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“Behavior-Based Safety: Myth or Magic?”

Behavior-Based Safety: Myth or Magic?

Behavior-based safety is a broad term used to describe everything from basic employee behavior audits and feedback to a comprehensive safety management system designed to change a company’s safety culture.

When it was introduced, behavior-based safety (BBS) was seen as a magic panacea for everything that ailed safety programs. “It was the Swiss Army Knife of safety programs. It could take care of everything,” says Ron Bowles, director of operations for Portland, Ore.-based Strategic Safety Associates. “Now people realize that it is just one tool and more are needed.”

Decades after the initial launch of BBS programs, the process has lost favor with many safety managers, who claim the cost – such programs can be expensive – and the long-term results are not what they expected.

Some experts argue that expectations for BBS were unrealistic from the start, while others believe the process has been corrupted at some companies, transformed into an auditing program that assumes a “blame the employee” attitude about safety failures. “Behavior-based safety makes the assumption you know what behaviors you should be doing,” says Robert Pater, managing director of Strategic Safety Associates. “It assumes you know what to do and need to be reminded to do it.”

Not surprisingly, that approach failed at many companies, says Larry Hansen, CSP, ARM, author and principal of L2H Speaking of Safety Inc.

“My intro to behavior-based safety was being asked by my employer at the time to go to an Indiana food distribution company to analyze the safety program,” remembers Hansen. “At 9 a.m., I walked in the door and the general manager said, ‘Stop right there. I just bought a gun, and the next SOB who mentions behavioral safety…’”

Hansen said the company had spent hundreds of thousands of dollars on a behavior-based safety program and it had failed miserably. “It never had a chance,” he says. “There was a poor manager and a sick organization. They bought into it because they thought it said what they wanted to hear about the cause of incidents, what I call PDDT: people doing dumb things. In other words, employees are the problem and a BBS program can ‘fix’ them. It’s a core misconception that leads to failure.”

The Myth

Jim Spigener, vice president of BST Inc., a global safety consulting and solutions firm that was one of the pioneers in the concept of BBS, says BBS caught fire because “for years and years and years, there wasn’t much new in safety. Then someone seized on the fact that management might want to pay attention to employees. But very few companies were ready to embrace the whole movement.”

Even without a total commitment to changing the safety culture with BBS as a part of that process, BBS caught on “because it was getting results and it seemed to make sense,” says Spigener.

BBS was meant to be part of a bigger safety system, he adds, mentioning what he calls the “fatal error” of assuming that BBS in some form or another works as the only approach necessary to improve safety and reduce incidents.

“BBS, the way people talk about it now, is really a myth,” says Spigener. “A lot of companies jumped on the bandwagon, grabbed a BBS program off the shelf and now are disappointed with the results. And unions have a very good case for going after traditional BBS programs [that ‘blame’ the worker]. Traditional BBS programs don’t examine what drives employees to be in a hazardous situation.”

Hansen offers a perfect example to illustrate Spigener’s point. Hansen says he visited a facility that incurred repetitive losses from injuries employees suffered running up the lunchroom stairwell. Finally, an employee fell and broke his leg, at which point management adopted a BBS program, installing monitors in the hallway leading to the stairwell to remind employees to walk up the steps and to reiterate the company policy, which called for no running. Despite the focus on employee behavior, employees continued running up the stairs until a second major incident occurred, leaving an employee paralyzed. Finally, someone got smart and began to examine systemic causes for employee behavior that ran contrary to company policy and, even, common sense.

“They weren’t asking the most basic question of employees: ‘Why are you running up the stairs?’” says Hansen. “The answer was, ‘There aren’t enough chairs in the lunchroom.’” Employees knew, says Hansen, that if they were late entering the lunchroom, they had to stand to eat their lunches.

“Behavior-based safety done right can be very effective at helping you discover what’s wrong with an organization, find the core organizational causes of risk,” Hansen adds. “Done wrong, it can be used to mask organizational and management failures.”

It’s the Culture, Stupid

E. Scott Geller, Ph.D., talks of attending a session at a safety conference where the presenter asked audience members if they had been injured in a workplace incident and then asked, “How many [incidents] were caused by another person? An equipment failure? Your behavior?”

“When the majority raised their hands when he asked if their behavior caused the incident, he said, ‘I rest my case,’” Geller, alumni distinguished professor at Virginia Tech and director of the Center for Applied Behavior Systems in the Department of Psychology, remembers. “But he didn’t go to the next step and ask the next question: ‘What influences behavior?’ It all happens as part of the culture.”

BBS has its virtues, says Donald Eckenfelder, CSP, P.E., the principal consultant with Profit Protection Consultants and a past president of the American Society of Safety Engineers, but it also has its faults, one of which is the lack of focus on the overall safety culture and environment at a facility. To its credit, Eckenfelder says BBS:

  • Focuses on the human side of safety;
  • Defines safe and unsafe behaviors;
  • Encourages safe behavior and discourages unsafe or destructive behaviors;
  • Involves employees in safety;
  • Requires management to put its money where its mouth is; and
  • Engenders commitment and passion, especially in the early phases.

“There are clearly good things about behavior-based safety,” says Eckenfelder. “But there is more negative than positive” in many of the BBS programs companies have adopted, he adds.

For example, many BBS programs, as packaged by the provider or used by the customer, don’t deal with the causes of safety failures; they deal with the symptoms. “Behaviors of employees are a long way from the root cause,” says Eckenfelder.

If corporate management supports and encourages safe behavior by eliminating root causes – such as engineering, process, communication or training failures – then employees are more likely to want to adopt safe behaviors. Employers, managers and supervisors who actively and vocally support safe production and put money and resources behind that support are less likely to get pushback from employees regarding safe behavior.

“Safety isn’t primarily a technical problem or a behavioral problem,” Eckenfelder points out. “It’s a cultural problem. If the culture’s wrong, nothing else works.”

He notes that when we walk into clothing stores or restaurants, we know if the culture is good or bad. “Can’t you feel the culture?” Eckenfelder asks. “If they’ve got the culture ‘right,’ you say to yourself, ‘Wow! I’d really like to come back here.’”
And the quickest way to ensure safety culture failure, experts agree, is to try to “force” safe behavior on employees.

Experts equate such pressure to a parent telling a teenager how to behave … and say it gets about the same response. As Robert Pater, managing director of Strategic Safety Associates, says, “You can’t mandate people to monitor themselves. You can invite them to do it. Forcing change creates pushback.”

If you really want behavioral change, says Pater, “employees have to see the value of change. They have to believe they can change. They have to know how to change. They have to practice, because behavioral change doesn’t happen from one exposure. And the new actions have to be reinforced through acknowledgment, celebration and external monitoring.”

The key to true, positive behavior change, adds Bowles, “is to create an environment where, rather than have safety as something that is being done to me or for me, it’s something that’s being done with me or by me. Once I begin to own it, I can have incredible success.”

“Real change happens inside out,” Eckenfelder adds. “People get better because they change their attitudes, not because there is pressure placed on them from the outside.

Read the remainder of the story here: http://ehstoday.com/safety/ehs_imp_75429

Source EHS Today®

 

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“OSHA Quick Cards – Pocket Safety Cards For Tool Box Talks – Available In English & Spanish”

OSHA Quick Card

  • Aerial Lifts Quick Card [English: PDF | HTML | Spanish: PDF | HTML]
  • Avian Flu:
    General Precautions [English: PDF | HTML | Spanish: HTML]
    Poultry Workers [English: PDF | HTML | Spanish: HTML]
    Healthcare Workers [English: PDF | HTML | Spanish: HTML]
    Animal Handlers (Not Poultry Workers) [English: PDF | HTML | Spanish: HTML]
    Food Handlers [English: PDF | HTML | Spanish: PDF | HTML]
    Lab Workers [English: PDF | HTML | Spanish: HTML]
  • Carbon Monoxide Poisoning Quick Card [English: PDF | HTML | Spanish: PDF | HTML]
  • Chain Saw Safety Quick Card [English: PDF | HTML | Spanish: PDF | HTML]
  • Chipper Machine Quick Card [English: PDF | HTML | Spanish: PDF | HTML]
  • Construction Hazards (Top Four) Quick Card [English: PDF | HTML | Spanish: HTML]
  • Construction PPE Quick Card [English: PDF | HTML | Spanish: PDF | HTML]
  • Crane Safety Quick Card [English: PDF | HTML | Spanish: PDF | HTML]
  • Demolition Safety Quick Card [English: PDF | HTML | Spanish: PDF | HTML]
  • Electrical Safety Quick Card [English: PDF | HTML | Spanish: PDF | HTML]
  • Fall Protection Quick Card [English: PDF | HTML | Spanish: PDF | HTML]
  • Fireworks Safety Pocket Card (Retail Fireworks Sales) [English: PDF | HTML]
  • Fireworks Safety Pocket Card (Display Operators) [English: PDF | HTML]
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“Confined Spaces – “What To Do Before You Enter” #ConfinedSpace #StayAlive

80% of fatalities happened in locations that had been previously entered by the same person who later died.

Each year, an average of 92 fatalities occurs from confined spaces locations due to asphyxiation, acute or chronic poisoning, or impairment.

But, what is a “confined space?”

A confined space is a space that:

  1. Is large enough and so arranged that an employee can bodily enter it;
  2. Has limited or restricted means for entry and exit;
  3. Is not designed for continuous employee occupancy.

Examples of confined spaces include:

  • Sewers
  • Storm drains
  • Water mains
  • Pits
  • And many more

Permit-required confined spaces include:

  • Contains or has the potential to contain a hazardous atmosphere
  • Contains a material with the potential to engulf someone who enters the space
  • Has an internal configuration that might cause an entrant to be trapped or asphyxiated
  • Contains any other recognized serious safety or health hazards

Here are some steps you can take to help ensure the safety of your workers.

1. Is This a Confined Space?

2. Is the Atmosphere Safe?

Testing must be done in several levels of the space because specific hazardous gases react differently to the rest of the atmosphere. Why? Hydrogen Sulfide is slightly heavier than air, while other dangerous gases such as methane may be lighter than air and rise to the top. Only by testing all levels of the tank you are about to enter can you be reasonably sure the atmosphere is acceptable for breathing.

3. How Do I Exit Safely?

Before you start thinking about entering, first make sure you can get back out. Meaning you have a rescue plan and are working with someone else who can provide for rescue.

If you don’t have a rescue plan, don’t enter.

4. How Do I Enter Safely?

Does the job or project require special equipment to get in and out of the space, such as a body harness?

5. Will The Atmosphere Stay Safe?

Once you’ve established that the atmosphere is safe to enter, you next have to know that it will stay that way. Which leads us to our next point.

6. Does the Space Need Ventilating?

If the air is found to be unsafe within the confined space because of existing fumes or gas, or if the work being done will contribute to a degradation of the breathable atmosphere, the space needs to be ventilated and you need to be using an air monitoring device.

7. Equipment Check

It’s important to check your equipment before beginning any sort of confined space entry work. Has your gas detector been bump-tested or recently calibrated? Have all lanyards and lifelines been checked for wear? Have harnesses been properly stored?

8. Lighting

Confined spaces are often cramped, dark and awkwardly shaped. A well-lit worksite helps workers avoid injury.

9. Communication

Radios are a great way to stay connected with workers, but also keep in mind that, nothing can replace having a standby worker positioned at the exit when workers are in a confined space. This tried and true system allows the outside person not only to communicate with workers within the space but also to call for help if it is needed.

10. Are you and your crew up to the task?

Can each team member be relied upon in a life-threatening situation?

This list is not meant to be comprehensive, check the OSHA Standards for that.

Stop to consider the dangers before you enter, and be mindful that confined spaces can become dangerous after you have entered.

Source: Vivid Learning Systems – Safety Toolbox

“NFPA 70E – 2017” – “LOTO & Arc Flash Proposed Changes From Second Draft Meeting “

NFPA-70E-2015

The second draft meeting for NFPA 70E was held in Salt Lake City on July 18th through July 21st. There were 173 public comments acted on at the meeting. There are a few proposed changes to the standard that were acted upon that may garner the most attention.

NOTE:  The official position of the committee has not been given through the formal ballot. This blog only addresses preliminary revisions proposed by the public and committee.

The first is that the layout of Article 120 Establishing an Electrically Safe Work Condition has been reorganized to better address the logical sequence of events. The steps, principles, and program for lockout/tagout have been moved to be the first sections of Article 120 since these are necessary before verifying the condition.  The verification steps have been moved to the end of Article 120 since these are the last steps for establishing the electrically safe work condition.

A second change is to place further emphasis on the risk assessment and put the hierarchy of controls into mandatory language.  The use of personal protective equipment (PPE) has always been and remains to be the last method selected when providing protection for the worker exposed to hazards when conducting justified energized work. The revised text clarifies this principle.

The third changes clarifies how the standard should have always been used when justified energized work is to be conducted. It essentially is not adding new requirements but will assist in preventing the misuse of the standard. The change is that Table 130.7(C)(15)(A)(a) [that many call the task table] has become a new table applicable to both the PPE category method or the incident energy analysis method. It no longer determines whether PPE is required but whether or not there is a likelihood of an arc flash occurrence. The user conducts a risk assessment and determines the protection scheme to be employed to protect the worker using the hierarchy of controls (same as in the past editions).

The last big change is that the references to PPE equipment standards have been changed to informational notes. The equipment must still meet the applicable standards but the verification process has been changed to one of a conformity assessment where the PPE manufacturer should be able to provide assurance that the applicable standard has been met by one of three methods. The previous edition of the standard did not require any verification method. The three methods are; self-declaration with a Supplier’s Declaration of Conformity, self-declaration under a registered Quality  Management System and product testing by an accredited laboratory and a Supplier’s Declaration of Conformity, or a certification by an accredited independent third-party certification organization.

The committee’s official position will be taken by ballot in early September.  If you want to keep up on the process visit the NFPA 70E web page at www.nfpa.org/70E. The next edition tab will carry all the current information throughout the process. NFPA 70E – 2017 is slated to be voted on at the association meeting in Boston, MA in June 2017.

“The Importance of Eyewash Station Maintenance and Monitoring”

Many different types of industries are required to install and maintain eyewash stations for their employees’ safety and health. These eyewash stations are an important safety device that can be instrumental for mitigating a number of different types of eye injuries.

The Occupational Safety & Health Administration (OSHA) reports that work-related eye injuries cost more than $300 million per year in lost production time, medical expenses and worker compensation. Eyewash stations, whether permanently connected to a source of potable water or having self-contained flushing fluid, can help save workers’ eyesight and reduce costs associated with eye injuries.

However, eyewash stations require proper maintenance or they may present health hazards that can worsen or cause additional damage to a worker’s eye. According to OSHA, water found in improperly maintained eyewash stations is more likely to contain microorganisms that thrive in stagnant or untreated water and are known to cause infections.

“When an incident occurs and a worker uses an eyewash station that is not maintained, organisms that could be in the water can come into contact with the eyes, skin or may even be inhaled,” said Franco Seif, President of Clark Seif Clark. “A partial list of microorganisms that OSHA reports could contaminant an improperly maintained eyewash station include:Acanthamoeba, Legionella and Pseudomonas aeruginosa. A worker using an eyewash station after exposure to a hazardous chemical or material may have eye injuries that make the eye more susceptible to infection. In addition, workers with skin damage or compromised immune systems are at an increased risk of developing illnesses from contaminated water.”

To help prevent these scenarios from occurring, Clark Seif Clark offers eyewash station monitoring and microbial pathogen testing services. They also provide a wide range of other industrial hygiene and occupational, health and safety services. To help educate people about eyewash stations and potential microbial risks from improper maintenance, Clark Seif Clark recently sponsored an educational video that can be seen above and at: https://youtu.be/Nb9XdcO1cZk

To learn more about microbial testing and monitoring or other occupational, environmental, indoor air quality, health and safety and consulting services, please visit www.csceng.com, email csc@csceng.com or call (800) 807-1118.

About Clark Seif Clark
CSC was established in 1989 to help clients in both public and private sectors address environmental, IAQ, and health and safety (EH&S) issues. CSC is a leading provider of these services with multiple offices along the western seaboard and southwest. The company believes in science-based protocols and has a strong background in engineering, making them the preferred environmental consultants to industrial clients, healthcare facilities, architects, schools, builders, contractors, developers and real estate professionals.

Source: Chatsworth, CA – WEBWIRE – Monday, August 8, 2016

“The “Vert Alert” Lanyard Attachment Warning System Saves Lives”

VertAlertSCA_full

The VertAlert verbally warns the lift operator if the safety harness lanyard has not been properly attached to the lift anchor point. The VertAlert will not allow the lift to proceed UP until it has verified this proper attachment.

It will also collect and store data on lift activity including safety violations and if any attempts were made by the operator to circumvent this safety system. See more information about this unique and excellent system at: http://millennialplatform.com/ or email Paul Baillergian at  paul@suncook-intl.com 

“Heat, Lightning Hazards are Focus of Federal Safety Campaigns”

With the arrival of summer, the Occupational Safety and Health Administration has launched initiatives to alert employers and workers to heat and lightning hazards and the steps to take to prevent injury or illness from them.

The official hashtag of OSHA’s annual heat safety campaign is #WaterRestShade, which is designed to encourage employers to provide their workers with drinking water, ample breaks, and a shaded area while working outdoors.

In a May 26 webinar, OSHA identified four vulnerable populations ‒ the elderly, athletes, emergency responders, and outdoor workers ‒ as being at special risk from extreme heat. In addition, the agency identified time on the job as a risk factor, since the most recent heat-related deaths OSHA investigated involved workers on the job for three days or less. The finding highlights the need for employers to ensure new workers become heat-acclimated before starting or returning to work, the agency stated. In 2014, 2,630 workers suffered from heat illness and 18 died from heat stroke and related causes on the job, according to the agency.

OSHA has provided a host of heat safety tips, which can be found in blog and Twitter posts. An updated webpage also includes illustrations of heat exhaustion and heat stroke, an animated video, training resources, and links to an updated heat safety phone app. OSHA partnered with the National Oceanic and Atmospheric Administration (NOAA) to raise awareness on the dangers of working in the heat through NOAA’s Weather-Ready Nation campaign.

NOAA is also a partner with OSHA in a joint fact sheet on lightning. It urges supervisors and employees working outdoors to consider lightning to be an occupational hazard and to take lightning safety seriously. More than 300 people are struck by lightning every year in the U.S. and, on average, over the past 30 years, about 50 people have died annually. Many others have suffered permanent disabilities.

According to the fact sheet, lightning is unpredictable. It can strike outside the heaviest rainfall areas or even up to 10 miles from any rainfall. When the threat arises, the most important thing to do is move quickly to a safe place and remain there for at least 30 minutes after hearing the last sound of thunder. “When thunder roars, go indoors,” the agencies advise, as nowhere outside is safe when thunderstorms are in the area.

Employers are advised to monitor weather reports, such as at weather.gov, before scheduling outdoor work and throughout the workday. Darkening clouds and increasing wind speeds can indicate thunderstorms are developing. Workers should know in advance where to seek shelter. NOAA recommends seeking fully enclosed buildings with electrical wiring and plumbing, which can serve as grounds for lightning charges. Additional advice includes avoiding the use of corded phones, as they conduct electricity. If caught outdoors, seek safety inside a hard-topped metal vehicle. No place outdoors is safe during a thunderstorm, but workers can reduce the risk of harm by avoiding isolated tall structures or objects, water, open spaces, and metal objects, the agencies said.

OSHA advises employers to include a written lightning safety protocol in their Emergency Action Plans (EAPs). Written EAPs, as outlined in 29 CFR 1910.38 or 29 CFR 1926.35, are required by certain OSHA standards, and are a best practice even when not required. OSHA said it will use its general duty clause as a basis for enforcement, but also reminded employers that during storms or high winds, OSHA prohibits work on or from scaffolds under 29 CFR 1926.451(f)(12); use of crane hoists, 29 CFR 1926.1431(k)(8); and work on top of walls, 29 CFR 1926.854(c). During these weather conditions, crane hoists and scaffold work may continue only if a qualified person determines it is safe. In addition, for scaffold work, personal fall protection or wind screens must be provided.

“The Center For Construction Research & Training” – Construction Safety Toolbox Talk Topics In English & Spanish”

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Handouts & Toolbox Talks (Click on the English link or Spanish link for Topic PDF File Download)
(Charlas Informativas de Seguridad Ocupacional)

CPWR maintains a large collection of toolbox talks. Below are 52 topics, one for each week of the year. CPWR has worked closely with NIOSH to ensure that this new series of toolbox talks incorporates effective elements like case studies, discussion questions, and site-specific actions. The new Spanish versions were developed with the support of the American Society of Safety Engineers (ASSE).

CPWR mantiene una gran colección de charlas informativas. Abajo se encuentran las charlas con 52 temas, uno para cada semana del año. CPWR ha trabajado estrechamente con NIOSH para asegurar que esta serie de charlas informativas incorpore elementos eficaces como casos prácticos, preguntas para discusión, y acciones específicas para realizar en el sitio de trabajo. Las nuevas versiones en español fueron creadas con el apoyo de la Sociedad Americana de Ingenieros en Seguridad.


 

“How You Can Prevent “Slips, Trips & Falls.”

It’s probably happened to most of us. That momentary lapse of inattention thinking about a personal problem or distracted by an activity that ends in a slip, trip or fall. A stumble down a stairway. A trip over an uneven surface. Slipping on the ice. It can lead to a variety of regrettable events ranging from a simple bruised shin to an extremely serious injury. It’s just one of a variety of conditions and situations that set the stage for slips, trips and falls in the workplace.

According to the U.S. Department of Labor, slips, trips and falls make up the majority of general industry accidents, which account for:

  • 15 percent of all accidental deaths per year, the second-leading cause behind motor vehicles
  • About 25 percent of all reported injury claims per fiscal year
  • More than 95 million lost work days per year – about 65 percent of all work days lost

In general, slips and trips occur due to a loss of traction between the shoe and the walking surface or an inadvertent contact with a fixed or moveable object which may lead to a fall. There are a variety of situations that may cause slips, trips and falls.

  • Wet or greasy floors
  • Dry floors with wood dust or powder
  • Uneven walking surfaces
  • Polished or freshly waxed floors
  • Loose flooring, carpeting or mats
  • Transition from one floor type to another
  • Missing or uneven floor tiles and bricks
  • Damaged or irregular steps; no handrails
  • Sloped walking surfaces
  • Shoes with wet, muddy, greasy or oily soles
  • Clutter
  • Electrical cords or cables
  • Open desk or file cabinet drawers
  • Damaged ladder steps
  • Ramps and gang planks without skid-resistant surfaces
  • Metal surfaces – dock plates, construction plates
  • Weather hazards – rain, sleet, ice, snow, hail, frost
  • Wet leaves or pine needles

Here are six guidelines to help you create a safer working environment for you and your employees.

1) Create Good Housekeeping Practices
Good housekeeping is critical. Safety and housekeeping go hand-in-hand. If your facility’s housekeeping habits are poor, the result may be a higher incidence of employee injuries, ever-increasing insurance costs and regulatory citations. If an organization’s facilities are noticeably clean and well organized, it is a good indication that its overall safety program is effective as well.

Proper housekeeping is a routine. It is an ongoing procedure that is simply done as a part of each worker’s daily performance. To create an effective housekeeping program, there are three simple steps to get you started

  • Plan ahead– Know what needs to be done, who’s going to do it and what the particular work area should look like when you are done.
  • Assign responsibilities– It may be necessary to assign a specific person or group of workers to clean up, although personal responsibility for cleaning up after himself/herself is preferred.
  • Implement a program– Establish housekeeping procedures as a part of the daily routine.

2) Reduce Wet or Slippery Surfaces
Walking surfaces account for a significant portion of injuries reported by state agencies. The most frequently reported types of surfaces where these injuries occur include

Traction on outdoor surfaces can change considerably when weather conditions change. Those conditions can then affect indoor surfaces as moisture is tracked in by pedestrian traffic. Traction control procedures should be constantly monitored for their effectiveness.

  • Keep parking lots and sidewalks clean and in good repair condition.
  • When snow and ice are present, remove or treat these elements. In some extreme cases, it may be necessary to suspend use of the area.
  • Use adhesive striping material or anti-skid paint whenever possible.

Indoor control measures can help reduce the incidence of slips and falls.

  • Use moisture-absorbent mats with beveled edges in entrance areas. Make sure they have backing material that will not slide on the floor.
  • Display “Wet Floor” signs as needed.
  • Use anti-skid adhesive tape in troublesome areas.
  • Clean up spills immediately. Create a procedure for taking the appropriate action when someone causes or comes across a food or drink spill.
  • Use proper area rugs or mats for food preparation areas.

3) Avoid Creating Obstacles in Aisles and Walkways
Injuries can also result in from trips caused by obstacles, clutter, materials and equipment in aisles, corridors, entranceways and stairwells. Proper housekeeping in work and traffic areas is still the most effective control measure in avoiding the proliferation of these types of hazards. This means having policies or procedures in place and allowing time for cleaning the area, especially where scrap material or waste is a by-product of the work operation.

  • Keep all work areas, passageways, storerooms and service areas clean and orderly.
  • Avoid stringing cords, cables or air hoses across hallways or in any designated aisle.
  • In office areas, avoid leaving boxes, files or briefcases in the aisles.
  • Encourage safe work practices such as closing file cabinet drawers after use and picking up loose items from the floor.
  • Conduct periodic inspections for slip and trip hazards.

4) Create and Maintain Proper Lighting
Poor lighting in the workplace is associated with an increase in accidents.

  • Use proper illumination in walkways, staircases, ramps, hallways, basements, construction areas and dock areas.
  • Keep work areas well lit and clean.
  • Upon entering a darkened room, always turn on the light first.
  • Keep poorly lit walkways clear of clutter and obstructions.
  • Keep areas around light switches clear and accessible.
  • Repair fixtures, switches and cords immediately if they malfunction.

5) Wear Proper Shoes
The shoes we wear can play a big part in preventing falls. The slickness of the soles and the type of heels worn need to be evaluated to avoid slips, trips and falls. Shoelaces need to be tied correctly. Whenever a fall-related injury is investigated, the footwear needs to be evaluated to see if it contributed to the incident. Employees are expected to wear footwear appropriate for the duties of their work task.

6) Control Individual Behavior
This condition is the toughest to control. It is human nature to let our guard down for two seconds and be distracted by random thoughts or doing multiple activities. Being in a hurry will result in walking too fast or running which increases the chances of a slip, trip or fall. Taking shortcuts, not watching where one is going, using a cell phone, carrying materials which obstructs the vision, wearing sunglasses in low-light areas, not using designated walkways and speed are common elements in many on-the-job injuries

“Are You Meeting This OSHA Requirement? – “Are You Training Your Employees In A Language That They Understand?”

screenshot-www osha gov 2016-04-07 17-10-52

In order for your Environmental and Health Safety (EHS) training to be effective, you must have clear communication with trainees. This goal may be hard to achieve with workers who speak English as a second language (ESL).

However, the Occupational Safety and Health Administration (OSHA) says that an employer’s responsibility to provide employees with information and training about safety and health hazards doesn’t go away because an employee can’t understand standard English-language training programs. When that is the case, employers must inform and train these workers in a language they can understand.

“As a general matter, employers are expected to realize that if they customarily need to communicate work instructions or other workplace information to employees at a certain vocabulary level or in a language other than English, they will also need to provide training to employees in the same manner,” says OSHA.

Serious Training Violations

OSHA’s training provisions contain a variety of specific requirements to ensure that employees are comprehending instruction. For example, standards covering lockout/tagout, respiratory protection, and bloodborne pathogens each require that employers take measures to ascertain the level to which the employee has comprehended the safety provisions.

In its instructions to inspectors, OSHA states, “If a reasonable person would conclude that the employer had not conveyed the training to its employees in a manner they were capable of understanding, then the violation may be cited as serious.”

Enhancing Comprehension

Although Spanish is the most common second language spoken in the United States, there are many other languages ESL workers might speak, including:

  • Chinese
  • Arabic
  • Vietnamese and Cambodian
  • Various African languages
  • Portuguese
  • French

Take these steps to make sure your training message is understood by ESL workers.

  • Speak slowly, explain fully, and repeat important points several times.
  • Choose the simplest words and avoid technical jargon. If you must use technical terms, explain them in simple terms.
  • Use a translator if appropriate.
  • Demonstrate while you speak, and use visual aids, such as pictures and props, to supplement your words.
  • Encourage participation. Be patient and help employees express their thoughts and questions.
  • Have employees practice new skills during the training session so that you can see if they’ve understood.
  • Use feedback to confirm comprehension. Allow extra time for questions.
  • Provide handouts in the language(s) trainees speak and read.
  • Follow up on the job to make sure that employees correctly apply what they learned.
The language barrier may be only part of the problem when training ESL workers.
Cultural differences can also affect communication. In many foreign cultures, for example, older people are treated with great respect and deference, whereas in the more casual North American culture, older people might be treated with more familiarity. For example, older Hispanic workers might be offended if they are addressed by their first name, preferring to be called “Señor” or “Señora.”
Updated Guidance from OSHA

In August 2015, OSHA posted a fully updated version of its guide to all OSHA training requirements. The document, Training Requirements in OSHA Standards, organizes the training requirements into five categories: General Industry, Maritime, Construction, Agriculture, and Federal Employee Programs.

Training Resources in Spanish Language

OSHA Sources

Non-OSHA Sources

Announcements

To find outreach training in Spanish, visit the Spanish Outreach Trainers listing. If you’re an outreach trainer who conducts the training in Spanish and you want your name added to the list, send the following information to outreach@dol.gov:

  • Name
  • Construction and/or General Industry
  • Company/Organization, if applicable
  • City/state
  • Phone
  • E-mail and/or website address, if applicable

Trainer Training

Etiquetas de Seguridad Industrial PVT-165-Q Bilingual Safety Tags, Lockout Tagout, Panduit

Somos Distribuidores y manejamos todos los productos para Candadeo y Tarjeteo para Seguridad Industrial (Lockout Tagout), si usted require alguno de estos productos o require algun apoyo técnico, pongase en contacto con nosotros:

Distribuidor: INNOVATIVE TRADE CENTER, Calle Tecoripa # 2. Fracc. Sandoval La Mesa C.P. 22105 Tijuana, Baja California, Mexico.Tels: (664) 621-30-09 y (664) 621-37-36, E-mails: ventas@innovative.com.mx, soporte@innovative.com.mx, http://www.innovative.com.mx

  • Sources: OSHA & BLR
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