty or Yes, this can entail taking leadership risks. But, as
change is “how will this affect me?” Often, the the saying goes, fortune favors the bold.
immediate response to this is panic-projecting, Uncertainty is like the storm. Leaders have to
imagining a worst-case scenario. Any safety strat- develop the flexibility to handle how it plays out.
egies, methods or techniques that boost self-con- Communicate with the underlying mind-set that
trol will also help people enlist rather than be together we will find a way to do well. Even in
victimized by the stress of uncertainty. Note that times of threatening turmoil, miraculous results
this doesn’t necessarily change outside forces at can occur when people really trust that leaders
play, but will help leaders and everyone else better are both truly concerned about them and are able
utilize, redirect and minimize adverse impact of navigators. Strong leadership steadies a ship and
these forces. an organization before, during and after uncertain
times. PSJ
7) Change Mind-Sets
This is the both the most difficult thing to References
do but also the most leveraging. One important Edelman. (2019, Jan. 20). 2019 Edelman trust barometer.
aspect of this is for leaders to send consistent Edelman. Retrieved from www.edelman.com/trust-baro
messages to members of the workforce that they meter
care. We have repeatedly seen how much good can Mathur, A. & Pater, R. (2009, April). Propelling next level
safety culture [Webinar].
come from this. Mathur, A. & Pater, R. (2014, April). Seven safety lead-
There are two critical elements to changing ership mind-sets: Activating an organization. Professional
mind-sets: 1) Leaders should be open to their own Safety, 59(4), 22-24.
mind-set being modified by others’ thoughts, Pater, R. (2005, Jan.). Boosting trust for safety perfor-
perspectives or concerns. If you want to influence mance [Webinar].
others, it’s important to be receptive to their influ- Pater, R. (2005, Sept. 1). Boost trust for better safety: 35
encing you. Information or perspectives may come specific steps you can take. ISHN. Retrieved from www
up that you didn’t think of. 2) Communicate with .ishn.com/CDA/Archives/e6f5dbf7161c7010VgnVCM
concern, even if/when your ducks are not totally in 100000f932a8c0
Pater, R. (2005). Building trust for safety leadership. The
a row, and your ducks will never be totally lined up
Compass, Fall.
in a row during uncertain times. Let them know Pater, R., (2006, May 12). Safety catalyst: Becoming a
early. Your team’s capacity to understand and ac- courageous leader. EHS Today. Retrieved from www.ehs
cept that a situation is still developing may amaze today.com/columns/ehs_imp_38234
you. People can handle this. This demonstrates ac- Pater, R. (2007, Oct. 1). The zen of safety leadership. Oc-
tual concern much more than just words (e.g., “I’m cupational Health and Safety. Retrieved from http://ohson
concerned about you”). line.com/articles/2007/10/the-zen-of-safety-leadership.aspx
Be willing to share partial/interim information and Pater, R. (2009, July/Aug.). From the top down: Enhanc-
plans, rather than waiting until everything is signed ing safety through culture change. Maritime Executive,
and sealed even if this means communicating, “I can’t 13(4), 48-51.
Pater, R. (2010, June 1). No fear safety leadership. Occu-
tell you more at this time, as some things are unde- pational Health and Safety. Retrieved from http://ohsonline
cided or up in the air. Here’s what I can say. And I’ll .com/articles/2010/06/01/no-fear-safety-leadership.aspx
let you know more as soon as I can.” ?sc_lang=en
Enlist curiosity and wonder as positive refram- Pater, R. (2011, Jan.). Two types of leaders: Which are
ing mind-sets during uncertainty. Uncertainty is you? Advanced safety leadership skills part 1. Professional
stressful, but stress definitely has positive elements: Safety, 65(1), 25-26.
excitement, energy, wonder. Adam Smith is famous Pater, R. (2011, Feb.). Advanced safety leadership skills
for being the “invisible hand” free market proponent part 2: 9 critical mind-sets, skill sets and tool sets. Profes-
of capitalism. In his 1795 book, History of Astrono- sional Safety, 65(1), 26-28.
Pater, R. (2011, March 1). Leadership: Dust and rust
my, Smith wrote that wonder is crucial for science
and trust. Occupational Health and Safety. Retrieved from
(in that it’s a strong driver for scientists and all other https://ohsonline.com/articles/2011/03/01/dust-and-rust
explorers/breakers of new ground), defining wonder -and-trust.aspx?admgarea=magazine
as that staring and sometimes that rolling of the Pater, R. (2014, July 1). (Re)Building a foundation of
eyes, that suspension of the breath and that swelling trust. Retrieved from https://ohsonline.com/Articles/
of the heart (Prinz, 2013). 2014/07/01/Rebuilding-a-Foundation-of-Trust.aspx
In both personal face-to-face and written commu- Pater, R. (2018, Sept.). Changing the hidden safety cul-
nications to his entire company, Anil often lauds the ture. Professonal Safety, 63(9), 20-23.
power of curiosity. This reframes uncertainty as a Prinz, J. (2013, June 21). How wonder works. Aeon. Re-
time of new rather than hopelessly dire possibilities, trieved from https://aeon.co/essays/why-wonder-is-the
-most-human-of-all-emotions
where change is possible for the better, when chal-

BEST PRACTICES
USING FEMA’s STAPLEE PROCESS

to Drive OSH Critical Thinking
By Bart J. Eltz
Today’s leaders demand critical thinking skills from all levels of the organization. This is especially true for
the OSH professional whose actions often affect the entire organization and the way it conducts business. That
is why it is imperative that the OSH leader take a holistic approach to implementing controls in the workplace.
Workplace controls must be not is by following a set of guidelines to Combining STAPLEE

only effective but also accepted by help when analyzing the information. & Critical Thinking Skills
those who are being protected. The The Federal Emergency Management OSH leaders may use this checklist as
purpose of this article is to provide a Agency (FEMA) has been using the a high-level overview of what must be
tool to help OSH professionals think STAPLEE tool, which may help OSH addressed, but they could also use it to
critically and holistically about the professionals ensure that they are inspire their respective teams to think out-
potential impact of the controls they thinking critically and looking at all of side the proverbial box when it comes to
select to protect employees. the possibilities. ultimately controlling workplace hazards.
STAPLEE is not meant to be an exhaustive
Critical Thinking STAPLEE tool but it does help the OSH professional
Critical thinking is one of the most The STAPLEE tool is broken down in decision-making when it comes to miti-
important tools an OSH professional into seven different criteria: social, gating a hazard in the workplace.
can possess. It is not an innate ability, technical, administrative, political, Much like performing a five-why or
rather it is a skill that we must work on legal, economic, and environmental. what-if analysis, STAPLEE may be used
improving to be successful. Some peo- Each criteria area may help the OSH to generate other questions. Each ques-
ple think that students develop critical leader to perform critical thinking in tion posed presents an opportunity to
thinking skills in school, but that is that area to ensure a holistic view of explore another avenue of whether the
not always the case. According to Jin, what OSH controls s/he wants to put workplace control would violate one
Bierma and Broadbear (2004), many in place. of the areas of STAPLEE. Therefore,
college-level OSH students struggle to STAPLEE may be used by an individ-
develop critical thinking skills. Critical thinking is not an ual to ensure that s/he has considered
Critical thinking is a form of ad- everything when it comes to a control,
dressing a problem, subject or specific innate ability, rather it is or it could be used by a group of OSH
content where the individual’s thinking professionals or a cross-functional
is improved by skillfully analyzing, as- a skill that we must team of professionals to determine the
sessing and reconstructing the thought work on improving best path forward. OSH professionals
(King & Kitchener, 1994). Many pro- should consider using a cross-function-
fessions thrive on critical thinking to be successful. al team not only because it may help
skills. Persky, Medina and Castleberry with finding solutions to discovered
(2019) allude to the need to teach crit- Generally speaking, emergency problems, but it may also make front-
ical thinking skills to all college-level managers can use the STAPLEE tool line leaders and employees feel that
students in multiple career paths. Today, to ensure that the mitigation steps they have a part in the outcome or suc-
students as well as mid- and senior-level they employ for their community will cess of the workplace control.
professionals, are expected to be able to not cause issues among the different This tool should not be used only for
utilize their critical thinking skills to aspects associated with that commu- new processes or procedures that require
analyze all the different angles of a po- nity. While STAPLEE may not catch controls. Previously established pro-
tential problem. every aspect of a potential mitigation cesses and tasks should also be reviewed
This disciplined process of think- project, it certainly identifies major to learn whether change is needed.
ing can be used in the context of both categories of work that need to be rec- Perhaps workers are not wearing the
professional and personal situations. ognized and addressed. appropriate gloves while performing the
On a professional basis, most OSH A simple Internet search for “FEMA task for which they are required. Is the
PHOTOTECHNO/ISTOCK/GETTY IMAGES PLUS
practitioners use critical thinking skills STAPLEE” will return the STAPLEE answer to retrain workers? Is the answer
during the incident investigation por- Criteria Worksheet for review, the same disciplinary consequences? Would it
tion of their duties, where they look document used by many emergency be worthwhile to revisit the use of the
beyond human error for incident root managers across the country. However, STAPLEE process to ensure that a holis-
causes. On the personal side, critical with some modifications, we can take the tic approach was taken when the current
thinking skills are often used when major categories and use them as a holis- controls were recommended?
making family, financial or other tic tool for OSH purposes. The categories
decisions that require rich analysis in Table 1 are from FEMA (2003) but the Conclusion
and evaluation of the subject matter. description for each category has been To be truly successful in any profes-
One way to practice critical thinking modified to meet OSH needs. sional career field, one must demonstrate

TABLE 1
FEMA’s STAPLEE PROCESS
Acronym Questions to ask during process
S Social Is the workplace control socially acceptable? That is, will workers appreciate the
control, or will they not use it or try to bypass it? Will it affect all worker populations,
including disabled workers? Will workers complain or welcome the controls? Is there a
plan to clearly communicate the purpose of the new controls?
T Technical Is the control technically feasible? Is it a long-term solution to addressing the hazard?
Are there any secondary or tertiary impacts to the process, product or people? Is the
control aligned with modern thinking (e.g., does it move as fast as the business or is it
cumbersome)? Does the control meet the hierarchy of controls model? Does the
control introduce a new risk?
A Administrative Does the control require additional staffing or funding to make it happen? What type
of burden will this control put on the maintenance departments or the operations
group? What rigor of training will be needed to implement the use of this control?
Does the control still lend itself to potential human error? What routine checks will be
needed to ensure that the control is working as intended?
P Political Will departmental politics be an issue in completing the control implementation for
these hazards? Is a champion or high-level sponsor needed to help smooth over the
different departments? Does this control offer so much of a change that a worker
could complain to OSHA or EPA? Is leadership aligned with the change?
L Legal Is the intended control legal? Are you meeting the requirements of due diligence and
guidance from organizations such as ANSI, ASTM and NFPA, and adhering to building
codes, professional societies and trade associations? Are the controls set up in a way
to disprove negligence on the part of the employer? In short, are the controls put in
place to show that the employer is doing everything it can to protect employees?
E Economic What is the true benefit of the recommended controls? What is the cost of the action
in terms of time, money, resources and ongoing maintenance? What is the
contribution to the organization’s economic goals? Has a cost/benefit analysis been
performed and briefed to senior leadership?
E Environmental Are there any effects on land, water or air? Any effects on endangered species? Effects
on HazMat waste streams or storage? Are the controls consistent with the community
and company environmental goals? Is it consistent with federal and state laws?
critical thinking skills (Paul & Elder, tool will also help to refine the OSH pro- undergraduates and implications for the profession.
2006). This is especially true for the OSH fessional’s critical thinking skills to en- Journal of Environmental Health, 67(3), 15-20.
professional who makes recommenda- sure that the profession continues to have King, P.M. & Kitchener, K.S. (1994). Devel-
tions that may affect the entire manufac- a seat at the table and be considered as an oping Reflective Judgment: Understanding and
Promoting Intellectual Growth and Critical
turing line, service delivery system, or added value to the organization. PSJ
Thinking in Adolescents and Adults. San Fran-
research and development facility. Rather cisco, CA: Jossey-Bass.
than focusing on an in-depth discussion References Paul, R. & Elder, L. (2006). The Miniature
of critical thinking skills, this article Federal Emergency Management Agency
Guide To Critical Thinking: Concepts and Tools.
describes a tool that can be used to catch (FEMA). (2003). Developing the mitigation
Dillon Beach, CA: Foundation for Critical
plan: Identifying mitigation actions and imple-
some of the situations that may require Thinking.
mentation strategies. Retrieved from www
critical thinking skills. This tool is rooted Persky, A.M. Medina, M.S., & Castleberry,
.fema.gov/media-library-data/20130726-1521
in the concept of mitigating hazards for A.N. (2019). Developing critical thinking skills
-20490-5373/howto3.pdf
a community that is potentially faced in pharmacy students (Review). American Jour-
Jin, G., Bierma, T.J. & Broadbear, J.T. (2004).
with a disaster (e.g., hurricane, massive nal of Pharmaceutical Education, 83(2), 161-170.
Critical thinking among environmental health
earthquake, tornado). However, the OSH
professional may use it as a tool to take Bart J. Eltz, Ph.D., CSP, CIH, is a global industrial hygiene and safety leader for Duracell
a holistic approach to thinking of all of Corp. He is a faculty member of Columbia Southern University and Embry-Riddle Aeronautical
University. Bart holds a Ph.D. in Emergency Management from Capella University and an M.S. in
the different situations and scenarios that
OSH and Environmental Management from Columbia Southern University. He is a professional
could arise when making recommenda- member of ASSP’s Georgia Chapter and a member of the Society’s Manufacturing, Engineering and
tions for workplace controls. Using this Industrial Hygiene practice specialties.

PSJ ASKS
Council on
ACADEMIC AFFAIRS & RESEARCH
Q&A With Jim Ramsay
The Council on Academic Affairs and Research (COAAR) is ASSP’s newest council whose
goals include advancing a research agenda, bringing more students into the profession
and engaging universities to improve academic standards. Instrumental in COAAR’s
development, Jim Ramsay served as the council’s inaugural vice president.
PSJ: Why is the creation of this new council an safety for 6 months at a work site, I’m a safety profes-
important step for ASSP? sional.” That should not happen. Education standards
Jim: Never before for the Society have education standards, help turn safety into a bona fide profession because
research and education been so important as to warrant they establish the kind of education we seek when we
council status. By creating a council focused on academic hire people to do certain kinds of jobs.
affairs and research, ASSP is moving into the parlance of It sets us apart from the people who are liable to hurt
other mature, established disciplines, such as medicine and or kill people because they don’t have the education and
law, whose professional associations highly value education training to be a safety professional. Think about law. You
and use it as the barrier of entry to the profession. Like these can’t earn a B.S. in history then start practicing law. You
disciplines, safety is not a vocation, it’s a profession. These could do a lot of harm to society by not knowing the law,
disciplines value research to drive the field forward and to not knowing how to do all the things lawyers are trained
improve the body of knowledge in a concerted, mindful and to do and yet representing someone whose livelihood
Jim Ramsay might be in your hands. Same with medicine, same with
Jim Ramsay, Ph.D., budgeted way. By creating this council, ASSP is essentially
M.A., CSP, is a profes- telling the world that safety is a mature profession focused nursing, same with nutrition. That’s why those profes-
sor of security studies, on education and education standards so that we can qualify sions are so keyed in on education standards at the heart
coordinator of the the people entering into the workforce, drive the body of of what it means to be a profession. The stakes aren’t any
Homeland Security knowledge and answer practitioner questions with our re- lower when it comes to worker safety.
program, and found- search function for the betterment of society. PSJ: There seems to be a disconnect between
ing chair of the De-
PSJ: How will the council support the profession? research and the practice of safety itself. How do we
partment of Security
Studies at University Jim: When we take a comprehensive look at education help members understand what to do with research?
of New Hampshire. and education standards, we are ultimately taking a com- Jim: That’s always a vexing challenge. In the world of
He has more than 20 prehensive look at how we educate and train tomorrow’s research, we’re structured and taught to articulate the
years’ experience in workforce. The discipline of medicine does that: there is no results of our inquiries in a certain way. The rest of the
occupational safety, question about the learning outcomes that all physicians world is not necessarily operating along those same lines.
public health, emer- get coming out of medical school. In safety we do not have So, what makes sense in a research journal is not always
gency management a good distribution of safety education standards through- in a digestible form for practitioners. The rub with spon-
and environmental out the academic world. We would really like to get the soring research in a practitioner organization is this
health. Ramsay served education standards we developed as widely distributed as translation. We’re very keen to answer this question.
on the NIOSH Board possible, and the council provides that avenue.
of Scientific Counsel-
PSJ: How do we ensure that our research agenda
The academic objectives involve bringing more will influence the work that researchers pursue?
ors, the ABET board students into the profession and advancing academic
of directors, and on Jim: The council can help us answer the questions of
standards of program accreditation. Those are two the industry, work with the federal government at a
NIOSH’s Institutional important end-state metrics. We think we’ve built a
Review Board and level that we’ve never been able to before, and create
lot of safety programs in the U.S. But one could argue and manage a national research agenda.
its Disaster Research that we need to build more programs than we currently
Institutional Review We have a vision of total collaboration and integration
have because the need for OSH practitioners generally in terms of how we structure our research agenda. It will
Board. Ramsay served
exceeds our national capacity to produce them. be borne out of an interest in and knowledge of how the
as the inaugural Vice
President of ASSP’s PSJ: Can you explain how education standards various disciplines that comprise a safe and healthy work
Council on Academic benefit the OSH profession? environment will work together in the research world.
Affairs and Research, Jim: Education standards are critical to a characteristic For example, is it the domain of safety research to just
and has chaired the that I like to call occupational closure: That a vocation look at ergonomics? No, ergonomics is an interdisci-
ASSP Education Stan- becomes a profession when, first and foremost, educa- plinary concept whose problems and solutions are best
dards Committee for tion is a barrier to entry. If you don’t need an education understood in an interdisciplinary way. The same is true
the past 12 years. to be a full-fledged working member of a discipline, it’s of occupational stress. Factors that affect worker safety
hard to call it a profession. We define professions around and health are often psycho-emotional, for example, oc-
many different characteristics. There’s literature around cupational stress or depression. They are not purely the
this and several articles published in Professional Safety domain of the healthcare or the psychology disciplines;
over the years talk about what’s required. they should also be part of safety disciplines. The same
Education standards will ultimately benefit the is true for business. Safety has a strong business compo-
profession because we will lean on them to become a nent. The safer and healthier your employees, the more
profession by definition such that not anyone can wan- productive they are, the less turnover you have and the
der in with, say, an anthropology degree and say, “I did less cost you have from an insurance perspective. PSJ

BEST PRACTICES
Understanding the
CONTRACTOR MANAGEMENT PARADOX
By Stefan Malhotra
In almost every major organization, contract work is a reality if not an operational obligation. It is not often
that a company has all the necessary internal resources at its disposal to accomplish every project at a level
sufficient to satisfy company stakeholders while maintaining quality standards.
At some point, a business model remains an elusive and difficult process agement system, mainly relegated to
without contractors becomes unsustain- to define, especially for growth compa- whoever is willing to assume the task.
able and outside expertise becomes an nies. This is due to an inherent paradox While any OSH professional will
inevitability for operational success. whereby a contractor must seamlessly openly profess the intrinsic importance
Entire industries have been built on integrate with a client’s system, com- of contractor management, few may re-
performing a single technical task or bining OSH elements that are at times alize just how much hazard mitigation
developing one particular product for a contradictory, misaligned, out of scope a client abdicates to them (Beale, 2003).
handful of clients or, in some cases, a sin- or extremely difficult to gauge, either on This is especially evident when contrac-
gle client. Such is the energy generation paper or in practice. tors isolate energized systems, where the
sector, whether oil and gas, renewables, Essentially, contractors exist in breadth and depth of mitigations must
or nuclear, where a glut of contractors competing states simultaneously, both match the complexity of the system’s
(e.g., drillers, civil engineering, crane independent of and dependent on the hazards. The inadequate application of
services, well logging, balance of plant, client. Look no further than control lockout/tagout (LOTO) resulting in inci-
waste management, maintenance ser- of work procedures or lift planning, dents such as high-pressure releases, live
vices) greatly outnumber the companies where differences in process can result circuit contact or unplanned equipment
that actually comprise the industry itself. in confusion and work stoppages in the activation is all too common. One of the
Furthermore, as companies embrace the field. Much like ill-fitting puzzle pieces, most disastrous and well-known exam-
latest technologies (e.g., data analytics, gaps form where communication breaks ples involving contractor LOTO is the
cloud-based databases, drone inspec- down, expectations are ill-defined or 1988 Piper Alpha disaster, in which the
tions) to further extract every ounce unmet, and standards dramatically removal of a single pressure relief valve
of organizational efficiency and reduce differ, all at the expense of the safety of led to the death of 167 offshore workers
overall costs, they promote an accel- those performing the work. (Tombs, 1990). In the author’s recent
erated dependence on the specialized Regardless of the level of contractor experience, one contractor’s haphazard
competencies of contractors, thus further involvement in an organization, the substation LOTO downstream of a fa-
cementing an organization’s reliance on contractor management process is a cility resulted in a total site outage that
its external business partners. unique improvement opportunity that subsequently caused the activation of an
The ubiquity of contractors able to is often mistakenly viewed, outside of asset’s emergency mode. Unfortunately,
perform work at every level of an orga- an OSH context, as an onerous for- another contractor group was simultane-
nization, coupled with the inevitable mality that can be sidestepped. In part ously working inside the asset and failed
necessity for a company to operate due to the difficulty of managing the to fully apply LOTO, resulting in thou-
competitively, demands some measure contractor paradox, this perception is sands of dollars of equipment damage.
of contractor management. In an oper- short-sighted at best and negligent at Even a slight deviation in LOTO
ational context, and more specifically worst. Within the OSH context, con- procedures will result in near-hits, se-
from an OSH perspective, contractor tractor management is perceived as vere injuries or worse. The classic risks
management is a requirement and has one of the least glamorous and overly associated with contractor work are
been for some time. However, it still monotonous aspects of an OSH man- well known: discrete spending, resource
Much like ill-fitting puzzle

pieces, gaps form where
communication breaks
down, expectations are
JUNPINZON/ISTOCK/GETTY IMAGES PLUS
ill-defined or unmet, and

standards dramatically
differ, all at the expense
of the safety of those
performing the work.
BEST PRACTICES
allocation, subcontractors, tempo- Whether an artifact of previous client structured, as a haphazard appearance
rary workers, technical competency, demands or out of a fear of legal liability, is difficult to understand and calls into
training, procedural compatibility and most contractors regardless of size now question the competency of a compa-
more. However, beyond the reality that have something resembling an OSH ny’s OSH department. Avoid grouping
contractor management systems are management system, at least on paper. unlike questions, which can break the
necessary for protecting against the Templated safety manuals covering flow of data input and create confusion.
aforementioned risks, OSH departments every OSHA element can easily be pur- Questions should be direct, objective and
often fail to proactively manage these chased or obtained from online sources. explicitly target the data requested in
risks relative to the contractor’s scope of Although contractors are most likely quantifiable terms. One should not leave
work. Managing contractors and their well-intentioned and there is no require- any ambiguity or omit specificity for fear
subcontractors is an active process that ment for every OSH manual to be an of overreach or pushback from contrac-
demands a full cycle approach (i.e., plan, original masterpiece, these manuals hold tors; transparency and accuracy benefit
do, check, act), where there is constant little value for either party when devel- all aspects of OSH.
communication and feedback at every oped solely for bureaucratic purposes. 3) If historic areas of concern exist,
step of the process, not only when things Skimming through hundreds of con- pose multiple questions about the topic.
go off script. This article aims to explore tractor management system documents, For example, instead of asking whether
the common avoidable mistakes OSH de- often identical, will inevitably lead to subcontractors or temporary workers
partments regularly commit in relation complacency and missed deficiencies. At will be used on site, the questions should
to the contractor management paradox some point, this method of review be- be which ones, how many and for what
and proposes solutions to address their comes unsustainable and contractor ver- specific job task? More importantly,
underlying causes. ification becomes a mindless chore rather one should avoid too many binary,
than a tool for risk assessment, thus closed-ended questions such as “does
Pushing Paper calling into question the usefulness of your company have a safety program?”
Spending an inordinate number of the entire process. Ironically, this burden or “do you know of any previous inci-
work hours perpetually developing may be shifted to online third-party con- dents working with our company?” These
and revising an organization’s OSH tractor management databases at an ad- questions dissuade objectivity because
management system while accepting a ditional cost (i.e., a contractor to manage they elicit a point of view and also pro-
contractor’s system without proper due contractors’ data). Notwithstanding the vide limited actionable information.
diligence is an irony often lost on indus- data streamlining and resource deferral If open-ended questions prove to be
try professionals. Often, these reviews provided by such services, the core prob- problematic or unmanageable, multiple
are performed once during the initial lem of gauging procedural implemen- response questions can be used.
contractor qualification process and nev- tation and field performance remains. 4) Supporting documentation is a ne-
er again. Frequently the review consists Although third-party databases provide cessity. A total recordable incident rate
of the client attesting to the contractor’s a deeper dive into content and statistics, is only as good as the OSHA 300 form
OSH system comprehensiveness and the true picture of a contractor’s actual signed by the contractor. This applies to
performance with limited information as quality can remain obscured from view. all other supporting documentation that
to the actual scope of work. The elements While the insights that desktop analyses can provide a more complete representa-
of the contractor’s management system provide are a critical first step and point tion of contractor performance. There is
(e.g., working at height, LOTO, manage- of reference, they also provide a standard- no reason that documents such as OSHA
ment of change) are hurriedly evaluated ized and objective initial approach. The forms, EMR letters, training certificates,
against client standards, while OSH sta- following examines common missteps and OSH procedures, incident reports and
tistics (e.g., total recordable incident rate, potential areas for improvement in the regulatory citations should be omitted
days away restricted or transferred rate, desktop analysis methodology. from a contractor’s record, especially
rate, near-hits) are compared against 1) Avoid paper-based forms entirely. when the objective is to mitigate future
somewhat nebulous criteria [e.g., Bureau The contractor’s initial encounter with operational risk. No other department
of Labor Statistics rates, experience mod- an organization’s OSH management would assume such risk without proper
ification rate (EMR), internal key perfor- system is the contractor OSH question- due diligence, so why would OSH be
mance indicators]. Beyond recognizing naire. In the age of digitization, a pa- excluded? It would be professionally irre-
obvious data discrepancies, the result can per-based form, whether a stand-alone sponsible to accept incomplete documen-
be an ill-defined process with limited in- document or part of a larger contractor tation that conspicuously falls below an
formation that can, and often does, easily qualification package, is subject to organization’s standard.
devolve into a pencil-whipping exercise. greater analytical error. Third-party 5) The contractor must be specific
Given the broad range of potential contractor databases are quickly be- about a work scope on the questionnaire.
work scopes for a multitude of contrac- coming the preferred data management Neither consulting nor crane work is a
tors working on a single project, mean- method, although internal spreadsheets work scope, rather, they are generic job
ingful evaluation of every contractor’s are equally reliable in collecting and descriptors. When a contractor is op-
management system and performance analyzing large volumes of data for dis- erating under the purview of a client,
is near impossible. Contractor submit- crepancies and redress. the anticipated level of risk is inversely
tals are often an amalgamation of every 2) Develop a questionnaire that cap- proportional to the specificity of the pro-
possible OSH topic that could potential- tures all pertinent OSH data in a suc- posed work scope, regardless of the type
ly touch on their expertise and can be cinct, specific and logical format. The of work to be performed. A specific work
unnecessarily hundreds of pages long. questionnaire should be meticulously scope along with supporting technical

documentation will allow for the appro- Successful
priate risk mitigations to be put in place,
not excluding the selection of a different contemporary
contractor if needed.
contractor
Process Meets Practice
The greatest disservice an organization management
can render regarding contractor safety requires a strategic
is to ignore or circumvent any part of
the contractor management process. approach to
This practice ultimately negates the need
for having a process and dramatically the contractor
erodes organizational integrity. The root
causes of this negligence may vary (e.g.,
paradox, where
operational conflicts, internal metrics, contractors are
poor scheduling, unskilled labor pool,
unplanned events, competing depart- both temporary
GORODENKOFF/ISTOCK/GETTY IMAGES PLUS
mental interests). However, the long-term

negative consequences of such action and permanent,
(e.g., personal injury, loss of reputation, integral and
protracted lawsuits) will far outlive any
expected short-term gains of getting the separate, trusted
job done.
While documented systems and prior but verified,
performance data are valuable to any
contractor management program, they
subordinate and
are only part of a much larger process. equal.
Desktop analyses are often given dis-
proportionate value in comparison to be specifically tailored to the contractors barriers (e.g., procurement, supply chain)
the actual competency and quality they on site. The client must have high visibil- has created greater contractor account-
attempt to describe. This is mainly be- ity in the field. Managing from a distance ability and site responsibility.
cause of the resource-intensive nature is not a suitable option if contractors and Completing the management cycle
of actively evaluating contractors in the employees alike are to recognize the im- (i.e., plan, do, check, act) is crucial to op-
field versus analyzing contractor data in portance of procedural discipline. erational sustainability and will further
the office. The latter is inherently easier. Regularly completing this task is easier drive opportunities to identify contractor
Nonetheless, the contractor management said than done, given that most OSH deficiencies before they materialize in
process extends well beyond the initial professionals must manage large swaths the field. The level of process fidelity and
stamp of approval. A common error is of contractors in multiple locations per- consistent contractor review executed
the failure to follow through the entire forming a broad range of work scopes. In by an organization is directly tied to an
process past the desktop phase. such cases, an organization must make organization’s overall OSH performance.
Contractors must be assessed on a contractor management a core responsi- Without verification beyond the initial
continual basis, independent of prior bility for both line managers and site per- vetting phase, the process cannot impact
performance. Whether a contractor has sonnel. Many of the same auditing tools on workplace safety. Only when the con-
two, 20 or 200 workers on site, the same are needed for site management to doc- tractor management cycle is followed in
assessment process must be consistently ument contractor performance. Indeed, its entirety will true gains in safety per-
applied, albeit with varying levels of the most effective method is to formally formance be realized and in turn raise
scrutiny relative to risk. Passing muster share ownership of contractor manage- minimum performance standards across
on paper does not equate to acceptable ment and empower site staff to ensure the board.
contractor performance in the field. that contractors perform to expectations.
This reality becomes apparent when To start, feedback from weekly contrac- Set Up for Failure
a contractor’s work habits are observed tor meetings and direct lines of commu- The preceding guidance is the mini-
firsthand. If this part of the contractor nication to corporate OSH are critical mum that any contractor management
management process is not respected, to addressing contractor safety issues as system should accomplish. However, a
the door to risk is left wide open. There- they occur. Beyond this, direct involve- question remains: how can something so
fore, constant communication of OSH ment throughout the entire contractor well-known and inextricably linked to
expectations and verification of expecta- management process, from selection risk management be consistently over-
tions in the form of frequent site audits, to commercial operation, is absolutely looked? Is the process inherently flawed?
regular site visits, fact-based evaluations, essential to identify opportunities for Let’s examine the reality of applying the
contractor interactions, daily/weekly improvement that would be otherwise management process and its difficulties.
reporting, post-job reviews or any other missed by corporate management. This A contractor’s OSH procedures are
means of assessment, whether formal or author has observed that shrinking the only a framework to enforce, they do
informal, become obligatory. All should hierarchy and shifting organizational not always represent actual practice.

BEST PRACTICES
Merely checking a box that a contrac- this should be documented for future risk only compound their own failures in
tor’s energy isolation program exists is projects as a proactive measure. Doing the contractor management process.
not enough. So, what is the appropri- so obligates contractors to reevaluate Regardless of organizational priorities,
ate level of review? The answer lies in their protocols to avoid repeat events and time constraints, resource availability
knowing the basic best practices of OSH allows clients to more efficiently forecast or even a spurious sense of security,
and creatively auditing against these resource allocation. Rather than only re- contractors should not be expected to
practices in the office and in the field. sponding to outcomes with written rep- assume any operational risk. Contractors
What distinguishes a functional con- rimands, repetitive change orders, verbal are by definition an extension of compa-
tractor management program from one warnings or, worse yet, near-hit reports, ny risk and as such must be managed be-
on autopilot is the ability to ask ques- documented nonconformance can feed yond their impact on project quality. An
tions that address the underpinnings of back into the procurement process and actively engaged contractor management
a contractor’s programs and gauge the preemptively shift operational risk away system presents numerous potential
depth of their competency. For example, from the project before any contractors gains in safety for a reasonable invest-
ask for an energy isolation program, as arrive on site. Documented nonconfor- ment relative to potential risk. As noted,
well as completed LOTO forms, train- mance breaks the familiar cycle of repeat the slightest improvement such as refor-
ing documentation, PPE requirements mistakes and promises to improve. At mulating questions, changing medium
and a specific list of equipment that the some point, no matter how convenient or or consistent exchanges with contractors
contractor is qualified to work on. The cozy a business relationship is, without will start paying dividends almost im-
contractor should be able to describe some measure of OSH accountability, mediately. Alternatively, failing to make
in detail the specific types of hazard- repeat errors can and will metastasize, sustained investments in contractor
ous energy present and their isolation skewing expectations and normalizing management can lead to pronounced
methods. Follow up with a field visit and deviations within the process. There- losses in overall contractor quality and
verify that these conditions are actually fore, organizations should actively track performance, furthering the degradation
followed. If any part is unsatisfactory or nonconformance as a means to protect of the contractor base.
lacks specificity, it is time to reassess. system integrity and transfer risk to the Successful contemporary contractor
One should ask for clarification, forefront of a project. management requires a strategic ap-
not change. Clients often engage in proach to the contractor paradox, where
self-deception when it comes to asking Erasing the Status Quo contractors are both temporary and
contractors to modify or differently Any OSH process performed passively permanent, integral and separate, trusted
interpret their management systems to is destined to produce failures at nearly but verified, subordinate and equal. Ad-
satisfy the client’s standard. Any deter- every step; contractor management is no equately assessing risk from the perspec-
mined contractor can modify a policy exception. The process does not seek to tive of these multiple states demands a
to meet a client’s requests, especially remove contractors from an ever-grow- system reflective of the level of their in-
when a major project is on the line. The ing pool of potential partners but rather terconnection. As a result of this inherent
idea should not be to subjugate contrac- aims to build up a reliable contractor inseparable risk, regardless of the client’s
tors to the client’s management system; group that exemplifies an organization’s intent, any action on a contractor man-
doing so will inevitably lead to lip ser- commitment to OSH principles. Opti- agement system will yield either positive
vice and deteriorating relationships. mally, the OSH standards by which a or negative synergistic and compounding
Contractors are business partners, not contractor operates should be no differ- effects on contractor quality. Simply put,
subordinates. Most require and wel- ent from those used by the organization a contractor’s quality is a function of the
come guidance to successfully accom- that hired it. Contractor risk is not client’s capacity to align competing para-
plish a work scope without incident. separate from company risk. Hence, a doxical states in the same direction. One
Expectations and obligations should be company’s expectations of itself cannot must remember that paradoxes cannot
clearly defined from the beginning. If differ from the expectations it has for its be solved, they always exist in some form
a contractor’s procedure does not meet contractors. These expectations must be or another. What counts is how they are
a minimum standard, one should doc- applied consistently and equitably across managed. PSJ
ument the discrepancy and bridge the all scopes of work. This creates an atmo-
gap. Often a bridging document or man- sphere in which accountability is viewed References
agement of change will suffice to clarify as a two-way street and forces companies Beale, C.J. (2003). Factors influencing the
any perceived deficiencies and create a to broaden their scope of OSH respon- safe management of contractors on major haz-
sibilities. Doing so advances the core ard installations. Proceedings of the Institution
sense of collaboration rather than de-
objective of developing a high-perform- of Chemical Engineers Symposium, Manchester,
pendence. U.K.
Documenting contractor noncon- ing contractor base and creates a cycle of Tombs, S. (1990). A case study in distorted
formance is a necessity and should be positive reinforcement. Conversely, com- communication. Proceedings of the Institution
used as often as the situation arises. panies that treat contractor liability as of Chemical Engineers Symposium, London,
Often nonconformance is followed by diminutive and severable from their own U.K.
disciplinary or negative action against
Stefan Malhotra, M.P.H., CSP, ASP, CHMM, REM, is an OSH professional in the energy indus-
a contractor. However, in practice,
try, specializing in management system development, emergency response and incident investigations.
documented nonconformance is a tool Malhotra has a master’s degree in Environmental and Occupational Health from University of Texas,
for overall process improvement, not School of Public Health in Houston and an undergraduate degree from University of Texas at Austin. He
punishment. If a contractor is unable to is a professional member of ASSP’s Gulf Coast Chapter, and a member of the Society’s Environmental
meet its OSH obligations for any reason, Practice Specialty.

LEADING THOUGHTS
Four Ways to Effectively Attract

A DIVERSE WORKFORCE
By Jeremy Eskenazi
Is your team diverse? Do you invest to ensure that your team reflects the needs and
attitudes of your customers and clients? They should reflect the communities your
employees live in, work in and provide services to.
When people think about diversity, they typically rooms facing the correct direction? Do your gyms have Jeremy
focus on gender, ethnicity and age. These are important areas that are exclusive for women? How is your pay Eskenazi
aspects to focus on, but another kind of diversity is often equity based on gender? These are things that can help Jeremy Eskenazi is
overlooked: diversity of thoughts, background and experi- attract top talent and show that the organization will founder of Riviera
ences. If elements of this are missing in your organization, welcome people as equal employees without singling Advisors, (www.riviera
it is likely that people mostly think the same way, and new them out or making them feel that they will not find a advisors.com) a bou-
ideas and ways to problem solve and innovate may be sense of belonging at your company. tique recruitment
stunted. When you have employees who only follow the In addition to finding the right candidates, diversity and talent acquisition
brings several important benefits to your organization. management and
boss, the only ideas you have are from that one source.
optimization consult-
While there is no one-size-fits-all playbook for at- Imagine if those who applied for your job postings came ing firm, an interna-
tracting diversity, it is important to make your organi- in for an interview and did not see anyone who looked tionally recognized
zation attractive for diverse talent. To effectively attract like them, or if all those who interviewed them asked the speaker and author
diverse candidates, four success practices have been same questions in the same way. They likely would not be of RecruitCONSULT!
effective: referral programs, early careers/university interested in continuing the discussion. Your employer Leadership: The Cor-
strategy, cultural awareness training for hiring manag- brand is only as good as what employees and candidates porate Talent. He is a
ers and workplace preparedness. will say about the company when you are not in the specialized training
room. If you take the opportunity to show that it is a pro- and consulting profes-
Referral Programs gressive company that is visibly investing in many areas sional, helping global
If you have individuals on your team who are highly human resources
of diversity, it will be obvious from their first encounter.
engaged and doing a great job, they likely have similar leaders transform how
While it is generally true that almost everyone values di- they attract top talent
friends. Consider offering incentives with shorter payout versity, people in younger generations are often vocal about at some of the world’s
times and getting immediate impact to ensure that your their values. Moreover, many expect diversity and can be most recognized com-
team is helping to attract people who are a good fit for outspoken about how much it matters to them in a work- panies.
the company. They can also act as ambassadors in alum- place. By bringing in a diverse group of people to the orga-
ni groups, associations or clubs to which they belong. nization, you will have access to broader networks, which
will spur further diversity opportunities and all the benefits
Early Careers/University Strategy that brings. Think of how much more likely it is that diverse
Attracting talent right out of school is often a strategy
people who enjoy working at your organization will intro-
for helping shape the career of younger people but it is
duce the company and advocate for it in their circles.
also a great way to find diversity. A strong university re-
While the business reasons for diversity are compelling
cruiting strategy is a terrific way to help create a diverse
on their own, many jurisdictions also have regulatory
team because you can more easily target diversity on a
requirements that must be considered as well. It is not just
university campus through student clubs and organiza-
laws for the jurisdiction the company operates in; it could
tions. Setting up early career development programs and
be laws necessary to sell to your customers. For example,
considering individuals in majors that you would not tra-
if your company sells to the U.S. government, laws require
ditionally seek out are also good for the employer brand
the company to submit an affirmative action plan to im-
and ensures that talent can develop with the business.
prove diversity at the organization and provide updates
Cultural Awareness Training for Hiring Managers during the term of the contract. There is also an audit pro-
We know that hiring managers sometimes need help cess to ensure that organizations are adhering to their plans.
to build relationships. While it is unwise to force training Most importantly, the organization should invest
on managers (which often backfires), integrating train- in diversity not only because it is the right thing to do,
ing that helps them identify unconscious bias is an area but because the company will get much better business
of learning and development that has taken off in recent results. Do not let regulations drive diversity efforts. The
years and has been effective in many organizations. best way to improve diversity is to be truthful. No matter
how many smiling, ethnically diverse models you may
FATCAMERA/E+/GETTY IMAGES
Workplace Preparedness hire to represent the brand or false testimonials you may
It is one thing to say you want diversity; setting up want to post, it is easy to spot a workplace that does not
your physical space and your benefits program to ac- value diversity. The truth always comes out. Give your This article was
commodate it is another. Does your office have a space organization the best competitive advantage you can by originally published
for nursing mothers? Does the company offer extended welcoming diversity into your team and celebrating it in in Article Weekly.
parental leave and are your human resources policies real ways. All types of diversity bring something new to Reprinted with
inclusive for LGBT individuals? Do you have prayer the table, and every organization needs fresh ideas. PSJ permission.

WORTH READING
Book Review
PHYSICAL HAZARDS OF THE WORKPLACE

By Barry Spurlock, 2018, Boca Raton, FL: CRC Press—Taylor and Francis Group
A review by Chad McDonald, M.S., CSP, CHST
Physical Hazards of the Workplace the appendixes. As a safety professional,
delivers a well-organized reference I would not use the appendixes but rath-
for safety professionals. Spurlock’s er reference the current Code of Federal
book is an excellent resource for a Regulations. That said, every standard
broad overview on identifying and cited in the book is current. The author
controlling physical hazards. As the also provides a useful toolbox of check-
author suggests, injury rates can im- lists, guidelines, and safety and health
prove through mere luck, but the risk program examples. Whenever tasked
is only reduced through purposeful, with the fundamental OSH functions
quality efforts in identifying and con- noted, I am always searching for best
trolling hazards. The publication is practice examples as a starting point
intended to be a reference for safety for my programs and the book is a great
practitioners. Spurlock suggests using place to find such examples.
it as a textbook. Overall, this book is a useful reference
The book does a great job of giving for both new or experienced OSH pro-
guidance on four fundamental OSH fessionals. It provides a quick overview
profession tasks: anticipating, identify- of how to identify and control the most
ing, analyzing and controlling hazards common workplace hazards that safety
in the workplace. I believe the book’s professionals encounter. As a safety and
overall strength is that Spurlock focuses health trainer, I plan to reference the
on the need-to-know information of book when I’m designing a new course
each physical hazard addressed. The or revising existing ones for insights on
book references many general industry identifying and controlling physical haz-
and construction standards located in ards in the workplace.
What Everyone Must Know

Industrial Ventilation About OSHA: General Industry
By ACGIH, 2019, Cincinnati, OH: Author
By John Teeples, 2019, Davenport, IA: Mancomm
This two-volume set describes
the elements of designing and What Everyone Must Know About OSHA: General Industry, 2019
effectively maintaining an in- edition, is a comprehensive volume that introduces readers to
dustrial ventilation system. The OSHA and leads them through each component of the agency’s
set is intended for management general industry standards in easy-to-understand language.
and those who work with indus- First published in 2004, the new edition of this book features
trial ventilation systems. 24 updated chapters, pretests, updated OSH data, improved
The first book in the set, In- sample forms and documents, and synopses of current regu-
dustrial Ventilation: A Manual latory requirement to ensure that the reader has the tools and
of Recommended Practice for knowledge needed to provide employees with a safe workplace.
Operation and Maintenance, The book outlines the necessary steps for complying with
includes guidance and training informa-
nforma- OSHA regulations in an easy-to-use format that presents topics
tion for personnel, and discussion n about in a clear how-to approach.
effective industrial ventilation system
tem op- The book is designed for
eration and maintenance. It also discusses use by OSHA Training Insti-
eliver the
tools that allow management to deliver tute education centers when
desired employee protection. Topics include air system testing, teaching OSHA 10- and 30-
balancing, construction and commissioning, system modifica- hour training, and OSHA
tions, and operator skills and training. 6000-type courses for federal
The second book in the set, Industrial Ventilation: A Manual of agencies and safety commit-
Recommended Practice for Design, 30th Edition, is used by engi- tees, and can be a curriculum
neers, regulators and industrial hygienists to design and evaluate component for the OSHA 500
industrial ventilation systems. Updates to this edition include con- train-the-trainer program.
ceptual figures that incorporate computational fluid dynamics and Find the book at https://
a new control concept for vacuum extraction on welded guns. mancomm.com/what-every
Learn more at https://bit.ly/2DqTdtV. one-must-know-about-os
ha-gi.

Book Review
THE SAFETY TRAINING NINJA

By Regina McMichael, 2019, Park Ridge, IL: ASSP
A review by Anna M. Aragon, D.H.Ed., M.S.I.R., M.A.Ed., CSP, CHES, REHS/RS
The intended audience of The Safety Training Ninja is a useful while other feedback can
human resources, safety or similar professional tasked with be discarded. Experience and
delivering safety training. However, the book parts from the education help identify the con-
notion that none have received formal training or education structiveness and feasibility of
on andragogy or adult learning topics. The book is aimed at such comments.
individuals tasked with delivering safety training without prior OSH professionals who
knowledge on how to become an effective trainer. might find this book useful are
McMichael devotes 10 chapters to becoming an effective individuals who, without any
safety trainer with the following topics: change; systems prior knowledge of adult edu-
approach; audience and business; design; development; im- cation principles, andragogy or
plementation; evaluation; collaboration; e-learning; and training find themselves in a
PowerPoint. The book is organized by common headers such position of needing to educate
as acknowledgements, introduction, chapters, conclusion, and train others. Instead of
further reading, index and author information. The index is buying a variety of books or references on the topic, this is a
a useful element when looking for specific information. Ninja great starter resource.
tips scattered throughout the book bring attention to specific Overall strengths of the book include elemental factors such
factors. The information is clearly presented as I did not have as knowing your audience, planning for success and evaluating
to re-read any sentence. References are included at the end of past experiences. One weakness, or perhaps just a characteris-
each chaper. While some of the references would not be ade- tic, of the book is that it is not a scholarly publication. The book
quate for scholarly purposes, they may provide useful infor- reads as a series of elements to consider, accompanied by Mc-
mation to a safety training ninja in development. Michael’s personal experiences.
McMichael discusses how to manage trainer feedback and The uniqueness of this book rests on the personal experienc-
address comments of a personal nature. I enjoyed reading es of its author. McMichael’s safety voyage started with a per-
her perspective on feedback because I have often found that sonal tragedy. Since then, her involvement in the safety field has
managing feedback is not commonly taught. Some feedback is spanned nearly three decades and counting.
#StandUpForHealth
By COBA Europe, 2019, Fleckney, England: Author
COBA Europe’s e-book #StandUpFor- floor matting. Over a 7-week period, Total Worker Health
Health examines the potential health ef- researchers collected data from 30 body Edited by Heidi Hudson, Jeannie
fects of static work positions by presenting areas using a body discomfort diagram. Nigam, Steven Sauter, et al., 2019,
facts and statistics associated with pro- Participants reported considerable dis- Washington, DC: American Psycholog-
longed sitting or standing and the detri- comfort 5.2 more times when matting ical Association
mental effects they can have on a person. was not used. Total Worker Health brings togeth-
Designed to educate people about The book also discusses workplace fatigue, er knowledge and viewpoints from
musculoskeletal disorder prevention, lost productivity due to sickness or injury, thought leaders on integrative preven-
this book incorporates the latest muscu- and overall well-being in the workplace. tion strategies that safeguard and ensure
loskeletal disorder statistics and recent Download the e-book at www.coba the health and well-being of workers.
results from COBA’s Standing at Work europe.com/standupforhealth. This book is based on the NIOSH pro-
survey. The e-book includes gram of the same name that targets pol-
a section from a diabetes and icies, programs and practices to address
high-risk specialist podiatrist worker safety and health in both the
who discusses the effects of physical and organizational work envi-
prolonged standing as well as ronment, and outside the workplace.
what preventive steps workers Intended for OSH professionals,
can take, such as standing on a human resources managers and policy-
cushioned floor, continuously makers, the book includes organizational
moving to keep circulation approaches for program implementation;
flowing to avoid swelling and examples of applications for diverse
using cushioned insoles. worker populations; and evidence of pro-
The book also outlines a gram effectiveness for addressing work
study commissioned by COBA conditions that impact mental health,
Europe in which reserachers fatigue, sleep and work-life conflict.
compared standing on con- Find the book at www.apa.org/pubs/
crete with using anti-fatigue books/4316192?tab=1.

RISK MANAGEMENT
Peer-Reviewed
RISK TREATMEN
Harmonizing the Hiera
& Inherently Safer Des
By Bruce K. Lyon and Georgi Popov
T
THE PRIMARY GOAL FOR AN OSH PROFESSIONAL is to health and industrial hygiene beginning in the late
reduce operational risk to a level that is considered as 1940s. In Advanced Safety Management, Manuele
low as reasonably practicable (ALARP). ANSI/ASSP (2008) cites the third edition of National Safety
Z590.3-2011 (R2106), Prevention Through Design, de- Council’s 1955 Accident Prevention Manual as an
fines ALARP as “that level of risk which can be further early source of a hierarchy of controls.
lowered only by an increase in resource expenditure The concept of ranking risk reduction strategies has
that is disproportionate in relation to the resulting developed over the years. Originally, the principle of the
decrease in risk.” Achieving and maintaining ALARP hierarchy of controls was to control the hazard as close
JAMESTEOHART/ISTOCK/GETTY IMAGES PLUS

should be the goal, the state of being in all workplaces. to the source as possible, with 1) engineering as the top
One concept OSH professionals use to achieve the state control measure and 2) PPE as the second option.
of ALARP is the application of risk reduction strate- Using engineering solutions to control
gies according to the hierarchy of controls. hazards at their source or in the pathway
of transmission is more reliable and less
Origins of the Hierarchy of Controls Concept
burdensome to the worker than personal
OSH professionals have traditionally ranked con-
protective equipment. Once installed, these
trol measures according to their effectiveness and
controls work day after day with minimum
reliability in removing or controlling hazards. This
routine intervention beyond maintenance
concept has become known as the hierarchy of con-
and monitoring. (U.S. Congress, OTA, 1985)
trols. It is thought to have its origins in occupational
KEY TAKEAWAYS
•riskThemanagement
primary goal of safety and
is to achieve
and maintain a level of risk that
is as low as reasonably practi-
cable while accomplishing the
organization’s objectives. This is
achieved by selecting and apply-
ing appropriate risk treatments
using a hierarchy approach.
• A fundamental concept within
operational risk management is
the ranking of hazard controls and
risk treatment strategies known as
the hierarchy of controls.
• Various hierarchy of controls
models exist, each having slight
differences in control options
and applications, presenting
some confusion to the user. A new
risk reduction hierarchy model
is presented that incorporates
inherently safer design strategies
in a more comprehensive format
accompanied by a decision tree.

NT STRATEGIES
archy of Controls
sign Concepts
The concept was further advanced with the writ- The Treatment of Risk
ings of William Haddon and his concepts of energy Risk treatment involves the selection and appli-
control. Haddon (1970) proposed 10 strategies for cation of risk reduction measures for a risk that is
reducing and avoiding harm or damage based on judged to be unacceptable. The output of the risk
a model of potentially harmful energy transfer. assessment is a valuable input to the risk treatment
His strategies, which include preventing, reducing, process. The risk assessment results should be used
modifying, separating, detecting and strengthening to make important decisions on how to control
against energy transfer risk, have had a major influ- anticipated and identified hazards, and reduce
ence on the thinking about safety and risk, and the their risk. Without acting on the risk assessment’s
concepts of risk treatment ranking and hierarchy. findings and treating risk, a risk assessment is of no
In the present day, the hierarchy of controls concept value, and in fact may lead to negligence of the orga-
provides a systematic way of thinking, considering steps nization (Popov, Lyon & Hollcroft, 2016).
in a ranked and sequential order, to choose the most ISO Guide 73 (ANSI/ASSE Z690.1-2011) defines
effective means of eliminating or reducing hazards and risk treatment as the “process to modify risk.” For
their associated risks. Acknowledging that premise (that operational and hazard risks, the process to modify
risk reduction measures should be considered and taken risk involves the selection and application of one or
in a prescribed order) represents an important step in more treatment options to reduce risks to a level that
the evolution of the practice of safety (Manuele, 2008). is as low as reasonably practicable and acceptable

FIGURE 1
BOW TIE ANALYSIS DIAGRAM
Preventive Resulting
Hazards Causes Scenario
controls Mitigative controls consequences
Escalation factor
Escalation factors
FIGURE 2 Prevention: Risk prevention is the act

of keeping something from occurring
SAFER TECHNOLOGY & ALTERNATIVES ANALYSIS that would otherwise cause risk or harm.
For example, a pressure relief valve on an
enclosed tank or vessel prevents over-pres-
surization and explosion. Preventive action
is defined as “an action taken to reduce
or eliminate the probability of specific
undesirable events from happening” and
is described as generally less costly than
mitigating the effects of negative events
after they occur (BusinessDictionary.com,
2018). ANSI Z590.3 reinforces this in Sec-
tion 9, Hierarchy of Controls, which states
that the first four control levels of the hier-
archy are more effective because they are
preventive actions that eliminate or reduce
risk by design, elimination, substitution
and engineering measures.
Mitigation: This term has become more
popular recently by some governmental
agencies, organizations and groups. The
term mitigation is generally defined as the
action of reducing the severity or serious-
ness of something, thus making a condi-
tion or consequence less severe. Federal
Emergency Management Agency (FEMA,
2017) defines mitigation as “the effort to
to the organization. ISO Guide 73 provides several reduce loss of life and property by lessen-
notes that further describe risk treatment options: ing the impact of disasters.” Rather than a preven-
•avoid the risk by deciding not to start or continue tive measure, mitigation is a reactionary measure
with the activity that gives rise to the risk; used to reduce severity. An emergency action plan
•take or increase risk in order to pursue an opportunity; is a mitigation plan that is designed to limit damage
•remove the risk source; and harm in response to an emergency-type event.
•change the likelihood; Protection: Similar to mitigation, protection is the
•change the consequences; act of shielding, covering or keeping an asset from
•share the risk with another party or parties, in- harm. It is designed to limit the severity of harm or
cluding contracts and risk financing; impact rather than prevent the event from occurring.
•retain the risk by informed decision. Examples of risk protection include automatic fire sup-
For the OSH professional, common terms used in pression systems in buildings; cathodic protection for
association with operational risk treatment include an underground storage tank; and PPE. Insurance (or
control, reduction, mitigation, protection and preven- risk transfer) could also be considered a form of pro-
tion. These terms are often used interchangeably; how- tection measure for the insured parties or properties.
ever, there are some subtle, yet important distinctions Control: Risk control is a more encompassing
to consider regarding these risk treatment terms. term meaning to manage risk by reducing likelihood

FIGURE 3
NIOSH PTD HIERARCHY OF CONTROLS MODEL
Most
and severity of an exposure. ISO Guide 73 effective Elimination Physically remove
(ANSI/ASSE Z690.1-2011) defines control the hazard
as a measure that modifies risk and may
include processes, policies, devices, prac- Substitution
tices or other actions. As indicated in the Replace the hazard
ISO standard, controls may not always
exert the intended or assumed modifying Engineering Isolate people
effect. Some in the profession use the term controls from the hazard
loss control; however, management of risk
involves controlling the risk rather than Administrative Change the way
just controlling the resulting loss. controls
people work
Reduction: Risk reduction, like risk con-
trol, seeks to minimize or reduce the like- Protect the
PPE
lihood and severity of an unwanted risk. Least worker with PPE
Reduction is defined as making something effective
smaller in size, amount or number.
A comprehensive approach to reducing Note. Adapted from “Hierarchy of Controls,” by NIOSH, 2015, www.cdc.gov/niosh/topics/hierarchy.
risk to an acceptable level often requires
layers of controls or defenses, or a combi- FIGURE 4
nation of preventive, protective, mitiga-
tive and control measures (Lyon & Popov, ANSI/ASSP Z10 HIERARCHY OF CONTROLS MODEL
2016). For example, Figure 1 shows a bow
tie analysis diagram, which identifies Most Controls Examples
preventive measures on the left side of the effective 1) Elimination •Design to eliminate hazards, such as falls,
bow tie (barriers positioned between the
hazardous materials, noise, confined
hazard-causes and the event) and the mit-
igation measures on the right side of the spaces and manual material handling.
bow tie (reactive measures between the 2) Substitution •Substitute for less hazardous material.
hazardous event and the consequences). •Reduce energy. For example, lower speed,
Both preventive and mitigative measures force, amperage, pressure, temperature
are risk reduction treatment strategies. and noise.
OSH professionals should understand 3) Engineering •Ventilation systems
these differences and make use of all the controls •Machine guarding
available risk reduction strategies to prop- •Sound enclosures
erly manage operational risk. •Circuit breakers
Risk Treatment Plans •Platforms and guard railing
Risk treatment plans can involve a single •Interlocks
control or multiple risk reduction measures •Lift tables, conveyors and balancers
to accomplish the risk reduction desired. 4) Warnings •Signs
Concepts such as inherently safer design, •Backup alarms
layers of protection, recognized and gener- •Beepers
ally accepted good engineering practices, •Horns
and safer technology and alternatives, •Labels
along with the hierarchy of controls should 5) Administrative Procedures
be incorporated into the risk treatment
controls •Safe job procedures
plan. Risk treatment options can include
the decision to 1) avoid the risk by choosing •Rotation of workers
to not engage in the activity or exposure; •Safety equipment inspections
2) eliminate the risk by removing the risk •Changing work schedule
source; 3) reduce the likelihood or reduce Training
the severity; 4) share the risk among other •Hazard communication training
parties such as contracts and risk financ- •Confined space entry
ing; and 5) retain the risk such as self-fund- 6) PPE •Safety glasses
ing or other risk-based decisions.
•Hearing protection
Risk treatment is a continuous process
that involves the formulation, selection •Safety harnesses and lanyards
and implementation of treatment plans, Least •Gloves
evaluating the residual risk levels after effective •Respirators
treatment to determine acceptability, and
for those that remain unacceptable, fur- Note. Adapted from Occupational Health and Safety Management Systems [ANSI/ASSP Z10-2012
ther treatment is required. For treatments (R2017)], by ANSI/ASSP, 2017, Park Ridge, IL: ASSP.

FIGURE 5
ANSI B11 SAFETY OF MACHINERY HAZARD CONTROL HIERARCHY
Risk reduction

measures Examples Influence on risk factors Classification
Most •Eliminate pinch points (increase •Impact on overall risk
preferred clearance) (elimination) by affecting
•Intrinsically safe (energy severity and probability of harm
containment) •May affect severity of harm,
Elimination or •Automated material handling frequency of exposure to the
Design out
substitution (robots, conveyors) hazard under consideration, and
•Redesign the process to eliminate or the possibility of avoiding or
reduce human interaction limiting harm depending on
•Reduced energy which method of substitution is
•Substitute less hazardous chemicals applied.
•Barriers •Greatest impact on the
Guards, •Interlocks probability of harm (occurrence
safeguarding •Presence sensing devices (light of hazardous events under
Engineering
devices and curtains, safety mats, area scanners) certain circumstances)
controls
complementary •Two-hand control and two-hand trip •Minimal, if any, impact on
measures devices severity of harm
•Enabling devices
•Lights, beacons and strobes •Potential impact on the
Awareness •Computer warnings probability of harm (avoidance)
devices •Signs and labels •No impact on severity of harm
•Beepers, horns and sirens
•Safe work procedures •Potential impact on the
Training and •Safety equipment inspections probability of harm (avoidance
Administrative
procedures •Training or exposure)
controls
•Lockout/tagout/verify •No impact on severity of harm
•Safety glasses and face shields •Potential impact on the
•Earplugs probability of harm (avoidance)
Least PPE •Gloves •No impact on severity of harm
preferred •Protective footwear
•Respirators
Note. Adapted from Safety of Machinery (ANSI B11.0-2015), by ANSI/B11, 2015, Houston, TX: B11 Standards.
FIGURE 6 FIGURE 7
TWO STAGE ITERATIVE APPROACH TO THE ANSI/ASSP Z590.3 PTD RISK
HIERARCHY OF CONTROLS & RISK REDUCTION REDUCTION HIERARCHY OF
CONTROLS MODEL
Action steps Goal Result
Controls
Most Risk avoidance: Prevent entry of hazards
preferred into a workplace by selecting and
•Change task, function, location
Stage 1 Eliminate Hazards incorporating appropriate technology and
•Substitution of materials eliminated work methods criteria during the design
processes.
Eliminate: Eliminate workplace and work
methods risks that have been discovered.
Substitution: Reduce risks by substituting
less hazardous methods or materials.
•Engineering controls
Engineering controls: Incorporate
•Awareness (e.g., warnings, signs Reduce risks to
engineering controls/safety devices.
and devices, placards) Balance/
a safe and
acceptable Warning: Provide warning systems.
Stage 2 •Safe operating procedures optimize Administrative controls: Apply
level (culture
•Training (e.g., operator main- drives the mix) administrative controls (e.g., the
tenance) organization of work, training, scheduling,
Least supervision).
•PPE
preferred PPE: Provide PPE.

Note. Adapted from Prevention Through Design: Guide-
lines for Addressing Occupational Hazards and Risks in
Note. Adapted from Safety of Machinery (ANSI B11.0-2015), by ANSI/B11, 2015, Design and Redesign Processes [ANSI/ASSP Z590.3-2011
Houston, TX: B11 Standards. (R2016)], by ANSI/ASSP, 2016, Park Ridge, IL: ASSP.

or controls that have been implemented, assessment 2) Reduce severity. Second-order inherent safety
of their effectiveness and reliability are required. measures; measures that treat the hazard by reduc-
This may require testing and verification of some ing the hazard’s intensity or severity.
degree to ensure that controls are working as ex- 3) Reduce likelihood. Second-order inherent safe-
pected. Also, it is important to determine that the ty measures; measures that reduce the likelihood of
implemented control measures have not created any the event or exposure.
unintended consequences or introduced new risks. 4) Passive safeguards. Layers of protection; mea-
sures that reduce the frequency or impact of the
RAGAGEP hazard without the need for external input or activa-
The term recognized and generally accepted good tion of the control. Examples include fixed guards,
engineering practices (RAGAGEP) was introduced barriers, dikes and containment buildings.
in 1992 by OSHA in the process safety management 5) Active safeguards. Layers of protection; mea-
(PSM) standard (29 CFR 1910.119). RAGAGEP in- sures that detect and respond to process deviations
volves the selection and application of appropriate that require external input and activation of the
engineering, operating and maintenance knowledge control to provide safety.
when designing, operating and maintaining chemi- 6) Procedural safeguards. Layers of protection;
cal facilities with the purpose of ensuring safety and measures such as operating procedures, management
preventing process safety incidents. This concept is in system procedures and administrative measures that
alignment with the prevention through design (PTD) rely on the human element to respond or perform.
concept of designing in such measures and managing Following the use of inherent safety measures,
risk throughout a system’s life cycle. The use of appli- the remaining hazards and their residual risk are
cable RAGAGEP as well as regulatory requirements minimized through the use of layers of protection
should be one of the first considerations made when including passive, active and procedural safeguards
selecting available risk treatments. to a level that is acceptable to the organization.
STAA & Inherent Safety The Hierarchy of Risk Treatment Strategies
Another risk reduction approach referenced in the Risk treatment selection should always be linked
OSHA PSM standard and U.S. EPA’s risk management to the concept of the hierarchy of controls to reduce
plan standard is the safer technology and alternatives risk to an acceptable level. Hazard and risk control
analysis (STAA) concept. STAA (Figure 2, p. 36) is the measures vary in their degree of risk reduction, effec-
concept of integrating various risk reduction strategies tiveness and reliability. The hierarchy of controls con-
that work toward making a facility and its chemical cept is structured with the most effective and reliable
processes as safe as possible (EPA, 2015; OSHA, 2017). risk reduction options at the top, descending to the
STAA follows a hierarchy of risk treatment op- least preferred option. The hierarchy model generally
tions beginning with the use of inherently safer starts with avoidance of risk (excluded in some mod-
technology or inherently safer design applied at the els), followed by elimination of risk, then substitution
process design stage (CCPS, 2008b; EPA, 2015). The of risk. From there, residual risk is controlled using
concept of inherently safer design and inherent safe- engineering controls, warning systems (also excluded
ty focuses on eliminating or reducing the hazards in some models), administrative controls and PPE.
associated with a set of conditions and is closely Various models exist. Unfortunately, OSH text-
aligned with the PTD concept. The concept of inher- books and others continue to refer to engineering
ent safety requires designers to attempt to eliminate controls as the highest level of control. It is import-
or reduce hazards that are identified at each stage in ant to recognize and understand the differences
the system’s life cycle, and design safety systems to among the various hierarchy of controls models.
control hazards rather than accept them. The theory Jensen (2007) provides a unique review of several
is that a process is inherently safer if it reduces or hazard control strategies. He lists nine strategies and
eliminates the hazards associated with materials shows their relationships with 1) Haddon’s (1980) 10
and operations used in the process. Such elimina- strategies for reducing damage of all kinds original-
tions and reductions of risk are permanent in the ly based on his energy control theory; 2) Johnson’s
system. It may not always be feasible to eliminate or (1975) “The Management Oversight and Risk Tree”;
minimize hazards, but the inherent safety concept 3) Asfahl’s (2004) list from Industrial Safety and
requires that this first be attempted. An inherently Health Management; and 4) Manuele’s (2003) list of
safer process should not, however, be considered nine strategies from On the Practice of Safety. Jen-
inherently safe or absolutely safe. There will always sen’s proposed strategies, which closely align with
be some residual risk. While implementing inherent Haddon’s list, are well explained in his article and
safety concepts will move a process in the direction presented in the following order:
of reduced risk, it will not remove all risks. 1) Eliminate the hazard.
The hierarchical steps for managing chemical and 2) Moderate the hazard.
process hazards and risk in the STAA approach are: 3) Avoid releasing the hazard.
1) Avoid hazard. First-order inherent safety mea- 4) Modify release of the hazard.
sures; measures that would avoid or eliminate the 5) Separate the hazard from that which
hazard altogether. needs to be protected.

FIGURE 8
HIERARCHY OF ERGONOMIC RISK CONTROLS
Control method Stage/application Control examples Effectiveness
Avoidance Conceptual stage Prevent entry of hazard into
New design workplace by design, selection of
High
technologies, equipment and work
methods.
Elimination Operational stage Eliminate existing hazard by
Existing processes changes in design, technologies, High
Redesign equipment and methods.
Substitution Conceptual stage Substitute materials, sizes, weights
Moderately
Operational stage and other aspects to a lower
high
Existing processes hazard severity or likelihood.
Engineering Conceptual stage Reduce hazard by changes to
controls Operational stage workplace, tools, equipment,
Moderate
Existing workstations fixtures, adjustability, layout,
Redesign lighting or work environment.
Administrative Operational stage Reduce exposure to hazard by
controls Practices and procedures changes in work practices, training, Moderately
job enlargement, job rotation, rest low
breaks or work pace.
PPE Operational stage Reduce impact of hazard to
Workers employee by use of protective
Low
equipment and materials such as
vibration attenuation gloves.
Note. Adapted from “Improving Ergo IQ: A Practical Risk Assessment Model,” by B.K. Lyon, G. Popov and K. Hanes, 2013,
Professional Safety, 58(12), pp. 26-34.
6) Help people perform safely. reduce the likelihood of its occurrence. A risk treat-
7) Use PPE. ment plan should include options and alternatives
8) Improve the resistance of that which that eliminate the hazard or reduce its risk.
needs to be protected. To provide OSH professionals a broader range
9) Expedite recovery. of risk reduction strategies that include inherently
Variations of control hierarchies exist, including safer design concepts, the authors have proposed a
those from NIOSH and ANSI standards, which are hierarchy of risk treatment (HORT) strategies hier-
presented in Figures 3 through 7 (pp. 37-38). The B11 archy model (Figure 9).
annex presents a unique and well-reasoned two-step The model includes 10 risk treatment strategies, or
approach to applying controls (Figure 6, p. 38). The tiers, which are divided into three categories: 1) de-
theory is that risk treatment should first attempt to sign/redesign; 2) engineering; and 3) administrative
eliminate or substitute the hazard, then consider, in controls. Design/redesign risk treatments, the first
descending order, engineering controls, awareness category, are the only risk treatments that are long
devices, safe operating procedures, training and PPE lasting and typically do not degrade over time. Haz-
(lower level controls) to reduce residual risk. ards avoided, eliminated or substituted through design
Among the established models, the ANSI/ASSP will not change unless the design feature is changed.
Z590.3 Prevention Through Design model (Figure 7, However, the second and third categories of risk treat-
p. 38) is considered the most complete hierarchy of ments are less resilient. Engineering controls can be
controls model since it includes risk avoidance and circumvented and, over time, tend to degrade, wear
warning systems. out or lose effectiveness. Such controls also require
For risks associated with ergonomics, the authors ongoing inspection, testing, maintenance and repair.
have developed a hierarchy of ergonomic risk con- Administrative controls are the least effective and de-
trols model based on the PTD hierarchy identifying grade more quickly due to variations in the quality of
application phases and control examples to aid the training, application and management, as well as orga-
user (Figure 8). nizational influences and human fallibility. For these
reasons, administrative controls are considered the last
A Hierarchy of Risk Treatment Model resort in the hierarchy. Following are brief descriptions
The objective of operational risk management is and examples of each risk treatment strategy:
to implement appropriate risk reduction plans to 1) Avoid. New hazards/risks are intentionally
reduce risks associated with each decision made to avoided in new designs, as well as in redesigns, ad-
achieve an acceptable risk level. OSH professionals ditions and modifications to existing systems and
should be able to effectively lead risk assessments, workplaces. Example: In a new facility, design all
develop appropriate risk reduction strategies and walking and working surfaces at the same level to
advise decision-makers in making appropriate avoid falls from heights.
decisions. Risk treatments (i.e., risk controls) are 2) Eliminate. Existing hazards/risks are elimi-
designed to reduce the risk of a hazard’s effects or nated or removed from systems/workplaces through

FIGURE 9
A HIERARCHY OF RISK TREATMENT INCORPORATING
INHERENTLY SAFER DESIGN CONCEPTS
redesign. Example: Eliminate a hazardous Avoid

chemical process from the workplace by re-
designing the process or remove it from the Eliminate
workplace and isolate it away from workers.
3) Substitute. New or existing hazards/ Substitute
risks are intentionally replaced with less Minimize
hazardous materials that meet the needs of
the system or workplace. Example: Replace Simplify
a highly hazardous chemical such as pure Passive control
sulfur dioxide with a less hazardous chem-
ical such as potassium meta-bisulfite. Active control
4) Minimize. The amount or quantity
of a particular hazard is minimized to a Warn
level that presents a lower severity risk.
Examples: Minimize the size and weight of Adminstrative
materials to a level that workers can easily
handle; use the smallest quantity of hazard-
ous materials feasible for a process; use the
PPE
lowest voltage or energy required; reduce
operating temperatures and pressures.
5) Simplify. The likelihood of error or
occurrence is reduced through simplify-
Note. Adapted from “Risk Management Tools for Safety Professionals” [Webinar], by B.K. Lyon
ing the systems or workplace processes and G. Popov, Sept. 6, 2018, Park Ridge, IL: ASSP.
and controls. Examples: Eliminate un-
necessary complexity in controls and
displays; reduce the number of steps to evaluate and consider which models and risk reduc-
complete a critical task; incorporate human factors tion strategies best serve the needs of their organiza-
engineering design into systems to reduce human tions and applications to achieve ALARP.
error potential.
6) Engineer with passive controls. Hazards are Risk Reduction Strategies Decision Tree
controlled or contained by passive engineering Risks should be prioritized to allow decision-mak-
controls that protect/function without activation. ers to act on the most important risk first so that
Examples: Install a containment dike around a appropriate resource allocations can be made for
hazardous material storage tank; install a fixed/per- risk avoidance, elimination, reduction or control.
manent guard on a machine; use hard/fixed barriers. For more complex situations, a risk treatment or
7) Engineer with active controls. Hazards are implementation plan may be required to document
controlled by active engineering controls that require the reasons for selecting control options, their ex-
activation to protect or function. Examples: Presence pected benefits and the methods of implementing the
sensing devices on machines; process controls and controls. Such a plan should identify who is respon-
safety instrumented systems (SIS); automatic fire sup- sible for implementing controls, the timeframe and
pression systems and sprinkler systems. resources necessary, and the key performance mea-
8) Warn. Awareness device that informs or sures, reporting and monitoring requirements of the
warns of residual risks by sight, sound or touch. implementation.
Examples: Forklift backup alarms; perimeter warn- Selection of the most appropriate risk reduction
ing tape and signage; highway rumble strips to strategies to achieve ALARP can be achieved by using
indicate drifting off road. a decision tree. Figure 10 (p. 42) illustrates such a risk
9) Administrative. Hazards are managed by ap- reduction strategies decision tree (Lyon & Popov, 2018b)
plying work procedures and worker training for safe that can be used in the risk treatment planning process.
operation of the system or workplace. Examples: A case example for applying risk reduction strate-
Written standard operating procedures and pro- gies follows:
tocols; employee orientation and training; behav- A manufacturing organization plans to
ior-based safety efforts. expand operations by doubling the size of
10) PPE. Hazards are managed by donning and the main facility. As part of the planning
wearing protective clothing and equipment to pre- process, a design and build team that
vent or reduce contact, exposure, and impact or includes OSH professionals is assembled.
harm from hazards. Examples: Respiratory protec- Upon the scoping and development of the
tion; flame-resistant clothing; fall protection harness conceptual designs, the OSH professionals
and lanyard. lay out safety specifications that support
Table 1 (p. 42) compares five hierarchy of controls the organization’s acceptable risk levels
models and their listed risk treatment strategies dis- and business objectives. The design team
cussed in this article. The models range from five to develops and uses a design safety specifica-
10 strategy levels or tiers. OSH professionals should tions checklist.

TABLE 1
HIERARCHY OF CONTROLS MODELS: STRATEGY TIERS
Hierarchy of controls models
Risk treatment NIOSH ANSI/ASSP ANSI/ASSP HORT
strategies PTD Z10 ANSI B11 Z590.3 model
Most Avoid -- -- -- 1 1
effective Eliminate 1 1 1 2 2
Substitute 2 2 2 3 3
Minimize -- -- -- -- 4
Simplify -- -- -- -- 5
Engineer: Passive -- -- -- -- 6
Engineer 3 3 3 4 --
Engineer: Active -- -- -- -- 7
Warn -- 4 4 5 8
Administrative 4 5 5 6 9
Least
effective PPE 5 6 6 7 10
FIGURE 10
RISK REDUCTION STRATEGIES DECISION TREE
Yes
Yes
No
Yes
Yes
No
Yes
No
No
No No
For each hazard identified or anticipated, od. The team reviews alternative mate-
the team, led by the OSH professionals, rials, chemicals or methods for their risk
determines its risk level and whether it is levels, perceived benefits, costs, ability to
acceptable to the organization, or if it re- satisfy operational objectives, and makes
quires further treatment. For risks that are a determination whether ALARP can be
unacceptable, the following process using achieved.
the risk reduction decision tree is used. If further risk reduction is required, the
Beginning with highest level risk reduc- team looks at the next strategy of minimiz-
tion strategy, avoidance/elimination, the ing the “quantity” of the hazard. Certain
team tests its feasibility. The team consid- materials, weights, sizes, chemicals or ener-
ers the risk level, what is possible, the antic- gy forms (e.g., voltage, pressure, tempera-
ipated costs and potential trade-offs. ture) can be reduced to ALARP.
If avoidance/elimination is not possible, For risks that can be reduced through
the team formally considers substitution simplified designs, controls or methods, the
with a less hazardous material or meth- team identifies acceptable solutions.

Bruce K. Lyon, P.E., CSP,
ARM, CHMM, is vice president
with Hays Companies. He holds a
B.S. in Industrial Safety and an M.S.
in Occupational Safety Management
from University of Central Missouri
The team selects engineering controls Center for Chemical Process Safety (CCPS). (UCM). He is a board member of
(2008a). Guidelines for hazard evaluation proce- Board of Certified Safety Profession-
based on their effectiveness as well as their
dures (3rd ed.). Hoboken, NJ: Wiley. als (BCSP), advisory board chair to
reliability beginning with passive devices UCM’s safety sciences program and
followed by active-type controls. The risk CCPS. (2008b). Inherently safer chemical pro-
cesses: A life cycle approach (2nd ed.). Hoboken, vice chair of ISO 31000 U.S. Technical
reduction strategies at this stage are con- NJ: Wiley. Advisory Group. Lyon is coauthor of
sidered higher level controls. However, the Federal Emergency Management Agency Risk Assessment: A Practical Guide
team is unable to reduce all risks to an ac- (FEMA). (2017). What is mitigation? Retrieved to Assessing Operational Risk and
ceptable level. from www.fema.gov/what-mitigation Risk Management Tools for Safety
The team incorporates warning devices Haddon, W., Jr. (1970). On the escape of Professionals. In 2018, he received
and administrative measures such as job tigers: An ecologic note. (Strategy options in the BCSP Award of Excellence. Lyon
hazard analyses, inspections, work proce- reducing losses in energy-damaged people and is a professional member of ASSP’s
property). MIT Technology Review, 72, 44-53. Heart of America Chapter, and a
dures, training and PPE into the risk reduc- member of the Society’s Ergonomics
tion plan. Haddon, W., Jr. (1980). The basic strategies
for reducing damage from hazards of all kinds. and Risk Management/Insurance
The plan is presented and discussed with practice specialties.
Hazard Prevention, 16(5), 8-12.
management decision-makers for approval, Jensen, R.C. (2007, Jan.). Risk reduction Georgi Popov, Ph.D., QEP,
modification and implementation. strategies: Past, present and future. Professional SMS, ARM, CMC, is a professor
Safety, 52(1), 24-30. in the School of Geoscience, Physics
Conclusion Johnson, W.G. (1975). The management over- and Safety (GPS) Sciences at UCM.
A large part of the OSH professional’s role is to sight and risk tree. Journal of Safety Research, He holds a Ph.D. from the National
advise and influence the organization in operational 7(1), 4-15. Scientific Board, an M.S. in Nuclear
risk issues. In the event of serious-injury-or-fatal- Lyon, B.K. & Hollcroft, B. (2012, Dec.). Risk Physics from Defense University
ity-level risks, the OSH professional should make assessments: Top 10 pitfalls and tips for im- in Bulgaria, and a post-graduate
clear to decision-makers the importance of imme- provement. Professional Safety, 57(12), 28-34. certification in environmental air
diate risk treatment and reduction. Cost-benefit Lyon, B.K. & Popov, G. (2016, March). The quality. In 2001, he graduated from
art of assessing risk: Selecting, modifying and the Command and General Staff
analysis and other justification tools may be needed
combining risk assessment methods to assess College at Fort Leavenworth, KS.
to help make the proper case, as well as an alternate risk. Professional Safety, 61(3), 40-51. He is coauthor of Risk Assessment:
plan to present to decision-makers in the event that Lyon, B.K. & Popov, G. (2017, Nov.). Com- A Practical Guide for Assessing
the primary plan is declined. Any such plans should municating and managing risk: The key result Operational Risk and Risk Manage-
be integrated into the organization’s management of risk assessment. Professional Safety, 62(11), ment Tools for Safety Professionals.
processes and discussed with stakeholders. Deci- 35-44. Popov is a professional member of
sion-makers and stakeholders must understand the Lyon, B.K. & Popov, G. (2018a). Risk manage- ASSP’s Heart of America Chapter,
residual risk levels resulting from the risk treatment ment tools for safety professionals. Park Ridge, a member of the Society’s Risk
plan, and its level of acceptability. Residual risk IL: ASSP. Management/Insurance Practice
levels should be documented and monitored for any Lyon, B.K. & Popov, G. (2018b, Sept. 6). Risk Specialty, and serves on ASSP’s Risk
management tools for safety professionals [We- Assessment Committee. He received
further treatment and continual improvement as binar]. Park Ridge, IL: ASSP.
part of the safety management system. the Heart of America Chapter’s
Lyon, B.K., Popov, G. & Hanes, K. (2013, Safety Professional of the Year (SPY)
The use of the hierarchy of controls models, such Dec.). Improving ergo IQ: A practical risk Award in 2015, the ASSP Region V
as those discussed in this article, should be standard assessment model. Professional Safety, 58(12), SPY Award in 2016, and ASSP’s Out-
practice for OSH professionals when developing risk 26-34. standing Safety Educator of the Year
reduction strategies to achieve ALARP. Considering Manuele, F.A. (2003). On the practice of safe- Award in 2017.
expanded models such as those that include addi- ty. Hoboken, NJ: John Wiley & Sons.
tional higher-level risk reduction options such as Manuele, F.A. (2008). Advanced safety man-
simplification, minimization, and other inherently agement: Focusing on Z10 and serious injury prevention.
Hoboken, NJ: John Wiley & Sons.
safer design concepts can prove beneficial to OSH
NIOSH. (2015). Hierarchy of controls. Retrieved from
professionals and their organizations in their quest www.cdc.gov/niosh/topics/hierarchy
to achieve and maintain ALARP. PSJ OSHA. (2017). Process safety management for petroleum
refineries: Lessons learned from the petroleum refinery
References process safety management national emphasis program
ANSI/ASSP. (2011). Vocabulary for risk management (OSHA 3918-08 2017). Retrieved from www.osha.gov/Pub
(National adoption of ISO Guide 73:2009; ANSI/ASSP Z690.1- lications/OSHA3918.pdf
2011). Park Ridge, IL: ASSP. Popov, G., Lyon, B.K. & Hollcroft, B. (2016). Risk assess-
ANSI/ASSP. (2016). Prevention through design: Guide- ment: A practical guide to assessing operational risks. Hobo-
lines for addressing occupational hazards and risks in ken, NJ: John Wiley & Sons.
design and redesign processes [ANSI/ASSP Z590.3-2011 U.S. Congress, Office of Technology Assessment (OTA).
(R2016)]. Park Ridge, IL: ASSP. (1985, April). Preventing illness and injury in the work-
ANSI/ASSP. (2017). Occupational health and safety place (OTA-H-256). Retrieved from https://ota.fas.org/
management systems [ANSI/ASSP Z10-2012 (R2017)]. Park reports/8519.pdf
Ridge, IL: ASSP. U.S. Environmental Protection Agency (EPA). (2015,
ANSI/B11. (2015). Safety of machinery (ANSI B11.0- June). Chemical safety alert: Safer technology and alterna-
2015). Houston, TX: B11 Standards. tives (EPA 550-F-15-003). Retrieved from www.epa.gov/
Asfahl, C.R. (2004). Industrial safety and health manage- sites/production/files/2015-06/documents/alert_safer
ment. Upper Saddle River, NJ: Pearson Prentice Hall. _tech_alts.pdf
BusinessDictionary. (2018). Prevention. Retrieved from
www.businessdictionary.com/definition/prevention.html

VANTAGE POINT
Peer-Reviewed
REMODELING
HEINRICH
An Application
for Modern Safety
Management
By E. Scott Dunlap, Bryan Basford and Michelle Smith
H
HERBERT WILLIAM HEINRICH was an employee of the engi- ment (Krause, 2011). Figure 1 presents incident rate data from
neering and inspection division of Travelers Insurance Co. 2003, the year in which the Standard Industrial Classification
He collected data from insurance claims and analyzed it to (SIC) changed to the North American Industry Classification
form a theory that he outlined in the first edition of Industrial System (NAICS), through 2014, the most recent year for which
Accident Prevention: A Scientific Approach, which was first BLS data are available.
published in 1931. His findings have served as the foundation of The BLS data could present a potential issue with Heinrich’s
much of the teachings in modern safety management. He was theory. Other recordable, restricted-work and lost-time rates
a pioneer in his era of occupational safety in that he sought to have decreased over time with no year-to-year increase. However,
establish a model that would predict incidents and the ratios in the fatality rate did increase between 2003 and 2004; 2005 and
which they would occur based on the data he examined. 2006; 2009 and 2010; and 2013 and 2014. This cursory analysis
As presented in the literature review, Heinrich’s theory has could support criticism of Heinrich’s theory, but a deeper analy-
become the object of much recent criticism. Heinrich used data sis is needed through an exploration of various industrial sectors.
based on a spectrum of industries insured by his employer. Of note, prior to a deeper analysis and considering the year-to-
Some critics have indicated through research that his model year fluctuations in fatality rates, the following percentages of
is inaccurate and that not enough information is available improvement exist over the period presented in Figure 1:
through his methodology to replicate his research. Critics al- •other recordable rate, 33%;
lege that minor incidents cannot be used to predict the volume •restricted-work rate, 34%;
of serious injuries and fatalities (SIFs), which has given rise •lost-time rate, 27%;
to a body of literature on SIFs. The criticism is also based on •fatality rate, 15%.
macro-level Bureau of Labor Statistic (BLS) data that indicate a The research presented in this article is not intended to be
reduction in other recordable, restricted-work and lost-time in- an exact comparison to Heinrich’s model. Instead, BLS data
juries, while fatalities have not experienced the same improve- were analyzed to determine whether the spirit of Heinrich’s
model has a space in contemporary safety management by
KEY TAKEAWAYS evaluating the degree to which minor incidents (i.e., record-
• This article presents the authors’ analysis of current Bureau of
Labor Statistics data at the national and industry sector levels to
able injury rates) can predict the occurrence of more severe
incidents (i.e., restricted-work, lost-time and fatality rates).
determine whether simple revisions to Heinrich’s theory are in The authors did not include near-hits in the current research
order rather than dispensing with it entirely, as has been recently due to lack of available data within the context of the BLS
suggested. data, although near-hits were a component of Heinrich’s
• The authors determine that Heinrich’s theory has merit in con-
temporary safety management through an analysis of recordable,
model. Due to BLS data being utilized at the industry sec-
tor level, the authors acknowledge that they did not analyze
restricted work, lost-time and fatality data at the national and unique variables within each industry sector and organiza-
industry sector levels. tions contained in each sector that can influence incident oc-
• The authors determine that instead of a singular model, multiple
models are in order as evidenced by the “house” models presented
currence. Such variables affecting safety culture could include
organizational policies, management philosophies, number
in the research findings. of workers in the organization, level of diversity, tasks per-

formed, exposure to risks, condition and type of equipment
and tools available, and pay scales.
Literature Review
Research related to Heinrich’s theory has been mixed. Seward
and Kestle (2014) performed a study on the relevance of Heinrich’s
theory in modern reconstruction projects by reviewing incident
data from rebuilding projects in Christchurch, New Zealand.
Seward and Kestle felt that Heinrich’s safety pyramid was still rel-
evant to the safety practices on construction sites, as they found a The research presented in this article is
ratio of 20-5-1, which is at least in the spirit of Heinrich’s model.
Radvanska (2010) states that the focus must be a more bal- intended to extend the dialogue and
anced approach and that focusing too heavily on major incidents
is also cause for concern when there are many more significant present potential modifications that can
opportunities to provide a better basis and better control of ma- be made to the foundation that
jor incidents at the bottom of the pyramid. They say collected
data reveal that the triangle model presented by Heinrich may Heinrich established.
not actually be an equilateral triangle, depending on the safety
culture of the individual company in which it is used.
Dislodging the long-held beliefs that Heinrich’s theory is
Johnson (2011) states that still under debate is whether the
law is a daunting challenge for modern safety professionals.
influence of Heinrich is good or bad. She says that many safety
Heinrich’s work should serve as a guideline for planning safety
professionals are calling for the debunking of Heinrich’s theory
initiatives, but should not be the sole focus, as it leaves out an
and for its removal from all safety language and training, cit-
entire realm of possible hazards, including system design and
ing its age and the continual question of whether his research
overall culture. The belief that the majority of incidents are the
would hold up to modern methods and peer review. She cites
fault of the worker enables upper-level management to simply
Manuele, who notes that Heinrich revisited his 300-29-1 ratio
insure against major losses as a result of an inevitable incident,
in subsequent editions of his work but failed to explain it out-
and further keeps the safety profession from better ensuring
side of his 1931 first edition.
the safety of the worker. Because of this, many professionals
Johnson (2011) says that critics of Heinrich’s work note that
call for the complete removal of Heinrich’s ideas. Some pro-
focusing on “man-failure,” as is supposed by Heinrich (1931)
fessionals, however, feel that more research is needed, using
suggesting that 88% of accidents occur due to the unsafe acts of
Heinrich as a litmus test but striving to advance the profession
man, lead safety professionals to focus too heavily on workers
through professional research (Johnson, 2011).
rather than on the systems in which they operate. Accidents
Executives often rely solely on OSHA injury rates or large
often have multiple causes, Johnson notes, not solely the failure
penalties to assess their overall safety performance. When
of one person or piece of equipment, and should be investigated
something catastrophic occurs, especially at a location with a
more diligently by safety professionals.
low overall injury rate, many executives are caught off-guard
and chalk it up to chance (Krause, 2011).
FIGURE 1 Companies often cite that they were op-
U.S. BLS RATE DATA, 2002-2014 erating under the premise of Heinrich’s
theory, that by reducing the number of
minor incidents the company would be
4.5 4.1 4.2 able to eliminate or at least drastically
4 4 4
4 3.7 3.6
reduce the occurrence of major incidents.
3.5 3.5 3.4 3.4 Krause (2011) states the root cause for
3.5 3.3
major incidents lies not in Heinrich’s
3 theory that frequency breeds severity, but
2.4 2.3 rather in the entire metric by which safety
2.5 2.2 2.1 2.1 2.1 2 1.9 1.9 is measured as a whole. Heinrich’s theo-
2 1.8 1.7 ries have been debunked by current BLS
1.5 1.6
1.4 1.4 1.3 data, which has shown a decrease in the
1.5 1.2 1.2 1.2 1.2 1.2 1.1 1.1 1.1 number of minor incidents, but the more
1 serious injuries and fatality rates have re-
1.1 1.1 1 1
0.5 0.9 0.8 0.8 0.8
mained constant, even showing increases
PHOTODISC/PHOTODISC/GETTY IMAGES
0.7 0.7 0.7 0.7 in some cases (Krause).

0 Krause (2011) also notes that proper
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 identification of factors leading to SIFs
Other recordable Restricted work Lost time Fatality must be a priority. He says that many SIFs
have identifiable precursors and assuming
Note. Data from “Injuries, Illnesses and Fatalities,” by Bureau of Labor Statistics (BLS), 2015, the conditions that led to the SIF have
retrieved from www.bls.gov/iif/oshsum.htm; and “Census of Fatal Occupational Injuries (CFOI): never previously occurred is a fatal flaw
Current and Revised Data,” by BLS, 2016, retrieved from www.bls.gov/iif/oshcfoi1.htm#rates. in safety professionals’ thought processes.
According to Krause, safety professionals

TABLE 1
RESULTS USING RECORDABLE CASES TO PREDICT FATALITY CASES
Simple linear regression model results using recordable cases to predict fatality cases for each industry sector.
95% CI for average

fatalities for 1
recordable case per 100
Estimated Slope Lower Upper
Sector n regression line R2 P-value limit limit
Agriculture, forestry, fishing 41 = 63.59 - 9.75 x 0.07 0.10 35.28 72.4
and hunting (11)
Mining (21) 22 = 11.04 + 6.65 x 0.16 0.07 15.53 19.84
Construction (23) 8† = 8.0 + 0.98 x 0.45 0.08 7.89 10.14
Manufacturing (31-33) 85 = 0.94 + 1.28 x 0.10 0.00 0.88 3.57
Wholesale trade (42) 19 = 6.9 - 1.3 x 0.14 0.11 4.80 6.36
Retail trade (44-45) 56 = 5.48 - 0.88 x 0.02 0.18 3.30 5.91
Transportation and 63 = 12.31 - 0.46 x 0.00 0.80 8.90 14.80
warehousing (48-49)
Utilities (22) 10† = -2.0 + 3.7 x 0.66 0.00 0.55 2.90
Information (51) 8† = 0.89 + 0.92 x 0.16 0.33 1.24 2.37
Finance and insurance (52) 10† = -0.0 + 0.9 x 0.34 0.08 0.38 1.32
Real estate, and rental and 14 = -3.8 + 5.5 x 0.52 0.00 0.09 3.19
leasing (53)
Professional, scientific and 10† = 0.5 + 0.6 x 0.19 0.20 0.71* 1.36*
technical services (54)
Management of companies 0 -- -- -- -- --
and enterprises (55)
Administrative and support, 10† = 3.68 + 2.03 x 0.32 0.09 4.98 6.44
and waste management and
remediation services (56)
Educational services (61) 10† = 0.6 + 0.3 x 0.03 0.64 0.42 1.28
Healthcare and social 33 = 1.18 - 0.14 x 0.34 0.00 0.89 1.19
assistance (62)
Arts, entertainment and 17 = -1.6 + 2.07 x 0.66 < .0001 -1.16 2.06
recreation (71)
Accommodation and food 18 = 0.6 + 0.58 x 0.17 0.09 0.21 2.19
services (72)
Other services, except public 27 = -1.25 + 3.05 x 0.24 0.01 0.90 2.71
administration (81)
Note. *Extrapolation of the model; † Level 2 analysis.
should look beyond the numbers, realize that Heinrich was Manuele (2011) says Heinrich’s original sources have been
wrong, and work to develop new and better methods of preven- lost to time and only the first four editions of his book remain;
tion. Process safety must be better understood, and the organi- there is no way to determine how Heinrich gathered his data,
zation’s culture should reflect the desire for top leadership to do the quality of the data he obtained, or how effective his data
more to prevent SIFs (Krause). analytics were. Manuele says that Heinrich’s work would not
Nash (2008) communicates a similar message regarding BLS stand up to modern peer review and that much of the terminol-
data, stating that those who are skeptical of the validity of Hein- ogy he used would be considered sexist by today’s standards.
rich’s theory may believe that the data shown by BLS refutes it. Manuele notes that Heinrich’s work is focused heavily on
He notes that BLS data show an increase in the number of fatal applied psychology and that many safety practitioners could
work injuries between 2005 and 2006 but show a fatality rate not effectively apply the psychological emphasis of Heinrich in
that remained constant for the same period. Based on Heinrich’s their daily incident prevention efforts.
model, one would expect the rate to increase along with the Heinrich attributes 88% of the causes of accidents to
number of fatalities (Nash). Because of this discrepancy, it is im- “man-failure,” and believed that psychology was an important
portant for safety professionals to change their view on incident element in remedying those problems. Heinrich advocated for
investigations and subsequent corrective actions, employee be- prevention of the first proximate cause of an incident, which
havior and risk management, and engineering controls. was generally the easiest to correct. Manuele (2011) states this

TABLE 2
RESULTS USING RECORDABLE CASES TO PREDICT LOST-TIME CASES
Simple linear regression model results using recordable cases to predict lost-time cases for each industry sector.
95% CI for average lost

time for 1 recordable
case per 100
Agriculture, forestry, fishing
46 = 1.24 + 0.29 x 0.22 0.00 1.28 1.78
and hunting (11)
Mining (21) 30 = -0.02 + 1.19 x 0.59 0.00 1.04 1.30
Construction (23) 29
= 0.27 + 0.67 x 0.80 0.00 0.81 1.06
Manufacturing (31-33) 210 = 0.14 + 0.51 x 0.71 0.00 0.59 0.70
Wholesale trade (42) 26 = 0.13 + 0.80 x 0.48 0.00 0.77 1.07
Retail trade (44-45) 117 = 0.26 + 0.46 x 0.33 0.00 0.61 0.83
Transportation and
98 = 0.45 + 1.06 x 0.35 0.00 1.29 1.75
warehousing (48-49)
Utilities (22) 10 = 0.09 + 0.59 x 0.85 0.00 0.57 0.78
Information (51) 55 = 0.46 + 0.10 x 0.02 0.29 0.47 0.66
Finance and insurance (52) 43 = 0.06 + 0.38 x 0.21 0.00 0.32* 0.56*
Real estate, and rental and
29 = 0.01 + 0.76 x 0.71 0.00 0.67 0.87
leasing (53)
Professional, scientific and
10 = 0.08 + 0.28 x 0.24 0.15 0.22* 0.51*
Management of companies
10† = 0.11 + 0.38 x 0.81 0.00 0.44 0.54
Administrative and support,
and waste management and 20 = -0.05 + 1.02 x 0.65 0.00 0.71 1.24
Educational services (61) 10 = 0.34 + 0.22 x 0.42 0.04 0.49 0.63
Healthcare and social
40 = 0.45 + 0.37 x 0.39 0.00 0.52 1.13
assistance (62)
Arts, entertainment and
29 = 0.57 + 0.29 x 0.48 0.00 0.64* 1.07*
recreation (71)
Accommodation and food
20 = 0.25 + 0.39 x 0.14 0.11 -0.04 1.32
services (72)
Other services, except public
30 = 0.24 + 0.48 x 0.36 0.00 0.60 0.84
administration (81)
focus does not account for the dynamic, complex environment a comprehensive incident investigation is the only way to uncov-
in which incidents occur, and that focusing only on the first er all of these causes, not just “man-failures” (Manuele, 2011).
cause does a disservice to those affected by the incident, citing Due to the varying perspectives regarding the relevancy
the complex natures of both the 2003 Space Shuttle Columbia of Heinrich’s theory in contemporary safety management,
disaster and the 2010 Deepwater Horizon explosion. additional research is needed. The research presented in this
According to Manuele (2011), when the focus is placed too article is intended to extend the dialogue and present potential
heavily on the failures of workers as a root cause of an incident, modifications that can be made to the foundation Heinrich
management is often excused as a causal factor, as blaming the established.
workers is the path of least resistance. There are often several
causal factors of an incident, he says, including cultural factors Methodology
within the organization that are not often accounted for by a Building on information presented in the literature review,
superficial investigation. While human error at the worker level the authors used a 9-year history of BLS data to analyze trends
accounts for a large portion of the incident causes, what is not of- related to other recordable injuries, restricted-work injuries,
ten considered are the failures of management that have allowed lost-time injuries and fatalities. To present a more accurate un-
both unsafe environments and unsafe practices to continue. derstanding of trends accounting for hours worked, the authors
Maintenance and design factors also must be accounted for, and used rates rather than volume of cases.

TABLE 3
RESULTS USING RECORDABLE CASES TO PREDICT RESTRICTED-WORK CASES
Simple linear regression model results using recordable cases to predict restricted-work cases for each industry sector.
95% CI for average

restricted work for 1
recordable case per 100
Agriculture, forestry, fishing
41 = 0.369 + 0.31 x 0.14 0.01 0.31 1.02
and hunting (11)
Mining (21) 30 = -0.03 + 0.53 0.63 0.00 0.45 0.56
Construction (23) 29 = 0.27 + 0.24 x 0.41 0.00 0.40 0.61
Manufacturing (31-33) 211 = 0.19 + 0.60 x 0.56 0.00 0.70 0.88
Wholesale trade (42) 24 = -0.01 + 0.76 x 0.35 0.00 0.55 0.96
Retail trade (44-45) 114 = -0.20 + 0.61 x 0.30 0.00 0.25 0.56
Transportation and
98 = -0.47 + 1.02 x 0.51 0.00 0.38 0.70
warehousing (48-49)
Utilities (22) 10 = 0.03 + 0.49 x 0.89 0.00 0.44 0.59
Information (51) 49 = 0.23 + 0.04 x 0.02 0.35 0.22 0.31
Finance and insurance (52) 28 = 0.06 + 0.19 x 0.04 0.29 0.09* 0.42*
Real estate, and rental and
21 = -0.13 + 0.60 x 0.55 0.00 0.34 0.60
leasing (53)
Professional, scientific and
10 = -0.03 + 0.25 x 0.17 0.24 0.07* 0.38*
Management of companies
10† = -0.05 + 0.44 x 0.79 0.00 0.34 0.45
Administrative and support,
and waste management and 20 = -0.35 + 0.78 x 0.66 0.00 0.23 0.63
Educational services (61) 10 = 0.26 + 0.00 x 0.00 1.00 0.16 0.36
Healthcare and social
40 = -0.08 + 0.45 x 0.34 0.00 -0.05 0.78
assistance (62)
Arts, entertainment and
27 = 0.90 + 0.02 x 0.00 0.76 0.70* 1.14*
recreation (71)
Accommodation and food
20 = -0.51 + 0.56 x 0.12 0.14 -1.04* 1.14*
services (72)
Other services, except public
30 = 0.50 - 0.05 x 0.02 0.46 0.37 0.51
administration (81)
This study departs somewhat from the context of Hein- from SIC to NAICS, thus allowing continuity of industry sector
rich’s theory in that it excludes near-hit and first-aid cases, comparison between years, uniform specific categorization of
which do not appear in BLS data. Using BLS data provides a the NAICS natural resources and mining sector, and the trade,
degree of reliability, although it is open to critique due to the transportation and utilities sector first appeared within the
system through which information is reported for inclusion. fatality data tables in 2006. The creation of these two data cate-
BLS data provide an opportunity to remain within the spirit gories in the 2006 fatality data established a starting point from
of Heinrich’s theory by evaluating cases that are minor (other which fatality data could be analyzed, along with the precise
recordable cases) and that are severe (lost time and fatalities). list of industry sector categories presented in the BLS injury
BLS data also support extending the research-based dialogue and illness tables. The final year of analysis was 2014 because
regarding Heinrich’s contribution to occupational safety man- it was the most recent year of data provided at the time the
agement in that this data has been used to refute Heinrich’s research was conducted. In addition to national data, the au-
theory (Krause, 2011; Nash, 2008). thors also analyzed data at the primary industrial sector level,
BLS injury data (BLS, 2015) and fatality data (BLS, 2016) were advancing one step beyond national level data. These industry
analyzed for the 9-year period from 2006 through 2014. Al- sectors included:
though 2003 could have served as the initial year for evaluation •agriculture, forestry, fishing and hunting (NAICS 11)
because that was when industrial classification codes changed •mining (NAICS 21);

FIGURE 3
CONSTRUCTION
FIGURE 2 DATA HOUSE
NATIONAL DATA HOUSE
each industry sector to test the ability of
the independent variable recordable rate
to predict the occurrence of the three de-
pendent variables: 1) restricted-work rate;
2) lost-time rate; and 3) fatality rate. The
corresponding simple linear regression
models were used to estimate with 95%
confidence the dependent variable on
average when there was one recordable
incident per 100 workers within each in-
FIGURE 5 dustry sector. The models did not account
for variables that might exist within each
FIGURE 4 TRADE, TRANSPORTA- industry sector or organization that could
MANUFACTURING TION & UTILITY affect incident occurrence due to such
DATA HOUSE DATA HOUSE data not being available for inclusion.
The researchers also used descriptive
statistics to establish visual models as
compared to Heinrich’s triangle. The
models presented identify the percentage
of improvement (or lack thereof) over the
9-year period covered within the scope of
this research in other recordable, restrict-
ed-work, lost-time and fatality rates.
Research Findings & Analysis

When examining the regression models
to predict fatalities across all sectors, we see
Figures 2 through 5 show the percentage of improvement in incident rates across the four that NAICS sectors 31-33, 22, 53, 71 and 81
measured categories of other recordable (green), restricted work (yellow), lost time (or- all have significant positive slopes at the 5%
ange) and fatality (red). significance level, whereas NAICS sector 62
has a negative slope at the 5% significance
•construction (NAICS 23); level (Table 1, p. 46). The regression models used to predict lost-
•manufacturing (NAICS 31-33); time cases all had significant positive slopes with the exception of
•wholesale trade (NAICS 42); sectors 51, 54 and 72 (Table 2, p. 47). The regression models used
•retail trade (NAICS 44-45); to predict restricted work cases that had positive slopes were all
•transportation and warehousing (NAICS 48-49); sectors except 51, 52, 54, 61, 71, 72 and 81 (Table 3).
•utilities (NAICS 22); When examining the regression models within each sector,
•information (NAICS 51); we see that NAICS sectors 11, 21, 23, 31-33, 22, 53 and 56 all had
•finance, insurance and real estate (NAICS 52-53); positive slopes at the 10% significance level. This means that for
•real estate, and rental and leasing (NAICS 53); each recordable incident per 100 workers, the average restrict-
•professional scientific and technical services (NAICS 54); ed-work cases per 100 workers increased, the average lost-time
•management of companies and enterprises (NAICS 55); cases per 100 workers increased and the average fatalities per
•administrative and support, and waste management and 1,000 workers increased by the slopes given in the respective
remediation services (NAICS 56); regression model.
•educational services (NAICS 61); When analyzing the percentage of improvement nationally
•healthcare and social assistance (NAICS 62); and within industry sectors across the categories of other re-
•arts, entertainment and recreation (NAICS 71); cordable, restricted-work, lost-time and fatality rates, albeit lag-
•accommodation and food services (NAICS 72); ging measures, a revised image appears when utilizing stacked
•other services, except public administration (NAICS 81). bar graphs (Figures 2 through 12, pp. 49-51). This “house” im-
Analyzing data at the industry sector level provided a more age provides one aspect of identifying where opportunities exist
granular understanding of performance within different infor improvement in addressing relevant systems issues through
dustries rather than only analyzing data at the macro level of proactive safety activities (leading measures).
national performance. This level of analysis provides greater Following Heinrichian logic, one might expect to see an
insight into specific issues that can be addressed when applying evenly built block house in which a percentage reduction in
Heinrich’s theory in light of current performance. lower severity incidents (other recordable incidents building
In this research, separate simple linear regressions were per- up to recordable incidents) would equate to an equal percent-
formed to predict fatality, restricted-work and lost-time cases age reduction in greater severity incidents (lost-time incidents
using the recordable cases as the predictor variable. In addi- building up to fatality incidents). This expectation is somewhat
tion, the simple linear regression models were used to estimate present nationally as well as in the construction, manufactur-
with 95% confidence the average number of fatalities per 1,000 ing, and trade, transport and utility industry sectors. Figures
workers when there was one recordable incident per 100 work- 2 through 5 show the percentage of improvement in incident
ers. Three separate linear regression models were used within rates across the four measured categories of other recordable

FIGURE 7
FIGURE 6 PROFESSIONAL &
INFORMATION BUSINESS SERVICES
DATA HOUSE DATA HOUSE
(green), restricted work (yellow), lost time
(orange) and fatality (red).
These models somewhat depict what
might be expected following Heinrich’s
theory. They also demonstrate an increas-
ing opportunity to apply information
produced through a focus on SIFs. While
construction has experienced a consis-
tent level of performance improvement
in other recordable, restricted-work and
lost-time incident rates, a large decrease FIGURE 8 FIGURE 9
appears when comparing the level of per- EDUCATIONAL & LEISURE, ENTERTAIN-
formance improvement related to fatali-
ties. This analysis could point to the need HEALTH SERVICES MENT & HOSPITALITY
for an increased level of activity related to DATA HOUSE DATA HOUSE
risk assessment and follow-up related to
high-risk tasks.
When applying the house model to
other industries, a much different story is
revealed. Industries falling into a category
of moderately fitting the house model
include information, professional and
business services, educational and health
services, and leisure, entertainment and
hospitality. These industry sectors in-
dicate improvement in each of the four
measured categories, although there is no The industry sectors represented in Figures 6 through 9 indicate improvement in each of
uniform improvement in escalating cate- the four measured categories, although there is no uniform improvement in escalating
gories of severity. categories of severity.
The three remaining industries of natu-
ral resources and mining, finance, insur-
ance and real estate, and other services fall into a more severe the precise 300-29-1 ratio presented in Heinrich’s theory, but
category of complying with the house model in that not only we may find a similar ratio, such as the 20-5-1 ratio found by
is there incongruity of performance across the four measured Seward and Kestle (2014).
categories, but also these industries experienced no improve- Second, “frequency breeds severity” is an age-old maxim
ment in one category. that has been connected to Heinrich’s theory and has been
criticized upon various BLS data analyses. This statement holds
Discussion & Implications opportunity for remodeling in the context of linear regression
Heinrich’s theory has come under a great deal of recent crit- findings and the house depictions of the BLS data presented in
icism for three primary reasons. First, it has been stated that this research. Rather than completely dispensing with Hein-
Heinrich’s research would not stand up under modern peer-re- rich’s concept in an attempt to fully embrace an alternative of
viewed scrutiny. Although this assumption can be supported efforts in the area of SIFs, an option is to evolve the statement
utilizing the fact that his data are not available, one could to “frequency sometimes breeds severity.” This statement ac-
equally assume that it would stand up under modern peer-re- counts for both the value of Heinrich’s theory as is evidenced
viewed scrutiny if his data were available. Context is essential by the BLS data and the need to address SIFs where incidents
in understanding this dilemma. Heinrich was an independent occur that are uniquely tied to specific industrial risks that are
researcher who collected data from his place of employment not accounted for in other levels of data analysis, such as other
to make an impact in an area in which he was passionate: the recordable rates and behavior-based observation data. In the
protection of human life. His model makes intuitive sense house models in which variance appears, opportunity exists to
when considering statistical probability and human error. For further research these industry sectors to determine the degree
example, a growing body of research exists regarding the risks to which safety and health management systems have been es-
associated with distracted driving, such as eating or texting tablished. A lack of such systems could be a primary reason for
while driving. The greater frequency at which a population unequal distributions of improvement. In addition to SIFs, fo-
engages in distracted driving could result in a volume of in- cus could also be applied in the area of risk assessment related
cidents in which a motorist might swerve or abruptly apply to incidents that occur in categories in which low performance
the brakes to avoid a collision (minor events), and the more improvement is indicated.
likely we are to see auto incidents resulting in property damage Third, Heinrich clearly presents the notion that the worker
(moderate events). The more that population experiences the is at fault for incidents in his second axiom of industrial safe-
outcome of property damage incidents, the more likely we are ty: “The unsafe acts of persons are responsible for a majority
to see incidents that involve a fatality (severe event). When ap- of accidents” (as cited in Petersen, 2001, p. 10). When used
plying Heinrich’s theory to modern occupational safety issues as a sound bite, this axiom could lead one to conclude that
and unique industries or work environments, we may not find Heinrich placed too much emphasis on the worker. However,

FIGURE 11
FIGURE 10 FINANCE, INSURANCE
NATURAL RESOURCES & REAL ESTATE
& MINING DATA HOUSE DATA HOUSE
in which an established near-hit reporting
process is in place, data collection can be
problematic because of the assumption
that the volume of near-hit reports gath-
ered during a given period is a quantifiable
whole. In an organization in which safety
is a significant component of the organiza-
tional culture, employees may still fail to
report near-hits because they do not want
to take the time to do so or because they
FIGURE 12 personally do not see value in the process.
For the industry This calls into question establishing near-hit incidents in the in-
OTHER SERVICES sectors represent- clusion of a model that can yield accurate information regarding
DATA HOUSE ed in Figures 10 safety performance and improvement. Rebbitt (2014) identified
through 12, there a similar issue when citing a ConocoPhillips Marine study in
is incongruity which at-risk behaviors and near-hits were qualified as “estimat-
of performance ed” in creating a revised pyramid model.
across the four The findings of the research presented in this article do not
measured catego- refute Heinrich’s theory, but build upon the concepts he pre-
ries. In addition, sented and interpret them in light of current available national
these industry data. Heinrich’s theory should remain as a respected component
sectors expe- of the history of safety management and presented within the
rienced no im- safety profession in its historical context while continuing to
provement in one evolve and build upon it, as has been presented here in the form
category. of a house as a way to view the interaction of prevention efforts
a further exploration of his fourth and fifth axioms illuminate that result in outcomes among the categories of other recordable,
his multifaceted approach to the system in which the worker restricted-work, lost-time and fatality rates. Such work can honor
exists. Heinrich found reasons for unsafe acts and conditions to the work of a forefather of the profession while striving to adapt
include improper attitude, lack of knowledge or skill, physical relevant principles to modern safety management.
unsuitability and improper environment. Management and The linear regression results indicate that in a number of cases,
the system at work in an organization can have a direct impact minor incidents (quantified within the scope of this research
on all four of these issues. Management can impact the cul- as other recordable injury rates) do indeed predict more severe
ture of an organization, which can in turn have an impact on incidents (quantified within the scope of this research as restrict-
a worker’s attitude. Management is responsible for providing ed-work, lost-time and fatality rates). Although the data may not
safety training, which impacts the worker’s knowledge or skill. exactly match Heinrich’s ratios, these results are precisely within
Physical unsuitability can be addressed through management the spirit of what Heinrich was communicating, which makes
consideration of ergonomics. The environment can be impacted the concept of dispensing with Heinrich’s theory a premature
by budgetary decisions made by management or the culture it action. Rather, further investigation should be conducted within
fosters. Heinrich also presented engineering revision, persua- industries, organizations and local facilities to determine how
sion and appeal, personnel adjustment and discipline as tools or whether Heinrich’s concepts fit after evaluating the degree to
that can be used to prevent accidents, all of which are under the which risk assessments are being conducted and addressed, and
control of management. Heinrich does not present workers as a the degree to which safety and health management systems are
mutually exclusive entity, but rather presents them as having a in place (in the spirit of Heinrich’s axioms).
dynamic relationship with management. It is a both/and prop- An analysis of fatality rates has nationally demonstrated a
osition in which the conduct of one can impact the other, re- 15% improvement over the period of 2002 to 2014, which spans
sulting in an accident (negatively) or the development of a safe the current NAICS industry classification system. Data should
work environment (positively). be further analyzed to determine the role of SIFs and risk as-
These axioms should be interpreted in their historical con- sessment within specific industry sectors or individual opera-
text. They were established in a reactive era that included a cy- tions. For example, the national fatality data are greatly skewed
cle of incident occurrence, investigation conducted, and issues by the large volume of fatalities within the natural resources
addressed. Heinrich’s axioms actually underpin much of what and mining, and construction industries, with fatality rates of
was introduced approximately 7 decades later when manage- approximately 21 and 10, respectively (accounting for 43% of all
ment systems were first addressed on a large scale through the fatalities in the U.S. in 2014) compared to all other industries
establishment of ANSI Z10 and, more recently, ISO 45001. Al- having fatality rates of approximately 5 or below. These two
though Heinrich addressed the manifestation of a failure being industries present an obvious need to address issues from mul-
at the point of worker activity, he did not appear to negate the tiple facets that are leading to the occurrence of fatalities.
responsibility of the system in which the error occurred, as is Incident rate improvement should also be viewed in light
evidenced in a holistic reading of his axioms. of current incident rates within various industrial sectors in
A specific replication of Heinrich’s theory is problematic, which incident rates might be considered as low, thus im-
which is why the research presented in this article uses BLS data. pacting the amount of incremental improvement that can be
Beginning at the level of near-hit reporting can be challenging expected. For example, the restricted work rate in the finance,
due to reporting issues. Even within an organizational context insurance and real estate sector in 2014 was 0.2, which could

make large percentage of improvement gains challenging to Heinrich, H.W. (1931). Industrial accident prevention: A scientific ap-
realize, and incremental gains might be typically expected. proach. New York, NY: McGraw-Hill.
Over time as rates greatly lessen, the percentage of improve- Heinrich, H.W. (1941). Industrial accident prevention: A scientific ap-
ment might tend to lessen, which calls into question the need proach (2nd ed.). New York, NY: McGraw-Hill.
Johnson, A. (2011). Examining the foundation: Were Heinrich’s theo-
for a timeline remodeling of Heinrich’s theory at a point when a
ries valid, and do they still matter? Safety+Health, 184(4), 62.
relatively low rate is reached. Krause, T. (2011, Oct. 1). Accidents just happen? Leadership can pre-
Additional research is needed to determine the role of risk vent serious injuries and fatalities. Industrial Safety & Hygiene News.
assessment, and safety and health management systems within Retrieved from www.ishn.com/articles/91809-accidents-just-happen
various industries. An underlying assumption of Heinrich’s Lander, L., Eisen, E.A., Stentz, T.L., et al. (2011). Near-miss reporting
theory might be that organizations are working to manage oc- system as an occupational injury preventive intervention in manufac-
cupational safety. Such research could verify whether Heinrich’s turing. American Journal of Industrial Medicine, 54(1), 40-48.
theory indeed holds true due to the reflection of expected data in Manuele, F.A. (2011, Oct.). Reviewing Heinrich: Dislodging two
the house model in the areas of other recordable, restricted-work, myths from the practice of safety. Professional Safety, 56(10), 52-61.
lost-time and fatality cases. Research on risk assessment could Mattis, G.T. (2011). Severity study in reverse: Testing Heinrich’s safety
pyramid. In Proceedings of Safety 2011 ASSP’s Professional Development
yield beneficial information as to its impact on all levels of inci- Conference and Exposition, Chicago, IL.
dents, to include those addressed by a specific emphasis on SIF Nash, J. (2008, Nov. 4). EHS worldwide horizons: Preventing death on
where applicable rates are high. Research on safety and health the job. Industrial Safety & Hygiene News. Retrieved from www.ishn.com/
management systems could identify best practices, possibly chal- articles/87745-ehs-worldwide-horizons-preventing-death-on-the-job
lenging long-held beliefs that have been accepted in the safety Petersen, D. (2001). Safety management: A human approach (3rd ed.).
profession, and can determine the relationship between manage- Des Plaines, IL: ASSP.
ment systems activities and incident performance. Radvanska, A. (2010). Accident losses elimination by means of safety
Petersen (2001) presents the safety profession as having dis- pyramid analysis. Annals of Faculty of Engineering Hunedoara—Inter-
tinct eras of historical evolution: national Journal of Engineering, 8(1), 73-76.
Rebbitt, D. (2014, Sept.). Pyramid power: A new view of the great safe-
•inspection era;
ty pyramid. Professional Safety, 59(9), 30-34.
•unsafe act and condition era; Seward, M. & Kestle, L. (2014). Health and safety practices on Christ-
•industrial hygiene era; church’s post-earthquake rebuild projects: How relevant is Heinrich’s
•noise era; safety pyramid? Proceedings of the 30th Annual Association of Research-
•safety management era; ers in Construction Management Conference, Portsmouth, U.K., Associa-
•OSHA era; tion of Researchers in Construction Management, 361-370.
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•behavior-based era and human era. ty? Professional Safety, 44(9), 37-40.
The safety profession is built upon an honorable history Ward, R.B. (2012). Revisiting Heinrich’s law. In Chemeca 2012: Qual-
as has been chronicled in these eras. There is opportunity to ity of life through chemical engineering, Wellington, New Zealand, 1179-
1187.
continue in a new data-driven decision era in which incident
prevention techniques are not utilized because of their assumed
relevance and effectiveness, but one in which past successes and E. Scott Dunlap, Ed.D., CSP, is a professor in Eastern Kentucky Univer-
failures can be viewed in their historical contexts and applied sity’s (EKU) Safety, Security and Emergency Management graduate program,
with revision, as well as new and emerging methodologies, where he teaches both campus and online courses, and leads graduate
based on data that is collected and analyzed on a granular level. student research. His 15 years as a practitioner in industry and his recent
The research presented in this article, along with a body of engagement as a U.S. Technical Advisory Group member for the establish-
other research and practices, attempts to continue in that di- ment of ISO 45001 have provided him with the background to assess organi-
zational safety performance from both a systems and organizational culture
rection by focusing on industrial sector performance beyond perspective. Dunlap is a professional member of ASSP’s Louisville Chapter
national level data applied to what might be considered a one- and a member of the Society’s Academics Practice Specialty.
size-fits-all theory. The house model presented here is intended
to assess performance from one perspective as a way of know- Bryan Basford is a general manager for MV Transportation. He has exten-
sive leadership experience in transportation and logistics, and holds an M.S.
ing where we stand and potential ways to move forward. Lag-
in Safety, Security and Emergency Management from EKU. While at EKU,
ging measures were used because of the ability to collect usable Basford was awarded a funded position in the Central Appalachian Regional
data published by BLS, yet many opportunities exist to create Education and Research Center, a NIOSH-funded grant project that is a joint
granular models that can be used through the use of other lag- venture between EKU and the University of Kentucky.
ging and leading measures. As Rebbitt (2014) states, “Recogniz-
Michelle L. DePoy Smith, Ph.D., is an associate professor in EKU’s
ing that organizations have their own pyramid can help better Department of Mathematics and Statistics. She teaches undergraduate and
manage risk and identify trends.” PSJ graduate courses in applied and mathematical statistics. Her research inter-
ests include statistical quality control and statistics education.
References
Basford, B.P. (2017). The Heinrich model: Determining contemporary
relevance. Online Theses and Dissertations, 474. Retrieved from https:// Disclaimer
encompass.eku.edu/etd/474 Vantage Point articles in Professional Safety provide a forum for authors
Bureau of Labor Statistics (BLS). (2015). Injuries, illnesses and fatali- with distinct viewpoints to share their ideas and opinions with ASSP mem-
ties. Retrieved from www.bls.gov/iif/oshsum.htm bers and the OSH community. The goal is to encourage and stimulate critical
BLS. (2016). Census of fatal occupational injuries (CFOI): Current thinking, discussion and debate on matters of concern to the OSH profes-
and revised data. Retrieved from www.bls.gov/iif/oshcfoi1.htm#rates sion. The views and opinions expressed are strictly those of the author(s)
Gallivan, S., Taxis, K., Franklin, B.D., et al. (2008). Is the principle of and are not necessarily endorsed by Professional Safety, nor should they be
a stable Heinrich ratio a myth? Drug Safety, 31(8), 637-642. considered an expression of official policy by ASSP.

CASE STUDY
Peer-Reviewed
VALUE
STREAM MAPS
Improving Procurement
of Ergonomic
Office Equipment
By Marie Hayden and Diana Schwerha
S
SAFETY PROFESSIONALS USE USER-CENTERED APPROACHES in
their everyday work to keep employees safe and healthy. Such
approaches include walking the site (Gemba walks), conducting
task analyses and seeking user input through formal or infor-
mal methods. While in small organizations obtaining infor-
mation about processes and functions in need of improvement
may be easy, large organizations pose a greater complexity be-
cause of their multiple departments and sometimes conflicting
processes. In these types of organizations, a more structured
approach is needed that allows for canvasing employees and
through the system and as a method for identifying value and
non-value-added steps. A VSM provides a visual representation
of a system’s process by illustrating the various stages and cycle
times of the process (Hofacker, Santos & Santos, 2012; Teichgra-
ber & de Bucourt, 2011). VSMs track a product from its origin
with the supplier through its arrival at the end user (Tan, 2001).
Typical uses for VSMs include tracking a product through the
manufacturing process or following it through the procurement
process. A VSM includes processing, travel and wait times. Some
VSM examples used for safety include the procurement process
understanding potentially differing methods or challenges. for endovascular stents in healthcare (Teichgraber & de Bucourt,
Typical methods of obtaining user ideas include surveys 2011), a management process on hip procedure in healthcare
or channels that allow anonymous suggestions. While these (Simon & Canarcari, 2012), and construction procurement for
methods provide valuable information, a weakness is that they a public building (Hofacker, et al., 2012). VSMs can be present
may consider the individual’s viewpoint singularly rather than or future; a future VSM applies possible solutions to implement
within the larger organizational context. This is not a fault, but waste reduction and reduce cycle time (Abdulmalek & Rajgopal,
a potential risk of using those types of input. 2007; Hofacker, et al., 2012).
For many years, lean manufacturing practitioners have used VSMs are easy to produce, provide multiple viewpoints and
value stream maps (VSMs) to understand how a product flows help OSH professionals speak the language of process improve-
ment, thus integrating safety goals with process improvement
KEY TAKEAWAYS metrics (Schwerha, Boudinot & Loree, 2017). The purpose of
•This article presents research that shows how value stream maps
(VSMs) were used to document the procurement process for office
this study was to demonstrate how a VSM can be used to better
understand the procurement process for ergonomic equip-
equipment to establish better methods of helping users obtain ment at a large university. This process was specifically chosen
equipment to reduce the risk of overuse injuries in their office jobs. because no standardized approach for procuring ergonomic
• The research consisted of two parts: 1) a survey to employees
regarding office equipment; and 2) three focus groups with em-
office equipment existed and because safety professionals were
interested in the various methods and outcomes to implement a
ployees who were active in the procurement process. VSMs of the better approach. Additionally, researchers were focused on ways
current process were created from the survey data and improved to efficiently address the needs of hundreds of employees, since
with focus group input. multiple one-on-one appointments for every type of ergonomic
• The benefits of using a VSM include obtaining user input, creating
better documentation and offering recommendations to stream-
equipment purchased would not have been feasible. A better sys-
tem that produced improved user outcomes was needed.
line the process.
• VSMs are recommended as a structured way for OSH professionals
to obtain information about user needs and ways to improve pro-
Why Focus on Office Equipment?
The researchers specifically focused on office equipment
cesses to reduce workplace injuries. because of the number of employees engaged in office-related

FIGURE 1
STUDY METHODOLOGY
Recommend-
Develop and VSM Focus group VSM focus
ations for
distribute survey survey sessions groups
future VSM
tasks, the incidence of injuries in these tasks and potential can reduce health risks (Bidassie, et al., 2010; Robertson, et al.,
costs in terms of employee health, especially musculoskeletal 2013; Robertson & O’Neill, 2003).
disorders (MSDs). Known to occur in office workers, MSDs are Studies show that ergonomic office equipment and training
soft-tissue injuries that may affect muscles, tendons, ligaments, help reduce MSDs. Amick, Robertson, DeRango, et al. (2003),
blood vessels and discs in the musculoskeletal system (Barr, collected short daily symptoms surveys on experienced pain
Barbe & Clark, 2004; NIOSH, 2017). Physical risk factors for level or discomfort scaled 0 (none) to 10 (extremely severe) “at
MSDs consist of awkward postures, contact stress, force and the beginning, middle and end of the workday for 5 days during
vibration. Factors that contribute to the severity of the disor- a workweek.” Their study showed that the average difference
ders are frequency, duration and intensity. Studies indicate that in pain level or discomfort by the end of the day decreased 4.3
the continued growth of computer use has increased concerns points with the ergonomic intervention (chair) and training,
about work-related MSDs (Robertson, Ciriello & Garabet, 2013; 2.2 points with only ergonomic training and 1.2 points for the
Robertson, Huang & Larson, 2016; Robertson & O’Neill, 2003). controlled group. It demonstrated that the ergonomic interven-
Many office employees spend more than 75% of their work tion and training was twice as effective than only ergonomic
hours seated at a computer in static or recurring awkward pos- training, and four times more effective than the controlled
tures that cause strain on the body (Matos & Arezes, 2015). group with regular settings. Bidassie, et al. (2010), reported a
Studies report that 40% to 80% of computer users may have ex- significant decrease in the incident rates from 0.672 to 0.093
perienced work-related MSDs (Robertson, et al., 2013; Robertson, related to their 17 years implementing an office ergonomics
et al., 2016). Even more alarming is that upper extremity mus- program and providing knowledge and equipment to employ-
culoskeletal symptoms reported by workers ranges from 63% to ees. Hoffmeister, Gibbons, Schwatka, et al. (2015), studied the
86% (Dropkin, Kim, Punnett, et al., 2015; Robertson, et al., 2016), effects of ergonomic programs on operational metrics, report-
and 50% of employees experienced both upper-extremity and ing the average impact from ergonomic interventions increased
lower-back disorders (Robertson, Huang & Lee, 2017). productivity by 66%, quality by 44%, safety records 82% and
In addition to the human cost of these injuries, MSDs are decreased workers’ compensation costs by 71%. These studies
costly for companies in not only direct costs of medical and in- discuss the benefits of ergonomic interventions and training
surance premiums, but also indirect costs such as productivity (Robertson, et al., 2013; Robertson & O’Neill, 2003) but do not
declines, turnover and loss of morale. MSDs financially affect discuss how such equipment can be efficiently procured to en-
individuals and organizations in terms of worker disability, lost sure that employees receive the assistance they need to improve
work days (Bidassie, McGlothlin, Goh, et al., 2010; Choobineh, their well-being.
Motamedzade, Kazemi, et al., 2011), and decline in worker per-
formance (Halford & Cohen, 2003). Methodology
Office equipment designed to place the employee in neutral This research consisted of two parts: 1) a survey to employees
postures reduces the risk of injury and supports employees’ on procurement and office employee health; and 2) three focus
needs and well-being (Robertson & O’Neill, 2003). Procure- groups with employees who were active in the procurement
ment of office equipment, however, may require assistance from process. Figure 1 illustrates the order of the methodology used
a trained ergonomist. Therefore, the procurement process for in this study. The survey established general knowledge of the
office equipment may be different from ordering supplies and procurement process and areas that affect process duration,
equipment that do not require professional knowledge. While quality and functionality. Focus groups established more de-
much information is available on the Internet about arranging tail on the VSM created from the survey data and provided
office equipment by oneself, procurement processes that result suggestions for improvement. VSMs established a visual rep-
in the wrong item or take excessive time may affect an employ- resentation of the current process, knowledge of the process
ee’s physical health because they do not provide the appropriate stages and differences that occurred between academic units.
or required product in a timely manner. This could result in the Information from the VSM established the different stages and
employee purchasing equipment that does not fit the user, and types of waste. This research was approved by the Ohio Univer-
it can potentially increase the risk of work-related MSDs among sity Institutional Review Board and individuals participated on
office workers (Mahmud, Bahari & Zainudin, 2014; Robertson, an informed-consent basis. Both the methodology and results
et al., 2013), and decrease the employee’s task performance section were provided from Hayden’s (2016) thesis, “Engaging
(Halford & Cohen, 2003). Users Through the Application of Value Stream Mapping to
Paquette (2016) discusses employees’ knowledge of available Streamline the Procurement Process for Office Equipment” (pp.
services that impact their request to improve their work envi- 28-29, 31, 33-36, 42-43).
ronment to reduce the risk of work-related MSDs from the large The Qualtrics software program was used to create an online
variety of equipment and tools. Studies demonstrate that assis- survey, which consisted of four sections: 1) demographics; 2)
tance in providing office equipment that better fits an employee current workstation equipment; 3) procurement process knowl-

Recommendations from the focus
groups provided a future value stream
map to improve the process. These
suggestions centered on providing
the user with more information about
products to order and methods to
simplify the process.
edge; and 4) satisfaction with purchased items. The purpose of

this part of the study was to obtain generalized information on
the process of procuring office equipment and the health status
of those procuring equipment. The first section, demographics,
included five questions establishing participants’ history with
the procurement process. Demographics questions also focused
on the time spent using equipment and when participants ex-
perienced discomfort or pain from daily use of equipment. The
second section consisted of six questions concerning current
computer workstation equipment and focused on the type
and features of the office equipment participants used daily.
The third section focused on the procurement process and
consisted of 15 questions to determine participants’ awareness
and involvement with equipment purchasing procedures. The
fourth and last section consisted of six questions concerning Each group created VSMs on their process. A current VSM
requesters’ satisfaction related to the length of time to receive (created with Visio) began with participants determining the
equipment, and the quality and function of their procured of- need for equipment and finished with participants receiving
fice equipment. A VSM was created from the survey data. Al- equipment. Recommendations made by the focus groups
though VSMs are usually created from documented data such helped with the development of a future VSM.
as receipts or time stamps, this one was created from survey
responses and information recorded from memory. Results: Survey Data
The second part of the study consisted of three focus groups The survey was directed to participants who work at com-
that were assembled to characterize the procurement system puter workstations. Of the nearly 5,000 individuals receiving
at the university. These focus groups included representatives the survey, 11% responded (548 out of 4,789 people started the
from an academic department, the Equal Opportunity and Ac- survey). The mean respondent age was 44.7 years (SD = 11.9
cessibility Department and a combined university library/proj- years). Distribution for gender responses was 62.7% female,
ect management group. The purpose of this part of the study 36.9% male and 0.37% other. The average length of employment
was to better characterize individual departments’ processes at the university was 9.9 years (SD = 9.1 years). The average time
and delineate challenges, barriers and benefits of the process. spent working on a computer was 30 hours per week (SD = 11.7
The academic focus group included five individuals familiar hours/week; Hayden, 2016, p. 31).
with the request and purchase stages. The accessibility group Participants provided information on pain or discomfort
consisted of four participants possessing an understanding of experienced in nine specific areas of the body. Results indi-
the required stages to determine, request and purchase equip- cated that slightly more than half of participants experienced
ment. The combined university library/project management pain working at a computer workstation. Figure 2 (p. 56)
group handled orders of 15 to 20 pieces of office equipment provides a visual breakdown on participants who acknowl-
and the staff were familiar with the university’s stages of pro- edge pain or discomfort in the nine areas of the body listed.
curement (i.e., determine, request, purchase). The campus Participants experienced pain in the neck, shoulders, upper
ergonomist made recommendations for potential focus group back and lower back with 42% experiencing pain in the entire
PHOTOS.COM/PHOTOS.COM/GETTY IMAGES PLUS
participants, as did the participants themselves. Participants body section, 7% on the right side, 2% on the left side and
were contacted through e-mail and completed an informal con- 49% experienced no pain.
sent form (Hayden, 2016, pp. 28-29). To understand the participants’ work environment, the
Focus group sessions lasted approximately 1 hour and par- researchers asked participants what type of office equipment
ticipants did not receive compensation. Each session consisted they currently used. The most common pieces of equipment
of a group introduction, slide presentation and a discussion identified were wired mouse controllers (49%), wired stan-
guided by interview questions. The slide presentation ex- dard-shaped keyboards (65%), and chairs with a height-adjust-
plained the concepts of a VSM and flow process gathered from able seat (28%), adjustable back support (19%), armrest (26%)
the survey data. The remainder of the sessions covered ques- and casters (24%).
tions concerning the current procurement process (Hayden, Data collected on the process indicated 68% (331 of 490)
2016, pp. 28-29). of respondents recently procured office equipment. A large

FIGURE 2 satisfied rates for length of time, quality
PARTICIPANTS WHO EXPERIENCED and functionality were in the range of
50% to 83%, even though the responses
PAIN IN VARIOUS PARTS OF THE BODY for dissatisfaction were small (10%). Of
the three areas, length of time had a
350 lower satisfaction compared to quality
300 and function. Lower satisfaction was
Number of people
250 seen for the purchase of chairs, keyboard

trays and computer desks compared to
200
keyboards, mouse controllers and other
150 equipment.
100 Table 1 compares the process satisfac-
50 tion of no assistance versus ergonomist
0 assistance in length of time, quality and
functionality at each stage. There was no
s
et
s
ck
ck
ds
s
k
er
ee
ck
ac
fe
significant difference in satisfaction on
ba
Ne
an
bo
ld
to
Kn
rb
s/
ou
t/h
er
ut
El
kle
pe
the length of time (df = 7, f = 5.98, p = .5)

w
/b
Sh
r is
An
Up
Lo
hs
W
between the ergonomist assistance and

ig
th
s/
no assistance in the procurement process.

p
Hi
Satisfaction in the length of time illus-

Body section
trated little differences in determine (1%),
request (8%) and purchase (9%) stages but
All/both Left None Right
assembled equipment had 18% higher sat-
isfaction with ergonomist assistance than
TABLE 1 no assistance. There was significant differ-
SATISFACTION WITH NO ASSISTANCE ence of satisfaction for both the quality (df
= 7, f = 69.42, p = .000) and functionality
VS. ERGONOMIST ASSISTANCE (df = 7, f = 58.02, p = .000) on the procured
equipment in the process. Both quality and
Process functionality indicated higher percentage
satisfaction Assistance Determine Request Purchase Assemble satisfaction with the ergonomist assistance
than no assistance. The percentage differ-
Ergo assist 62% 69% 83% 79%
ence in each stage of quality satisfaction
Time No assist 63% 55% 63% 61% was 12% to determine equipment, 23%
Ergo assist 85% 91% 94% 93% to request, 23% to purchase and 21% to
Quality No assist 73% 67% 71% 72% assemble. The percentage difference for
Ergo assist 87% 94% 100% 93% each stage of functionality was 16% to de-
Functionality No assist 72% 67% 72% 74% termine equipment, 27% to request, 28%
to purchase and 19% to assemble. Overall,
assistance from the professional ergono-
mist resulted in higher satisfaction ratings
percentage (73.8%) reported their most recently procured for office equipment quality and functionality than those rating
equipment as chairs, mouse controllers and keyboards. A small for processes with no assistance.
percentage reported computer desk, keyboard trays and other.
The survey asked about four different stages for obtaining new Value Stream Map
equipment: 1) determining the need for the equipment; 2) re- Information from the survey provided a basic skeletal structure
questing the equipment; 3) purchasing the equipment; and 4) of the current procurement process (Figure 3). The three focus
assembling the equipment. Participants were actively involved groups provided more detail on the current procurement process.
in determining (36%) and requesting (36%) equipment. Results VSMs provide different features to illustrate the process. A feature
noted 40% of participants marked acquired assistance as no indicating suppliers and consumers was used to represent vendors,
assistance, which means that they did not require assistance and the initial and end stages. Each of the four arrows between the
or were unaware of assistance for that procurement stage. Re- stages have different meanings. The solid black arrows are used to
ports indicated 21% of assistance came from coworkers, 14% represent information sent between stages: The straight arrow is
from others, 14% from supervisors and 11% from the university manual information and the zig-zag is electronic information. A
ergonomist. Participants reported other assistance came from thick solid green arrow represents equipment transported from
administrators or vendors. vendor to consumer, while the striped arrow represents equipment
The survey asked respondents about their overall satisfac- moved between the process. In manufacturing, the triangle rep-
tion on the length of time required to procure equipment, resents inventory between stages but in this case study it was used
and the quality and functionality of the procurement process to represent wait time. The bottom of the map divides the times
satisfaction was rated using a five-point Likert scale of 1) very for each process and the overall cycle time.
dissatisfied; 2) dissatisfied; 3) neutral; 4) satisfied; and 5) very Both the survey data and the data from the three focus
satisfied. The overall satisfaction for both somewhat and very groups consisted of four stages between initiating the pro-

cess and receiving the equipment: 1) determine equipment; providing the user with more information about products
2) request equipment; 3) purchase equipment; and 4) as- to order and methods to simplify the process. For example,
semble equipment. Survey and focus group data collected participants recommended that a catalog with a simple in-
participants’ estimated cycle time used to complete the terface and details on price with listed benefits could reduce
task at each stage. Figure 3 shows one of the current VSMs time on approval in the request stage. Preapproved resources
created from the collected data. Between the survey data in a catalog could reduce the time spent for approval in pro-
and focus groups, the decision to replace equipment oc- curement services. An inventory list of ergonomic equipment
curred for reasons including broken or worn down, caus- already on campus or in company stock could decrease the
ing discomfort or ergonomic support. The information time to purchase equipment. Improving communication
from the survey data and focus groups showed a difference between the ergonomist and procurement services to help
in the knowledge of the current procurement process. The employees procure equipment to fit their needs would also be
main differences were assistance acquired at the stages, beneficial. Another solution was to create a decision tree that
purchasing process and time length. The creation of the would direct an employee on which steps to take to procure
VSMs demonstrated that procurement processes differed equipment and the type of assistance needed. In some cases,
between the departments. This was not evident from the depending on the established procurement policy, it may lim-
survey and thus justified the use of the focus groups to it the changes to reduce the time frame. During the wait time
collect more detailed data. it may benefit employees by providing ergonomic training.
Recommendations from the focus groups provided a future This could avoid instances of employees not knowing how to
VSM to improve the process. These suggestions centered on adjust equipment to a neutral posture.
FIGURE 3
CURRENT VALUE STREAM MAP

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Note. Reprinted from Engaging Users Through the Application of Value Stream Mapping to Streamline the Procurement Process for Office Equip-
ment (Master’s thesis), by M.A. Hayden, 2016, p. 50. Reprinted with permission.

Marie A. Hayden is
an Oak Ridge Institute
for Science and Educa-
tion (ORISE) research
fellow at Centers for
Disease Control and
Hoffmeister, K., Gibbons, A., Schwatka, N., et al. Prevention. She holds
Conclusion an M.S. in Industrial
This study successfully applied the lean manufacturing VSM to (2015). Ergonomics climate assessment: A measure
of operational performance and employee well-be- and Systems Engi-
understand the procurement process for office equipment. A two- neering and a B.S. in
ing. Applied Ergonomics, 50, 160-169. doi:10.1016/
part methodology was utilized to obtain generalized information j.apergo.2015.03.011 Environmental Health
from university employees as well as more specific data from three Mahmud, N., Bahari, S.F. & Zainudin, from Ohio University.
different departments. A review from the survey and focus group N.F. (2014). Psychosocial and ergonomics risk Hayden is a member
VSMs provided the difference between the known process and the factors related to neck, shoulder and back com- of ASSP’s Central Ohio
employee’s belief about the procurement process. The survey and plaints among Malaysia office workers. Interna- Chapter.
the focus groups demonstrated the importance of assistance and tional Journal of Social Science and Humanity, Diana J. Schwerha
communication acquired in the procurement process. The survey 4(4), 260-263. is an associate profes-
also demonstrated that procurement done with the assistance of a Matos, M. & Arezes, P.M. (2015). Ergonomic sor in the Department
professional ergonomist led to better procurement decisions. In- evaluation of office workplaces with rapid office of Industrial and
strain assessment (ROSA). Procedia Manufactur- Systems Engineering
dividuals rated both quality and functionality with a significantly
ing, 3, 4689-4694. doi:10.1016/j.promfg.2015.07.562 at Ohio University. Her
higher percentage satisfaction when they had ergonomist assistance. Minnick, W.D. & Wachter, J.K. (2019, Jan.). areas of specialty are
These results are important because poor procurement decisions The role of leading and lagging indicators in aging workers and the
can lead to not only waste (in the form of unused equipment), but evaluating OSH professionals’ performance. integration of safety
also poor working conditions and increased risk for injury. Professional Safety, 64(1), 32-36. and ergonomics with
In addition to outlining the process, the study showed that NIOSH. (2017). Elements of ergonomics process improvement.
using a VSM can point to differences that can then be used programs. Retrieved from www.cdc.gov/niosh/ She holds a Ph.D. in
to develop suggestions for improvement. In today’s world of topics/ergonomics/ergoprimer/step1.html Industrial and Man-
changing technology, products and processes, the ability to Paquette, S. (2016). Ergonomic accommo- agement Systems
identify problems and correct them in a timely manner is dation in return to work. In I.Z. Schultz & R.J. Engineering from West
Gatchel (Eds.), Handbook of return to work: Virginia University.
extremely important. OSH professionals are evaluated on dif- From research to practice (pp. 307-326). New
ferent metrics, and being able to obtain input is important in Schwerha serves as
York, NY: Springer Science+Business Media. faculty advisor for
accomplishing their goals (Minnick & Wachter, 2019). The VSM Robertson, M.M., Ciriello, V.M. & Garabet, ASSP’s Ohio University
gives the user the ability to do this quickly without the need for A.M. (2013). Office ergonomics training and a Student Section of the
a large sample size. The tool can be easily learned and applied to sit-stand workstation: Effects on musculoskel- Central Ohio Chapter.
procurement and safety applications. As a fundamental tool for etal and visual symptoms and performance of She is a professional
lean processes, its use for safety applications produces results office workers. Applied Ergonomics 44(1), 73-85. member of ASSP’s
and metrics that are understandable to the business world and, doi:10.1016/j.apergo.2012.05.001 Central Ohio Chapter
as such, places the improvement and worth of safety interven- Robertson, M.M., Huang, Y.H. & Larson, N. and a member of the
tions at the table with business processes and metrics. PSJ (2016). The relationship among computer work, Society’s Academics
environmental design, and musculoskeletal and Practice Specialty
visual discomfort: Examining the moderating and Women in Safety
References role of supervisory relations and coworker Excellence Common
Abdulmalek, F.A. & Rajgopal, J. (2007). Analyzing the benefits of lean support. International Archives of Occupational Interest Group.
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sector case study. International Journal of Production Economics, 107(1), Robertson, M.M., Huang, Y.H. & Lee, J.
223-236. doi:10.1016/j.ijpe.2006.09.009 (2017). Improvements in musculoskeletal health and computing behav-
Amick, B.C., Robertson, M.M., DeRango, K., et al. (2003). Effect of iors: Effects of a macroergonomics office workplace and training interven-
office ergonomics intervention on reducing musculoskeletal symptoms. tion. Applied Ergonomics, 62, 182-196. doi:10.1016/j.apergo.2017.02.017
Spine, 28(24), 2706-2711. Robertson, M.M. & O’Neill, M.J. (2003). Reducing musculoskeletal
Barr, A., Barbe, M. & Clark, B. (2004). Work-related musculoskeletal discomfort: Effects of an office ergonomics workplace and training in-
disorders of the hand and wrist: Epidemiology, pathophysiology and tervention. International Journal of Occupational Safety and Ergonomics,
sensorimotor changes. Journal of Orthopaedic and Sports Physical Ther- 9(4), 491-502. doi:10.1080/10803548.2003.11076585
apy, 34(10), 610-627. doi:10.2519/jospt.2004.34.10.610 Schwerha, D.J., Boudinot, A. & Loree, N. (2017). Integrating safety
Bidassie, B., McGlothlin, J., Goh, A., et al. (2010). Limited economic eval- with process improvement for sustainable manufacturing. Proceedings
uation to assess the effectiveness of a university-wide office ergonomics proof the 2017 IISE Annual Conference, Pittsburgh, PA.
gram. Applied Ergonomics, 41(3), 417-427. doi:10.1016/j.apergo.2009.09.005 Simon, R.W. & Canacari, E.G. (2012). A practical guide to applying
Choobineh, A., Motamedzade, M., Kazemi, M., et al. (2011). The lean tools and management principles to health care improvement proj-
impact of ergonomics intervention on psychosocial factors and mus- ects. AORN Journal, 95(1), 85-103.
culoskeletal symptoms among office workers. International Journal of Tan, K.C. (2001). A framework of supply chain management liter-
Industrial Ergonomics, 41(6), 671-676. doi:10.1016/j.ergon.2011.08.007 ature. European Journal of Purchasing and Supply Management, 7(1),
Dropkin, J., Kim, H., Punnett, L., et al. (2015). Effect of an office ergo- 39-48.
nomic randomized controlled trial among workers with neck and upper Teichgraber, U.K. & de Bucourt, M. (2011). Applying value stream
extremity pain. Occupational and Environmental Medicine, 72(1), 6-14. mapping techniques to eliminate non-value-added waste for the pro-
Halford, V. & Cohen, H.H. (2003). Technology use and psychoso- curement of endovascular stents. European Journal of Radiology, 81(1),
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toms in call center workers. Journal of Safety Research, 34(2), 167-173.
doi:10.1016/S0022-4375(03)00012-4
Hayden, M.A. (2016). Engaging users through the application of value Acknowledgment & Disclaimer
stream mapping to streamline the procurement process for office equip- This publication was supported by Grant T03OH009841, funded by the Cen-
ment (Master’s thesis). Retrieved from https://etd.ohiolink.edu ters for Disease Control and Prevention (CDC), National Institute for Occu-
Hofacker, A., Santos, A. & Santos, A.P.L. (2012). A critical view of the pational Safety and Health. Its contents are solely the responsibility of the
German procurement process in the sector. Ambiente Construído, 12(3), authors and do not necessarily represent the official views of the CDC or the
45-56. doi:10.1590/S1678-86212012000300004 Department of Health and Human Services.

STANDARDS INSIDER
HOW STANDARDS ARE DEVELOPED

By David F. Coble
There are tens of thousands of standards, codes, regulations, laws, guidance materials,
norms and other terms worldwide that specify a minimum level of attainment. The word
standards will be used in this article to encompass these types of documents.
European Telecommunications Standards In- Secondary Education Act of 1965, standardizes David F. Coble
stitute (ETSI, 2019) states that standards are intend- the assessments designed to evaluate academic David F. Coble, M.S.,
ed to provide “rules or guidelines to achieve order.” achievement. CSP, is president of
British Standards Institution (BSI, 2019) states that Some standards establish a minimum level of re- Coble, Taylor & Jones
standards are “an agreed way of doing something.” liability, usefulness and convenience. For example, Safety Associates in
International Organization for Standardization the Global System for Mobile Communications was Cary, NC. He has 43
years’ safety experi-
(ISO, 2019) states that standards provide “require- launched in Finland in 1991 and is the most widely
ence including 12 years
ments, specifications, guidelines and characteristics used of the three digital telephone technologies with NC OSHA and the
to ensure that products, services and systems are (TechTarget, 2019). Now used in more than 200 past 31 years assisting
safe, reliable and fit for purpose.” American Na- countries, this system allows people to use their mo- clients worldwide with
tional Standards Institute (ANSI, 2019) states that bile phones virtually around the world. identifying and con-
standards are a “recognized unit of comparison by But perhaps the most important use of standards trolling hazards. Coble
which the correctness of others can be determined.” is to establish minimum requirements for the pro- holds a B.S. from Uni-
Standards are vital to everyday life and most of tection of people, property and the environment. versity of North Caro-
the time we do not even think about them. Stan- lina, Chapel Hill, and
Developing OSH Standards an M.S. in Safety Man-
dards are why a light bulb can fit practically every
Regardless of the origin and intended use of a agement from Univer-
lamp socket, why a toaster can be plugged into the sity of Arizona. He is
wall receptacle and work, why a file can be sent standard, the process for development is general-
content coordinator of
through the Internet and why professional baseball ly the same. ASSP’s Manufacturing
diamonds are the same size. Manufacturers, sellers, Practice Specialty and
workers, customers, users and regulators need stan- 1) A Need Exists has served on ASSP’s
dardization to compete globally, to protect the pub- First, the need for a standard is established. The and National Safety
lic, workers and the environment, and to strengthen need can be established by an industry sector, an Council’s standards
the global supply chain so that citizens and their individual, a government agency or an organi- development commit-
governments are confident in the integrity of global- zation. A series of tragedies, a single event, a de- tees. He is a member
veloping storm of unwanted consequences or the of the ANSI B11.19 and
ly produced goods and services.
unknown of what might happen can trigger the ANSI/ASSP Z590.3
Standards developed by nongovernmental orga- committees, and is
nizations (NGOs) can be voluntarily followed such development of standards.
working on a standard
as the more than 9,500 standards developed by •Standards are sometimes triggered by tragedy.
to safeguard employ-
ANSI, the more than 20,000 standards developed by The Triangle Shirtwaist Factory fire on March 25, ees who work alone.
ISO or the more than 30,000 standards developed 1911, in New York City caused 146 worker deaths,
by BSI. Some of these voluntary standards become 62 of which occurred when workers jumped or fell
law through organizations such as OSHA, the state from windows. Exits were blocked, fire escapes
elevator and pressure vessel code agencies, and the collapsed, firefighting equipment consisted of a few
U.K.’s Health and Safety Executive. Other standards buckets of water and fire department ladders could
are developed as law by governmental agencies and not reach the eighth or ninth floors. This single
legislatures, such as the first hazardous chemical event triggered the writing of the definitive egress
right-to-know laws of the 1980s. rule in 1913 by the Committee on Safety to Life (the
origin of NFPA 101, Life Safety Code).
Standards Are Established for Various Reasons •Standards can be triggered by a continuing series
Some standards establish uniform measurements. of events. In the late 1960s, Congress responded to
For example, a USB plug should fit into the USB the continuing series of work-related fatalities and
port on a device. A VGA or HDMI plug should fit catastrophes in the U.S. and promulgated the Wil-
into a projector so that you can show a presentation. liams-Steiger OSH Act of 1970.
The dimensions of these adapters are specified by •Standards may be triggered by a sudden surge
the EIA/CEA 861 standard so that they are uniform of events. There was a developing storm of concern
and compatible. (EIA is the Electronics Industries about keyboards and computer screens in the 1990s
Alliance and CEA is the Consumer Electronics when every desk was equipped with these techno-
Association, now called the Consumer Technology logical wonders and people began complaining of
Association.) aching hands and strained eyes. The term carpal
Some standards establish a minimum level of tunnel syndrome became widely known. As a result,
quality. For example, the No Child Left Behind Act standards such as ANSI/HFES 100-2007, Human
of 2001, a reauthorization of the Elementary and Factors Engineering of Computer Workstations,

STANDARDS INSIDER
4) Revalidation
Standards developed by NGOs undergo a reval-
idation process every 5 to 10 years. The commit-
tee or working group for that standard updates
the standard through a draft revision and goes
DAOLEDUC/ISTOCK/GETTY IMAGES PLUS

through the public review process before issuing
an updated standard.
Standards Government agencies update their standards
whenever they perceive a need and as resources are
are why a available, unless the legislative body that authorized
light bulb the standard requires an update periodically. For
example, the OSHA standard regulating guarding
can fit of mechanical power transmission apparatus (29
CFR 1910.219) is based on the industry consensus
practically were developed to help prevent cumulative trauma standard ANSI B15.1, Safety Code for Mechanical
Power Transmission Apparatus, developed in 1927
every lamp disorders or repetitive motion injuries and illnesses.
as American Standards Association (ASA) B15-
•Guidance can be triggered by the unknown.
socket, why There still is no consensus on the effects of exposure 1927, revised in 1953 and reaffirmed (a procedure
to nanotechnology, but documents have been de- in which the committee or working group votes to
a toaster veloped to help prepare for this unknown (Hull & continue a standard as is) in 1958. While the ANSI
Bowman, 2018). B15 committee updated or reaffirmed that standard
can be routinely until 2010 when ANSI B15.1 was rolled
plugged 2) Content Developed into ANSI B11.19, American National Standard for
Next, stakeholders develop the content of the Machines: Performance Requirements for Safe-
into the standard. What individuals or entities are con- guarding, OSHA has not made any substantial up-
sidered stakeholders depends primarily on the dates to 1910.219.
wall intended use of the standard. For example, if the
standard is being developed internally for a specific The Framework for Standards Development
receptacle organization to help control an employee action Nongovernmental standards are typically over-
and work, or behavior such as smoking, employee input, seen by an accrediting standards organization. That
while recommended in a modern safety and health organization oversees a fair development process
why a file management system, may be of little concern to that ensures that a high-quality standard is devel-
management. Management may have developed the oped through the consensus of stakeholders, and
can be sent rule and stipulated that smoking is simply not ac- ensures adequate availability, distribution and
maintenance of standards.
through ceptable on company premises. On the other hand,
An accrediting standards organization is com-
if the standard is intended to have broad appeal and
the Internet acceptance through a consensus of those whom the prised of staff who develop and maintain the poli-
standard will affect, stakeholders would include cies, practices and procedures to ensure the integrity
and why manufacturers, users, labor organizations, govern- of the standards development process. Examples of
ment officials, consultants and the public. accrediting standards organizations include ANSI
professional and ISO. These organizations oversee the develop-
baseball 3) Approval Process ment and use of thousands of standards, technical
The standard then goes through an approval pro- reports and guidelines by accrediting the procedures
diamonds cess, which can be as simple as the OSH manager of standards developers and approving their docu-
writing the policy and the plant manager approving ments as ANSI or ISO standards.
are the it. However, OSH standards developed by NGOs The actual development of standards is overseen
that are intended for broad use are typically devel- by a standards development organization (SDO) such
same size. oped through a public review process. as an individual or an industry society, which is also
That process includes the stakeholders devel- called the secretariat. One example of an SDO is B11
oping a draft standard based on consensus of the Standards Inc., an ANSI-accredited SDO that devel-
stakeholders (usually called a committee or working ops and administers the ANSI B11 series of American
group) circulating the draft standard for public National Standards and technical reports on machine
comment, rewriting the draft standard to address tools and machinery safety. ASSP is another example
public comments, and developing the final standard. of an SDO. As secretariat of multiple standards proj-
Standards developed by executive branch govern- ects, ASSP organizes the committees that develop and
ment agencies undergo a similar process, but the maintain the standards, ensures that the process of
public input usually includes open hearings where revision is timely and in accordance with ANSI pro-
interested parties can testify and present their opin- cedures, and publishes the final product of the con-
ions. Laws developed by the legislative branch of sensus process. ASSP is the secretariat for standards
government also accept public input, usually from such as ANSI/ASSP Z10, Occupational Health and
lobbyists and special interest groups, and, less fre- Safety Management Systems, and ANSI/ASSP Z590.3,
quently, constituents. Prevention Through Design: Guidelines for Address-

ing Occupational Hazards and Risks in Design and book titled Safety Through Design was pub-
Redesign Processes. lished. In accord with its sunset provision,
the institute was dissolved in 1995.
Two Standards Development Stories In 2006, several of the participants in the
For many years, I was a member and chair of the activities of the institute received an e-mail
ANSI B15.1 committee. Now, I serve on the ANSI from an executive at NIOSH encouraging
B11.19 committee. In addition, I have had a small that we participate in an initiative to be un-
part in the development of several other standards dertaken by NIOSH for prevention through
and laws including: design. In 2008, NIOSH announced that
•North Carolina Hazardous Chemicals Right-to- one of its major initiatives was to “develop
Know Law of 1985 (North Carolina General Statute and approve a broad, generic voluntary
Chapter 95, Article 18); consensus standard on prevention through
•ANSI/ASSP Z590.3; design that is aligned with international
•ANSI Z358.1, Emergency Eyewash and Shower design activities and practice.”
Equipment. I volunteered to lead that endeavor and
How did these two standards, ANSI/ASSP Z590.3 served as the committee’s chair. Support
and ANSI Z358.1, become viable? was obtained from the Standards Develop-
ment Committee at ASSP. It was decided
ANSI/ASSP Z590.3 to develop a technical report first for the
ANSI/ASSP Z590.3 is a reality because of the learning experience that it would provide.
drive and perseverance of Fred Manuele. Safety pro- So, TR-Z790.001, Prevention Through De-
fessionals have long realized that the best approach sign, An ASSP Technical Report, was issued
to controlling hazards is to design structures, in 2009; it has since been replaced.
buildings, systems, processes and equipment free I wrote a paper on prevention through de-
of unacceptable risks. This philosophy was even sign that was published in the October 2008
being discussed when I became a North Carolina issue of Professional Safety. That paper was
OSHA compliance safety and health officer (CSHO) put into a draft form for a standard, with
in 1973, and when I attended my first CSHO course valued assistance from Bruce Main, who
at the OSHA Training Institute in 1974. The OSHA served as the committee’s vice chair. Tim
instructors emphasized the importance of design Fisher, who is responsible for standards at
with safety in mind and that is why so many initial ASSP, agreed that we could use the canvass
OSHA standards specified requirements for design method to obtain criticism of the draft that
such as ladders, guardrails, machinery, electrical was sent to about 90 people. A Canvass Res-
installations, flammable liquid storage cabinets and olution Committee was formed to consider
myriad other pieces of equipment. and decide on the comments received from
But it was several decades before the wheels turned, those who suggested changes.
putting this concept into a practical and useful stan- On Sept. 1, 2011, ANSI approved the stan-
dard. Let’s hear Manuele’s story in his own words: dard ANSI/ASSP Z590.3-2011, Prevention
In the early 1990s, several safety profes- Through Design: Guidelines for Addressing
sionals recognized that design causal Occupational Hazards and Risks in Design
factors were not adequately addressed in and Redesign Processes. This standard was
incident investigation reports; designing reaffirmed in 2016. (F.A. Manuele, personal
for safety was infrequently addressed in communication, June 2, 2017)
the popular safety literature; and safety Therefore, ANSI Z590.3 resulted from the leader-
management systems that organizations ship of a highly respected safety professional with
had in place rarely included safety through extensive experience.
design provisions.
I chaired a committee at the National ANSI Z358.1 Emergency
Safety Council to study the feasibility of Eyewash & Shower Equipment
the council promoting safety through The first version of ANSI Z358.1 was approved
design concepts. In 1995, the council es- by ANSI in 1981. However, 6 years before that, two
tablished the Institute for Safety Through North Carolina Department of Labor officials, Ray-
Design and this definition was approved by mond Boylston and L. Albert Weaver, envisioned a
the steering committee: “The integration of guidance document on proper installation of emer-
hazard analysis and risk assessment meth- gency eyewashes and showers in industry. It was quite
ods early in the design and engineering common before 1981 to find any manner of emergen-
stages and taking the actions necessary so cy water for flushing of the eyes and body such as gar-
that risks of injury or damage are at an ac- den hoses, drums full of water, spigots with a plastic
ceptable level.” hose attached, or even a 1.5-in. fire hose.
A good deal was accomplished by the in- Boylston is deceased, but Weaver shares the story
stitute. Seminars, workshops and symposia of the initial development of an emergency eyewash
were held. Proceedings were issued. And a and shower standard in his words:

STANDARDS INSIDER
The document on eyewashes and safety NC OSHA was invited to participate in

showers started as an assignment from the development of a standard, since a
Ray Boylston (North Carolina’s first OSHA standard did not exist at that time. This
director with 20 years’ safety experience process first began with Industrial Safety
working for DuPont) in 1975 to me to de- Equipment Association. That group (an
velop guidance on eyewashes and safety SDO) was able to work with ANSI and
showers with the intent that the final have it produced as an ANSI standard.
product would be a guidance document (L.A. Weaver, personal communication,
similar to those we had produced on other June 3, 2017)
subjects at the North Carolina Depart- Therefore, ANSI Z358.1 resulted from a farsighted
ment of Labor, Occupational Safety and state OSHA plan that included an OSHA director
Health Division (NC OSHA). Little did I (Boylston) and his colleague (Weaver) working on a
realize that this document would ultimate- master’s degree.
ly be the basis for my master’s thesis at
North Carolina State University’s College Conclusion
of Engineering. Many believe that there are already too many
After the eyewash and safety shower standards to comply with and that U.S. competition,
guidance document was prepared, it end- innovation and the ability to react quickly are com-
ed up being used for other purposes as promised. On Jan. 30, 2017, President Trump signed
well. These other purposes included the Executive Order 13,771 (2017), titled Reducing
development of an NC OSHA Standards Regulation and Controlling Regulatory Costs. It is
Notice (Directive) and the Eyewash and known as the “one in, two out” rule: For every new
Safety Shower Criteria Document entitled regulation issued, at least two prior regulations must
Eyewash and Safety Shower Criteria Doc- be identified for elimination.
ument, Division of Occupational Safety On the other hand, there are many safety and
and Health, NC Department of Labor, Ra- health risks for which there is no standard yet. For
leigh, NC, 1976. example, in the U.S., it is estimated that 3 million
The NC OSHA Eyewash and Safety Show- people work alone for at least part of the day. There
er Criteria Document was quite progres- is no U.S. standard intended to safeguard an em-
sive in that it used anthropometric data to ployee who works alone (i.e., working solo with no
establish eyewash and shower dimensions readily available assistance in an emergency). Sev-
to protect the 5th percentile woman and eral Canadian provinces, the U.K., Australia, New
the 95th percentile man. Such dimensions Zealand, Germany and other countries have such
include the shower pull ring to be within regulations.
67 in. of the floor, the height of the eye- Like Manuele and Weaver, we each have oppor-
wash fountain to be at 34 to 39 in. from tunities to make a difference for worker safety and
the floor, the distance between the eye- health. If you have a chance to join a standards de-
wash jets to be 4 in. and other dimensions velopment committee, do so. If you see a need for a
that were eventually incorporated into standard that can save a hand, an eye or even a life,
ANSI Z358.1-1981. bring it to ASSP’s attention. PSJ
The criteria document included recom-
mended travel distance to an eyewash or References
shower (25 ft or 15 seconds), markings, test- ANSI. (2019). Standard (Glossary entry). Retrieved from
ing and maintenance, and training for po- www.standardsportal.org/usa_en/resources/glossary.aspx
tential users, all criteria that was eventually British Standards Institution (BSI). (2019). What is a
included in ANSI Z358.1. The NC OSHA Eye- standard and what does it do? Retrieved from www.bsi
group.com/en-GB/standards/Information-about-stand
wash and Safety Shower Criteria Document ards/what-is-a-standard
also led to a companion document entitled European Telecommunications Standards Institute
Absorption Type Chemical Burns Evaluation (ETSI). (2019). What are standards? Retrieved from www
and Recommended Controls, also pub- .etsi.org/standards/what-are-standards?
lished by the NC Department of Labor. Exec. Order No. 13,771, 82 FR 9339 (2017).
The criteria document also became the Hull, M. & Bowman, D. (Eds.) (2018). Nanotechnology
basis for a work product by Karen Britt, environmental health and safety risk regulation and man-
now Peeler, who was working as an intern agement (3rd ed.). Amsterdam, Netherlands: Elsevier.
from Meredith College for NC OSHA, and International Organization for Standardization (ISO).
(2019). We’re ISO: We develop and publish international
me, and submitted to ASSP for publication
standards. Retrieved from www.iso.org/standards.html
in Professional Safety. That article was pub- No Child Left Behind Act of 2001, Pub. L. No. 107-110,
lished in June 1977 as “Criteria for Effective 115 Stat. 1425 (2001). Retrieved from www2.ed.gov/nclb/
Eyewashes and Safety Showers.” overview/intro/execsumm.pdf
As word spread in the manufactur- TechTarget (2019). GSM (Global system for mobile com-
ing sector about the need for suitable munication). Retrieved from https://searchmobilecomput
eyewash and safety shower equipment, ing.techtarget.com/definition/GSM

CHECKPOINTS
TOOLBOX BALK
Keeping Your Safety Briefing Fresh
By Daniel Boreman
Ah, the dreaded toolbox talk. The intended goal is to inform work crews of safety-related issues,
concerns or events pertaining to the jobsite. More importantly, it is designed to start the
employees’ day with a focus on safety.
Occasionally, it only seems to suc- might not find interesting. For example, you are opting to discuss a subject that
ceed in causing anxiety and heartburn if you live and work in the Houston, TX, is somewhat unfamiliar, read up on
for field safety personnel and site super- area, you will be subjected to thousands the topic before presenting. Knowledge
vision. The common complaint is that of safety toolbox talks reminding work- builds confidence and confidence com-
toolbox talks can become stale when per- ers to stay hydrated. If you present a mands attention.
formed daily. During my last field safety topic peppered with eye rolls and heavy
role, I had to present a prepared toolbox sighs, the employees will mirror your Share Responsibility With the Crew
talk 6 days a week during a 6-month reaction to it. If the safety professional There is no rule that states the resident
project. About 3 weeks in, I felt myself thinks the topic is mundane, the crew safety professional must be the one to
slipping into the mind-set that my topics will not take it seriously. Deliver every talk for the entire briefing. Spread the re-
were getting repetitive, that the crew safety topic with the same level of inter- sponsibility. Ask the crew each day what
did not want to hear me drone on every est and enthusiasm. Each topic deserves they did the previous day to stay safe.
morning, and that there are not enough equal passion. Did someone experience an incident or a
safety topics to keep things fresh. Even near-hit? If the involved employee is will-
for a seasoned safety veteran, keeping ing, have him/her discuss the event with
daily talks fresh can be a daunting task. the group. Interaction and participation
Fear not, fellow safety nerds, I am here to are some of the best ways to keep people
help put you back on the right path. involved and interested.
My Topics Are Getting Stale There Are Not Enough

SNEKSY/ISTOCK/GETTY IMAGES PLUS
Topics generally do not change, and Safety Topics to Keep Things Fresh
they do not get stale. They do not begin During my time as a project safety
interesting, then grow boring. What gets coordinator on a large-scale construction
stale is how we are delivering the infor- project, I found myself running out of
mation. So how do we spice it up? presentation topics but hesitant to reuse
a topic that I had reviewed as little as 3
Retain Your Passion months prior. What I did not realize in
Remember why you do what you do. my struggle to keep things fresh, was that
Your goal is to keep employees safe. Get the project had so much turnover in 3
excited and stay excited. Your excitement The Crew Does Not Want to months that there were many personnel
will affect the workers. Hear Me Drone on Every Morning who had not heard my safety briefings
No one wants to hear anyone drone the first time around. While I would not
Find New Things to Discuss on about anything. Droning on is usual- recommend discussing the same five top-
There is a wealth of information on ly the result of one of three things: a lack ics every week, there can be great value
the Internet as well as all around you. of enthusiasm, knowledge or confidence. to the employees in repetition. Space the
Read the news and try to relate head- Sometimes a lack of one can cause the topics out but discuss them more than
lines to the workplace or the home. Try lack of the other two. It falls back on once. If you need new material, get out
to discuss topics that do not get the at- the presenter, not the information being there and find it.
tention they deserve quite as often. For presented. Like anything in life, you get out of
example, reminding employees about a situation what you put into it. Safety
safety on the way to and from work is Know What You Are Discussing briefings and toolbox talks are no differ-
equally as important to them as on-the- I am not suggesting you need to earn ent. There is an endless supply of infor-
job safety. Talk to other contractors or a doctorate in every subject you discuss mation out there to share with coworkers
crafters. Find out what they are discuss- or that you should not talk about things and crew members. Find it, make it
ing. Share your knowledge with them. of which you may not be a subject mat- relevant and continue to keep those folks
There is a world of topics out there that ter expert. But, do your homework. If safe out there. PSJ
are as relevant as you make them. Ex-
pand your horizons so you can expand Daniel Boreman, CHST, CSST, is a safety, health and environmental leader with more than 14
the horizons of others. years’ experience in combined safety, rescue and emergency response. He specializes in program devel-
opment and implementation, training, compliance assurance and team building. Boreman combines
Keep Your Poker Face his years of practical experience and high energy to deliver informative and entertaining training
Sometimes we are forced to discuss sessions both live and in writing. He is a member of ASSP’s Gulf Coast Chapter, and a member of the
topics that we, as safety professionals, Society’s Oil, Gas, Mineral and Mining Practice Specialty.

TRAINING TIPS
Top Three Benefits of

ON-SITE TRAINING
Getting the most out of your employees means continually helping them advance their
careers through educational opportunities to ensure that they are up to date on the latest
industry knowledge and best practices.
Customizing Providing on-site training is a great way to do any business, but rather will be situations that apply
that. Having a subject matter expert at your facility specifically to your workplace. With tangible examples
the training providing their insights about how you can improve of how to apply different concepts to your business,
your operation through OSH principles can help opti- you will be able to optimize your safety management
experience mize both the employees’ time and the organization’s systems, productivity and the bottom line.
safety performance. In addition, customizing the training experience
to your Here are the top three benefits of on-site training. to your organization’s specific needs shows employ-
organiza- ees that you are invested in their safety and well-be-
1) Time & Convenience ing and recognize the importance of integrating
tion’s spe- Time is a precious commodity for any business, safety into the organizational culture.
and the more time that employees can spend at their
cific needs facility, the more productive the organization can be. 3) Cost Effective
With any training, employers want their team to ex- With any training, it is important to provide the
shows pand its knowledge and gain insights into best prac- best educational experience at the greatest value.
employees tices. They also ideally want staff to spend the least The ability to train potentially dozens of employees
amount of time away from the office as possible. in your facility at one time is a tremendous benefit
that you are If, for example, employees attend a 3-day off-site of on-site training from a cost perspective. Rather
training, employers must calculate an additional than having to fly employees off-site for training,
invested in 2 days for travel, which adds up to employees spend- bringing in one instructor for the whole group saves
their safety ing a full workweek away from the office and unable both time and money.
to fully attend to their normal responsibilities. The average cost of a 1-night hotel stay in 2018
and well-be- If such training were conducted on site, the em- was $124.39. The average cost of domestic airfare in
ployees gain back 2 full days of work time, which the first quarter of 2018 was $346.00. These statis-
ing and rec- can then be spent on regular duties, improving both tics alone demonstrate the cost savings of on-site
the employee’s productivity and that of the organi- training. Depending on the number of employees
ognize the zation as a whole. attending an off-site training course, a company
importance On-site training can be scheduled during a down- could potentially be paying tens of thousands of
time in the organization’s workflow or to coincide dollars for travel and accommodations. This is in
of integrat- with another internal meeting to make the best use addition to any hosting costs incurred from paying
of trainees’ time. It also provides employees with for the use of an off-site facility.
ing safety the convenience of being at the facility where they Furthermore, having many employees attend a
into the or- work every day and can visually demonstrate to the single training can be cost saving in itself, given that
instructor the safety challenges they face. many programs offer group rates, which can be less
ganizational expensive than sending them to individual seminars.
2) Customizable
culture. As a safety manager, you want to know that the Conclusion
knowledge provided in training will be applicable On-site training is a way to invest in both employ-
to your business and will address specific challenges ees and the workplace. Bringing learning to your
employees encounter. On-site training provides this facility allows for a convenient and cost-effective
by tailoring the learning experience to your team’s way to provide a customized training to workers. By
unique needs. providing on-site training, employees will recognize
On-site training allows the instructor to walk your commitment to their safety and the safety cul-
your facility, familiarize him/herself with your op- ture as a whole. PSJ
eration and gather further insights into how s/he
can apply the training to the scenarios that employ- References
ees deal with on a daily basis. While other training Bureau of Transportation Statistics (BTS). (2018, July 17).
methods are certainly beneficial, the instructor may 1st quarter 2018 airfare data. Retrieved from www.bts.gov/
topics/airlines-and-airports/1st-quarter-2018-air-fare-data
speak in more general terms about concepts and Smith, J.S. (2019, Feb. 20). January’s year-over-year U.S.
techniques, leaving trainees with questions about hotel average daily rate growth was the smallest since 2010.
how they can implement what they have learned. BTN. Retrieved from www.businesstravelnews.com/Lodg
The scenarios presented during on-site training will ing/Januarys-Year-over-Year-US-Hotel-Average-Daily-Rate
not be generic examples that could be applicable to -Growth-Was-the-Smallest-Since-2010

PRODUCT PULSE
H2S Awareness
SafetyVantage’s hydrogen sulfide aware-
ness training is designed for workers in
and around environments where hydro-
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trains workers on industry insights and
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respond effectively in the event of an in-
cident. It discusses defining and locating
safety and health hazards, chronic and
acute exposure, controlling hazards, and
emergency response and rescue.
www.safetyvantage.com
Driver Training HazWOPER

AlertDriving’s Track and Train driver J.J. Keller Associates Inc.’s HazWOPER:
safety training combines telematics data Emergency Response Initial Training
with fleet safety training. Telematics data program is available in three cur-
uses GPS to target top crash causes, such ricula for awareness-level respond-
as harsh braking or speeding. The pro- ers, operations-level responders and
gram gathers driving data and analyzes HazMat-technician-level responders,
records against a determined threshold each with a varying number of courses
to identify which drivers need training. appropriate to the level. Topics include
Driver training focuses on how to avoid emergency response planning, chemical
behaviors that may lead to incidents. fundamentals and hazardous substance
www.alertdriving.info recognition and identification.
http://jjkeller.com/hazwoper
Virtual Reality
The OSHA Safety Sweep from PIXO VR provides an immer-
sive, repeatable experience that helps prevent injuries and
provides training in a virtual-reality setting. Module generates
a 20,000-sq.-ft fully rendered, photo-realistic 3-D training envi-
ronment in which user can perform tasks such as safety sweeps,
root-cause investigations and emergency response. Randomiz-
ing feature presents elements that are unique to each training
session to promote retention. Created using OSHA general
industry standards, module reinforces and assesses the skills
necessary to complete the OSHA 10- and 30-hour courses.
https://pixogroup.com
Lifesaving Program
Laboratory Safety The Red Cross Resuscitation Suite training program from American Red Cross pro-
ESafety’s online Biosafety: Laboratory vides online adaptive learning that allows participants to customize their learning
Safety Awareness course addresses path. Training program fea-
hazards associated with biosafety Level tures videos and simulations
1 through Level 4 labs and work in- of real physicians, nurses and
volving biological agents in a biosafety other healthcare staff in hos-
laboratory setting. Topics include bi- pital settings. Suite includes
ological risk groups, safety equipment modules on basic, advanced
barriers, routes of entry and ways to and pediatric advanced life
reduce potential exposure. Module is support. Preassessments allow
designed to show the level of biocon- user to test out of content al-
tainment precautions required to iso- ready mastered. Program can
late dangerous biological agents in an be accessed on a computer or
enclosed laboratory facility. mobile device.
www.esafety.com www.redcross.org

PRODUCT PULSE
Power Line Safety

Training Today’s Working Safely Near Power Lines online
training course is intended for general construction em-
ployees who work near power lines. Course reportedly helps
workers understand the major causes of power-line-related
NASTASIC/E+/GETTY IMAGES
incidents, identify dangers associated with power lines in
their workplace, learn OSHA power line safety regulations
and understand preventive measures to stay safe when work-
ing near power lines. Course also offers tips for what to do in
power line emergency situations.
https://trainingtoday.blr.com
Active Shooter
Preparedness
Vivid Learning Systems’ online active shooter pre-
paredness training is intended for work, home or
school audiences. Designed with the help of law
enforcement experts, course discusses the ways
that people typically react to active shooter events,
explains the importance of being familiar with sur-
roundings in a public space, identifies warning signs
of an active shooter event, identifies actions a person
can take to protect themselves during an event, and
explains what to do when law enforcement arrives.
https://vividlearningsystems.com
Automation Training
The Pilz Education System from Pilz is a modular training
system that allows users to learn the basis of safe automation
or hone their automation skills. According to manufacturer,
system’s industrial components realistically simulate the safety
and automation function of a plant or machinery. Training
features wiring examples, complex safety circuits with different
configurations, and control panels that users can work on to
test their knowledge of automation with real-life examples.
Difficulty level is customizable for apprentices to experts with
modules that can be combined in different ways
without additional installation.
www.pilz.com
Lockout/Tagout
New Pig’s Lockout/Tagout (LOTO) for Authorized Employ-
ees training program teaches workers how to protect against
unintentional exposure to different types of hidden energy.
Course describes hazardous energy types and energy control
procedures including preparation, shutdown, isolation, lock-
out, stored energy check, verification and release of lockout.
Course details the training requirements for LOTO, describes
the role of primary authorized employees during group lock-
out, explains how to differentiate between authorized and
affected employees, and offers best practices Publication of this material does not imply testing, review or endorsement
for restarting affected equipment. by ASSP. To submit a product for this section, send an e-mail to professional
www.newpig.com [email protected]. Be sure to include product and contact information, along
with a high-resolution product photo.

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sionals; (856) 283-7816; www.naep.org.
Las Vegas, NV New Orleans, LA
Minneapolis, MN 5/29-5/31: Certified Safety and Health •
6/8 ANSI/ASSP Z16: Modern Metrics
5/20-5/22: AIHce EXP 2019. American Manager Exam Preparation. Safety S.A.M. for the Safety Professional. ASSP; (847)
Industrial Hygiene Association; (703) and Associates; (702) 399-7373; www. 699-2929; www.assp.org.
849-8888; www.aiha.org. ishm.org.
New Orleans, LA
Online JUNE 2019 •
6/8-6/9 Influential Leadership Skills.
5/20-7/15: ASP and CSP Review. Bowen Pendleton, OR ASSP; (847) 699-2929; www.assp.org.
EHS Inc.; (866) 264-5852; www.bowen 6/3-6/4: Blue Mountain Occupational
ehs.com. Safety and Health Conference. Oregon New Orleans, LA
OSHA; 503-947-7411; https://osha.ore •
6/8-6/9 Perfecting the Root-Cause Analy-
Eugene, OR gon.gov. sis and Job-Hazard Analysis Processes.
5/21-5/22: Confined Space Train-the- ASSP; (847) 699-2929; www.assp.org.
Trainer. D2000 Safety; (800) 551-8763; Baton Rouge, LA
www.d2000safety.com. 6/3-6/7: Industrial Rescue I and II. Roco Res- New Orleans, LA
cue; (800) 647-7626; www.rocorescue.com. •
6/8-6/9 Safety Training Boot Camp.
Cincinnati, OH ASSP; (847) 699-2929; www.assp.org.
5/21-5/24: Overhead Crane Train-the- Spring, TX
Trainer. North American Crane Bureau; 6/3-6/7: Management of Change, Reval- New Orleans, LA
(800) 654-5640; www.cranesafe.com. idating Process Hazard Analyses and •
6/8-6/9 Prevention Through Design.
Advanced PHA Leader. ABS Consulting;
Webinar (800) 769-1199; www.absconsulting.com/
•
5/22 Safety Leadership During Un- training. New Orleans, LA
certain Times: Elevating Focus, Deci- •
6/8-6/9 Internal Occupational Health
and Safety Management Systems Audit-
sion-Making and Injury Prevention. Orlando, FL
ASSP; (847) 699-2929; www.assp.org. 6/3-6/7: Laser Safety Officer with Hazard ing Using ISO 45001. ASSP; (847) 699-
Analysis. Laser Institute of America; 2929; www.assp.org.
(800) 345-2737; www.lia.org.
Events During May, June & July New Orleans, LA
Send event announcements to professionalsafety Ann Arbor, MI •
6/8-6/9 Supervisor Training in Ac-
countability and Recognition Techniques.
@assp.org. 6/4-6/5: Industrial Ergonomics. Human-
• Current month advertiser tech; (734) 663-6707; www.humantech.com. ASSP; (847) 699-2929; www.assp.org.
• ASSP community

CONTINUING EDUCATION
New Orleans, LA Orlando, FL Houston, TX

•
6/8 Risk-Based Incident Analysis.
6/17-6/19: Forklift Operator Train-the-
Trainer. North American Crane Bureau;
6/25-6/27: Cause Mapping Root Cause
Analysis. ThinkReliability; (281) 412-
(800) 654-5640; www.cranesafe.com. 7766; www.thinkreliability.com.
New Orleans, LA
•
6/8-6/9 Managing Safety and Health.
San Antonio, TX Hilton Head, SC
6/17-6/20: NFPA Conference and Expo- 6/25-6/28: The Original Environmental
sition. National Fire Protection Associa- Compliance Boot Camp. Aarcher Insti-
New Orleans, LA tion; (800) 344-3555; www.nfpa.org. tute of Environmental Training; (410)
•
6/9 Safety 4.0: Updating Safety to Align 897-0037; www.aarcherinstitute.com.
With Industry 4.0. ASSP; (847) 699-2929; Woodland, WA
www.assp.org. 6/17-6/20: Mobile Crane Inspector. Quebec City, Canada
Industrial Training International Inc.; 6/25-6/28: AWMA 112th Annual Con-
Orlando, FL (800) 727-6355; http://iti.com. ference and Exhibition. Air and Waste
6/9-6/12: 2019 Public Risk Management Management Association; (412) 904-
Association Conference. PRIMA; (703) 528- Boston, MA 6018; www.awma.org.
7701; https://conference.primacentral.org. 6/17-6/21: ISO 45001: 2018 Occupational
Health and Safety Management Systems Midland, TX
Rahway, NJ Lead Auditor. Bureau Veritas; (888) 357- 6/26-6/27: Petroleum Education Council
6/10-6/12: HazWOPER Occasional Site 7020; www.us.bureauveritas.com. Basic Orientation Train-the-Trainer.
Worker. ehs International Inc.; (855) 234- PEC Safety; (800) 892-8179; www.pec
7462; www.ehsinc.org. Holland, OH safety.com.
6/19: Trenching and Excavation Compe-
Littleton, CO tent Person. Cardinal Compliance Consul- Winter Haven, FL
6/11: Standard Climber Certification. tants; (419) 882-9224; www.cardinalhs.net. 6/26-6/28: NRCA Qualified Trainer
Safety One International; (800) 485-7669; Conference. National Roofing Contrac-
www.safetyoneinc.com. Rockford, IL tors Association; (847) 299-9070; www
6/19-6/21: Machine Safeguarding. Rock- .nrca.net.
Houston, TX ford Systems Inc.; (800) 922-7533; www
6/11: Gas Detection. Industrial Scientific .rockfordsystems.com. St. Louis, MO
Corp.; (800) 338-3287; www.indsci.com.
6/26-6/28: Update for Construction In-
Morgantown, WV dustry Outreach Trainers. OSHA Train-
Washington, DC 6/20: Lead Renovator Refresher. West Virgin-
6/11-6/12: Healthcare Transformation ing Institute Midwest Education Center;
ia University Safety and Health Extension;
Summit. Lean Enterprise Institute; (617) (800) 464-6874; http://ceet.slu.edu.
(800) 626-4748; https://extension.wvu.edu/
871-2900; www.lean.org. community-business-safety/safety-health. North Kansas City, MO
Schaumburg, IL Mumbai, India 6/27: OSHA Silica Competent Person.
6/12: CAOHC Refresher. Acoustic Associates; 6/20-6/21: Health, Safety, Environment Sum- The Builder’s Association; (816) 531-4741;
(847) 359-1068; www.acousticassociates.com. mit and Awards 2019. Synnex India; +91 22 www.buildersassociation.com.
4085 5555; www.indiahsesummit.com.
New Orleans, LA Pittsburgh, PN
6/12-6/13: 21st International Occupational Des Moines, IA 6/28: H2S Train-the-Trainer. PEC Safety;
Ergonomics and Safety Conference. Interna- 6/23-6/27: Yielding Agricultural Safety (800) 892-8179; www.pecsafety.com.
tional Society for Occupational Ergonomics and Health 2019 Conference. Interna-
and Safety; (703) 989-3996; http://isoes.info. tional Society for Agricultural Safety and JULY 2019
Health; (217) 333-5035; www.isash.org. Littleton, CO
Frankfurt, Germany 7/1: Standard Climber Certification.
6/12-6/13: Overview of Risk Based Process Webinar Safety One International; (800) 485-7669;
Safety. Center for Chemical Process Safety, 6/24: Identifying Dementia in the Work- www.safetyoneinc.com.
American Institute of Chemical Engineers; place. American Association of Occu-
(800) 242-4363; www.aiche.org/ccps. pational Health Nurses; (312) 321-5173; Tampa, FL
www.aaohn.org. 7/1-7/2: Overhead Crane Operator. Crane
New Orleans, LA Tech; (800) 290-0007; www.cranetech.com.
•
6/12-6/15 Math Review, ASP and CSP
Exam Preparation. ASSP; (847) 699-2929;
Las Vegas, NV
Hillside, IL
6/24-6/28: ISO 9001/14001/45001 Integrated
www.assp.org. Auditor Training. DEKRA; www.dekra.us. 7/2-7/3: OSHA 10-Hour for Construc-
tion. Construction Safety Council; (800)
Davis, CA 552-7744; www.buildsafe.org.
Events During May, June & July 6/25: Fire and Life Safety Awareness.
Send event announcements to professionalsafety University of California, Davis Exten- Online
@assp.org. sion; (800) 752-0881; http://extension.uc •
7/7-8/10 Risk Assessment Certificate.
• Current month advertiser davis.edu/health. ASSP; (847) 699-2929; www.assp.org.
• ASSP community

Rahway, NJ Online Kirkland, WA
7/8-7/9: 10-Hour OSHA Outreach Con-
struction Industry. ehs International
•
7/14-8/11 Implementing ISO 45001.
•
7/18-7/19 Creating Line Management
Safety Leadership. ASSP; (847) 699-2929;
Inc.; (855) 234-7462; www.ehsinc.org. www.assp.org.
Kirkland, WA
Augusta, ME •
7/15-7/17 Corporate Safety Management. Portland, OR
7/8-7/10: Update for General Industry ASSP; (847) 699-2929; www.assp.org. 7/19: Silica in Construction, Maritime
Outreach Trainers. OSHA Training Insti- and General Industries. Northwest Cen-
tute Education Center, Keene State Col- Waipahu, HI ter for Occupational Health and Safety;
lege; (603) 645-0080; http://oshaedne.com. 7/15-7/17: Permit-Required Confined (800) 326-7568; http://nwcenter.washing
Space Entry. Building Industry Associa- ton.edu.
Portland, OR tion of Hawaii; (808) 847-4666; www.bia
7/8-7/10: Cranes in Construction. OSHA hawaii.org. San Diego, CA
Training Institute Pacific Northwest 7/20: OSHA 500 Standards for the Con-
Education Center; (800) 326-7568; http:// Rockville,MD struction Industry. Pacific Safety Center;
depts.washington.edu/ehce/OSHA. 7/15-7/17: Radiation Safety for Autho- (855) 477-2411; www.psc411.com.
rized User and Supervisors. Dade Mo-
Tempe, AZ eller; (509) 946-0410; www.dademoe Online
7/8-7/11: Collateral Duty for Other Federal
Industries. OSHA Training Institute Educa-
ller.com. •
7/21-8/11 Prevention Through Design.
tion Center UC San Diego Extension; (800) Charlotte, NC
358-9206; http://osha.ucsd.edu. 7/15-7/18: OSHA 30-Hour for Construc- Dayton, OH
tion. Carolinas AGC; (704) 372-1450; 7/22: Crane Operator and Safety. Kone-
League City, TX www.cagc.org. cranes Training Institute; (866) 821-
7/8-7/12: Scaffolding. Scaffold Training 4006; www.cranetrainingu.com.
Institute; (281) 332-1613; www.scaffold Irvine, CA
training.com. 7/15-7/19: HazWOPER General Site Raleigh, NC
Worker. ehs International Inc.; (855) 234- 7/22-7/25: Industrial Ergonomics Pro-
Omaha, NE 7462; www.ehsinc.org. cess. The Ergonomics Center of North
7/9: Incident Investigation. Marcotte Risk Carolina; (919) 515-2052; www.theergo
Control and Safety Services; (402) 398- Holland, OH nomicscenter.com.
9009; www.marcotteins.com. 7/16: Electrical Safe Work Practices/Arc
Flash. Cardinal Compliance Consultants; Ann Arbor, MI
Medford, OR 419-882-9224; https://cardinalhs.net. 7/22-7/27: Human Factors Engineering.
7/9-7/10: Confined Space Train-the- University of Michigan; (734) 647-7200;
Trainer. D2000 Safety; (800) 551-8763; Virtual Course http://isd.engin.umich.edu.
www.d2000safety.com. 7/16-9/5: CIH Review. Bowen EHS Inc.;
(866) 264-5852; www.bowenehs.com. Dublin, CA
Oklahoma City, OK 7/23: Safety and Health Management.
7/10-7/11: Oklahoma Safety and Health Webinar OSHA Training Center Chabot-Las Pos-
Congerence and Expo. National Safety •
7/17 Scaffolding Safety. ASSP; (847)
699-2929; www.assp.org.
itas Community College District; (866)
Council, Oklahoma Chapter; (800) 457- 936-6742; www.osha4you.com.
7233; www.nsc.org.
Murray, KY Greenville, SC
Park Ridge, IL 7/17-7/18: 16-Hour Fall Protection Com- 7/23-7/26: Construction Industry Train-
•
7/14-7/20 Math Review, CSP and ASP
Exam Preparation. ASSP; (847) 699-2929;
petent Person. Safety Training and En-
vironmental Protection; (270) 753-6529;
er. Southeastern OSHA Training Insti-
tute Education Center; (800) 227-0264;
www.assp.org. www.stepky.com. www.ies.ncsu.edu/otieducationcenter.
San Antonio, TX
June 23-26
Pulp and Paper Safety and Health Conference
This conference will feature speakers from within the safety community, as well
as from exhibits from vendors showcasing the latest innovations in personal and
site safety. Keynote speakers will discuss safety leadership and culture and share
reliable methods and tools to help increase employee engagement. Leaders will
share stories about empowering employees to understand safety as a value rather
MARELBU
than as rules or requirements.

Pulp and Paper Safety Association; (770) 446-1400; http://ppsaconference.org

VANTAGE POINT
O I NT
What Safety Can Teach Us About

UNCONSCIOUS BIAS
By Thane Bellomo
The development of an effective safety culture is predicated on the assumption that human beings often
incorrectly identify risk by making assumptions and applying unconscious bias. The elimination and
mitigation of assumptions and unconscious bias in risk assessment is at the heart of keeping people safe.
How the safety industry approaches ed that it is not that people do not want 200,000 hours worked. Starting in
this problem has much to teach us when to be safe, but that they often rely on 2008, the industry began to move away
eliminating or mitigating the effects assumptions and biases to determine from only an education and training
of unconscious bias in other aspects of risk. When investigating safety in- approach and began adding tools, pro-
behavior in organizations, most signifi- cidents, one typically hears, “I have cesses, oversight and accountability
cantly in the area of unconscious bias in done that job a hundred times,” “the measures in support of training and
diversity and inclusion efforts. structure looked secure” or “I was only education.
Human beings are wired for uncon- going to be up on the scaffold for a As shown in Figure 1, injury rates de-
scious bias, and it appears in all aspects minute.” In all of these cases, workers clined by 75% between 2008 and 2017,
of our lives. This can be problematic assumed that the task did not require from 0.13 injuries per 200,000 hours
when people assess risk in industrial them to go through the steps needed worked to 0.03 against a goal of 0.10.
safety environments. The nuclear indus- to assess their risk in an objective way. This demonstrates remarkable progress
try is one of the safest work environ- They used their intuition, biases and in reducing actual injuries on the job.
ments in the world (NEI, 2015) despite assumptions, and they were injured. Marrying education and awareness
the fact that workers perform duties in Given the nature of unconscious with effective tools, processes, account-
areas that can be quite dangerous. A bias, it is inevitable that people will use ability and oversight worked spectacu-
nuclear power plant is often like a con- assumptions and biases to assess risk. larly. So, what can this teach us about
struction site with large pieces of equip- Left to their own devices, people may unconscious bias in the workplace,
ment being installed and maintained gravitate toward inaccurate risk assess- especially as it relates to diversity and
in potentially hazardous environments. ments due to their assumptions and inclusion efforts?
And yet, the nuclear industry’s safety biases. Given that fact, the safety indus- In my work in the area of diversity
record is one of the best of any industry. try has developed a whole constellation and inclusion, it was clear that un-
How do they do it? of interventions to prevent this. Train- conscious bias negatively affects the
The biggest concern among the nu- ing, education, tools, process, oversight advancement of certain people in the
clear industry safety experts I have and accountability all play a mutually workplace. In most industries dom-
worked with is incorrect assessment of supporting role in getting people to inated by white men, this negatively
risk by workers. In other words, when stop and take the time to accurately impacts women and people of color.
workers are engaging in a work task, assess risk and to eliminate or mitigate Most people are not consciously bi-
they must assess the risks involved in it. The nuclear industry’s safety record ased, but we are all affected by uncon-
that task to ensure that they are work- is proof that this approach works at scious bias—the desire to be around
ing as safely as possible. They must world-class levels to prevent injury to people like us, the willingness to trust
understand and take action to address its workers. and believe in individuals who are like
any potential hazards that could occur In 2008, the nuclear industry con- us, the familiar nature we feel around
during the course of the job. The most sidered its injury rate too high. The people like us. This is an entirely nat-
significant cause of injury is an incor- incident rate stood at 0.13 injuries per ural phenomenon and the nature of
rect assessment of the risks involved
and a failure to eliminate or mitigate FIGURE 1
those risks.
When working with nuclear safety U.S. NUCLEAR INDUSTRY INCIDENT RATES, 2008-2017
professionals, I am constantly remind-
0.13
0.11
Vantage Point 0.10
0.09
Vantage Point articles in Professional Safety
provide a forum for authors with distinct view- 0.07
points to share their ideas and opinions with 0.05
0.04
ASSP members and the OSH community. The 0.03 0.03 0.03 0.03
YANGNA/ E+/GETTY IMAGES
goal is to encourage and stimulate critical think-

ing, discussion and debate on matters of concern
to the OSH profession. The views and opinions 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
expressed are strictly those of the author(s) and goal
are not necessarily endorsed by Professional Note. Data adapted from “U.S. Nuclear Industrial Safety Accident Rate,” Nuclear Energy Institute,
Safety, nor should they be considered an expres- 2018.
sion of official policy by ASSP.

unconscious bias tells us that TABLE 1
left to their own devices, NUCLEAR INDUSTRY DIVERSITY & INCLUSION ACTIONS
people will gravitate toward
what their unconscious bias Intervention Safety Diversity and inclusion
prompts them to do. People Education and Unconscious bias/assumptions: How it Unconscious bias/assumptions: How
are more likely to hire, de- awareness works/impact it works/impact
velop, promote and reward Tools •2-minute drill cards •2-minute drill cards
those more like themselves. •Safety huddle •Diversity and inclusion huddle
The operation of uncon-
•Peer review •Peer review
scious bias in this kind of
Process Corrective action process product Corrective action process product
decision-making is similar
to determine what went wrong to determine what went wrong
to the biases and assump-
Accountability Executive review process/challenge: Executive review process/challenge:
tions people apply to assess
and oversight gaps/action/progress gaps/action/progress
safety risks. In fact, they are
almost the same.
In my work in diversity and In the nuclear industry, safety whether the plans they have in place
inclusion, the problem of unconscious experts know that education is not are sufficient to close those gaps? Of
bias is often approached from the per- enough. Their response has been to course we can. All of those activities
spective of changing hearts and minds. develop tools, such as the 2-minute are possible and reasonable. There is
In other words, if we can get people to drill, processes such as the corrective nothing stopping organizations from
recognize that they have unconscious action process and accountability and applying methodologies that we know
biases and that they need to change oversight models such as human per- work in confronting unconscious bias.
their thought patterns, people will stop formance review boards. All of these Of course it takes time and resources,
using unconscious biases. However, work together in a mutually reinforcing but studies and research have repeated-
this premise denies the very nature of fashion, together with education and ly demonstrated that diverse and inclu-
unconscious bias and how pernicious training, to keep people safe. While sive workforces outperform less diverse
biases and assumptions are in the way this effort takes time and resources, and inclusive workforces.
human beings make decisions. Uncon- those in the nuclear industry believe it I am reminded of the phrase, “Show
scious bias is, after all, unconscious. is worth it. me where someone spends their time
It is a tall order for people to address So how might we apply the kind of and money, and I will show you what
decision-making biases of which they approach that has worked so well in they value.” If we value diversity and
are not aware. Further, this approach dealing with unconscious bias in safety inclusion in the workplace and if we
belies human nature; left to their own to unconscious bias in diversity and believe that unconscious bias negative-
devices, people will gravitate toward inclusion? Table 1 shows how the inter- ly impacts our diversity and inclusion
their biases. connected set of actions that the nuclear efforts, then doesn’t it make sense to
Let’s apply this approach to build- industry uses to confront unconscious adopt proven methodologies to elim-
ing a safety culture. Suppose that we bias and maintain world-class safety inate bias and assumptions in deci-
only educated and trained people to performance can be used in the area of sion-making that we know work? The
be safe, offered courses on how risk unconscious bias in a diversity and in- way safety is approached in the nuclear
assessment is inf luenced by our biases clusion setting. industry can teach us a great deal about
and assumptions, and encouraged Can we take 2 minutes before a meet- how to eliminate bias to improve our
people to not use assumptions and ing or the selection of a high-potential diversity and inclusion outcomes. In
biases when determining risk as they candidate to talk briefly about what addition to changing hearts and minds
work. Would this approach keep peo- biases we might be influenced by? Can and building awareness, we need to
ple safe? Based on my work with safe- we have a peer check before finalizing develop tools, processes, and account-
ty experts, the answer is a resounding the selection of a team to ensure that ability and oversight models that work
no. That approach would never work, we are not unduly influenced by our together to force people to stop and
and more people could become in- biases? When we find we have made make decisions objectively. The nuclear
jured on the job. decisions that could have been influ- industries safety record proves that this
If this is so, then why do diversity enced by unconscious bias, can we do is possible. PSJ
and inclusion professionals spend so some digging to learn how that hap-
much time educating people about pened and create a recommendation to References
unconscious bias and so little time on ensure that it does not happen again? Nuclear Energy Institute (NEI). (2015). Safe-
other equally important interventions Can executives challenge department ty: The nuclear energy industry’s highest pri-
that could eliminate or mitigate un- ority. Retrieved from www.nei.org/resources/
heads on whether they understand
fact-sheets/safety-nuclear-energy-industry
conscious bias in decision-making in their diversity and inclusion gaps and -highest-priority
the workplace? Where is the energy
around developing tools, processes, Thane Bellomo is an organizational development consultant with more than 20 years’ experience
accountability and oversight models to working with leaders and organizations to maximize their potential and optimize results. He has con-
ensure that we eliminate unconscious sulted and coached in the manufacturing, healthcare and energy industries and government, and has
bias where possible, and mitigate it published many articles and podcasts exploring how leaders, people and organizations most effectively
where needed? form and function. He can be reached at www.ccsperformance.net.

BY THE WAY
The Right Koala-fications

A crime is committed at the zoo; who is the culprit? A crime
scene technician might have some trouble solving the case be-
NOT THE
cause humans are not the only animals with fingerprints. Koalas WAY
have fingerprints that are so similar to the human fingerprint that Stumbling
it is nearly impossible to tell them apart. The pattern, shape and on a pipe
size of the ridges are almost identical to those of human hands. dream
Trained experts have a difficult time telling them apart, even un- Photo by
der an electron microscope. This might be explained by the evolu- Thomas Van
COPRID/ISTOCK/GETTY IMAGES PLUS

tionary paths of humans and koalas. Researchers from University Hooser, Gold
of Adelaide explain, “Koalas feed by climbing vertically onto Coast Chapter
the smaller branches of eucalyptus trees, reaching out, grasping
handfuls of leaves and bringing them to the mouth. Therefore, the Safety is serious business. But unsafe practices still occur and we hope
origin of dermatoglyphes (fingerprints) is best explained as the these “Not the Way” images help you recognize and eliminate more
hazards in the workplaces you influence.
biomechanical adaptation to grasping, which produces multidi-
rectional mechanical influences on the skin.” Thankfully, you can
probably dis-koala-fy these marsupials as a suspect.
Misheard Melodies
Have you ever realized you’ve been singing along with the
Mistaken Sweet Tooth wrong lyrics at karaoke night? Here are some misheard lyrics
In Japan, the term from chart-topping hits:
sokkuri sweets refers
to the art of creating •“I want to hold your ham.” Correct lyric: “I want to hold
desserts that look your hand,” from “I Want to Hold Your Hand,” by The Beatles
like other things. For •“Feel the beat from the tangerine.” Correct lyric: “Feel
example, you might the beat from the tambourine,” from “Dancing Queen,” by ABBA
find a cake that •“Sweet dreams are made of cheese.” Correct lyric:
looks exactly like a “Sweet dreams are made of this,” from “Sweet Dreams (Are Made
bowl of ramen noo- of This),” by Eurythmics
dles, or a chocolate
confection painted •“I just died in your barn tonight, mustard no mayon-
to look like sushi. A naise instead.” Correct lyric: “I just died in your arms tonight,
Japanese game show It must have been something you said,” from “(I Just) Died In
called Ultraman Dash Your Arms,” by Cutting Crew
VIDEFFECTS HD
utilizes this art with a •“We’re working for peanuts.” Correct lyric: “We’re head-
silly result. Celebrity ing for Venus,” from “The Final Countdown,” by Europe
contestants are shown •“Feelin’ like a ham and mustard shake.” Correct lyric:
a room full of differ- “Feelin’ like a hand in rusted shame,” from “Interstate Love
ent objects and they must bet on whether objects are real or Song,” by Stone Temple Pilots
a sugary treat. After placing bets on the items such as a back-
pack, a piece of chalkboard chalk or sneakers, contestants must •“We built this city on sausage rolls.” Correct lyric: “We
taste the item to see if their bets are correct. The result could be built this city on rock ‘n’ roll,” from “We Built This City,” by Jeffer-
delicious (or not). son Starship
Reconstructing Memories
“I’m not confused, In recent years, the validity of eyewitness testimo-
ny has been under scrutiny. According to the Inno-
I’m just well cence Project, 73% of the 29 convictions overturned
mixed.” through DNA testing were based on eyewitness tes-
Robert Frost timony. Much of this can be attributed to a miscon-
ception about the way we remember. When humans
recall a memory, many perceive it as rewinding a
video and replaying it again and again. However,
psychologists have found that a memory is actual-
ly reconstructed each time it is remembered, like
putting puzzle pieces together. Therefore, each time
we remember an event, it is possible that we are
LIBRARY OF CONGRESS
influenced by external forces, such as questioning or

input from others. Can you trust your eyes?
If you have a cartoon, anecdote, joke or interesting safety item you’d
like to submit for publication on this page, send your contribution
to [email protected]. Submissions will not be returned.

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Professional Safety - May 2019

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What are some of the safety certification programs discussed?

What are some of the safety certification programs discussed?

What are some of the features of the EHS compliance software mentioned?

What are some of the features of the EHS compliance software mentioned?

A Hierarchy of

ASSP.ORG MAY 2019

Never Be Out Of Touch

Call toll-free 855-242-6969 to schedule your demo today.

Complete Workshop Schedule at

SPAN ™ SAFET Y WORKSHOPS ARE GUARANTEED!

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6 President’s Message 31 Leading Thoughts EDITORIAL STAFF

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CREATING A DIVERSE & INCLUSIVE SOCIETY

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Falls from elevation are a leading cause of death in

Learn more at assp.us/safetystandards

ASSP’s 2019-20 BOARD OF DIRECTORS

2019 Society Elections Complete, Terms Begin July 1

Council Vice Presidents

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Practice Specialty & Common Interest Group Election Results

Jeremy Alyssa Rick

Congratulations to ASSP’s most

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WOMEN & SAFETY REPORT

ASSP & KOSHA Collaborate

ASSP Director-At-Large Joel Haight

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ASSP Update NIOSH Video Aims to

DRILLED SHAFTS Preventing Occupational Exposure to Emergency Responders, to

tigation Laboratory, the video shows real police officer body

Study Finds Motor Vehicle Towing Industry

From 2011 through 2016, this study underscore the

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EU-OSHA Report Putting People Into Sustainability

FUZZNAILS/ISTOCK/GETTY IMAGES PLUS

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SMRT CORPORATION LTD.

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Present at SAFETY 2020

commitment to Proposals are due July 17, 2019.

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DRAZEN LOVRIC/E+/GETTY IMAGES

Program Helps Workers Stay Safe When Traveling for Work

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to recognize hazards is present/assigned; •transportation safety;

NEW FROM ASSP

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rocking ship, prevent capsizing and steer it toward

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USING FEMA’s STAPLEE PROCESS

Workplace controls must be not is by following a set of guidelines to Combining STAPLEE

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