First published on May 8, 2020 in observance of the COPH’s 35^th anniversary celebration.

The Sunshine Education and Research Center (Sunshine ERC) located in the USF College of Public Health is one of 18 National Institute for Occupational Safety and Health (NIOSH) education and research centers across the nation that provides interdisciplinary training of occupational safety and health professionals.

The Sunshine ERC, which was founded in 1997, offers programs collaboratively with the Colleges of Medicine, Nursing, and Arts and Sciences and focuses on evidence-based practice and research, continuing education and outreach.

“Over the years this continuing education program evolved into a vehicle to provide low cost opportunities for professional development,” said Dr. Thomas E. Bernard, USF College of Public Health professor and Sunshine ERC center director. “The scope of the center also increased with pilot project research training and more opportunities for interdisciplinary activities.”

According to Bernard, USF COPH’s Drs. Yehia Hammad, Stuart Brooks and Pete Rentos had a vision for starting a NIOSH-supported education and research center that would be the first new center in a decade.

“As funded, the Sunshine ERC was the umbrella for industrial hygiene, occupational medicine and occupational health nursing with a nascent continuing education program. We then added occupational safety and occupational health psychology (OHP)­­—the first ERC to have an OHP program,” he said.

Bernard and Dr. Candance Burns of the College of Nursing, assumed leadership of the Sunshine ERC in 2008.

According to Bernard, with growing support from NIOSH, the Sunshine ERC affiliated with the University of Puerto Rico (UPR), expanded interdisciplinary activities and enhanced outreach into underserved populations.

“This momentum carried us into the current funding cycle with the addition of UCF to support research training directed at the hospitality industry, Embry-Riddle Aeronautical University for a new vision of occupational safety, and programs with UPR in disaster resilience for workers. Further, we now have a supported online program in health, safety and environment,” Bernard said.

The Sunshine ERC focuses on providing training that reflects the needs of key industries in Florida and emerging issues of the nation.

“Students in the Sunshine ERC receive solid training in their chosen field,” Bernard said. “The real value-added is further experience in interdisciplinary activities to better prepare them for the practice of occupational health, safety and wellness.”

Trainees spend time with peers from across disciplines in public health, nursing, and medicine at USF, psychology at USF and UCF, hospitality at UCF, and aviation at Embry-Riddle, according to Bernard.

“Each trainee is enrolled in a degree program within their institution,” Bernard said. “It is the interdisciplinary experience that takes them beyond their specific discipline.”

For example, Bernard explained, trainees are expected to attend one ERC-wide session that provides information of interest to all.

“This varies a little and includes responsible conduct of research, general principles of occupational health, safety and wellness, and team building exercises,” he said.

Trainees are also encouraged to attend national symposiums and also contribute and participate in research projects sponsored by the ERC and its faculty.

Zach Brandes-Powell, a second year occupational exposure science student in the COPH, said the Sunshine ERC has expanded his experience level as a student. 

“The mentoring and encouragement of the professors and members of the ERC have helped to push me to do things I wouldn’t have thought I was capable of with my current level of experience,” he said.  “For example, through the ERC’s support, I was able to co-present on the benefit of internships for occupational safety and health students and professionals at the American Industrial Hygiene Conference and Exposition (AIHCE). With their encouragement, I also started to offer to tutor students taking industrial hygiene related courses. These opportunities have helped me to develop skills that will be beneficial to me in life and throughout my career in occupational safety and industrial hygiene.”

Brandes-Powell said going to AIHCE 2019 has been a highlight for him.

“We were able to meet students from ERCs around the country and interact with alumni of the program. The impact that the ERC has on its students was evident as the current students instantly found common ground with the alumni when talking about our courses and projects,” he said.

Miriam Escobar, also a second-year occupational exposure science student in the COPH, said the Sunshine ERC has helped her expand her networking abilities with professionals from other disciplines.  

“Now, I am part of a diversified professional network with a common goal to improve the safety and health of others in various occupational industries,” she said.

She said the highlight of her experience so far has been the ability to participate in the Puerto Rico Resiliency focus group research.

“I was able to travel to Puerto Rico and hear first hand how the hospitality community was not only affected by hurricane Maria but also come together and prevail,” Escobar said.

Currently, the Sunshine ERC is supporting four COVID-19 research projects through its program development fund, according to Bernard, three at USF and one at UCF.

Bernard said that while the Sunshine ERC focuses on students within the ERC disciplines, they have started to also engage students and faculty interested in disaster management.

“If students have an interest they should contact me or Ms. Kelly Freedman and we will see if there is an opportunity with current projects,” he said. “We would welcome and support expenses for some students outside the ERC to participate in interdisciplinary activities.”

Story by Anna Mayor, USF College of Public Health

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Hazard identification and assessment within the workplace are critical elements of an effective safety and health program. Luis Silva, our USF SafetyFlorida contributor for October, provides insight into the proper storage of oxygen cylinders, as pictured in the above photo.

What is wrong with this picture?

An oxygen cylinder is stored immediately next to a fuel-gas cylinder in the welding area.  There is one more problem.  Can you identify it?

Applicable OSHA regulation

1910.253(b)(4)(iii)

Oxygen cylinders in storage shall be separated from fuel-gas cylinders or combustible materials (especially oil or grease) at a minimum distance of 20 feet or by a noncombustible barrier at least 5 feet high having a fire-resistance rating of at least one-half hour.

Corrective actions required

Although it is preferable to separate oxygen cylinders from fuel-gas cylinders and combustible materials by twenty feet (6.10 meters) or more, it is acceptable to provide a barrier at least five feet (1.52 m) high and having a fire-resistance rating of at least 30 minutes. Note that a sheet metal partition is not an acceptable barrier. Have employees store the cylinders in the designated areas, even if empty. And for the additional problem you identified, compressed gas cylinders must have their valve caps in place when not in use.

In-house safety and health inspections

A system of regular in-house inspections of all work practices, equipment, work processes, and worker-safe behavior is an excellent tool to identify hazards, correct them in a timely manner, and, most importantly, prevent hazards and serious injuries. The effectiveness of regular self-inspections can improve with additional formal safety training and awareness training as new hazards are discovered. Communicating the results of inspections to employees and allowing the safety committee or safety team members to perform regular facility inspections is a valuable tool to increase employee participation and awareness.

For more information about workplace safety or to request SafetyFlorida Consultation Program services, please visit our website at www.usfsafetyflorida.com or call (866) 273-1105.

Luis Silva
Health Consultant, USF SafetyFlorida

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Many of us have been appointed to manage programs and teams. We have enough experience to know when our key performance indicators are lagging and adjustments are needed to meet the quarter, year, or function goal. Yes, we are managers, but are we leaders in our organization? What is the difference, and why is it paramount? Why is this important in safety culture? The answers to these questions may come from self-assessment and self-reflection.

Knowing there is a difference between a leader and a manager is essential. While there are many definitions and inspirational posts on these, it is important to know that one who manages is responsible for fulfilling specific organizational duties or goals. Managers may be appointed for long-term needs to run departments or divisions or short-term needs like finding solutions for an organization’s pressing need or an event. A leader is not always appointed. Leaders have the gift to influence those around them. For those of us with a military background, we have heard and been charged to ‘lead by example.’ Some of my favorite qualities of a leader are the ability to grow leaders, spread inspiration, and continuous learning.

OSHA defines safety culture as “the environment where the attitudes, behaviors, and perceptions of all workers are reflected in the health and safety of the workplace.” As safety and health managers, we are entrusted with laying the foundation to establish and maintain a healthy and safe work environment. We may already have proven practices to perform functions and manage programs. Still, we may be lacking in enabling an environment where the mindset of health and safety is a priority. Our prime responsibilities are met, but what happens during our time off? Is it time for us to move to a different role? We may need to scout around for someone to replace us or one we can entrust during our absence. Is your organization’s morale on the downward slope? Perhaps this is your opportunity to ignite enthusiasm and inspire those you manage or answer to. Is the workforce at different levels being utilized to their full potential? This may be your chance to engage and get to know the employees and find any special interests or backgrounds. There may be times when we need to switch out our managerial hats and wear leadership hats. Knowing when this switch is necessary for your organization’s safety and health culture can make impactful differences!

Here at USF SafetyFlorida, we have more than 150 years of combined occupational health and safety leadership experience spanning multiple industries. Our senior professionals are committed to helping you provide quality service and protecting your employees. Call us at (866) 273-1105 or visit www.usfsafetyflorida.com to learn more about how we can help improve your company’s safety culture.

Miriam F. Escobar, MSPH, CSP
Health Consultant, USF SafetyFlorida

The post Safety Culture: The Key to a Safe and Secure Workplace appeared first on College of Public Health News.

In the previous three (3) parts of this series, we covered Management Leadership, Worker Participation, Hazard Identification and Assessment, and Hazard Prevention and Control.

Today we’ll address Education, Training, and Continuous Improvement elements.  Education and Training aim to ensure that all workers receive appropriate and effective training in a language and literacy level they understand to do their work safely before performing assigned tasks, changes in assigned tasks, and changes in the workplace. While the appropriateness of the training refers to how well it covers the potential hazards in the workplace and the controls needed for each job, its effectiveness refers to how well workers understand and behave to protect themselves and others from potential hazards. The training can be delivered through formal courses, on-the-job training, and mentoring. It can be assessed by how well employees, contractors, staffing agencies, and permanent, temporary, and seasonal hires apply the necessary knowledge and skills to do their work safely. 

A training matrix can highlight the various job functions, types, and frequency of training and frequency needed.  Then it’s simply a matter of execution.

The last element of the SHMS is Continuous Improvement, which refers to using lagging and leading indicators to monitor system performance and progress. The idea is to use indicators such as OSHA injury and illness data, workers’ compensation data, and industrial hygiene exposure assessments to set safety and health priorities. Considering that lagging indicators are reactive and do not provide information about the progress made in preventing workplace incidents, leading indicators, such as training accomplished, near misses, and safety observation, should be used to develop goals, objectives, and action items using the results of the analyses.

Finally, while most argue which element is most important, the truth is the system cannot function effectively as it is designed without each of its parts. Each part or element of the SHMS can affect its behavior or properties, and they are, in turn, independent and connected to other parts. No part or collection of parts has an independent effect on the system; all parts are interconnected. According to Dr. Russ Ackoff, the system as a whole cannot be divided or viewed as independent parts.  Think of the automobile as a system whose basic principle is to carry passengers from one place to another, none of its parts, i.e., brakes, engine, exhaust, etc., can drive by itself. Similarly, the SHMS properties, while designed to improve the safety culture/climate of the organization, none of the aspects or parts can do this by itself.

If you are ready to take the next step toward Safety and Health, contact USF SafetyFlorida toll-free (866) 273-1105 or visit www.usfsafetyflorida.com. Our primary purpose here at USF SafetyFlorida is to help your business prevent work-related fatalities, injuries and illnesses. We do that by emphasizing hazard identification, and helping you to develop an effective SHMS.

The post Education, Training, and Continuous Improvement Elements of Safety & Health Management System (SHMS): Part 4 of 4 appeared first on College of Public Health News.

What first comes to your mind when thinking about occupational heat hazards? Many will think about outdoor work in the summertime. The 2023 summer season has greeted us with extreme heat advisories, watches, and warnings. By late June, more than a third, or 36% of the U.S. population, was covered by one of these heat alerts on a single day! You don’t need to wait until June or be outside to consider heat when developing your job hazard analysis (JHA). 

OSHA fatality reports from 2017 to 2022 show 118 heat-related occupational fatalities nationwide. Although July has the highest average, cases span from April to October, including indoor and outdoor workers totaling anywhere from nine (9) to thirty (30) heat-related workplace fatalities nationwide each year. The annual average in Florida is two (2) workplace fatalities per year, about eight and a half (8.5) percent of the heat-related workplace fatalities in the U.S. for the same timeframe. Florida is the only state with cases in both April and October.

You are right to think that outdoor workers fall in a high-risk category for heat hazard exposure. I encourage you to broaden your scope further. Many processes across all industries can expose employees to heat hazards indoors. Keep in mind that outdoor weather conditions can worsen indoor environmental heat. Do you have heat-generating equipment in a non-air-conditioned space? How about employees working in areas where there is limited ventilation? Perhaps workers who enter confined spaces?

What to consider when developing your JHA?

Develop your JHA considering indoor and outdoor workers and all potential heat sources. Continue identifying at-risk workers who perform tasks that require increased physical exertion, personal protective equipment, and heavy clothing that can trap heat. Consider special groups that are at higher risk for serious heat illness. Pregnant people, older adults, athletes, individuals with pre-existing heart conditions, those taking certain medications, history of previous heat illness, higher weights, and additional socio-economic factors have an increased risk of heat illness. Uncontrolled exposure to environmental heat can cause mild to severe health issues that can lead to death. Heat-related illnesses and deaths are preventable. Now that you have defined your at-risk workers identify effective controls for heat hazards and implement a Heat Illness Prevention Plan. A plan should always be tailored to the specific needs of your site.

At a minimum, your plan should address the following areas:

• Who will provide oversight daily?
• How will new workers gradually develop heat tolerance? Temporary workers may be more susceptible to heat and require closer supervision. Workers returning from extended leave (typically defined as more than two weeks) may also be at increased risk.
• How will the employer ensure that first aid is adequate and that the protocol for summoning medical assistance in situations beyond first aid is effective?
• What engineering controls and work practices will be used to reduce heat stress?
• How will heat stress be measured? How will we determine if the total heat stress is hazardous?
• How to respond when the National Weather Service issues a heat advisory or heat warning?
• What training will be provided to workers and supervisors?

Applicable standards

Heat-illness prevention continues to be an enforcement focus topic for OSHA. The rulemaking process is still underway for heat-related hazards; thus, the General Duty Clause, Section 5(a)(1) of the Occupational Safety and Health Act of 1970, is applied for citation purposes. In April 2022, OSHA implemented a National Emphasis Program for Outdoor and Indoor Heat-Related Hazards. This program provides guidance for OSHA inspectors to investigate any hazardous heat conditions:

• During ongoing inspections when cases are observed in the OSHA 300 logs or 301 Incident Reports, when an employee brings a heat-related hazard(s) to their attention, or during heat priority days. A heat priority day occurs when the heat index for the day is expected to be 80°F or more.
• When complaint, referral, or fatality/catastrophe reports regarding heat hazards are made to the agency.
• Form a list of targeted establishments likely to have heat-related hazards on days that the National Weather Service (NWS) has announced a heat warning or advisory for the local area.

How USF SafetyFlorida can help!

Keep your eye on the heat! Take action against preventable injuries and illnesses due to heat hazards. The USF SafetyFlorida Consultation Program provides your small business with free and confidential assistance in navigating this and other safety and health topics, performing program evaluations, and identifying needs for controls and corrective actions. If you would like more information, you can use the hyperlinks in this article and the list of references below.

References:

1. National Integrated Heat Health Information System. https://www.heat.gov/

2. OSHA Fatality reports, https://www.osha.gov/fatalities

3. Who Is Most At Risk To Extreme Heat? https://www.heat.gov/pages/who-is-at-risk-to-extreme-heat

4. Heat and Health Tracker, https://ephtracking.cdc.gov/Applications/heatTracker/

5. Workplace heat alert programs, https://www.cdc.gov/climateandhealth/docs/HeatResponsePlans_508.pdf

6. Heat Illness Prevention Campaign, https://www.osha.gov/heat

7. Safety and Health Topics: Heat, https://www.osha.gov/heat-exposure

8. USF SafetyFlorida Consultation Program, www.usfsafetyflorida.com

Linette Pruna Padilla, MSIH
Safety & Health Consultant, USF SafetyFlorida

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William Tomlin, our USF SafetyFlorida contributor for July, provides insight on improving safety errors such as the one pictured in this photo. Can you spot what’s wrong with this picture? Keep reading to find out more.

Hazard:                   

An electrical power source at a jobsite was not being used in accordance with the approved manufacturer list.

Violation:                 

1926.403 (b)(1) The employer shall ensure that electrical equipment is free from recognized hazards that are likely to cause death or serious physical harm to employees.

Consequences:

Electric shock, burns, and electrocution, from contact with live parts; burns and smoke-related injuries from fire due to electrical overload.

Corrective actions:

Ensure that competent persons perform the required visual inspections for external defects and indications of possible internal damage.

Alternatively, train and require each person who uses a cord set or any equipment connected by a cord or plug to perform the visual inspections daily before use.

Establish procedures to remove, repair and replace defective equipment that will ensure damaged or defective equipment is immediately removed from use and only returned after repair by a qualified electrician.

For more information on electrical safety at jobsites, visit https://www.osha.gov/sites/default/files/publications/osha2202.pdf.

William Tomlin
North Regional Supervisor, USF SafetyFlorida Consultation Program

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Dear Reader,

This element of the Management System focuses on developing a current and complete inventory of the safety and health hazards at the workplace, sometimes referred to as a comprehensive baseline hazard assessment.  It includes assessing how the hazards are controlled and worker exposure to them. The inventory serves as the basis for priority setting (i.e., policy, goals, and objectives). It requires the expertise of an internal or external qualified individual to conduct the baseline hazard assessment. 

Another aspect of hazard identification includes effective safety and health daily, weekly, or monthly inspections and audits of routine and non-routine operations to determine if processes have changed. Small employers should also conduct systematic, job-specific hazard analyses (JHAs) to identify and address conditions and work practices that may lead to worker injury or illness when performing all tasks. Effective JHAs also result in a worker being knowledgeable about the hazards of their job and how to use controls properly.

Operational changes are prone to incidents and injuries. As such, policies and procedures must be developed that result in the advance identification and correction of potential hazards associated with planned or anticipated changes in the work or workplace in routine, nonroutine, and emergency operations.  Change management is a proactive approach to maintaining safe and healthful working conditions by ensuring that changes in operations, workstations, or workflow; introducing new equipment, materials, or processes; personnel changes; or other significant organizational changes from other businesses (e.g., contractors) at a site are evaluated for potential hazards and related risks, including hazards associated with foreseeable emergencies.  

In general, there should be multiple methods of incident reporting to facilitate the identification and elimination of hazards by all personnel. These include reporting equipment malfunctions (e.g., to maintenance), unsafe conditions such as blocked exits, icy sidewalks, or liquids on the floor (e.g., to the housekeeping department), and chemical odor concerns (e.g., to the production manager or safety coordinator). To be effective, any hazards identified need prompt correction and may entail ensuring damaged or non-functional equipment is taken out of service and interim protective measures implemented. The employer must have an effective plan that describes how selected controls will be implemented promptly. Timely correction of every identified hazard is critical to an effective safety and health program. 

Employers should use root cause analysis techniques to investigate incidents and near misses to identify contributing factors, especially those related to the management system, which contributed to the incident/near miss. They should follow the hierarchy of controls for eliminating, preventing, or controlling workplace hazards. While engineering solutions are the preferred method, the employer should consider first and foremost elimination (i.e., physically remove a hazard), then substitution (i.e., replace a hazard with a less hazardous solution), followed by engineering controls (i.e., isolate the worker from the hazard). When engineering solutions are not feasible, safe work practices and administrative controls should be used, followed by personal protective equipment (PPE) as a last option, which will require proper selection, sizing, distribution, training, usage, maintenance, and monitoring.

The USF SafetyFlorida Consultation Program has provided free, confidential compliance assistance to thousands of Florida’s small employers for over 20 years. It can assist in developing management systems to reduce illnesses and injuries in the workplace. Our consultants hold over 150 years of combined occupational health and safety leadership experience from various industries such as private manufacturing, construction, mining, and government. To request a confidential, no-cost consultation, please visit www.usfsafetyflorida.com or call toll-free (866) 273 1105.

Stay Safe,

Dr. Brian L. Warrick, Ph.D., CSP, CIH
Program Director, USF SafetyFlorida 

The post The Hazard Identification, Prevention and Control aspect of the Safety & Health Management System: Part 3 of 4 appeared first on College of Public Health News.

Mental health is constantly in the news of late and is considered a major social problem. It can be associated with dangerous behavior and seen as threatening to society and the social order, especially in the media. However, there are widespread misunderstandings about mental illness, and many remain unaware that their symptoms could be connected to a mental health condition and therefore don’t seek treatment. Since an individual with a mental disorder does not look visibly different from others, the issue is dismissed frequently or minimized, adding to the challenges of living with a mental health condition.

How widespread is the problem?

According to the National Alliance on Mental Health (NAMH):

• 1 in 5 American adults experiences mental illness in any given year. 
• 1 in every 20 adults is living with a severe mental health condition such as schizophrenia, bipolar disorder, or long-term recurring major depression.
• 1 in 6 U.S. youth aged 6-17 experience a mental health disorder yearly.
• 50% of all lifetime mental illness begins by age 14, and 75% by age 24.
• Suicide is the 2nd leading cause of death among people aged 10-14.
• People with depression have a 40% higher risk of developing cardiovascular and metabolic diseases than the general population. People with serious mental illness are nearly twice as likely to have these conditions.
• 32.1% of U.S. adults with mental illness also experienced a substance use disorder in 2020. (17 million individuals)
• The unemployment rate is higher among U.S. adults with a mental illness (6.4%) compared to those without. (5.1%)
• High school students with significant symptoms of depression are more than twice as likely to drop out as their peers.
• Students aged 6-17 with mental, emotional, or behavioral concerns are 3x more likely to repeat a grade.

Mental health is a global problem, and depression is a leading cause of disability worldwide. Trying to tell the difference between normal behavior and what might be the signs of a mental illness can be difficult. No simple tests exist that determine if actions and thoughts might be typical behaviors of a person with mental illness. While each disease has its symptoms, the NAMH lists common signs of mental illness in adults and adolescents can include the following:

• Excessive worrying or fear.
• Feeling excessively sad or low.
• Confused thinking or problems concentrating and learning.
• Extreme mood changes, including uncontrollable “highs” or feelings of euphoria.
• Prolonged or intense feelings of irritability or anger.
• Avoiding friends and social activities.
• Difficulties understanding or relating to others.
• Changes in sleeping habits or feeling tired and low energy.
• Changes in eating habits, such as increased hunger or lack of appetite.
• Changes in sex drive.
• Difficulty perceiving reality. (Delusions or hallucinations, in which a person experiences and senses things that don’t exist in objective reality)
• Inability to perceive changes in one’s feelings, behavior, or personality. (“lack of insight” or anosognosia)
• Overuse of substances like alcohol or drugs.
• Multiple physical ailments without obvious causes. (Such as headaches, stomach aches, vague and ongoing “aches and pains”)
• Suicidal thoughts.
• Inability to carry out daily activities or handle everyday problems and stress.
• Intense fear of weight gain or concern with appearance.

The Occupational Safety and Health Administration (OSHA) has recognized that mental health can have repercussions in the workplace and has provided advice and suggestions for employers on its website. Workplaces can have many stressors. In a world where personal issues can be challenging, workplace issues can increase the risk of coping with mental health challenges. Work and emotional stressors can collectively make it more difficult for employees to get their jobs done, reduce their productivity, and decrease their well-being, leading to a total breakdown. As a result of these stressors employees may be facing, a holistic approach is needed to address the issue throughout the community, with employers being part of the solution.

In a survey by the American Psychological Association, over 85% of employees surveyed in 2021 stated that actions from their employer would help their mental health. According to the World Health Organization, for every dollar U.S. employers spend treating common mental health issues, they receive a return on their investment of $4 in improved health and productivity. There are crucial strategies employers can do to assist their employees in alleviating stress. Most importantly, employers should be aware and accept that individuals can carry an emotional burden unique to their circumstances. Secondly, employers should show empathy and reassure employees that they are open and receptive to discussions about employees’ work stress by creating a safe and trustworthy space. Another helpful strategy is identifying factors that make it harder for employees to get their job done and adjust accordingly. Finally, and of equal importance, is for employers to provide access to resources (employee assistance programs or other supportive networks) and ensure that individuals who need help know where to find it. Reducing workplace stress can benefit an organization and society. It can improve morale, increase productivity, reduce workplace injuries, and sick days, improve physical health, and reduce turnover.

Individuals can find a collection of information on warning signs and symptoms, resources for seeking help, treatments, and studies conducted within the workplace in the following articles:

American Psychological Association (APA): https://www.apa.org/monitor/2021/04/ce-mental-illness

Harvard Business Review (HBR): It’s a New Era for Mental Health at Work (hbr.org)

MentalHealth.Gov: https://www.mentalhealth.gov/basics/what-is-mental-health

Mental Illness and Social Problems: https://www.cambridge.org/core/books/cambridge-handbook-of-social-problems/mental-illness-and-social-problems/97E8BE52683C7BA00280BF10223F51E4

National Alliance on Mental Health (NAMI): https://www.nami.org/About-Mental-Illness

National Library of Medicine (NIH) https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2686644/

Nation Public Health Week (NPHW): https://nphw.org/About-NPHW

Occupational Safety and Health Administration (OSHA): https://www.osha.gov/workplace-stress/understanding-the-problem

If you need assistance and recommendations on improving your safety management systems and your role in the process, submit a request for a FREE consultation from USF SafetyFlorida at https://www.tfaforms.com/4696809.

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Hazards:

1926.502(i)(1)

Covers located in roadways and vehicular aisles shall be capable of supporting, without failure, at least twice the maximum axle load of the largest vehicle expected to cross over the cover.

1926.502(i)(2)

All other covers shall be capable of supporting, without failure, at least twice the weight of employees, equipment, and materials that may be imposed on the cover at any one time.

1926.502(i)(3)

All covers shall be secured when installed to prevent accidental displacement by the wind, equipment, or employees

1926.502(i)(4)

All covers shall be color-coded or marked with “HOLE” or “COVER” to warn of the hazard.

Consequences:

Employees and or equipment could easily break the ¼” plywood and fall to the floor below, causing severe injuries, including lacerations, fractures, and even death.

Corrective Action:

To be safe, always predict or identify the heaviest load (whether it is vehicular, materials, or human traffic). Use boards that are not damaged and are capable of withstanding twice the weight of the heaviest vehicle, material/equipment, or human loads. Secure the board to the hole to prevent movement. If multiple panels are used, secure both to each other and then to the ground. Mark the hole cover in (preferably) a fluorescent or evident paint. Train all employees on the subject and how to recognize and correct the hazard.

OSHA’s On-site Consultation: 

Using a no-cost consultation service funded mainly by OSHA, employers can find out about potential hazards at their worksites, improve their safety and health programs, and even qualify for a one-year exemption from routine OSHA inspections. It’s confidential, too. Your name, your firm’s name, and any information you provide about your workplace, plus any unsafe or unhealthful working conditions that the consultant uncovers, will not be reported routinely to the OSHA inspection staff. Your only obligation will be to correct serious job safety and health hazards — a commitment that you are expected to make before the actual visit and carry out promptly.  For more information about protecting your workforce or to request a no-cost, confidential consultation, please visit our website at www.usfsafetyflorida.com or call us at (866) 273-1105.

Gabriel Garcia, PCG, PCC, PCM 
Safety Supervisor, USF SafetyFlorida Consultation Program

The post What’s Wrong With This Picture? appeared first on College of Public Health News.

Dear Reader,

Of all the elements in a Safety and Health Management System, Leadership Engagement is by far the most important. A recent cross-sectional study of 155 construction companies in South Africa revealed that leadership visibility and behavior affect safety culture and safety performance in the construction industry (Skeepers & Mbohwa, 2015). Another study of construction companies in Indonesia recognized that one of the main drivers of improving safety performance is safety culture. Safety leadership has been identified as a significant factor shaping safety culture itself. Project owner safety leadership is a necessary condition for implementing effective safety management and directly impacts the entire workforce’s effective involvement in implementing a construction safety management system (CSMS) (Indrayana & Mahani, 2021). Another study involving 250 construction workers’ performance in Lagos, Nigeria, revealed that both transformational and transactional leadership behavior exhibited by project managers were found to influence the site workers’ commitment to achieving the goal of the construction projects (Oyetunji et al., 2019).

Safety must be a core value of the leadership team, and unlike priorities which change with varying influences and demands, values don’t. This is usually demonstrated through a written policy that sets safety and health as a core value for protecting all workers (i.e., the host employer’s workers, contractors, and temporary workers, as appropriate).  Small employers may not have safety and health policy statements and will have to invoke creative ways of letting all workers know that safety is paramount in their eyes. The expectation is that top management is actively engaged in safety. This is observed through establishing safety and health program goals and objectives, implementing an effective education and training program, establishing vital safety and health procedures, and participating in workplace audits/inspections.  We are looking for engagement rather than simply committing adequate resources and delegating safety activities to the safety person (similar to passive engagement).

Worker engagement is equally important. “There is a profound difference between engagement, where you’re a part of the system, and you’re asked for your input, and people value you, rather than participating because someone is paying you for doing it” (Wachter, 2022). While standards such as ISO 45001 and ANSI/ASSP Z10 provide a framework for developing a safety and health management system, it takes an actively engaged workforce force for that system to be effective. Having systems in place does not necessarily mean things will get done.  For successful implementation, you have to earn their buy-in and trust. When workers invest their minds and hearts in a safety management system, they are more likely to implement the requirements.

Engagement means workers are given autonomy within the safety management system to decide how to apply plans, procedures, processes, and policies to fit their work conditions, Wachter explains. “It’s autonomy; it’s freedom; it’s workers thinking that they’re more than just a cog in the system or a tool for production.”

So how is this done?  Workforce engagement can take many forms, from workers telling managers the type of training they’d like to receive to being on accident investigation teams or writing their standard operating procedures. ISO 45001 includes a worker consultation and participation section that provides many examples of engaging workers in a safety management system. There may be times when workers do not follow established processes and procedures but resist the assumption that they are careless or arrogant. Instead, they continue asking why and how the system could be improved. It could be that the workers are adapting to their situation because the safety management system is deficient or too rigid.

A feedback loop needs to be in place for continual improvement and is essential to get worker engagement. Connecting with workers daily to understand what’s going right, what’s going wrong, and when to intervene is critical. They are in the best place to identify hazards and see what is and is not working daily, and therefore should have input into policy and determine the best ways to control things. Workers should be involved in systems development since they’re the ones who understand the day-to-day reality of each task.

The USF SafetyFlorida Consultation Program has provided free, confidential compliance assistance to thousands of Florida’s small employers for over 20 years. It can assist in developing management systems to reduce illnesses and injuries in the workplace. Our consultants hold over 150 years of combined occupational health and safety leadership experience from various industries such as private manufacturing, construction, mining, and government. To request a confidential, no-cost consultation, please visit www.usfsafetyflorida.com or call toll-free (866) 273 1105.

Stay Safe,

Dr. Brian L. Warrick, Ph.D., CSP, CIH
Program Director
USF SafetyFlorida 

References:

Indrayana, D. V., & Mahani, I. (2021). Safety leadership in the Indonesian Construction Industry: Construction Project Owner Safety Leadership – A Review. International Journal of Education and Social Science Research, 04(05), 147–159. https://doi.org/10.37500/ijessr.2021.4511 

Oyetunji, A., Adebiyi, J., & Olatunde, N. (2019). Leadership behavior and worker performance in the Nigerian Construction Industry. Journal of Values-Based Leadership. https://doi.org/10.22543/0733.122.1264 

Skeepers, N. C., & Mbohwa, C. (2015). A study on leadership behavior, safety leadership, and safety performance in the construction industry in South Africa. Procedia Manufacturing, 4, 10–16. https://doi.org/10.1016/j.promfg.2015.11.008 

Wachter , J. (2022, April 22). News and articles. ASSP. Retrieved January 9, 2023, from https://www.assp.org/news-and-articles/how-worker-engagement-can-help-improve-your-safety-management-system 

The post The Leadership & Workers’ Engagement Aspect of the Safety & Health Management System Series: Part 2 of 4 appeared first on College of Public Health News.