Workplace Safety

Workplace SafetyA Guide for Smalland MidsizedCompanies

Dan Hopwoodand

Steve Thompson

John Wiley & Sons, Inc.

ffirs.qxp 7/12/06 3:14 PM Page iii

File AttachmentC1.jpg

If the owners of small and midsized companies read this book, it willtotally change the way they look at workplace safety. It will transform theirthinking about workplace safety from something you have to do forOSHA or the insurance company to thinking of workplace safety assomething that will make the company more efficient and more profitable.When business owners view workplace safety in this light, it allows themto manage their workers compensation program as they would any otheraspect of their business.

Mike Murrah, BCG Insurance Services,

I have worked with both Steve Thompson and Dan Hopwood since 1991and have found the two of them to be the best safety professionals in thebusiness. Their knowledge of workplace safety issues and professionalismis of the highest caliber. I highly endorse their book and their principles.

Robert Stricker, Employment Law, Law Offices of Stricker & Ball

Steve and Dan's professional expertise comes through loud and clear. AsI learned from them several years ago, good safety programs are alwaysinternally driven. Insurance brokers, agents and safety professionals canprovide knowledge about ways to protect your workforce, but they can'tinstill a culture of safety.

Bill Litjen, President, G.S. Levine Insurance Services

Being in the health care field I have found that chronic pain issues areoften associated with the workplace. It is imperative for companies to takethe appropriate measures to help mitigate the potential risks. Steve andDan have done a great job in showing them the way.

Aaron Brooks, President, Perfect Postures, Inc.

ffirs.qxp 7/12/06 3:14 PM Page i

Health and safety on the job should be a priority for every company, notjust those with multi-million dollar budgets. Steve and Dan make thisinformation accessible to every business large and small. They take it a stepfurther to help the reader see that workplace safety is a "people" issue andnot a numbers issue. As an owner of a small business, I found this bookclear, concise and user friendly.

Anthony B. Carey M.A., CSCS, CES, CEO Function First[Author of The Pain-Free Program: A Proven Method to

Relieve Back, Neck, Shoulder and Joint Pain]

Workplace Safety is an excellent resource. This book should be read by allbusiness owners who genuinely want to take care of their employees, con-trol injuries and manage their workers compensation costs.

Chris Liechty, CSP, ARM, Safety Consultant

This book offers a simple approach to the development of a health andsafety program. It is easy to follow and the content is valuable for both theinexperienced and seasoned professional. It is a good resource to add toyour safety library.

Michelle Eisenberg MPH PT, President, Ergonomic Evaluation & Training

ffirs.qxp 7/12/06 3:14 PM Page ii

Workplace SafetyA Guide for Smalland MidsizedCompanies

Dan Hopwoodand

Steve Thompson

John Wiley & Sons, Inc.

ffirs.qxp 7/12/06 3:14 PM Page iii

This book is printed on acid-free paper.

Copyright 2006 by John Wiley & Sons, Inc. All rights reserved.Published simultaneously in Canada.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted inany form or by any means, electronic, mechanical, photocopying, recording, scanning, orotherwise, except as permitted under Section 107 or 108 of the 1976 United StatesCopyright Act, without either the prior written permission of the publisher or authorizationthrough payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc.,222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the webat www.copyright.com. Requests to the Publisher for permission should be addressed to thePermissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030,201-748-6011, fax 201-748-6008, or online at http://www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their bestefforts in preparing this book, they make no representations or warranties with respect to theaccuracy or completeness of the contents of this book and specifically disclaim any impliedwarranties of merchantability or fitness for a particular purpose. No warranty may be createdor extended by sales representatives or written sales materials. The advice and strategiescontained herein may not be suitable for your situation. You should consult with aprofessional where appropriate. Neither the publisher nor author shall be liable for any loss ofprofit or any other commercial damages, including but not limited to special, incidental,consequential, or other damages.

For general information on our other products and services, or technical support, pleasecontact our Customer Care Department within the United States at 800-762-2974, outsidethe United States at 317-572-3993 or fax 317-572-4002.

Wiley also publishes its books in a variety of electronic formats. Some content that appears inprint may not be available in electronic books.

For more information about Wiley products, visit our Web site at www.wiley.com.

Library of Congress Cataloging-in-Publication Data:Thompson, Steve, 1960 Oct. 27

Workplace safety : a guide for small and midsized companies / Stephen Thompson, DanHopwood.

p. cm.Includes index.ISBN-13: 978-0-7821-3604-3 (cloth)ISBN-10: 0-7821-3604-4 (cloth)1. Industrial safetyUnited StatesHandbooks, manuals, etc. 2. Small businessUnited

StatesSafety measuresHandbooks, manuals, etc. I. Hopwood, Dan. II. Title. T55.T48 2006658.3'82dc22

2006005663Printed in the United States of America10 9 8 7 6 5 4 3 2 1

ffirs.qxp 7/12/06 3:14 PM Page iv

vContents

Preface viiAcknowledgments xi

chapter 1 Introduction: What Is Workplace Safety? 1Workplace Safety Management Is Strategic

and Tactical 4Workplace Programs: Management at Its Best 6Understanding Two Basic Definitions 9Health and Safety = Illnesses and Injuries 9Workplace Safety Programs and Their Purpose 12Whos Responsible for Workplace Safety Programs? 13Key Concepts: The Two Most Critical Ones 17Challenges for Those Practicing Safety 18

chapter 2 Taking Stock of Where You Are:A Needs Assessment 23Why Workplace Safety Programs? 25Taking Stock 29

chapter 3 Creating an Effective Workplace Safety Program 45Core Regulatory Requirements 45Establishing Goals 48Safety as a Company Value 49Management Commitment and Responsibility 50Employee Involvement 54Work-Site Analysis 56Hazard Recognition and Resolution 57Training and Education 64Recordkeeping 67Best Practices 70

ftoc.qxp 7/12/06 3:16 PM Page v

chapter 4 Critical Safety Considerations:Focusing Workplace Safety Efforts 75Taking a Look Back 75Critical Connections: Safety and Special Hazards 77Specific Hazards Review 80Best Practices 99

chapter 5 Integrating Advanced Topics 103Emergencies and Related Planning and Response 105Risk Management 119Moral and Ethical Considerations in

Workplace Safety 124Best Practices 129

chapter 6 Workers Compensation and Insurance 133Workers Compensation 133Insurance Agents and Brokers 150One Alternative to Workers Compensation 153Beyond Workers Compensation 155

chapter 7 Greatest Lessons Learned in Achieving Safety Success 157Creating a Safety Culture 15712 Greatest Lessons Learned about Achieving

Safety Success 165

Epilogue 171

Notes 173

Appendix 175

Selected References and Resources 181

Glossary 223

Index 235

vi contents

ftoc.qxp 7/12/06 3:16 PM Page vi

vii

Preface

The practice of workplace safety has seen incredible advances in the last30 years. Its not that there were few in the decades prior to the early1970s, its that the speed of the advancements has quickened. Many of theadvancements are technologically based, while others fall within the regu-latory realm. Still others have been found in how best to train employeesand motivate them to be as safe as possible.

Without question, though, considerable workplace safety challengesremain. These challenges take the form of injuries and illnesses, economicsanctions as a result of regulatory citations, and financial loss due to themany uninsured consequences a company faces when exposed to person-nel injuries and illnesses. Without business owners and management lead-ing the safety charge, undertaking specific safety and health measures andthe recognition that employees need to be involved in the workplace safetyprocesses at all times, the challenges will not abate.

This book is about attacking those challenges in ways that are not com-plicated but can easily be embedded in your current business managementactivities. To that end, this book is designed for the management team ofthe small and/or midsize business. We recognize that the terms small andmidsized may have different meanings to our readers. However, we aretalking about companies that have very flat management hierarchy and thatdivvy up the safety and risk management tasks among multiple supervisorsand employees. Such organizations generally may not have the resourcesfor a full time safety professional or someone dedicated to safety. This bookis for you, that multitasking manager or business owner, because there is away to handle workplace safety without it being a burden. There are ways

fpref.qxp 7/12/06 3:15 PM Page vii

to handle safety without having an advanced safety education, and there areways to ensure your company builds safety into its core values, mission, andgoals. This book will help define that path and show you the way.

Our workplace safety focus is one that applies to all management, notjust those with special skills, degrees, or certifications. Without question,educational experiences in the sciences, business, or human resourcesmanagement and psychology would all be helpful, but none is a prerequi-site. We have not written a book that is highly technical. In fact, we havepurposely avoided that. Why? For many people, the technical challengesmay block initiative and progress. Our job is to get you started, not slowyou down.

Well help you get started in several ways. These include discussing thebackground of workplace safety, why its important, and what the corecompetencies are to being successful. When you finish reading this book,youll understand the relationship of injuries and illnesses to regulatorymandates, financial management, as well as your short- and long-termbusiness goals. In addition, youll be able to perform a baseline assessmentand, through critical questioning, implement those best practices whichshould be included in your efforts.

This book answers the question of what workplace safety is for you. Itgoes on to guide you through needs assessment, highlights trainingrequirements, and provides methodologies and examples of how to writeand focus your safety plans. We also felt it very important to provide a fewexamples of specific safety and health considerationshazards, if youwilland discuss their controls. This is very important to the process ofrecognizing that not every business is the same and that there is no single,unified plan that works for everyone. You will need to develop a workplacesafety program that is directly related to your operations, the exposures thatexist, and the controls necessary to reduce injuries and illnesses.

We end the book with a review of several advanced topics, includingemergency response and business continuity planning. We also highlightthe basics of risk management and how they can be integrated into yourplanning efforts. In addition, our discussion of morals and ethics isextremely apropos in todays business world. Our review of workers com-pensation is designed to provide one link from workplace safety to manag-ing the financial impact of injuries and illnesses. No better example existsthan workers compensation.

viii preface

fpref.qxp 7/12/06 3:15 PM Page viii

The greatest lessons learned is our final salvo. Feedback from sometop safety and health professionals and the lessons they have learned overthe past few years will be enlightening and serve as a source of motivationto youto start your safety efforts or to enhance them as might be needed.

We recognize we cover a lot of ground in this book. We also know thatif you get started, you will accomplish many positive things and your work-place safety program and efforts will continue to improve. Youll know ifyoure headed in the right direction by looking at the best practices ques-tions in the Selected References and Resources section of the book andonline at www.workplacesafety.com. The more you can answer affirma-tively, the more you have accomplished and the closer you are to develop-ing a winning safety program. Those you answer no or maybe pointdirectly to where your program efforts need work. We are also confidentthat reviewing the best practices questions regularly will serve you well.

As practicing safety professionals, teachers, and business managers, wehave learned many safety lessons over our combined nearly 50 years ofexperience. Foremost among them is that to achieve any workplace safetysuccesses, a first step has to be taken. Whether an audit or best practicesreview, a foundation must be constructed and plans drafted. The more yoursafety efforts truly relate to what your employees do and the specific haz-ards they face, the better outcomes you will experience. We also havelearned that safety efforts are never a straight line; they are rather, a journeywhose starting point you will visit more than once.

Were confident with some effort, teamwork and critical thinking, yourjourney will be successful. In fact, youll likely enjoy it.

Dan Hopwood and Steve ThompsonSan Diego, CaliforniaAugust 2006

preface ix

fpref.qxp 7/12/06 3:15 PM Page ix

fpref.qxp 7/12/06 3:15 PM Page x

xi

Acknowledgements

We want to thank our family, friends, and colleagues for your encour-agement, collaboration, and contributions to this book. We also owe a debtof gratitude to Sheck Cho and his team at Wiley for their direction, guid-ance, support, and trust in us.

dan hopwoodTo Leslie, for supporting me in all of my journeys, and for staying mynumber 1; to Kylie and Kendall, the most beautiful, talented and thought-ful daughters a dad could wish for.

To Steve Thompson, no finer a person and professional could this taskhave been undertaken with.

To my big sister Jan, the defender of all I do; Bob, Charlene and DennisAnderson for sheltering me from the storm and to Dick and AnitaIknow life would be incredibly different without all of you having been partof mine.

To Drs. James Noto and Tee Guidotti, who mentored when I needed amentor and led when I needed leading.

To Bill Carolan and Greg Cybulskithe world needs more like you twoto count on and to Mark Evans whose support and friendship has beenimmeasurable in many ways.

steve thompsonJoann Thompsonwife, friend, and support throughout the journey.

Thompson, Wante, Tirotta, McKeever, brother, sister, and all related

flast.qxp 7/12/06 3:15 PM Page xi

families throughout the USIm fortunate to have such wonderfullysupportive and caring relatives.

Roy Thompsonat a young age teaching me that all people are equaland that its important to do the job right.

Lorraine Thompsonfor teaching me that living simply is OK, and thatvolunteering is good for the soul.

Ray Hunteryou taught me to always put the customer first, and tonever stop giving back.

Branden Thompsonmy son, you have changed me through your cre-ative soul and spirit. I am honored to be in your life.

Brian Harrismy best friend and confidant. You never judge me evenwhen Ive headed down the wrong pathyou have always been therefor me.

Camille Currierthe most resilient and courageous business partnerand friend anyone could ever hope for.

Dan Hopwoodteacher, boss, and now author and business partner.Youre the finest safety professional in the business, and I considermyself extremely fortunate working beside you all of these years.Without you my friend, there wouldnt be a book!

Cait Caseythe most passionate safety professional anywhere. Thankyou Cait for always steering me in the direction of doing whatsright for the working guy.

Cathi Marxfor teaching me the importance of really listening to everyword a person speaks. You inspire me to be the best I can be.

Scott Primiano and Richard Coskrencolleagues, mentors, and leader-ship guides. Thank you for believing in me, and making me a part ofyour team.

G.S. Levine Insurance familyfor being my first customer and thefoundation on which we have built our business. Thank you Gary,Bill, Jeff, and Ross.

Phyllis Simmonswithout you, this book would not have been writ-ten. Thank you for thinking of me.

Allison Fowlerfor your safety enthusiasm and passion. Im alwaysinspired by your energy.

xii acknowledgments

flast.qxp 7/12/06 3:15 PM Page xii

Elise Fischerthe most creative, innovative safety leader on the planet.

Chris Liechtyfor teaching me to always be objective and never judge.

Craig Larson and Mon Usonfor always trusting in me and allowingme to experiment.

SDSU Safety StudentsEric, Julie, Mary, Wally, David, Lance, Al, Bob,Russ, Angela, and so many others. You are all stellar representatives inour field of work.

Kate Montgomeryfor always being so passionate about taking care ofpeople and fighting against injustice.

Mike Murrahfriend, supporter, and business partner. You taught methe importance of using the word injured worker and everythingimportant about the industry.

Rick Sanchezfor showing me (through your actions) the importanceof balance.

Michelle Eisenbergmy friend and ergonomics mentor and guideyou are the best in your field.

Gene Magrinnovator and entrepreneurfor encouraging me tostart my own business; then trusting me to help you in yours.

acknowledgments xiii

flast.qxp 7/12/06 3:15 PM Page xiii

flast.qxp 7/12/06 3:15 PM Page xiv

11chapter

Introduction: What Is Workplace Safety?

Hundreds of books have been written on the broad field of safety andhealth management, and thousands more can be added when consideringspecific safety and health considerations and processes focused on givenindustries. Coupled with academic research, journal articles, and regula-tory writings, the field of workplace safety has a considerable volume ofwork behind it. In large part, these materials have been published for thesafety practitioner or those with some existing knowledge of workplacesafety and some academic background or training. Such books, guides,articles, and research papers have created a bridge from the basics of safetyand health, to program development and management, to more complexissues, such as specific hazard controls, toxicology, and the role humanbehavior plays in managing workplace safety, with toxicology and humanbehavior serving as general examples. In addition, many provide informa-tion and guidance toward regulatory compliance. All were written withthe goal of reducing the potential for workers and an organizations otherconstituents, such as the general public, to become injured or ill. In mostcases, these writings have focused on a specific readership; a few have beenmuch broader in their scope, hoping to appeal to wide audiences. Very few

c01.qxp 7/12/06 3:12 PM Page 1

have recognized the distinction in the size of a business or, more specifi-cally, the differences in available managerial and economic resources as wellas the technical capabilities within a company or those assigned to manageworkplace safety.

Clearly, then, the ability to manage workplace safety effectively hingeson several critical considerations, such as:

Establishing a clear commitment to safety

Identifying unsafe actions and conditions

Providing resources for safety training (including advanced safetytraining for a supervisor)

Assigning someone the task of safety or assuming it yourself, andproviding the resources (time and money)

Who should read this book? Although many will benefit from a reviewof its contents, this books major audiences are intended to be the execu-tive of a small-to-midsized company tasked with workplace safety (amongmany other duties!), the human resources professional, the operationsmanager, or those vested with collateral safety and health managementduties, along with individuals relatively new to the field of workplace safetymanagement.

There are several ways to answer the opening question of this book,What is workplace safety? and its sister question, Why is workplacesafety important? Well begin with some thoughts on the challenges ofmanaging such programs as a mechanism to begin addressing the query.Although seemingly easy, the answer focuses upon several critical consid-erations that are equally important; for example, its just as critical to dis-cuss the challenges of managing workplace safety programs as it is tohighlight the objective steps that actually guide a workplace safety programto fruition. Both of these considerations are no more important than thedevelopment of the skills to identify hazards in the workplace or the abil-ity to maintain effective workplace safety training programs. As you willsee, workplace safety management is a complex set of activities, all focusedon one outcome: reducing or eliminating injuries, illnesses, and incidents.

This chapter discusses additional considerations focused on managingprograms, understanding the link between knowledge of operations andworkplace safety, identifying hazards, and getting programs started. We also

2 chapter 1 introduction: what is workplace safety?

c01.qxp 7/12/06 3:12 PM Page 2

outline some of the major challenges those responsible for workplace safety(you) will face on the journey to successful program development anddeployment.

For many, the management of workplace safety programs has long beenseen as a complicated issue. This perspective exists for many reasons. Suchreasons are found in the confidence necessary to:

Deploy a workplace safety program

Truly understand the nature of the hazards your business and work-ers are exposed to

Ensure that regulatory mandates are being met

Each is an essential goal within a workplace safety program, and sepa-rately they comprise critical aspects of the program. Taken together, theybegin to set the stage for success; however, the safety practitioner is facedwith many other challenges in developing an effective workplace safetyprogram and ensuring its success. This chapter, as it answers the questionWhat is workplace safety management? also addresses the managementissues noted above and more importantly, why it is important to assuretheir success.

To a large extent, this book is designed to moderate those challenges bybreaking workplace safety management into discrete, bite-size elements,both tactical and strategic. Additionally, this book is intended to assist thereader to capitalize on the efforts required to manage workplace safety programs while tasked with a myriad of other responsibilities. Workplacesafety management must be given its proper place within an organizationsmany initiatives, and this can be accomplished only by achieving both anunderstanding of need and the basic skills to build a program and control iteffectively.

Workplace safety programs are only one among many for which timeand other resources must be made available. These programs must receivethe proper attention, but neither more or less than necessary. It is best,however, to blend workplace safety management programs with operationsand other programs. In larger organizations, these programs may be man-aged by human resources, for example. However, in the small and midsizedcompany, management most often falls to you.

By understanding the strategic and tactical aspects of workplace safety

introduction: what is workplace safety? 3

c01.qxp 7/12/06 3:12 PM Page 3

management programs, and their related elements, you as safety practi-tioner can dedicate your time and that of others, and rally the necessaryresources to ensure that a meaningful program is constructed. Without thisunderstanding, something critical will be missing from the final product.

There is one very important distinction to point out now. This book isabout the management of a workplace safety program. Our intention is toprovide you with the insights necessary to structure and manage a program;we do not aim to teach you each and every intricacy of being a safety pro-fessional.

workplace safety management is strategic and tactical

As you move through the chapters in this book, a picture will be painted,if you will, with the broad strokes of the strategic and tactical aspects ofworkplace safety programs (see Exhibit 1.1). The detail will be painted asthe book unfolds. These efforts include highlighting the attributes of work-place safety programs and the activities necessary to ensure their success.

The strategic aspects include the rationale for:

Programs

Management commitment and support

Regulatory compliance

Program development and deployment


exhibit 1 .1 strategic and tactical aspects ofhealth and safety management

Strategic Aspects Tactical Aspects

Rationale for programs Hazard identification

Management commitment Hazard control

Regulatory compliance Links to other human resourcesprograms

Program development and Incident investigationsdeployment Training

c01.qxp 7/12/06 3:12 PM Page 4

As you might suspect, the strategic aspects of workplace safety manage-ment plans lay the foundation for planning efforts and are those intendedto ensure that plans are not short-lived.

In addition, the picture will include the tactical elements of workplacesafety management. These elements include:

Hazard identification

Hazard control

Linkages to other management functions (i.e., disciplinary measuresand access to employee assistance programs; see Exhibit 1.2)

Investigation of incidents, such as injuries, illnesses, and near misses

Employee health and safety training

Understanding the links to programs associated with workplace safety,or those that mutually benefit safety, are important for a number of verygood reasons, including:

If there are other programs that benefit from workplace safety activ-ities and programs, management tends to lend a greater deal of sup-port. This is the case for many reasons, including program-relatedeconomies of scale (i.e., through the development of one program,another benefits). Such is the case with workplace safety manage-ment and workers compensation programs, for example.

Cost control. As you might suspect, controlling injuries and illnessesalso helps an organization control and even reduce its workers com-pensation insurance costs.

Greater degree of centralized management and program control.

workplace safety management is strategic and tactical 5

exhibit 1 .2 related human resources program examples

Employee assistance

Benefits

Discipline

Americans with Disabilities Act

Early return to work

c01.qxp 7/12/06 3:12 PM Page 5

These are particularly important for the small and midsized company,where it is typical for members of the management team to wear morethan one hat and have responsibility for more than one function.

More detail will be provided on both the strategic and tactical aspects ofworkplace safety management in other chapters.

The tactical aspects of safety and health programs are the what of pro-grams, compared to the strategic aspects, which are the why. One can-not succeed without the other, and as you can see from Exhibit 1.2, manyother human resources functions are related to workplace safety or areaided by workplace safety efforts.

So far we have been setting the stage for what workplace safety is. It shouldbe fairly clear that such programs are not comprised entirely of just writ-ten words. If they were, then every company would borrow someone elsesand declare it is finished with the planning process. The authors, with nearly50 combined years of experience, can tell you that is never the case.

workplace programs: management at its best

Workplace safety managementand management is a key operative word inour overviewis the synthesis of three very important considerations:

Consistent management effort

Employee involvement

Programming and the practice of the tactical aspects of workplace safetymanagement

Consistent Management Effort

Even though many employers have tried, it is rare for a workplace safetyprogram to succeed without consistent management effort (putting aplan together), involvement (leading by example), and dedicating theproper resources (time, materials, and money) to a program. There is awide variation in what may be required from the resource allocation per-spective among organizations. This is a function of size, the nature of thehazards employees are exposed to, regulatory requirements, and manyother factors.


c01.qxp 7/12/06 3:12 PM Page 6

Employee Involvement

As we have uncovered during the development and analysis of literallyhundreds of workplace safety programs, without the proverbial employeebuy-in, few programs have any chance for success. This is the case for manyreasons. Key among them is that employees feel a keen desire to be part ofmeaningful activities, and in fact, most often they have a considerableamount to contribute to the planning process. Who, for example, knowshow to conduct operations better than your experienced employees? Theymay very well have recommendations or enhancements to safety proce-dures that can make great differences in reducing future hazards and em-ployee exposure to injury or illness. Later chapters will cover this in moredetail.

Practicing the Tactical Aspects

Workplace safety programs should be used as tools to improve operationsand processes. This cannot happen if the tactical aspects of programs arenot consistently utilized or practiced.

For example, organizations that enforce the tactical element of incidentinvestigations are able to determine if an unsafe act or unsafe condition wasthe underlying cause of an injury or illness. With this information, employeetraining can be improved, or better focused, and operational improvementscan be implemented.

The definition of management includes planning, leading, organizing,and controlling. There is no better way to frame the functional aspects ofworkplace safety management. Workplace safety management programsperform poorly when they are reactive in nature. As you will learn soon,to be reactive implies that the hazards associated with a job or tasks areallowed to exist before any preventive action is taken. The implication isthat only outcomes (injuries and illnesses) are responded to. Thus, the reac-tive approach never attacks the root causes of these outcomes. Manyemployers respond only to that which has already happened and never lookat what is causing an injury or illness to develop. Clearly, this approach iscontraindicated if a management program that works is in existence.

A program that has plan-ahead features, such as hazard inspections andmore detailed job hazard analyses, is capable of identifying physical,

workplace programs: management at its best 7

c01.qxp 7/12/06 3:12 PM Page 7

chemical, biological, and ergonomic as well as psychological and opera-tional hazards and of mitigating them prior to adverse outcomes. As youmight suspect, the ability to identify and mitigate these hazards is the hall-mark of better-than-average workplace safety plans.

Workplace safety management does include planningplanning forresources (whether people or materials) and all of the activities that goalong with maintaining a management program. Once marshaled, theseresources, particularly the organizations human resources, require utiliza-tion. All human resources must be playing from the same page and sheetof music regarding workplace safety management. If this is not the case,then a discordant program effort will follow, with the result being injuriesand illnesses.

The leadership associated with workplace safety programs actually cancome from several sources. However, it is absolutely essential that a greatdeal of program leadership be vested with the individual or individualswho actually oversee the program and are held accountable for its results.To put it simply, those who are the consumers of the programtheemployeesrequire a very clear picture of whos in charge.

Because workplace safety programs require resources, they must be orga-nized to obtain peak efficiencies. The first three management elements typ-ically are linked to the strategic aspects of a workplace safety program. Thetactical aspects traditionally are tied to the management element of control.This link is fairly simple, since the tactical aspects of workplace safety plansinclude training, incident investigations, hazard identification, and hazardcontrol.

Workplace safety management requires program planning and resourceavailability. It also requires active leadership and organization to assure con-sistent deployment. In addition, workplace safety management requirescontrolling exposures to injury and illness. This criterion further delineateswhat workplace safety management is: those tactics that are implementedto reduce and, whenever possible, eliminate the factors that allow injuriesand illnesses to develop. These factors are found in both unsafe acts andunsafe conditions.

Workplace safety management programs are not self-written or self-sustaining. As with many other programs, as they are integrated within thefabric of an organization and nurtured, it is much easier to maintain themand ensure that they are having a meaningful impact.


c01.qxp 7/12/06 3:12 PM Page 8

understanding two basicdefinitions

Workplace safety management requires an understanding of two basic definitions. More specifically, it requires defining the differences in healthand safety. Understanding health and safetythe words and what theymeanis essential to your success in managing such programs. We wantto take a different approach with the definitions of health and safety. Sure,we could grab a dictionary and look up what it has to say about the twowords. Those are textbook definitions. Although they are important andcertainly help to establish a framework for our understanding of programneeds, we want you to become familiar with the working world defini-tions. Familiarity will make all the difference when you begin to apply thetactical aspects of workplace safety management programs on a consistentbasis.

health and safety = illnesses and injuries

First, we will review workplace safety from their individual attributes andcentral tendencies. We mention tendencies because what we are going toshare is not an absolute but a very good guide and will make your manage-ment of programs easier and the focus of your planning efforts much moreclear. It is absolutely essential to differentiate health and safety in your pro-gram efforts. Why?

The recognition of hazards and their control is directly related to theharm they may cause if a worker is exposed to a particular hazard. Forexample, if we are concerned about an employees exposure to an organicvapor, it is essential not only to know what substance is in use, but how tomeasure for the presence of its vapors. It is equally important to be able torecognize the signs and symptoms of exposure or overexposure. Exposuresto organic vapors generally result in illnesses, not injuries. For example,overexposure to the chemical degreaser 1,1,1 trichloroethane can result innervous system (neuropathies) and visual (oculomotor) abnormalitiesand, with exposure or contact, may result in respiratory distress or der-matitis due to drying out the skin. Neuropathies and oculomotor disor-ders are illnesses, while respiratory distress generally is and dermatitis is aninjury.

health and safety = illnesses and injuries 9

c01.qxp 7/12/06 3:12 PM Page 9

Whats more important is that the general tendency (again, not anabsolute!) is for illnesses that develop to have done so from chronic expo-sures. Although some illnesses have rapid onsets, most occur over timehours, days, or longer, but rarely immediate; again, this is referred to aschronic exposure.

The relationship is this (see Exhibit 1.3): Adverse health effects tend tooccur over time (they are chronic) and tend to result in illnesses. Injuries,however, tend to be acute (i.e., they happen very suddenly).

The flip side to our health analogy is that injuries occur most oftenfrom employees exposure to conditions that result in a traumatic, quickeventan event that is acute. An example that we can all relate to is theamputation of a finger in a table saw or a worker with a foreign object inthe eye as a result of grinding metal without proper personal protectiveequipment. In the first case, the loss of the finger is immediate, not some-thing that develops over time. In the second case, the foreign object at theleast will result in eye irritation and at the worst can result in the loss ofvision.

The importance of distinguishing injury-producing situations fromthose that result in illnesses is rooted in both hazard identification and haz-ard control.

Many employers are guilty of attempting a unified methodology towardthe resolution of injuries and illnesses. Unfortunately, no such singlemethodology exists, with perhaps the exception of total avoidance of haz-ards. Although no one would get hurt or become ill from this approach,there would also be no production; thus it is not a practical approach. Oneof the more common unified approaches to resolving injuries and illnesses,for example, is to recommend more training.


exhibit 1 .3 differentiating the tendencies ininjuries and illnesses

Health or Safety Focus Tendency Is to Be:

Injuries Safety Acute

Illnesses Health Chronic

c01.qxp 7/12/06 3:12 PM Page 10

Even though workplace safety training is essential, it is not the end all.In fact, we have used this quote in management seminars and speeches overthe years:

You cannot train away the woes of the world.

What does this quote mean? Lets use a hypothetical scenario to make apoint.

As a safety practitioner, you either know or have been advised that therehave been several back injuries in the shipping and receiving department.You go to the department, meet with the supervisor, and ask a few ques-tions about the injuries. You determine that some have occurred withnewer employees while others among experienced staff. After the review,it is your recommendation that all shipping and receiving employees beprovided additional lifting and material handling training.

Once the training has been provided, you begin keeping a closer eye onthe development of injuries. You find that not only have they continued,but the frequency has actually increased! Puzzled? You shouldnt be.

As a unified approach to injury resolution, training has some distinctdrawbacks, in spite of many benefits. Training does not change the size orthe shape of the materials being lifted and moved. Training does notreduce the weight of the objects being lifted, nor does it modify the fre-quency of the lifts performed by the shipping and receiving employees.Training does nothing to alter the height of the shelving boxes are placedon or the length of the walk necessary once a box has been lifted. You see,even if you train an employee how to lift safely, there remain many taskhazards that require mitigation to reduce the exposure to injury funda-mentally.

Training is quick and generally cost-effective (with the exception, froma safety standpoint, of those areas where there is high employee turnover).Training does not, however, change the fundamental nature of a process,task, material, or machine to cause harm. Training is an adjunct to othersound safety activities. In the last example, training can supplement reduc-ing the weight of boxes being lifted, how far they must be carried, and howoften they are lifted. The underlying rationale is that to truly controlinjury- and illness-producing situations, appropriate physical (also referredto as engineering controls) and/or administrative controls must be imple-mented, not just along with training but also before training. Implementing

health and safety = illnesses and injuries 11

c01.qxp 7/12/06 3:12 PM Page 11

these controls requires that you understand if a hazard is going to (likely)result in an injury or illness.

The last sentence may seem self-evident. However, if the likelihood ofinjury or illness development and their distinction can be determined, thenthree things are possible:

Appropriate preinjury or illness physical controls and mitigation activi-ties can be implemented.

Required personal protective equipment can be obtained and its useenforced, and other administrative controls can be implemented.

Training can be provided that supplements injury and illness controlactivities and teaches and further validates the importance of employ-ees knowing how to utilize required safeguards and personal protec-tive equipment and the appropriate steps to perform a task.

In many ways, it is easier to correct the factors that result in injuries andillnesses after they have manifested. If we can establish a cause-and-effectrelationship, we should be able to resolve much of the hazard potentialprior to employees becoming injured or ill. This approach is critical andone that should be repeated, almost like a mantra. Control or reduce thehazards, and you both lessen the reliance on training and manage theadverse outcomes (injuries and illnesses).

We want to highlight the fact that injuries and illnesses do not normallycome from the same hazards (although some do, such as the physicalinjuries associated with repetitive tasks and the psychological stress relatedto such tasks). Thus, hazard-specific controls must be adopted. If you wereunable, for instance, to determine if the injuries in the last example arosefrom physical hazards versus chemical hazards, then improper controlsalmost certainly would be initiated. At the very least, the potential forinjuries would remain unchanged; in fact, it might actually worsen. Takingthe time to distinguish the type of hazard that exists will better your miti-gation strategies and ultimately reduce injuries and illnesses. We discussthese thoughts more in chapters that follow.

workplace safety programs: their purpose

Chapter 2 focuses on the elements of programs that must exist and somemethodologies for assessing their existence and strength. However, it is


c01.qxp 7/12/06 3:12 PM Page 12

important to highlight here, albeit briefly, the overarching purposes ofworkplace safety programs.

It has been shown time and time again that safe companies are produc-tive companies and almost always show a greater return on their monetaryand personnel investments. Turnover is lowerthats another positive correlation. Further, companies that make every effort to enforce safeworking protocols almost always find themselves in compliance with regu-latory mandates, such as those associated with federal or state OSHA(Occupational Health and Safety Administration) regulations, and reducethe potential for citations and economic sanctions from these regulatoryagencies.

From a big-picture perspective, there exist several general reasons tomaintain workplace safety programs. These include but are by no meansare limited to:

Employee retention is frequently improved.

Productivity is generally better than average.

Regulatory compliance efforts are enhanced.

Economic sanctions are potentially reduced.

Hazards are mitigated, reducing injuries and illnesses.

Related programs and the link to health and safety, such as thosefound in Exhibit 1.2, are improved.

Process improvements are commonly identified.

For many of us who are responsible for safety and health programs on aregular basis, our purpose is fairly simple: Provide a long-term plan that issuccessful in protecting people from injury, illness, and death, in comply-ing with regulations, and in controlling the associated financial costs withloss. Many organizations, however, require deeper understanding and vali-dation. For those, the preceding list should be helpful. And, of course, wehope those who need additional urging will study this entire book.

whos responsible for workplacesafety programs?

Theres an old adage in the workplace safety arena that everyone is respon-sible for workplace safety, and that adage is true enough. We know, how-ever, that not only does someone within an organization need to take on

whos responsible for workplace safety programs? 13

c01.qxp 7/12/06 3:12 PM Page 13

the responsibility for the development, deployment, and maintenance ofworkplace safety programs, that person also needs to be held accountablefor its performance. Do not let the issue of accountability frighten youfrom jumping right in and taking on the critical tasks associated with suchplans. Our experience is that making an honest effort and focusing on theknown injury- and illness-producing activities first will serve you in goodstead. That is, you will be hedging your bets toward success.

Our review highlights the areas of responsibility that we have noted tobe historically effective. To that end, it is helpful to consider the issue ofresponsibility like a system, if you will. Systems require the interaction ofseveral components to operate effectively. Remove or damage one of thecomponents, and the system either fails or works at something less thanoptimal capacity.

A responsibility system, then, is comprised of employees, supervision,management team members, and senior management, including those inownership positions. Looking at responsibility as a system should providemany readers with some degree of comfort. Why?

Managing workplace safety programs does not have to be done alone orin a vacuum; reaching out and utilizing various personnel from your orga-nization is an excellent tactic. For example, many employees, especiallythose with experience, do a fine job in identifying hazards. They haveexperienced the stresses of a particular job and may have seen coworkersinjured doing many of the same tasks that they perform. Thus, althoughthis is not universally true, employees are excellent additions to the safetyteam, serving as hazard identifiers. One practical example of this approachis the utilization of employees on inspection teams just prior to conductinga safety committee meeting.

Employees

Think of safety responsibility almost like a hierarchical organizationalchart. At the base of this chart are employees; they have responsibility forcomplying with all workplace safety rules and regulations of your com-pany. In addition, all employees should be vested with the responsibilitiesassociated with hazard identification, especially those employees whooccupy a spot on safety committees or other company committees relatedto workplace safety. This becomes increasingly important as the range of


c01.qxp 7/12/06 3:12 PM Page 14

control of any given supervisor or manager expands. More important, thisresponsibility actively engages employees in the workplace safety program.Many organizations choose to formally recognize employee contributionsin this regard.

A timeless benefit of employee involvement and responsibility forsafety-related functions as opposed to just outcomes (e.g., not gettinginjured) is that you are planting the seeds of safety in your supervisors-in-training or the next safety director. In addition, based on their skills andknowledge of safety procedures, some employees make sound additions toyour training team. By selecting employees carefully, you can easily spreadthe footprint of safety throughout an organization.

Provide responsibility, with appropriate training and recognition, andemployees will almost always reward you for your faith in their capabilities.

Supervisors

As you move up the hierarchy, supervisors need not only to comply withestablished company policy, they must lead by example. They also will havesome responsibilities toward ensuring that their teams are following thesame policies and assisting with training, and they are a critical asset inidentifying hazards that lead to injuries and illnesses. More important, sincesupervisors are normally at the point of attackthat is, they are supervis-ing personnel who are actually conducting the tasks within a companythey are often best suited to implementing day-to-day safety improvements.The controls supervisors are able to implement may be the most importantsafety responsibility they possess. Such controls might include retraining anemployee, replacing a guard on a machine, or enforcing company policyand referring an employee for disciplinary action.

Many organizations hold supervisory personnel responsible for work-place safety activities and further reward or penalize them at performancereview intervals. Such an approach is beneficial as it assists in perpetuatingthe activities that lead to safe working behaviors. Please note that we saidperpetuating the activities, not recognizing outcomes. Rewardingoutcomes (the frequency or severity of work-related injuries or illnesses)can have drawbacks (i.e., stimulating underreporting of injuries, nearmisses, or hazards in general), while recognizing the activities surroundingworkplace safety has next to no drawbacks.

whos responsible for workplace safety programs? 15

c01.qxp 7/12/06 3:12 PM Page 15

Management Team

The management team, generally a smaller subset of the organization andhigher still on the hierarchical structure, has the responsibility of confirm-ing that hazard mitigation activities have taken place and that supervisorsare meeting their responsibilities. Further, it is usual for a member of themanagement team, if not specifically dedicated, to be known as or referredto as the safety manager. The responsibilities of a safety manager span boththe strategic and the tactical elements of workplace safety reviewed earlierin this chapter. To a large extent, the responsibilities of members of themanagement team, especially the person occupying the predominant role,are outlined in Chapter 2.

Safety managers and other management team members obtain andassign safety-related resources, write plans, conduct or assist with training,review incidents, and implement agreed-on recommendations designed toreduce the exposure to the injury- or illness-producing acts or conditions.

Many people believe that management is where the safety rubbermeets the road. Breakdowns at this level in regard to safety responsibilitiesalmost universally result in a degradation of workplace safety programs andtheir performance.

Senior Management and Ownership

At the peak of the hierarchical structure is senior management and/orownership. Just a few of senior managements responsibilities are assigningmanagement tasks, ensuring they are completed with a purpose that isfocused on achieving safe working conditions and reducing injuries and ill-nesses, and serving as the biggest safety cheerleader in the organization.

You are ultimately responsible for workplace safety program deploy-ment, approval of expenditures to ensure safety and safeguards are beingdeployed, and validating regulatory compliance. These all fall within thepurview of senior management. Without support or through benign ne-glect, you can easily put the brakes on meaningful safety activities. Thetime for safety, the energy that is required, as well as the resources, all flowfrom the support, participation, and involvement of senior managers orowners.

To sum up this section: Everyone has a role and many responsibilitieswhen it comes to workplace safety.


c01.qxp 7/12/06 3:12 PM Page 16

key concepts: the two most critical ones

It is imperative that you recognize that the events that lead to workplaceinjuries and illness emanate from only one of two situations: unsafe acts andunsafe conditions. If you can remember these two fundamental reasons whypeople are hurt or become ill at work, you will do a much better job ofbuilding your workplace safety program and, perhaps more important,determining the safety controls requiring implementation to manageexposure to unsafe acts or conditions.

To put it simply, by controlling, reducing, or eliminating unsafe acts andconditions, injuries and illness will be reduced as well. Most publicationsindicate that 80 percent or more of workplace injuries and illnesses are theresult of unsafe acts. This statistic tends to indicate that someoneanemployee or supervisor performing a task, for exampleperforms anunsafe act, such as using a saw without its guard, driving without seat belts,or typing for extended periods of time without taking breaks to reduce thepotential for a repetitive motion injury. We understand that in the smalland midsize company, you or those in a supervisory role may perform day-to-day tasks. Thus, its important to understand that front-line employeesare not the only ones responsible for unsafe actions; supervisors and man-agement may be equally at fault.

Unsafe conditions (trip-and-fall hazards, chemicals left out in opencontainers, a vehicle with poor brakes, etc.) that are left unchecked com-prise the remainder of workplace-related injuries and illnesses. For manyreasons, regulations among them, todays working conditions are vastlyimproved over those of 5 to 10 years ago, and certainly over those of 15to 20 years ago. Although conditions that result in injuries and illness stillexist, and will continue to do so, tremendous improvements have beenmade.

We want you to remember the distinctions between unsafe acts andconditions. Correcting unsafe acts and conditions frequently requires dif-ferent and often very specific approaches. The recommendations you maketo reduce employee exposure to unsafe acts and conditions will be repaidseveral times over. In addition, by knowing the differences between unsafeacts and conditions, your recommendations for safety improvement will bemuch more specific and thus have a greater potential for success.

key concepts: the two most critical ones 17

c01.qxp 7/12/06 3:12 PM Page 17

challenges for those practicing safety

This text aims to assist you in facing a variety of challenges. The discussionthat follows sets the tone for the remainder of the book and, perhaps, foradditional and more advanced study on your part. Recognizing the chal-lenges and preparing for them will also serve to better prepare you for tasksyou face in workplace safety management activities within your organization.

As a safety practitioner, you will face many challenges. Our brief discus-sion is limited to the four challenges we think you need to prepare for most(and this book will help overcome) as you look at enhancing the health andsafety of where you work.

Challenge 1: Understanding Operations

No one knows your business better than you. A common challenge existswhen companies assign workplace safety responsibilities to those unfamil-iar with your operations. To the extent that they do not know how yourcompany manufactures its products, how items are transported, where rawmaterials come from and how they are processed, for example, workplacesafety efforts will be hampered. How can a workplace safety program beeffective if operations are not understood? Or, further, how can resolutionsto workplace hazards be recommended?

If you assign someone the task of creating your workplace safety pro-gram, that person must get out among the staff and experience what theydo for a living. They must hear the sounds; feel the heat, so to speak, andother sensations, such as vibrations; look at the equipment that is used; andget a clear picture of their duties. Armed with this information, this per-son will author a better program, conduct better training, and do a muchbetter job of investigating injuries. These considerations are from both astrategic and tactical perspective (see Exhibit 1.1.)

Challenge 2: Understanding the Nature of Hazards

Although we spend considerably more time on this issue in Chapter 2,when we discuss hazard assessments, you need to be aware that one of yourchallenges rests with truly understanding the hazards that your employeesare exposed to. Of course, this challenge is directly related to the first one:


c01.qxp 7/12/06 3:12 PM Page 18

If you understand operations, you will be able to determine the actual, notgeneral hazards that are found within your operations. As you become moreversed in the practice of workplace safety management, you will agree thatovercoming this hazard is essential.

Challenge 3: Recognizing the Need for SpecificSafeguards and Controls

If you understand your operations and the hazards that are present, thenyou can define a specific course of action to control the hazards and imple-ment safeguards. More important, the safeguards you adopt will be relatedto the unsafe acts and unsafe conditions you have identified.

Understanding operations, the nature of the hazards that emanate fromthem, and the controls necessary to keep them in check is a powerful toolin your workplace safety arsenal. If you can consistently make the connec-tion between these three challenges and overcome of each, you will be wellon your way to understanding and fending off Challenge 4.

Challenge 4: Putting a Workplace Safety Plan in Motion

Do not be lulled into inaction because you are new at workplace safetymanagement or just getting started on your workplace safety program. Getthe process rolling, obtain subject matter assistance from within the com-pany, and go beyond talking about safety and start your programs tacticalsteps.

If need be, reach outside your organization to experts who may be avail-able from your insurance broker or companies; many other sources exist aswell. Oftentimes industry associations you belong to have resources youcan call upon. As mentioned earlier, we caution against using someoneelses plan; such plans rarely have any relationship to your operations andneed significant editing. Borrowing a plan does nothing to assist in over-coming Challenges 1, 2, and 3. Roll your sleeves up and get at it.

The only way to ensure success when faced with Challenge 4 is to seekthe appropriate approvals, where needed, put a team together, and establishmeaningful time frames for completing the various elements of your plan.Write your own plan and conduct your own training; you will be glad youdid. But do not wait. Start now and avoid the Churchill Paradox (discussedin the next section).

challenges for those practicing safety 19

c01.qxp 7/12/06 3:12 PM Page 19

Note that the major challenges you face can be visualized as a cycle (seeExhibit 1.4).

Recognizing that one management activity precedes the other like acycle is essential. Plans are not static. As new operations, machinery, andpersonnel are integrated and as new or revised regulations and the likebecome known, operations must be reassessed and plans modified. And itis very likely that, as the safety practitioner, you will have to go to the veryfirst challenge and start again. So that you do not get shocked into inaction,it is important to note that, with practice, you will get better at managingthese challenges.

Overcoming an Important Paradox

We end this first chapter with a philosophical thought that has provenmeaningful to many people. To have any hope of developing a meaningfulworkplace safety program, you have to get at it. What do we mean by this?Lets use a story to make our point.

During the early stages of World War II and in spite of the urgings ofWinston Churchill, the United States did not enter the war in Europe forquite some time. Churchill kept at it in 1939, 1940, and 1941, repeatedlyasking the United States to get involved. However, having come throughWorld War I not all that long before, our country was hesitant to enteranother battle.

The United States engaged Germany in closed-door politicking, threat-ened military action and economic sanctions, and used diplomatic chan-nels, all to no avail. Of course, once the United States did get involved inthe European theater, the tide turned. Ultimately Hitlers forces were


exhibit 1 .4 safety management cycle

Understanding Operations

Understanding the Nature of Hazards

Specific Safeguards and Controls

Putting Your Plan in Motion

c01.qxp 7/12/06 3:12 PM Page 20

turned back, and England and Europe were saved. As the United States wasbeginning its involvement, Winston Churchill, of course, had somethingto say about the countrys actions and inactions. He has been quoted assaying:

The Americans are a great people. You can always count on them to dothe right thing . . . after they have tried everything else.

Whats the relevance of this story to workplace safety management?Look at it this way: Churchill was imploring us to help very early in WorldWar II, as he knew his country and most of Europe could not turn backthe Nazi regime. They needed help from a growing superpower: theUnited States. Its likely we knew we were going to have to get involvedbut adopted an incremental approach instead. Of course, the Nazismarched on and millions died. Once we did engage, the threat to Europewas eventually controlled.

Much the same happens in the practice of workplace safety: We recog-nize a hazard or an adverse outcome, and instead of attacking it fully at theoutset, we try several other steps first. Eventually we get it right, but whilewe are working toward getting it right, the hazards to employees continue,as do injuries and illnesses.

We call this approach to safety the Churchill Paradox. Overcoming theparadox and ensuring that the best workplace safety steps are implementedfirst will ultimately save you time, money, and the health of your work-force. Take the best actions first. Yes, sometimes youll have to make aneconomic investment, but it will pay for itself many times over.

There is no doubt that you will face many challenges as you becomemore familiar with the management of workplace safety programs. Thechallenges are not insurmountable; in fact, you can consider them to rep-resent an adventure that you will be glad you took. As you learn moreabout operations, youll have an opportunity to interact with your organi-zations employees. While doing so, youll develop credibility with themfor your efforts. At the same time, you will become much more versed inthe ways to control injuries and illnesses.

challenges for those practicing safety 21

c01.qxp 7/12/06 3:12 PM Page 21

c01.qxp 7/12/06 3:12 PM Page 22

23

chapter 2

Taking Stock of Where You Are:A Needs Assessment

Before an organization can take stock of its workplace safety program,it must know how its program is structured and why it was so structuredwhen it was first developed. We ask a few moments of patience as weexplain several critical concepts, as we feel they will assist greatly in:

Analyzing your program as it exists today

Recognizing where improvements must be made

Deploying a workplace safety program that has within it elementsthat are focused on the recognition of actual hazards, from bothunsafe acts and conditions, and how best to control them

There has been a fundamental shift in what workplace safety programsare called. Some are referred to as injury and illness prevention programs,while others, especially historically, have been referred to as safety pro-grams or accident prevention programs. What does this have to do withtaking stock of where you are? You might be wondering.

Understanding what programs are called has everything to do with how anorganization develops (writes, if you will) its workplace safety program and

c02.qxp 7/12/06 3:13 PM Page 23

subsequently analyzes its effectiveness and other important characteristics,such as regulatory compliance. In addition, the programs name (title)plays a considerable role in the robustness and focus of an organizationsplans.

The shift in terminology is certainly touched by a bit by academia, butas authors and teachers, were okay with that. As practicing safety andhealth professionals, however, we also know that we have to find the prac-tical discussion that works within industry and allows you, the personresponsible for workplace safety, to recognize the value of what were say-ing. In addition there is a practical aspectthat is, bettering your safety andhealth efforts by referring to your plan in a way that is meaningful to yourcompany.

From the academic perspective, some of the changes in how safety pro-grams are named have been based on research and the findings of thosewithin the academic community. Other changes have been an outcome ofthe efforts of practitioners, and still other names come from terminologiescontributed by the regulatory agencies that oversee safety and health per-formance within the business environment.

Twenty-five to thirty years ago, most plans were referred to as accidentprevention plans. If you believe the definition of the word accident (a sud-den, unforeseen event), then you will be able to recognize the hurdles peo-ple faced managing a program based around events that cant be explained.In the late 1960s and early 1970s, the term safety programs became com-mon. This change occurred because the field was growing and the numberof practitioners within workplace safety was increasing; many were taskedwith the development of plans and programs. In many cases, effectiveness(at the time measured in reduced injuries and illnesses) was not the firstmeasure of success.

Safety programs often focused on acute events that led to injuries and ill-nesses. This did not coincide with an ever-increasing understanding of thecumulative nature of some injuries and the fact that the practices of indus-trial hygiene and occupational medicine were hitting their strides. It wouldbe nearly 20 years before there was significant focus on the fact that manyprocesses resulted in not just injuries but illnesses as well, including thosethat were psychological (e.g., stress) or psychosocial (for example, someadverse outcomes from ergonomic-related stressors).

Today we see the consistent use of the term injury and illness prevention

24 chapter 2 taking stock of where you are

c02.qxp 7/12/06 3:13 PM Page 24

programs (IIPP). Use of the term IIPP suggests that both injuries and ill-nesses must be given equal consideration in programs focused on the wel-fare of workers. No longer are causes for any adverse outcome accepted asunknown (accidental). The outcomes are either injuries or illnesses, andthey must develop from recognized exposures, whether physical, chemical,biological, ergonomic, or psychological.

Whether you title your program accident prevention, safety, safety andhealth, injury and illness prevention, or workplace safety, the reality is thatit doesnt matter, unless there is a regulatory mandate to do so (which doesexist in some states). What does matter is that your efforts recognize unsafeactions and conditions that contribute to both injuries and illnesses.

To summarize:

Your workplace safety programs must recognize your employeesactual exposures.

The program you develop must be capable of mitigating those expo-sures and ultimately the injuries and illnesses that may occur.

Your analysis, regardless of the methodology employed, must becapable of analyzing exposures and outcomes.

As we move through this chapter and we refer to workplace safety pro-grams, we ask that you think in terms of injury and illness prevention.

why workplace safety programs?

Thinking of your workplace safety program as an IIPP forces you into con-sidering the exposures that result in both injuries and illnesses. Thus, whenyou begin taking stock of where your program is in its development andeffectiveness, your analysis will be sufficiently robust.

From a workplace safety program perspective, you will be analyzing sev-eral critical characteristics and the capabilities of your program. A goodstarting point, regardless of the state you work within, will be to look up the OSHA program for your state. (The state plan directory can befound at www.osha.gov/fso/osp/ or www.workplacesafetynow.com.) Somestates have specific programs (state OSHA programs); for other states, thefederal OSHA (Fed/OSHA) program has been adopted or is in effect.Reviewing the applicable OSHA requirements will provide a fine baseline

why workplace safety programs? 25

c02.qxp 7/12/06 3:13 PM Page 25

for you, but additional analysis is almost always required. In general, how-ever, you will begin your analysis by looking at specifics within these gen-eral categories:

Your organizations policy statement regarding safety and healthmanagement, including identification of responsible personnel

Hazard recognition and resolution activities

General rules and regulations or code of safe practices (specific safetycodes and standards) that are operation- and hazard-specific

Workplace safety communications

Methods to evaluate, maintain, and improve your safety and healthefforts and ensure compliance with your plan, including disciplinarycapabilities

Training and education programs that specifically support assistingemployees in understanding the codes of safe practices, their rolesand responsibilities toward safety, and the ramificationsfrom aninjury development and administrative perspectiveif they dontobserve the practices (e.g., discipline)

Tools required to manage safety and your program efforts, includingrecordkeeping

The fact that you have a workplace safety program is not an end all. Itswhat you accomplish with your safety program that makes all of the differ-ence. Lets talk about some of the factors essential to workplace safety pro-grams that should be kept in the forefront of your analytical efforts. Theseare the broad-scoped aspects (quantitative) of your analysis. We provide aprogram-specific example in this and the next chapters.

Quantitative Review Categories: Start Big!

Do you have to have a workplace safety program? The easy answer is yesevery company needs a workplace safety program, but its detail andrecordkeeping requirements may vary. OSHA may allow written planexemptions (as for employers with a small number of employees orthose in some nonhigh-hazard business sectors). Regardless of theseexemptions, all employers should have a written plan. Some will bemore comprehensive than others. From our perspective the safety and


c02.qxp 7/12/06 3:13 PM Page 26

health of employees is too important to wing it. OSHA providessample programs for low-hazard employers with few employees thatcan help with program development (as long as specific hazard andoperational modifications are incorporated). The answer to whetheryou must have a workplace safety program or plan is a simple one. Planformat and structure may be a bit tougher to analyze, however; weprovide more detail on the structure in the following chapters.

Is your plan in the proper form or format? Your plan should be in writ-ing and, where necessary, it must be in languages or formats that allemployees can understand. Weve been to companies where planswere produced in English, Spanish, Tagolog, Hmong, Vietnamese,and Chinese, for example. If people are valued enough to be hired,then they should be valued enough to communicate with effectively.Does your plan provide for effective communication?

Do you understand or recognize the class of business you are in? This is crit-ical. Programs that are written for high-hazard operations, such asagriculture, construction, transportation, and many others, oftenmust meet some specific requirements in their plan design, structure,and deployment. Make sure you know where you stand on this issue.Both Fed/OSHA and state OSHA programs define high-hazardindustries. You can base some of the intricacies of your plan on theserequirements. For example, there are specific requirements in addi-tion to general industry standards for agriculture, construction, trans-portation, pressure vessels, elevators, and many more;your workplacesafety program must be capable of recognizing the standards thatapply and then integrating the proper general and specific industrysafety practices.

Do you have the most frequent regulatory citations in mind as you developyour plan? If you study and recognize the most frequent citations(published annually by the OSHA programs, the National SafetyCouncil, some chambers of commerce, the Bureau of LaborStatistics, and other sources), then you will do a much better job offocusing your program efforts. Do you conduct this review? Some ofthe more common citations include no written workplace safetyprogram, electrical hazards, recordkeeping violations, respiratoryprotection plan violations, and the lack of emergency action plans.

why workplace safety programs? 27

c02.qxp 7/12/06 3:13 PM Page 27

You can use this information to assist your organization in auditingand evaluating the safety and health function.

Is your workplace safety program sufficiently robust? There is no one-size-fits-all plan. Certainly youve inferred that from previous comments.Merely having a written workplace safety program does not provideany guarantees that injuries and illnesses will be controlled, especiallywhen hazard-specific codes of safe practice are missing. Your pro-gram must respond to the operations of your company and the haz-ards that are present. You may have only a few employees, but if theseworkers are steeplejacks, then your workplace safety program mustbe capable of addressing working at heights, fall protection, weatherand temperature stresses, personal protective equipment, and manymore considerations. The point here is that the fact that you havesome written safety provisions should not give you total comfort.You must dig further and be certain that your plan can and doesrespond, through hazard recognition and control, to the actual haz-ards your employees face in their day-to-day tasks. Pound this pointhome every chance you get.

Do you recognize when your plans or workplace safety program should bereviewed and updated? There are several ways to ensure that your plansare reviewed. One is simply to schedule annual reviews. However,other dynamics are indicative of the need to review your plan andensure that it is current and effective. Some of the dynamics thatstimulate these reviews include:

Scheduled reviews and audits

Changes in operations

Injury and illness trends: Is the plan reflective of how employeesare becoming injured or ill?

New laws and regulations

New processes, materials, and equipment

Information provided by a worker, supervisor, or manager

There may be other triggers as well. Once they are identified, they shouldbe added to your trigger list and, where necessary, be utilized to updateyour program.


c02.qxp 7/12/06 3:13 PM Page 28

These big categories are designed to get you to begin taking stock ofwhere you are and where your program is in terms of its ability to assist inreducing injuries and illness, save the organization time, effort, and money,and assist with regulatory compliance.

Goals of Your Initial Assessment

The Society for Human Resources Management in a 2002 publicationnoted three specific and meaningful goals (paraphrased here) that OSHAhas included in their efforts. It is worthwhile to reiterate these goals as youreview or update your own plan:

Goal 1. Improve workplace safety and health for all workers, asevidenced by fewer hazards, reduced exposures, and fewer injuries,illnesses, and fatalities.

Goal 2. Change the workplace culture to increase employer andworker awareness of, commitment to, and involvement withsafety and health. Toward this end, OSHA will make all standards,regulations, and reference materials available on the OSHA Website.

Goal 3. Secure public confidence through excellence in thedevelopment and delivery of OSHAs programs and services.

taking stock

OSHAs Goals Are Your Goals: Adopt This PhilosophyWhen Taking Stock Of Your Program

OSHAs goals (or the state plan if you happen to work in a state that man-ages its own program) serve as the baseline for your goals and thus for howyou actually review or audit your plans. There is, because of the wayOSHA is structured, agreement between basic content requirements of thefederal programs and state programs. We will discuss those here, but youshould review both the federal and state-specific guidelines based on yourorganizations domicile.

As you begin your review, can you check off each one of the listed itemsas being present in your workplace safety program?

taking stock 29

c02.qxp 7/12/06 3:13 PM Page 29

Every workplace safety program must contain these six core elements:

Management commitment and responsibility (how managers, supervisors,and employees are responsible for implementing the program andhow continued participation of management will be established,measured, and maintained). Delineating managements commitment(in writing) to safety and health.

Employee involvement (and how safe work practices and rules will beenforced). Ensuring compliance among the workforce regardingcodes of safe practice and any other safety and health proceduresdesigned to safeguard their welfare.

Work-site analysis (the methods used to identify, analyze, and control newor existing hazards, conditions, and operations).

Hazard recognition and resolution (how workplace hazards are recognized andresolved, and how incidents will be investigated and corrective actionimplemented). Also includes incident investigations the proceduresfor conducting the investigations and taking action on the findings.

Training and education (how the plan will be communicated to all affectedemployees so that they are informed of work-related hazards and con-trols). Provide for internal communications that highlight workplacehazards and applicable safety and health procedures.

Recordkeeping (maintain injury and illness, safety training, and inspectionrecords).

Uncovering Managements Commitment: Your Assessment Requires Validation

Management demonstrates commitment to workplace safety programs andensures the welfare of workers in several important ways. First, programefforts must be written, documented, and kept current. A written plan thatis several years old and, more important, that does not recognize actualhazards in the workplace will hold no quarter with any OSHA (state orfederal) compliance officer. This commitment is best demonstrated byincluding in the foreword to the workplace safety program two essentialconsiderations: a policy statement in addition to the written comments con-cerning your (and managements) commitment to the safety and health oftheir employees. In all cases, this regulatory requirement must include an


c02.qxp 7/12/06 3:13 PM Page 30

overview of the responsibilities of management, supervision, and employ-ees alike. Again, the critical elements to ensure validated commitment are:

An organizational policy statement regarding safety and health andthe workplace safety program

A statement from management regarding its commitment to safety

A delineation of the responsibilities of management, supervision,and employees

Managers and supervisors have responsibilities unlike those of employ-ees. It is within their function that plans are developed, maintained, imple-mented, and assurances made that all employees understand the workplacesafety program.

Employee Involvement and Program Compliance

All workers, regardless of the role they occupy within an organization, mustcomply with both safety and health practices that have been made part of theworkplace safety program. Your role is to ensure compliance, and there areseveral ways to do so. These methods include (but are not limited to):

Instructing workers on the workplace safety program and its intent,content, and the role they play in its success.

Observing work practices to ensure safe work procedures are beingfollowed. (This requirement can be completed through scheduledinspections or during the normal course of business. As unsafeactions are noted, they must be corrected.)

Initiating additional training activities where safety performance byemployees is found to be unsafe or unacceptable.

Disciplining employees for disregarding safety procedures or consis-tently working in an unsafe fashion.

Positively recognizing those who exemplify safe work practices.

Work-Site Analysis: Identification and Assessment of Hazards

For most work sites, hazard identification involves conducting hazardinspections and reviewing related literature, such as material safety data

taking stock 31

c02.qxp 7/12/06 3:13 PM Page 31

sheets (MSDSs) and hazard information provided by manufacturers and dis-tributors of equipment, materials, and process-related devices. What is mostimportant to understand when considering hazard identification is that youare not limited to inspection checklists. Checklists, however, are importanttools to a successful workplace safety program. In addition, use of the WorldWide Web can be beneficial and, in certain cases, time-saving.

Although frequent and scheduled inspections are essential and required,remember that they should not be too general. In some cases, specificchecklists need to be constructed for certain operations. As an example,use of a variety of metalworking equipment or certain chemicals wouldcertainly require specific checklists. Fed/OSHA and/or your state OSHAprogram can provide an excellent example and starting point, should sucha program be needed at your organization.

Hazard assessments should be conducted (your program assessmentshould include an analysis of whether these elements are recognized andcomplied with):

When a program is initiated (sets the baseline).

When injuries have occurred.

When there has been process, equipment, or material changes.

When employees have informed you of unsafe acts or conditions.

When it is suspected that personal protective equipment needs to beintroduced. Conducting a thorough hazard assessment is essentialtoward ensuring the proper safety equipment is obtained.

When required based on a compliance or consultation audit by theapplicable OSHA agency.

When you learn of hazards in similar businesses through associations,industry groups, the popular media, and so on. We refer to this ashazard recognition by analogy. The implication here is that youshould not be surprised by too much!

Hazard Recognition and Resolution

As an employer or the person responsible for safety and health activities,heed the warning: If its not in writing, it did not happen.


c02.qxp 7/12/06 3:13 PM Page 32

Yes, this is a generalization for the need to document your workplacesafety efforts. Documentation is extremely important when consideringsafe practices (especially when they change), hazard inspections/assess-ments, and incident investigations. It is equally important to documentimprovements and changes made as a result of inspections (referred to ashazard management activities). The soundest ways to ensure documenta-tion is to build the requirement into your plan, add such requirements to acalendaring or diary system, and make documentation an essential compo-nent of your program audit activities. In other words:

Ensure documentation of hazard correction and control activities.

Include a section in your workplace safety program to help with suchdocumentation.

Occasionally audit the documentation and validation efforts of yourfirm.

Incident InvestigationsConducting incident investigations demonstrates meaningful manage-ment commitment toward employee safety and health. Incident investiga-tions are one of the safety practitioners finest tools. To be in compliancewith regulations, incident investigations must be conducted in a timelyfashion and in writing, and unsafe acts/conditions that are discoveredmust be corrected.

There is tremendous value in investigating near misses in addition toactual injuries and illnesses. Frequent minor events are clear evidencethat a serious event is on the horizon. Additionally, incident investigationsmust be completed by those trained in the processes and those that under-stand your organizations operations. Using trained and competent person-nel also helps ensure that corrective action requirements are both valid andcan be accomplished. Consider these questions as you analyze your pro-gram efforts:

Does your firm conduct incident investigations?

Are near misses reviewed and investigated?

Are those responsible for conducting incident investigations trainedin the processes?

taking stock 33

c02.qxp 7/12/06 3:13 PM Page 33

Training, Education, and Communication

Business managers can ensure (and are held accountable for) responsiblecommunication with workers regarding hazards, safe work procedures, andtheir responsibilities toward adhering to these practices. For example, hereare six ways employers can comply with the communication requirement:

New worker orientation, including a discussion of safety and healthpolicies and procedures

Review of the workplace safety program with employeesensuringthat all questions are answered

Training programsboth general and specific hazard-related

Regularly scheduled general safety meetings as well as those that maybe issue-specific

Posted or distributed safety information

System for workers to inform management anonymously aboutworkplace hazards and unsafe acts

You should ensure that communications are in a readily understoodform and that all employees recognize that they can report unsafe acts andconditions to management without fear of reprisal. The phrase readilyunderstood will take on several different meanings based on the makeup ofyour workforce. Different languages may apply. Some employees mayrequire assistance with the use of pictograms if language barriers exist. Ifyou employ hearing-impaired persons, for example, you will need to con-sider the use of American Sign Language within your program.

Safety- and Health-Related TrainingAs a trainers and educators, we are biased toward this requirementalwayshave b

Workplace Safety

Documents

Transcript of Workplace Safety