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Introduction America's workforce is changing and older Americans are becoming the norm in the workplace. By the year 2010 the 45-years and older age group will be the largest cohort in the workplace (BLS, 2002). While Americans are living longer, and working longer, they are living healthier lives (NIOSH, 2004). The baby boom generation (those born between 1946 and 1964) is 77.5 million strong and the first official year of retirement is 2011. Most employers focus on easing older workers out the door as they near retirement age. However, 79% of boomers plan to work during their retirement years. (AARP, 2003). Employers would do well to think about retaining, not replacing baby-boomers. Smart companies know that they cannot fill jobs with the numbers available. When baby boomers begin to retire, the generation that follows will not have enough numbers to replace them as their population decreased by approximately 6 million people (AARP, 2003). If corporations worked to support the older workers continued employment they could create a win-win for the worker and the company. Older workers exhibit traits such as experience, loyalty, attention to task, perseverance, work habits, and emotional maturity. (Novelli, 2003). They are usually mentors in the workplace and have a historical perspective that includes working smarter. Older workers use past experience to incorporate time saving steps in tasks as well as alternative ways to perform a task. A key issue in retaining older employees is in providing effective training to keep them working safely and injury free. This is the function of the health and safety professional. The role of the health and safety professional is instrumental in bridging the gap between the older worker and their ability to work without injury. According to Schetagne (2001), one way to retain older workers is to improve the environment in which they work. A less physically and psychologically demanding environment might keep older workers on the job longer. Having a more ergonomically correct work environment throughout their careers, combined with more flexible schedules for those who want them, would likely have a more positive effect on retaining older workers than a simple change to the official age of retirement. (Schetagne, 2001) Safety professionals have strong roots in understanding ergonomic issues and performing work in a safe manner. This is part of their undergraduate curriculum. Curriculum is lacking that addresses adult characteristics such as physical, psychosocial, and cognitive issues related to aging. Safety professionals are not taught about these characteristics, which affect adult performance and learning. Yet the workplace is an appropriate setting for application of adult learning principles. Although age ranges vary, all workers are adults who come with experience, values, and expectations. Workplace training that occurs without utilizing adult learning principles fails the learner and the corporation.
BASIC ELEMENTS What are the elements that make up an effective basic safety management plan?Management/Policy Recordkeeping Loss Analysis Safety & Health Education/Training Safety & Health Inspections/Surveys Accident/Incident Reporting & Investigations Plan & Programs Review MANAGEMENT The employer has the responsibility of providing a workplace free of any recognized hazards A successful safety management plan must rest on a solid foundation of management commitment and support Is there a difference between commitment and support? Commitment -To pledge or assign to some particular course or use Support -To provide resources -Uphold, advocate, champion Management must thoughtfully and thoroughly develop a that can be and the tone for action. Does management understand what the policy means? The policy should be short, sweet, and to the point. Preferably approximately a half page. To be effective, management must establish challenging (realistic) goals for that particular organization/industry.Must assign responsibility (with authority) and hold accountable personnel for implementing the plan Must participate in safety forums, meetings, educational processes Management must "walk the talk" RECORDKEEPING What records should be retained and why? Occupational Safety & Health Administration (OSHA) requires that employers with more than ten (10) employees maintain records. If the employer has ten (10) or less employees, they must maintain records if they have been requested to participate with the Bureau of Labor Statistics (BLS) in their annual survey of occupational illness and injuries. Records serve as a source of support for managing the safety management plan. May be beneficial in strengthening other safety management programs. Loss/trend analysis Records can serve as support during legal or other evidentiary proceedings. Management should determine what records should be retained and for what period of time. For example: OSHA requires OSHA 300 Logs be retained for a period of five (5) years, plus current year. Management should designate a person(s) to maintain what records and where. Records kept should be-OSHA 300, Log of Work-Related Injuries and Illnesses -OSHA 300A, Summary of Work-Related Injuries and Illnesses Accident/incident reports & investigations (OSHA 301, Injury and Illness Incident Report) State reports First Aid Property damage/losses Liability losses Motor vehicle liability/damage/losses/ maintenance Security losses Inspections/surveys Safety meetings or other related meetings Education/training records Equipment inspection/maintenance What retention period for each would be sufficient? What other records should be retained? LOSS ANALYSIS What is loss analysis? The means of studying statistical data (favorable and/or unfavorable) to determine trends or identify problem areas Why do loss analysis? Mistakes or errors result in damaged products, production delays, or employee accidents/incidents that effect profit
Objectives: Define risk and risk management Look at a risk management model Discuss the risk assessment process Identify types of risk and exposures Discuss risk management strategies Answer questions The real value of Risk Management (available in full paper). What is Risk? Risk is the possibility of an event with negative consequences that has not happened. Risk is not the event itself or the cost, it is just the possibility. What is Risk Management? Risk Management is a formal process of assessing a risk, understanding the parameters of the risk, and managing the risk by making appropriate decisions based upon the available Visualizing the Risk Management Process (available in full paper). Exposure Examples: Employees Fleet Vendors Buildings & Equipment Cyberspace Reputation Risk Type Examples: General Liability Workers Compensation Property Loss Business Interruption Reputation and Image Loss Contractual Activities Vehicle (incl. Employee-owned) Risk Type Examples: Financial Risk Product Liability Legal Liability Liquor Liability Environmental Damage Information Management Intellectual Property Insert Your Risk Here… Visualizing the Risk Management Process (available in full paper). Risk Identification Try to identify all possible risks and only reject potential risks after the analysis - do not apply judgments at this stage. (Consider 1st party, 2nd, party, 3rd rparty, etc.) You should involve as many people as possible. One person can't fully understand every aspect of the project well enough to identify all the risks alone. Pessimists are good risk identifiers! The identification of risks should never be considered to be complete. Risks will become apparent later in the process and during operations and should be included. Risk Assessment Process Identify the HazardsReview loss history Research & Brainstorm Quantify the RiskRisk = Probability x Impact Figure (available in full paper). Figure (available in full paper). Figure (available in full paper). Figure (available in full paper). Figure (available in full paper). Techniques for Controlling the Risk: Avoidance (drastic and unpopular) Modification (safety pros play well here) Retention (we'll live with it and pay) Transfer or Share (insurance or service contracts) contracts) Each method is effective and is dependent upon your culture, appetite and strategy. Implement/Monitor the Selected Technique: Whichever method you select, have an implementation strategy that informs the stakeholders and affected parties, anticipates roadblocks and is able to be analyzed and modified. Conduct regular effectiveness monitoring and report to stakeholders. Strive for continuous improvement through thoughtful analysis. Implement the Selected Technique: Whichever method you select, have an implementation strategy that informs the stakeholders and affected parties, anticipates roadblocks and is able to be analyzed and modified. Could involve engineering, training, legal revisions, publications and a lot of finesse, de
- Law (1.00)
- Banking & Finance > Insurance (0.35)
Safety usually associated with acute associated with acute injuries, short injuries, short-term, term, traumatic exposures traumatic exposures Health usually directed at chronic exposures, persistent, prolonged, repeated Definition Industrial Hygiene Industrial Hygiene - "that science and art devoted to the of those environmental factors or stresses, arising in or from the workplace, which may cause sickness, impaired health and well-being, or significant discomfort, and inefficiency among workers or among the citizens of the community"Chemical environmental concentrations Physical noise, heat, ionizing, etc. noise, heat, ionizing, etc. Ergonomic -man-machine interface machine interface Biological- micro living organisms States of Matter Solids definite shape and volume Liquids definite volume but no definite shape Gases neither definite volume nor shape Chemical Stresses Chart (available in full paper). Chemical Stresses Dusts solid particles from handling, grinding, crushing, impact (1 grinding, crushing, impact (1–25 microns) 25 microns) (cotton, grain, grinding wheels) (cotton, grain, grinding wheels) Smoke- carbon or soot particles less than carbon or soot particles less than .1 microns in size and are the products of .1 microns in size and are the products of incomplete combustion (fire, gas incomplete combustion (fire, gas engines) Fumes solid particles generated by solid particles generated by condensation from the gaseous state condensation (welding, soldering, brazing) Aerosols solid particles or liquid droplets of fine enough size to remain fine enough size to remain dispersed in air for a prolonged period of time (powder sprays, paint of time) Mists suspended liquid droplets generated by condensation of liquids, or by breaking up a liquid into a dispersed by breaking up a liquid state (mixing vats, maintenance state (mixing vats, maintenance degreasers) Vapors volatile form of a substance normally a liquid or solid at STP(paint thinners, nail polish thinners, nail polish remover) Terms to Express Concentrations TLV threshold limit value threshold limit value - airborne concentration under which it is believed that nearly all workers may be repeatedly exposed day after day without adverse effect (ACGIH) PEL permissible exposure limit permissible exposure limit (OSHA)
- Health & Medicine (1.00)
- Materials > Chemicals > Specialty Chemicals (0.55)
- Government > Regional Government > North America Government > United States Government (0.38)
Hazards and Risk Hazard:a dangerous condition, either potential or inherent, which can interfere with the expected, orderly progress of a given activity Risk:a measured or calculated chance of exposure to hazard(s) which may or may not result in loss should be managed! Accidents and Incidents Accident:an unplanned and therefore unwanted or undesired event resulting in physical harm and/or property damage Incident:an unplanned event that did not but could have resulted in physical harm and/or property damage should be investigated! Hazard Identification Acceleration Corrosion Chemical Replacement Fire ElectricalShock Thermal Inadvertent Activation Power Source Failure Electromagnetic Radiation Contamination Chemical Dissociation Oxidation (other than air) Explosion Heat & TemperatureHigh Temperature Low Temperature Temperature Variation Leakage PressureHigh Low Rapid Changes MoistureHigh Humidity Low Humidity Stress Reversal Vibration and Noise Toxicity RadiationThermal (IR) Electromagnetic (RF) Ionizing Ultraviolet (UV) Weather / Environment Shock Stress Concentration Structural Damage or Failure Where to Look for Hazards Machines Lifting Equipment Facility Design Confined Spaces Fire Considerations Biological Ergonomic Energy Chemicals Pressure Vessels Electrical HAZARDS CAN BE ANYWHERE! Who should be looking for them? Hazard Reduction Measures Design Feature Safety Device or Feature Warning Device Procedure and Training It may require some serious thinking before the best approach is determined Hazard Identification and Closed-Loop Tracking System Hazard IdentificationKnow your requirements! Inspection, Audit & Identification ProgramChecklists Procedures and Training Corrective Action PlanIndividual and completion date must be assigned Must be Closed-Loop Accidents Look at past accidents for your first step in Accident Reduction.Were prior hazards adequately resolved? What work controls were implemented to prevent recurrence, and are they working? Five Sources of Accidents People Equipment Material Procedures Work Environment Note: There are typically multiple sources; rarely does a single source result in an accident. The Domino Effect Failure "here" may cause failure "there"Cause and effect relationship Five Phases of accident process
Introduction Jorge Mejia was doing day construction work in Chicago, hired off the street, when he nearly lost an eye in a fall. He said bosses rarely told him about the dangers of the job, and that day he recalls not wearing any protective equipment. And the boss, who did not speak Spanish, did not urge him to wear any. There were four of them, standing on a scaffold and trying to reach the building. But the crew was not close enough, so three workers leaned toward the fourth as he stretched toward the facade. Just then the scaffold flipped over, and Mejia fell backward, tumbling three stories and hitting the dirt with his back and head. At the hospital, he realized he could only see shadows with one eye. His back also was badly hurt, and he can no longer lift objects the way he once did. His muscular build is deceptive and helps him get jobs. Language barrier can be fatal The failure to communicate may have been fatal for a 16-year-old Latino youth who fell from a construction project and hit his head in May 2004 in South Carolina. The construction boss told the crew chief to take him right away to a hospital. The boss later told federal officials that the crew leader usually understood English. But the leader took the youth to his home and gave him aspirin instead. The teen died that night. "We have investigated a number of cases where the victim was Spanish-speaking and the training was only in English, and there was little or minimal attempts to translate it into Spanish," said Dawn Castillo, an official with the National Institute of Occupational Safety and Health, the research arm for the nation's worker safety and health effort. "One-fourth of all fatalities investigated by OSHA were in some way related to language barriers." -- John Henshaw, Hispanic Safety and Health Summit, July 2004. And the toll grows. While non-Latino workplace fatalities dropped 16 percent between 1992 and 2005, Latino workers' deaths jumped 72 percent during the same time. Last year the fatality rate for Latinos was 4.9 per 100,000 workers, a rate unmatched by any other group. They accounted for more than 16 percent of all deaths though they make up only 13 percent of the workforce. --Chicago Tribune, September 2006 Fatal workplace accidents for Latino workers are mainly caused by falls, moving vehicles in the workplace and traffic incidents, stuck by objects and homicides. According to the Bureau of Labor Statistics, the growth of the Latino labor force is estimated at 3.5% from 2000 to 2010 reaching in that year a total of 30.3 million workers. Estimating the labor force until 2050, the Bureau of Labor Statistics estimates that one in every four workers will be of Latino origin in 2050.
Introduction I've faced many challenges during my 25+ years of safety experience. There have been new Hazwoper regulations, ergonomics initiatives, DOT hours, OSHA inspections, labor disputes, NRC Licensing, in-house EPA inspectors, fires, explosions, emergency response evaluations, etc., etc., etc. Every step of the way, I was able to find ample resources, expertise and experience to help me succeed. There were regulations, interpretations of regulations, seminars, training programs, and (of course) consultants on every street corner eager to provide any and all needed assistance. There was even an overflowing toolbox of information to help us gain the commitment and support from upper management that we (safety professionals) must have as a core organizational value to be successful. That all changed for me in June, 1998, when I unexpectedly entered a safety "no-man's land". It's a world where there was little regulation, yet huge challenges. There were few available resources, yet endless opportunities. It was outside the day-to-day interests of OSHA, and wasn't a part of the comprehensive DOT control system, either. We call it DSD, or Direct Store Delivery, and it's a safety "no-man's land". This paper will describe some of my experiences, successes (and failures) and rovide a framework of components that can be part of a successful loss control program for route sales, service and delivery. So fasten your seatbelts.. here we go: The DSD World Direct Delivery and Service Exposures Working in the direct delivery and service (let's just call it "DSD") environment presents all traditionally recognized exposures such as slips, trips, & falls, lifting, sprains & strains, and all typical vehicle issues. These are all situations that can be managed using the normal training, coaching, and leadership methods, right? Well, before you make any assumptions, consider these additional factors:In most cases, employees work unsupervised. Turnover is usually very high, so a large percentage of new employees are always present. Work environments change from minute to minute, everything from rain to rats. The multi-tasking nature of work challenges the disciplines of even the best employee. Ask the employee to do 16 hours of work in 10. Add it all up, and you have numerous exposures in difficult environments, an employee in a hurry, and it all spells trouble. And for the most part, OSHA can't help. Their focus is on fixed facilities, manufacturing, warehousing, etc. If there are any doubts, read what they said in the Federal Register: "When a worker is killed or injured in a motor vehicle accident on a public highway or street, OSHA is only likely to investigate the incident if it occurred in a highway construction zone. Likewise, when a worker is killed or injured in an airplane crash, a train wreck, or a subway accident, OSHA does not investigate, and there is thus no need for the employer to report the incident to OSHA."1
- Transportation (1.00)
- Government > Regional Government > North America Government > United States Government (1.00)
This year has been the most difficult time for safety professionals that I have seen in a long time. Companies have been merging in greater numbers than they did in the 1970s and 80s. The difference this time around is the mergers are taking on a global direction and focus. Now the scary news. By 2050 China will take over as the world's leading industrial country. Manufacturing in the US will most likely involve companies of 100 or less employees. The majority of industries at this time in the US will be service related. The mergers will require safety professionals to be flexible; we must make a difference, we must be a part of every business decision, we must measure success, and we must set company safety and health standards globally, we must set performance standards and blend cultures. Safety departments of one company are merging with the other company and they are not all being kept. In some cases total safety departments are being removed. This slide shows a sad but often true perspective of the value of safety, in that when profits are down and companies look for areas to reduce expenses, they look at areas they consider incidental to operations. When I see this happen I cannot help but feel that our profession has failed. I do not mean the individuals ho have lost their jobs; I mean the total safety and health profession. We have won a number of very important battles for the safety profession. For the most part we are seen as the main resource for managing and handling regulatory safety, health and nvironmental aspects. We are also often seen as the main resource for managing and controlling worker's compensation cost. We should be proud of this accomplishment. However are we seen as a business function within our company? Are we involved in major business decisions our companies must make? If the answer is no, we need to understand why. Objectives The objective of this presentation is to provide all of you with the skills and knowledge to develop your own plant, division or corporate safety and health business plans. We will provide you the skills to assist others in developing their safety and health business plan. We will show you the methods and tools needed to develop an effective safety and health business plan. And, most important, we all want to have fun.
Introduction Corporations can no longer run, hide or ignore the path of disasters. The Swiss Re Sigma report "Number of Events 1970–2005" indicate a steady increase in the number of both "Natural Catastrophes" and "Manmade Disasters" worldwide (see Exhibit 1) since 1970. This trend of rising catastrophes and disasters is indirectly confirmed by the number of Federal Emergency Management Agency (FEMA) declared disasters since 1967 (see Table 1). Exhibit 1. Number of events from 1970 to 2005 (available in full paper). Table 1. Disaster statistics declared by FEMA by decade (available in full paper). The 2005 hurricane season was the busiest ever recorded with 23 named storms, 11 of which resulted in FEMA-declared disasters. Three of the storms: Katrina, Rita and Wilma were extremely destructive. Katrina insured losses are estimated to be $40 - 50 billion and rising, while Rita and Wilma combined for about $20 billion in insured losses. In August 2003 there was a massive power outage from Ontario, Canada to the Midwest and Mid Atlantic states. Despite the breadth of this disaster, it could have been much worse. Without a quick thinking utility worker in New Jersey who was alert enough to trip a circuit breaker, this power outage would have reached Florida. Weeks would have been added for the country to recover fully from this disaster. The 9/11 terrorist act had considerable business impact beyond the terrible damage inflicted upon New York City and Washington DC. Interstate commerce came to a halt for several days. All air traffic was suspended for a week. Many financial institutions lost their data centers thus affecting their ability to conduct business for their national and global clients. These events illustrate that no entity can assume it is immune to a potential disaster. Continued political unrest, aging infrastructure, unpredictable weather patterns, and global warming all have negative trends. Corporate consolidations, centralized processing, overseas vendors and just-in-time management practices are just a few business trends that make companies even more vulnerable. So if companies cannot run or hide from disasters, then they must prepare for them. Definitions of a Disaster Recovery Plan Everyone has their own definition of a Disaster Recovery Plan (DRP) that is neither correct nor wrong. DRP is an encompassing concept that is difficult to grasp. Breaking the DRP into smaller components makes it easier understand. The DRP is composed of four sub plans.Avoidance and Preparedness Plan Emergency Response Plan Business Continuity Plan Restoration Plan
- North America > United States > New York (0.24)
- North America > United States > New Jersey (0.24)
- North America > United States > District of Columbia > Washington (0.24)
- North America > Canada > Ontario (0.24)
Introduction The idea for this discussion began with a very simple question: Should my company have an executive-level safety committee? However, finding the answer to this question was not simple. Research on the subject revealed some information on companies with executive-level safety committees, but did not provide significant insight into why the committees were formed or how a company might benefit from a formal high-level committee. The goal of this discussion is to provide a framework that will help Environmental Health and Safety professionals and others consider if the establishment of an executive-level safety committee is a concept that should be pursued within their organization. This framework includes definition of Executive Safety Committee (ESC), highlighting its Purpose; Roles and Responsibilities; Common Structures; ESC Appointment Considerations; Connectivity to Sustainability; Common ESC Pitfalls; and ESC Implementation Considerations. Purpose of an Executive Safety Committee An Executive Safety Committee is structured to be the governing body presiding over safety policies, procedures, and processes that have been implemented in order to protect an organization's employees, customers, and assets. It has been well established that executive management's support and commitment to environmental health and safety initiatives directly affect the safety culture within any organization. Due to the business and cultural impacts that xecutive support of an organization's safety and health process can have, it is critical to consider whether the amount of oversight and direction at various executive levels of an organization are appropriate. Several organizations have increased their level of oversight of safety and health processes by appointing Executive Safety Committees, which are made up of several, if not all, executive anagement members. Additionally, larger corporations, such as Weyerhaeuser Corporation, Potash Corporation, BHP Billiton, GlaxoSmithKline, and VF Corporation, have linked and even included safety and health oversight responsibilities with corporate governance committees. Roles and Responsibilities of an Executive Safety Committee Organizations implement ESCs at a high level to ensure that safety and health consideration are a art of the company's overall strategic business plan. The following are examples of typical functions performed by an ESC:Develop and communicate a clear vision for the environmental health and safety programs to the organization's officers, managers, employees, and others. Establish broad safety goals for the organization. Evaluate an organization's progress toward meeting those goals with objective measurement tools. Provide a forum for the various employees, teams, business units, or other groups to bring forward their concerns and resolve issues internally, within the framework and without needing external regulatory intervention. Ensure mechanisms are in place for systematic identification and mitigation of risk. Review reports prepared by management with respect to any extraordinary event or condition involving significant risk to public health or safety, major public controversy, significant environmental damage, material liability, or the potential thereof. Identify and recommend health and safety priority areas for the purpose of rational resource allocation.
- Law (1.00)
- Health & Medicine > Public Health (1.00)
- Government > Regional Government > North America Government > United States Government (1.00)