Safety 2008 - ASSE - American Society of Safety Engineers
Safety 2008 - ASSE - American Society of Safety Engineers
Safety 2008 - ASSE - American Society of Safety Engineers
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Pr<strong>of</strong>essionalAUGUST <strong>2008</strong><strong>Safety</strong> JOURNAL OF THEAMERICAN SOCIETYOF SAFETY ENGINEERSBusinessShutdownSH&E Issues inDecommissioning■ ErgonomicsImproving <strong>Safety</strong>in the Lab■ Heat StressLessons from theOil & Gas Industry<strong>ASSE</strong>’s <strong>Safety</strong> <strong>2008</strong>Another Record Breaking Event • p. 38PS Online: www.pr<strong>of</strong>essionalsafety.org
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Pr<strong>of</strong>essionalOF THEAMERICAN SOCIETYOF SAFETY ENGINEERS<strong>Safety</strong>JOURNALcontentsAugust <strong>2008</strong> PS Online at www.pr<strong>of</strong>essionalsafety.org Volume 53, Number 8features182531<strong>Safety</strong> ManagementFacility Decommissioning:A Look at Key SH&EConsiderationsBy Bryan Bailey and Craig GaleckaUsing the decommissioning <strong>of</strong> a major automotive componentsmanufacturer in the Midwest as an example, this article addressesSH&E issues found throughout the four phases <strong>of</strong> facilitydecommissioning: investigation, design, decontamination/demolition and closeout.Program DevelopmentErgonomics: Improving <strong>Safety</strong> inthe Laboratory EnvironmentBy Peggy E. RossThe laboratory environment presents unique ergonomic hazards. Understandingthe type <strong>of</strong> hazards common in a lab can encourage corrective andpreventive solutions. This article reviews general ergonomic principles andexplains how this knowledge is applied to the laboratory environment.Occupational HazardsHeat Stress: Improving <strong>Safety</strong> in theArabian Gulf Oil & Gas IndustryBy Oliver F. McDonald, Nigel J. Shanks and Laurent FraguAs oil and gas development increases in the Middle East, heat-related disordersand heat stress prevention are key concerns. This article examinesthe results <strong>of</strong> the heat stress prevention program implemented by one companyin Qatar. The program proved to reduce heat stress injuries by morethan a factor <strong>of</strong> 10 over 3 years.Cover: Photo highlights this issue’s lead feature, “FacilityDecommissioning: A Look at Key SH&E Considerations,”which discusses the four phases <strong>of</strong> facility decommissioning.Cover photo by Jay Herndon/S.L. Photo on behalf <strong>of</strong>LJB Inc.18Pr<strong>of</strong>essional <strong>Safety</strong> is a blind peerreviewedjournal published monthlyby the <strong>American</strong> <strong>Society</strong> <strong>of</strong> <strong>Safety</strong><strong>Engineers</strong>, the oldest and largest safetysociety. Pr<strong>of</strong>essional <strong>Safety</strong> keeps thepr<strong>of</strong>essional occupational SH&E specialistinformed on developments in theresearch and technology <strong>of</strong> accidentprevention, industry best practices andsafety management techniques.SUBSCRIPTION PRICESPr<strong>of</strong>essional <strong>Safety</strong> (ISSN 0099 0027) is publishedmonthly by the Ameri can <strong>Society</strong> <strong>of</strong> <strong>Safety</strong> <strong>Engineers</strong>,1800 E. Oakton St., Des Plaines, IL 60018-2187 USA;phone +1 (847) 699-2929; fax +1 (847) 296-3769; pr<strong>of</strong>essionalsafety @asse.org; customerservice @asse.org; <strong>ASSE</strong>website: www.asse.org.U.S., Canada and Mexico—$60.00 per year; $5.50 percopy; $94.00, 2 years; $120.00, 3 years. Public and educationalinstitution libraries—$51.00 per year; $78.00, 2 years;$106.00, 3 years. Foreign—$70.00 per year; $6.50 per copy;$111.00, 2 years; $145.00, 3 years. U.S. funds drawn on U.S.bank. Public and educational institution libraries—$60.00per year; $96.00, 2 years; $126.00, 3 years. Add $60.00 peryear for airmail.The basic association subscription price for Pr<strong>of</strong>essional<strong>Safety</strong> is $17.50.Periodicals postage paid at Des Plaines, IL, and at additionalmailing <strong>of</strong>fices. POSTMASTER: Send address correctionsto Change <strong>of</strong> Address Dept., Pr<strong>of</strong>essional <strong>Safety</strong>, 1800E. Oakton St., Des Plaines, IL 60018-2187 USA. Requests forback issues should be made within three months <strong>of</strong> publication.Judgments made or opinions expressed in Pr<strong>of</strong>essional<strong>Safety</strong> feature articles, news sections, letters to the editor,meeting re ports or related journal content do not necessarilyreflect the views <strong>of</strong> the Editor, nor should they beconsidered an expression <strong>of</strong> <strong>of</strong>ficial policy by <strong>ASSE</strong>. Theyare published for the purpose <strong>of</strong> stimulating independentthought on matters <strong>of</strong> concern to the safety pr<strong>of</strong>essionand its practitioners.Correspondence should be addressed to the Editor.No responsibility will be assumed for manuscripts notaccompanied by self-addressed envelope and returnpostage. Editor reserves the right to edit manuscripts andother submissions in order to improve clarity and style.Pr<strong>of</strong>essional <strong>Safety</strong> copyright ©<strong>2008</strong> by the <strong>American</strong><strong>Society</strong> <strong>of</strong> <strong>Safety</strong> <strong>Engineers</strong>. All rights reserved. Permis -sion to reproduce articles must be obtained from theEditor. Single-copy and academic reprint permission isalso available through the Copyright Clearance Center[+1 (978) 750-8400]. No copyright is claimed in any works<strong>of</strong> the U.S. government that may be published herein.PRINTED IN THE USA2 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.org
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Pr<strong>of</strong>essionalOF THEAMERICAN SOCIETYOF SAFETY ENGINEERS<strong>Safety</strong>JOURNALcontentscontinueddepartments6In the Loop7 President’sMessageEDITORIAL STAFFSue Trebswether Editor(847) 768-3433; strebswether@asse.orgTina Angley Associate Editor(847) 768-3438; tangley@asse.orgCathy Wegener Assistant Editor(847) 768-3414; cwegener@asse.orgPublicationDesign Inc.Design ConsultantsEDITORIAL REVIEW BOARDFrank G. D’Orsi, CSP, ARM, ChairDaniel H. Anna, PH.D., CSPPeter D. Bowen, CSP, ERM, ARM, CPEA-S&HSalvatore Caccavale, CHMM, CPEAJeffery C. Camplin, CSP, CPEASteve Minshall, CSP, CIHErnest Stracener, CSP, CHMMThomas Sjostrom, P.E., CPEA8 Dates &Places1113141638414347535456Government AffairsStandards DevelopmentsIndustry NotesRules & Regs<strong>Safety</strong> <strong>2008</strong> HighlightsBest PracticesLearn how wellness programs helped UPSimprove productivity and reduce injuries.Best PracticesRetain better drivers by using aDRM program.Face to Face<strong>ASSE</strong>’s Diversity Committeeand member Ashok Garlapatishare insights and experiencesrelating to diversity.Product PulseClassified AdsBack Page4 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.org84138SOCIETY OFFICERSWarren K. Brown, CSP, ARM, CSHMPresidentC. Christopher Patton, CSPPresident-ElectDarryl C. Hill, CSPSenior Vice PresidentJames D. Smith, M.S., CSPV.P. FinanceRichard A. Pollock, CSPV.P. Pr<strong>of</strong>essional DevelopmentFred J. FortmanExecutive DirectorADVERTISINGREPRESENTATIVESFox Associates—Atlantaphone (770) 578-8950 • fax (770) 578-7966Fox Associates—Chicagophone (312) 644-3888 • fax (312) 644-8718Fox Associates—Detroitphone (248) 626-0511 • fax (248) 626-0512Fox Associates—Los Angelesphone (213) 228-1250 • fax (213) 627-7469Fox Associates—New Yorkphone (212) 725-2106 • fax (212) 779-1928Advertising InquiriesAdInfo.ASE@foxrep.comARTICLE REPRODUCTIONSAuthorization to photocopy items for internal, personalor educational use is granted by <strong>ASSE</strong>, provided theappropriate fee is paid directly to the CopyrightClearance Center (CCC), 222 Rosewood Dr., Dan vers,MA 01923 USA; phone +1 (978) 750-8400; www.copyright .com/UseAccount/IconJr/prodchoice.html.(Refer ence Code No. 0099-0027.)Pr<strong>of</strong>essional <strong>Safety</strong> is available free online to <strong>ASSE</strong>members at www.pr<strong>of</strong>essionalsafety.org. Articles arealso available via micr<strong>of</strong>orm and/or electronic databasesfrom ProQuest, P.O. Box 1346, Ann Arbor, MI48106-1346 USA; phone +1 (800) 521-0600. For specificformat details, visit www.proquest.com.
Build Futureyourwith Help from <strong>ASSE</strong><strong>ASSE</strong> <strong>of</strong>fers a wide range <strong>of</strong> challenging pr<strong>of</strong>essional development programs –including Certification Preparation Workshops, Certificate in <strong>Safety</strong>Management and the Executive Program in <strong>Safety</strong> Management – designedto help pr<strong>of</strong>essionals gain critical knowledge, resources and skills to deliverquality safety programs in their organization and earn CEUs. Our instructors,drawn from both the academic and business communities, bring integrity andreal-world experience to the classroom.September-Long Island, NY21 Math Review22-24 ASP Workshop22-24 <strong>Safety</strong> Management 125-26 <strong>Safety</strong> Management 225-27 CSP WorkshopOctober - Indianapolis, IN12 Math Review13-15 ASP Workshop13-15 <strong>Safety</strong> Management 116-17 <strong>Safety</strong> Management 216-18 CSP WorkshopOctober - Dallas, TX13-14 Delivering a High-Performance <strong>Safety</strong>Management System15-16 Reducing Losses FromOccupational HealthRisks & EnvironmentalExposuresNovember - Scottsdale,AZ16 Math Review17-19 ASP Workshop17-19 CSP Workshop17-19 Corporate <strong>Safety</strong>Management20-21 Hot Topic SymposiumRegister today at www.asse.orgor call customer service at 847.699.2929AMERICAN SOCIETY OF SAFETY ENGINEERS
In theLoopElectrical <strong>Safety</strong>Foundation Internationalwarns thatthe potential forhazardous electricalconditions is increasingas <strong>American</strong>s puta greater burden onthe electrical systemsin older homes.Only54% <strong>of</strong>surveyedbusinessesplan toprovidesafetytraining tostudentworkers,AccidentFundsurveyfinds.Older Homes at GreaterRisk <strong>of</strong> Electrical FireHome electrical problems account for nearly55,000 fires every year, causing more than 500deaths, more than 1,400 injuries and $1.4 billion inproperty damage. Older homes are ateven greater risk <strong>of</strong> fire. According to areport from the Fire Protection ResearchFoundation (FPRF), serious dangers canexist and <strong>of</strong>ten remain hidden in electricalsystems <strong>of</strong> older homes.Electrical <strong>Safety</strong> Foundation International(ESFI) warns that the potential forhazardous electrical conditions is increasingas <strong>American</strong>s put a greater burden onthe electrical systems in older homes.Homes built before 1973—which accountfor half <strong>of</strong> the homes in the U.S. accordingto census data—predated many <strong>of</strong>the appliances and electronics that arecommon today, including more than athird <strong>of</strong> homes built before hair dryers orelectric can openers were invented.“As each year goes by <strong>American</strong>s are using moreenergy in their homes,” says Brett Brenner, ESFIpresident. “Many homes and electrical systems inthe U.S. are simply being overburdened, leading t<strong>of</strong>ires, deaths and injuries.” ESFI encourages homeownersto have their homes’ electrical systems thoroughlyinspected by qualified electricians, ensuringthat all electrical work in the home meets the safetyprovisions <strong>of</strong> the National Electrical Code.ESFI is providing consumers with a checklist thatwill allow them to identify electrical dangers commonlyfound in each room <strong>of</strong> their home. ESFI willalso be educating owners <strong>of</strong> older homes on newerfire prevention technology such as arc fault circuitinterrupters, which can detect dangerous conditionsand cut <strong>of</strong>f power to the circuit before a fire develops.For information on electrical safety in olderhomes, visit www.electrical-safety.org. To downloadthe complete FPRF report, visit www.homewiringsafety.com.Accident Fund Program Aims toReduce Teen Workplace InjuriesNIOSH estimates that about 70 teenagers die eachyear from work-related injuries, and nearly70,000 are injured severely enough to be taken to theemergency room. Yet, according to Accident Fund’srecently completed Future Business Index, only 54%<strong>of</strong> businesses surveyed plan to provide any safetytraining to student workers, despite saying thatworkplace safety is a high priority.“We were surprised to hear that so few companies<strong>of</strong>fer safety training to student employees,”says Accident Fund’s Keith Adkins. “Parents mightbelieve their children are receiving adequate safetytraining, but based on the survey results, that isn’tnecessarily the case.”In an effort to decrease teen workplace injuries,Accident Fund developed WorkSafe Students, a6 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.orgfree workplace safety program for use in highschools and businesses. The program, a 45-minuteinteractive awareness session geared toward highschool juniors and seniors, addresses child laborlaws and potential workplace hazards. It includes ateaching guide; a student booklet, “Nightmare onEmployment Street: Accident Fund’s Teen Guide toWorkplace <strong>Safety</strong>,” which uses a horror-movietheme; and a short video, Lost Youth: Four Stories <strong>of</strong>Injured Young Workers.For more information about the program, visitwww.worksafestudents.com.Kennedy Report Criticizes OSHAEarlier this year, Senator Edward Kennedy, Chair<strong>of</strong> the Health, Education, Labor and PensionsCommittee, released a report that is critical <strong>of</strong>OSHA’s penalty system and enforcement. It containsseveral key conclusions:•OSHA’s penalties system for safety violationsresulting in fatalities is flawed.•OSHA rarely refers even flagrant fatality cases tothe Department <strong>of</strong> Justice for criminal investigation.•OSHA does not effectively use its enforcementprogram to monitor even the worst employers afterfatalities.“The report’s findings demonstrate serious flawsin our health and safety laws and OSHA’s enforcement<strong>of</strong> them,” says Kennedy. “Congress needs toclose the gaps in the law, strengthen its provisionsand insist on strong enforcement by OSHA.”To download the complete report, visit www.philaposh.org/pdf/<strong>2008</strong>KennedyReport.pdf.USPS Campaign Warns Childrento “Stay Away From the Truck”U.S. Postal Service (USPS) has launched a publicservice campaign to warn children to stay awayfrom postal delivery vehicles. Franklin, an animatedversion <strong>of</strong> the postal service eagle, and his birdfriend Benny are featured in a public serviceannouncement(PSA) that aims tohelp prevent injuriesand deaths that canoccur when childrenget too close todelivery vehicles.“We hope thiscampaign will raise awareness that children shouldnever approach our vehicles that are making deliveries,”says USPS’s Deborah Giannoni-Jackson.“This message is especially timely during the summerwhen children are not in school and more likelyto be playing outside.” The 30-second PSA is part<strong>of</strong> a broader child awareness safety program fromUSPS, the National Association <strong>of</strong> Letter Carriers andthe National Rural Letter Carriers’ Association. Thecampaign targets prekindergarten through secondgradechildren, and includes a longer animated videoand other materials to use in a school setting. Learnmore at www.usps.com.
President’sMessageMore members and colleagues must take advantage <strong>of</strong> educationaland networking opportunities—not only to improve our knowledgebut also to share our experiences with fellow pr<strong>of</strong>essionals.Leading the Way“We have technology,finally, that forthe first time inhuman historyallows people toreally maintain richconnections withmuch larger numbers<strong>of</strong> people.”—Pierre Omidyar<strong>Safety</strong> <strong>2008</strong> in Las Vegas, NV, was another record-setting event for <strong>ASSE</strong>. More importantly,feedback from attendees on the perceived value <strong>of</strong> the conference was very positive. Forme, it was gratifying to see more than 4,000 SH&E pr<strong>of</strong>essionals taking advantage <strong>of</strong> themany educational and networking opportunities available during the conference. We must continueto encourage more members and colleagues in the field to take advantage <strong>of</strong> such opportunities—notonly to improve our knowledge but also to share our experiences with fellowsafety pr<strong>of</strong>essionals. Such activities will help us move the pr<strong>of</strong>ession forward.<strong>ASSE</strong> continues to look for ways to help those who are unable to attend such an event to haveaccess to some <strong>of</strong> the learning opportunities. For example, we currently <strong>of</strong>fer audio files <strong>of</strong> many<strong>of</strong> the conference sessions that you can easily purchase and download to your computer or MP3player. I am also urging chapter leaders to electronically produce some <strong>of</strong> their meetings— boththe social interactions and the technical presentations—and make them available on their chapterwebsites. In addition, I am urging each region’s leadership to select several <strong>of</strong> their chapters’ presentationsand post them on the <strong>ASSE</strong> website for viewing by any member at any time.How else might we use readily available technology to better serve our members? Considerthe example <strong>of</strong> the Eastern Carolina Chapter. In partnership with East Carolina University, thechapter has held two virtual meetings for its members. During one meeting, members wereable to learn from speakers in Raleigh, Virginia Beach and Greenville; they also were able tovote and deal with other chapter business. (To view this meeting, go to http://gcweb.tecs.ecu.edu/gcweb4/catalog. Click on the link for Global Classroom Seminars Spring 2007 and go topage 3 <strong>of</strong> 3 to find the meeting, which is posted in two parts. To learn more about the processinvolved, contact Michael Behm at behmm@ecu.edu.)Additionally, the Region VI Regional Operating Committee (ROC) used two web-basedservices—WebEx and Second Life—to conduct a meeting that included the Kuwait Chapter.This summer, the region will conduct a ROC orientation in much the same manner. (To learnmore about this virtual approach, contact Region VI Vice President Jim Morris at Jim.Morris@VBSchools.com or <strong>ASSE</strong>’s Dan McNeill at dmcneill@asse.org.) <strong>ASSE</strong>’s pr<strong>of</strong>essional developmentand practice specialties groups also continue to use web-based seminars to help serve the<strong>Society</strong> and the pr<strong>of</strong>ession. These events are affordable and participation is very easy—evenfor those not raised in the Internet era.To build on these successes, our communication and technology task force is researching thewide spectrum <strong>of</strong> communication methods currently available in order to match these methodsto our members’ needs. Some members prefer paper communications, others prefer electronicdelivery and many like a combination—a kind <strong>of</strong> situational communication. If youhave opinions or ideas in this area, please share them with me and I will make sure they arepassed on to the task force.By engaging more members through improved communications and information exchange,we are also building interest in volunteer leadership. To capitalize on this interest, a task forceis currently assessing various leadership techniques. The group will then develop trainingopportunities to share these techniques with our volunteer leaders. This focused process willenhance the overall quality <strong>of</strong> your experience as a <strong>Society</strong> leader and member. It will alsoimprove the succession process within our chapters and regions, ensuring a strong leadershipteam far into the future.These efforts will certainly strengthen <strong>ASSE</strong>. By engaging more members through technologyand enhanced communications, we will expand the pr<strong>of</strong>ession’s body <strong>of</strong> knowledge and serve asthe leading resource for SH&E pr<strong>of</strong>essionals worldwide. By enabling the active participation <strong>of</strong>more members and giving them opportunities to develop the skills needed to lead the <strong>Society</strong>,we can ensure a strong future for <strong>ASSE</strong> and the pr<strong>of</strong>ession.Warren K. Brown, CSP, ARM, CSHMwww.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 7
Dates &Places“Formal education will make you a living. Self-education willmake you a fortune.” —Jim RohnFeaturedEventCHICAGOOctober 7-8LOSS CONTROLEXPERIENCESYMPOSIUMHosted at theheadquarters <strong>of</strong>CNA Insurance,this <strong>ASSE</strong> symposiumwill focus onthe loss control/riskcontrolpr<strong>of</strong>ession.Through keynotespeakers fromleaders in the field,in-depth breakoutsessions and interactivepanel discussions,attendeeswill learn aboutemerging issuesand trends, bestpractices and realworldcase studies.Send eventannouncements topr<strong>of</strong>essionalsafety@asse.org.August 20ADVANCED HAZARDOUS WASTE MANAGEMENTcourse in Philadelphia. Contact EnvironmentalResource Center; (800) 537-2372; www.ercweb.com.August 20-24HAZARDOUS MATERIALS course in Atlanta, GA. ContactGeorgia Tech OSHA Training Institute EducationCenter; (800) 653-3629 or(404) 385-3500; www.gatech-oshatraining.com.August 21-23■ CSP EXAM PREPARATIONworkshop in Des Plaines, IL.Contact <strong>ASSE</strong> Customer ServiceDepartment; (847) 699-2929; customerservice@asse.org; www.asse.org.August 22INJURY &ILLNESS RECORDKEEP-ING course in Humble, TX.Contact OSHA Training InstituteSouthwest Education Center; (800) 723-3811;www.teex.org/prt.August 25LEAD AWARENESS workshop in San Bernardino, CA.Contact JoshuaCasey Corporate Training and Education;(714) 245-9440; www.joshuacasey.com.August 25-2721ST ANNUAL ALABAMA GOVERNOR’S SAFETY &HEALTH CONFERENCE in Orange Beach, AL. ContactBill Weems, University <strong>of</strong> Alabama College <strong>of</strong>Continuing Education; (877) 508-7246; bweems@ccs.ua.edu; http://algovshc.ccs.ua.edu.August 26COMBUSTIBLE DUST HAZARD MITIGATION TECH-NIQUES course in Eau Claire, WI. Contact Wisconsin<strong>Safety</strong> Council; (800) 236-3400 or (608) 258-3400;wsc@wisafetycouncil.org.August 26-27LAB SAFETY TRAINING course in Madison, WI. ContactLaboratory <strong>Safety</strong> Institute; (508) 647-1900; register@labsafety.org; www.labsafety.org.September 2-5CONSTRUCTION STANDARDS TRAIN-THE-TRAINERcourse in Richmond, KY. Contact OSHA TrainingInstitute Eastern Kentucky University EducationCenter; (859) 622-2961; www.ceo.eku.edu/osha.September 2-5ELECTRICAL SAFETY FOR INDUSTRIAL FACILITIEScourse in Houston, TX. Contact AVO TrainingInstitute; (877) 594-3156; www.avotraining.com.8 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.orgSeptember 3-5FALL ARREST SYSTEMS course in Lakewood, CO.Contact Rocky Mountain Education Center; (800)933-8394 or (303) 914-6420; www.rrcc.edu/rmec.September 4ACCIDENT/INCIDENT INVESTIGATIONS course inSeattle, WA. Contact Evergreen <strong>Safety</strong> Council;(800) 521-0778; esc@esc.org; www.esc.org.September 4-5ARC FLASH PROTECTION &ELECTRICAL SAFETYcourse in Arlington, TX. Contact <strong>American</strong> TraincoInc.; (877) 978-7246; www.americantrainco.com.September 7-10ACHMM <strong>2008</strong> NATIONAL CONFERENCE in Minneapolis,MN. Contact University <strong>of</strong> Kansas ContinuingEducation; (877) 404-5823 or (785) 864-5823; kuce@ku.edu; www.continuinged.ku.edu/achmm/mn08.September 8-10■ OHST/CHST EXAM PREPARATION workshop inLas Vegas, NV. Contact SPAN International Training;(888) 589-6757; www.spantraining.com.September 8-10U.S. ENVIRONMENTAL LAWS ®ULATIONS workshopin Houston, TX. Contact ABS Consulting;(800) 769-1199; www.absconsulting.com/trainingservices.September 8-11OSHA GENERAL INDUSTRY UPDATE course in Baltimore.Contact Chesapeake Region <strong>Safety</strong> Council;(800) 875-4770; www.chesapeakesc.org.September 8-12NFPA PROFESSIONAL DEVELOPMENT SEMINAR WEEKin Charlotte, NC. Contact National Fire ProtectionAssociation; (800) 344-3555; www.nfpalearn.org.September 8-12RESCUE I-PLUS course in Baton Rouge, LA. ContactRoco Rescue; (800) 647-7626 or (225) 755-7626; www.rocorescue.com.September 8-13INTERNATIONAL MANUFACTURING TECHNOLOGY SHOWin Chicago. Contact Association for ManufacturingTechnology; (703) 893-2900; www.imts.com.September 9-12OCCUPATIONAL SAFETY &HEALTH STANDARDS FORGENERAL INDUSTRY course in Salt Lake City, UT. ContactOSHA Training Institute Mountain West EducationCenter; (801) 581-4055; http://uuhsc.utah.edu/rmcoeh/contedprog/mtnwestosha/otc.html.■ Current month advertiserPHOTO COURTESY CHICAGO CONVENTION & TOURISM BUREAU
September 9-12ASTHO & NACCHO JOINT CONFER-ENCE in Sacramento, CA. ContactAssociation <strong>of</strong> State and TerritorialHealth Officials and National Association<strong>of</strong> County and City Health Officialsregistration manager; (703) 964-1240,ext. 17; www.astho.org.September 10-12AAOHN LEADERSHIP ADVANCEMENTconference in Atlanta, GA. Contact<strong>American</strong> Association <strong>of</strong> OccupationalHealth Nurses; (770) 455-7757; www.aaohn.org.September 11-13CAOHC BASIC course in Bethel Park,PA. Contact Audiometric BaselineConsulting; (412) 831-0430; www.hearingconservation.com.September 16-17PORTABLE INSTRUMENT TRAINING course inOakdale, PA. Contact Industrial ScientificCorp.; (800) 338-3287; www.indsci.com.September 16-18■ IMPLEMENTING CULTURE CHANGEcourse in San Diego, CA. ContactCulture Change Consultants; (914) 315-6076; www.culturechange.com.September 17-18STOP IMPLEMENTATION ASSISTANCEcourse in Dallas, TX. Contact DuPont<strong>Safety</strong> Resources; (800) 532-7233; www.safety.dupont.com.September 17-18OCCUPATIONAL ERGONOMICS SYMPOSIUMin Seattle, WA. Contact Puget SoundHuman Factors and Ergonomics <strong>Society</strong>;president@pshfes.org; www.pshfes.org/symposium.htm.September 17-18TRAFFIC CONTROL SUPERVISOR course inBakersfield, CA. Contact <strong>American</strong>Traffic <strong>Safety</strong> Services Association Roadway<strong>Safety</strong> Training Institute; (877) 642-4637; www.atssa.com.Dates & Places continued on page 10September 14-17CODE COUNCIL ANNUAL CONFERENCE inMinneapolis, MN. Contact InternationalCode Council; (888) 422-7233, ext. 4229;www.iccsafe.org/conference.September 15-16MANAGING SAFETY PERFORMANCE:SKILLS FOR SUPERVISORS &MANAGERSworkshop in Humble, TX. Contact V.Scott Pignolet, Balmert Consulting;(281) 359-7234; www.balmert.com.September 15-17■ FRAME,TUBE &COUPLER &SYSTEMTRAIN-THE-TRAINER workshop inHouston, TX. Contact Scaffold TrainingInstitute; (281) 332-1613; www.scaffoldtraining.com.September 15-18RESPIRATORY PROTECTION course inOklahoma City, OK. Contact OSHATraining Institute Southwest EducationCenter; (800) 723-3811; www.teex.org/prt.September 15-19■ <strong>ASSE</strong> REGION VI PROFESSIONALDEVELOPMENT CONFERENCE in MyrtleBeach, SC. Contact <strong>ASSE</strong> Region VI;information@asse-region6.org; www.asse-region6/conference.html.September 15-19LASER SAFETY OFFICER WITH HAZARDANALYSIS course in San Francisco. ContactLaser Institute <strong>of</strong> America; (800)345-2737; www.laserinstitute.org.September 15-19FUNDAMENTALS OF LOSS CONTROLINSPECTION &REPORTING course inYarmouth, ME. Contact Insurer’s LossControl Institute; (877) 846-7903;www.insurerslosscontrolinstitute.com.Request 8 at www.psads.info or http://prosafety.hotims.com/19750-8www.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 9
Dates &Placescontinuedfrom page 9September 17-19OCCUPATIONAL SAFETY &HEALTH EXIBI-TION FOR ASIA in Suntec City, Singapore.Contact Messe Düsseldorf North America;(312) 781-5180; www.mdna.com.September 18CONFINED SPACE ENTRY-LEVEL TRAININGcourse in San Bernardino, CA. ContactJoshuaCasey Corporate Training andEducation; (714) 245-9440 or (909) 806-3300; www.joshuacasey.com.SPOKANE,WASeptember 24-2557TH ANNUAL GOVERNOR’SINDUSTRIAL SAFETY &HEALTH CONFERENCEThe conference providesresources to improve thedesign and maintenance<strong>of</strong> workplace safety andhealth culture. Attendeeswill learn how to reduceinjuries and time lost fromwork, how to save moneyon industrial insurance premiums and how to increase pr<strong>of</strong>its. The 2 days<strong>of</strong> training and education also <strong>of</strong>fer the latest tools, technologies andstrategies for workplace safety and health.September 18DEPARTMENT OF TRANSPORTATION COM-PLIANCE SEMINAR in Cleveland, OH.Contact Transportation ManagementGroup Inc.; (866) 572-8644; sales@tmgihazmat.com.September 19HAZARDOUS WASTE OPERATIONS &EMERGENCY RESPONSE course in Mechanicsburg,PA. Contact <strong>Safety</strong> ConsultingServices by Eichelbergers Inc.; (800) 360-0660; www.eichelbergers.com.September 19-20ANNUAL OCCUPATIONAL MEDICINE UP-DATE in Sandestin, FL. Contact The DeepSouth Center for Occupational Healthand <strong>Safety</strong>; (205) 934-7178; www.soph.uab.edu/dsc/home.September 21-27■ MATH REVIEW, ASP & CSP EXAMPREPARATION & SAFETY MANAGEMENT I&IIworkshops in Hauppage, NY. Contact<strong>ASSE</strong> Customer Service Department;(847) 699-2929; customersevice@asse.org;www.asse.org.September 22-26CLINICAL &BEHAVIOR-BASED ERGONOMICSPECIALIST CREDENTIALING course inHarahan, LA. Contact ISR Institute; (800)414-2174 or (504) 733-2111; BunchISR@aol.com; www.isr-institute.com.September 22-26COMPREHENSIVE INDUSTRIAL HYGIENEcourse in Ann Arbor, MI. Contact <strong>American</strong>Industrial Hygiene Association;(703) 849-8888; www.aiha.org/road.September 22 - October 3ADVANCED LIFE SUPPORT RESPONSE TOHAZARDOUS MATERIALS INCIDENTScourse in Emmitsburg, MD. Contact U.S.Fire Administration; (301) 447-1000;www.usfa.dhs.gov/nfa/index.shtm.10 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.orgSeptember 23-24SOCIETY FOR CHEMICAL HAZARD COMMU-NICATION FALL MEETING in Arlington, VA.Contact Lori Chaplin, <strong>Society</strong> for ChemicalHazard Communication; (703) 658-9246; schc.lori@verizon.net; www.schc.org.September 23-26FALL ARREST SYSTEMS course in Atlanta,GA. Contact Georgia Tech OSHA TrainingInstitute Education Center; (800) 653-3629; www.pe.gatech.edu.September 24-2557TH ANNUAL GOVERNOR’S INDUSTRIALSAFETY &HEALTH CONFERENCE in Spokane,WA. Contact Governor’s Industrial<strong>Safety</strong> and Health Advisory Board; (888)451-2004 or (360) 902-5452; www.wagovconf.org.September 26RECORDKEEPING RULES trainer course inBirmingham, AL. Contact The DeepSouth Center for Occupational <strong>Safety</strong>and Health; (205) 934-7178; www.soph.uab.edu/dsc/otischedule.September 29 - October 3OSHA COMPLIANCE BOOT CAMP workshopin San Diego, CA. Contact ABSConsulting Training Services; (800) 769-1199 or (281) 673-2800; www.absconsulting.com.September 29 - October 3AUTHORIZED NUCLEAR INSERVICE INSPEC-TION workshop in Columbus, OH. ContactNational Board; (614) 888-8320; www.nationalboard.org.September 30 - October 1APPLIED INDUSTRIAL ERGONOMICS seminarin Ann Arbor, MI. Contact Humantech;(734) 663-3330, ext. 222; www.humantech.com/resources/seminars.October 6-10ASBESTOS CONTRACTOR/SUPERVISORcourse in Tucson, AZ. Contact ETCCompliance Solutions; (520) 321-1999;www.e-t-c.com.October 7CSP 8-WEEK ONLINE REVIEW course.Contact Bowen EHS Inc.; (866) 264-5852;www.bowenehs.com.October 7-8■ LOSS CONTROL EXPERIENCE SYMPOSIUMin Chicago. Contact <strong>ASSE</strong> CustomerService Department; (847) 699-2929; customerservice@asse.org; www.asse.org.October 8-10AUDIOMETRIC TESTING &HEARINGCONSERVATION course in Birmingham,AL. Contact The Deep South Center forOccupational Health and <strong>Safety</strong>; (205)934-7178; dsc@uab.edu; www.soph.uab.edu/dsc/home.October 9APPLIED OFFICE ERGONOMICS seminar inDallas, TX. Contact Humantech; (734)663-3330, ext. 222; www.humantech.com/resources/seminars.October 10MANAGING EXCAVATION HAZARDS coursein Miami, FL. Contact OSHA TrainingInstitute University <strong>of</strong> South FloridaEducation Center; (800) 852-5362; aerceg@health.usf.edu; www.usfoticenter.org.October 12-18■ MATH REVIEW, ASP & CSP EXAMPREPARATION &SAFETY MANAGEMENT I&IIcourses in Indianapolis, IN. Contact<strong>ASSE</strong> Customer Service Department;(847) 699-2929; customersevice@asse.org;www.asse.org.■ Current month advertiserPHOTO BY ALAN BISSON COURTESY SPOKANE REGIONAL CONVENTION & VISITORS BUREAU
GovernmentAffairsFunny Money SeasonIn letters to Senateand HouseAppropriationsSubcommitteechairs, <strong>ASSE</strong> examinedfederal fundingallocated for OSHA,NIOSH and MSHA.Dave Heidorn,<strong>ASSE</strong>’s governmentaffairs and policymanager, explainshow the proposedbudget could affectthe occupationalsafety and healthindustry. ContactHeidorn at dheidorn@asse.org.In letters to key Senate and House AppropriationsSubcommittee chairs, <strong>ASSE</strong> looked at thisoutgoing president’s budget proposal for thenext president’s spending on the federal occupationalsafety and health agencies—OSHA, NIOSHand MSHA. It is curious to see how one administrationviews spending that will take place partlyafter it has left its DC desks. It seems a little like theold owners <strong>of</strong> your house telling you how muchyou should spend for groceries after you move in—a little unfair.OSHAThe current president wants to give the nextpresident’s OSHA a 3.23% increase over FY <strong>2008</strong>funding—a $502 million budget. As this amountwill not cover inflation, <strong>ASSE</strong> said it was not enough.<strong>ASSE</strong> also said that giving state programs a mere0.11% increase over FY <strong>2008</strong> is not enough, especiallysince the $91 million proposed is below the government’s$92.5 million contribution in 2004.Squeezing dollars out <strong>of</strong> states that are willing toprotect workers is a penny-wise but pound-foolishapproach that could result in fewer states willing totake responsibility. If states decide not to continuewith state programs, federal OSHA will find itselfcovering more workers than it does now.<strong>ASSE</strong> also expressed deep concern that the presidentearmarked only $17 million for OSHA standardsdevelopment, an increase <strong>of</strong> only $600,000over FY <strong>2008</strong>, insignificant given the past 8 years <strong>of</strong>less-than-needed OSHA standards development.The wolves are howling at OSHA’s standardsmakingdoor. Years after NIOSH published informationon diacetyl on its website, Congress tried tostep in and write a standard for OSHA. At a timewhen voices urge OSHA to address the front-pagetragedies from crane collapses, the agency’s craneand derricks standard has been in process since2004. And OSHA is taking it on the chin for lack <strong>of</strong>adequate standards to address combustible dustrisks, again brought to light following the ImperialSugar explosion in February <strong>2008</strong>. Because manycompanies work above the level OSHA has set forsafety and health management, it is in the bestinterest <strong>of</strong> employees and employers that workablestandards are put into place that reflect the occupationalsafety and health community’s latest understanding<strong>of</strong> how to control workplace risks.And, again, the president proposed eliminatingSusan Harwood Training Grants. As in every year,<strong>ASSE</strong> rejected the idea and urged continued supportfor nonpr<strong>of</strong>it entities.Government Affairs continued on page 12be safebe productivebe compliantContact us today to nd more aboutindustry-specic OSHA authorized training.Request 9 at www.psads.info or http://prosafety.hotims.com/19750-9 www.mcckc.edu/btcRequest 10 at www.psads.info or http://prosafety.hotims.com/19750-10www.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 11
GovernmentAffairscontinuedfrom page 11NIOSHIf allowing an SH&E agency to notkeep up with inflation is troubling, beyondthe pale is the approximately $271million NIOSH would get in the proposedFY 2009 budget. That’s $110.9 millionless than what it received in FY <strong>2008</strong>.This proposal only further indicates thatthis administration has no problems seeingNIOSH dwindle.NIOSH is the only federal resource foroccupational safety and health research,which OSHA and MSHA are supposedto use to make important regulatory decisions.Cutting NIOSH funding devaluesNIOSH and the roles OSHA andMSHA are meant to play in workplacesafety and health.And it is the only federal resource fortraining dollars needed for future SH&Epr<strong>of</strong>essionals. <strong>ASSE</strong> recognizes notenough <strong>of</strong> these dollars go to safety,where the jobs are, and where companiesare recognizing the levels <strong>of</strong> capabilityin managing risks. With less moneyto go around and without a leader likeJohn Howard, correcting that inequitywill take longer and be more difficult.So, <strong>ASSE</strong> urged reinstating the $110.9million to the FY 2009 budget. Breakingeven would be a victory.Maybe more disturbing is the president’s77% proposal cut from Sept. 11,2001, healthcare programs from the FY<strong>2008</strong> amount <strong>of</strong> $108 million down to$25 million. This is money needed toaddress the unknown depths <strong>of</strong> healthproblems faced by first responders andothers following the Sept. 11, 2001 attacks.NIOSH was charged with the politicallydifficult job <strong>of</strong> managing the federal government’sresponse to their need. To<strong>ASSE</strong> though, after the futures <strong>of</strong> somany victims were met in the highly visibleand politically safe initial response tothe terrorist attack, not providing moneyfor an adquate response to address thepeople who became victims from respondingis an attempt to minimize responsibilityand push the problem <strong>of</strong>f to thenext administration. For people to receivehealthcare and to ensure that NIOSHcan help this nation better protect itself,NIOSH must have the funding to performthe necessary research for treatmentand health monitoring <strong>of</strong> thosewho were at ground zero, <strong>ASSE</strong> said.MSHAIn 2007, the mining industry had 64fatalities. The number <strong>of</strong> fatalities in <strong>2008</strong>is already higher than it was in 2007 atthis time. As <strong>of</strong> March 27, the year-todatecomparison <strong>of</strong> fatalities between<strong>2008</strong> and 2007 was 11 to 8. At a timewhen Congress is trying to pass morelegislation to add responsibilities MSHAhas not yet met under the MINER Act,the president proposed a $2 million cutfor the agency for FY 2009. Given thewell-recognized need for better trackingcommunications, improved mine rescueplans and higher standards for emergencypreparedness, MSHA will not beable to attain any improvement in minesafety if the funding is not available todevelop better standards. <strong>ASSE</strong> urged arestoration <strong>of</strong> FY <strong>2008</strong> funding levels, soMSHA could work vigilantly towardlowering the mining fatality rate.Funny MoneyAll this being said, Congress will haveits say. The process will drag out as longas possible, especially in an election year.In the big picture <strong>of</strong> Washington, DC,these amounts are small yet not immunefrom political posturing and protuberance.Capable, adequately staffed federalagencies advancing occupational safetyand health in workable ways has longbeen in the interest <strong>of</strong> <strong>ASSE</strong>’s members.Funny money proposals will not changethat interest.COLUMBIA SOUTHERN UNIVERSITYCOMPLETELY ONLINE DEGREESWHY CSU? OCCUPATIONAL SAFETY AND HEALTH (Fire Science Concentration) (EnvironmentalManagement Concentration)Get the latest <strong>ASSE</strong> newsin <strong>Society</strong> UpdateOTHER DEGREE AND CERTIFICATE PROGRAMS AVAILABLELearn How Your Employer Can Help You Receive: learningpartners@columbiasouthern.edu ORANGE BEACH, AL 36561<strong>ASSE</strong>’s e-newsletter is delivered to your e-mail address atthe beginning <strong>of</strong> each month to keep you informed onthe latest <strong>ASSE</strong> activities, resources and tools, and membermilestones and accomplishments.Check out the current issue today!www.asse.org/societyupdateRequest 11 at www.psads.info or http://prosafety.hotims.com/19750-1112 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.org
StandardsDevelopmentsHotlinksANSI<strong>American</strong> NationalStandards Institutewww.ansi.org<strong>ASSE</strong><strong>American</strong> <strong>Society</strong><strong>of</strong> <strong>Safety</strong> <strong>Engineers</strong>www.asse.orgASTMASTM Internationalwww.astm.orgCENEuropean Committeefor Standardizationwww.cenorm.beISOInternationalOrganization forStandardizationwww.iso.chJCAHOJoint Commissionon Accreditation<strong>of</strong> HealthcareOrganizationswww.jcaho.orgNFPANational FireProtection Assn.www.nfpa.orgNISTNational Institute<strong>of</strong> Standards andTechnologywww.nist.govSCCStandards Council<strong>of</strong> Canadawww.scc.caULUnderwritersLaboratories Inc.www.ul.comA Perspective on Regulations & Standardsfor <strong>Safety</strong> Pr<strong>of</strong>essionalsBy Earnest Harper, CSP, DABFE, DABFET, CFCRegulations are the minimum guidelines <strong>of</strong> what a company needs, yet they do not even scratch the surface<strong>of</strong> what is required to provide and maintain a safe work environment for employees. Proper deployment<strong>of</strong> applicable national voluntary consensus standards plays an important role in providing anotherlayer <strong>of</strong> actual safety and an additionalbarrier against punitive litigation forcompanies, products or services.U.S. regulations now reference morethan 6,000 private-sector standards.Voluntary consensus standards havebeen recognized for some time as a valuabletool that has improved regulatoryefficiencies and has helped reduce governmentprocurement costs while als<strong>of</strong>acilitating the alignment <strong>of</strong> regulatorycriteria across borders.This recognition has been helped byOMB Circular A-119 and the NationalTechnology Transfer and AdvancementAct (Public Law 104-113) policies as wellas the U.S. Chamber <strong>of</strong> Commerce’sFeb. 8, <strong>2008</strong>, release, which support thevalue and contributions <strong>of</strong> private-sector voluntary consensus standards.Earnest Harper, CSP, DABFE, DABFET,CFC, recently retired following a 40-yearcareer as Hewlett-Packard’s senior safetyand forensics engineer. Harper, an <strong>ASSE</strong>Fellow, is a retired naval <strong>of</strong>ficer and veteran.He has 20 years’ experience as an expertwitness; his areas <strong>of</strong> expertise include electricalsafety, major codes, product design,human factors engineering and accidentreconstruction. He is currently the sole proprietor<strong>of</strong> Industrial <strong>Safety</strong> ConsultingService, serves as <strong>ASSE</strong>’s Snake River ChapterPresident and is Region II ARVP <strong>of</strong> Pr<strong>of</strong>essionalAffairs. In addition, Harper helpedform the Region II quarterly newsletter, towhich he has contributed a number <strong>of</strong> technical papers.Agency regulations (e.g., mandatory codes such as OSHA, building, fire and electrical codes, maritime,state statutes and local ordinances) cannot codify every risk and frequently differ from private-sector voluntaryconsensus standards in specificity. This is one reason why OSHA must <strong>of</strong>ten rely on the GeneralDuty Clause [Section 5(a)(1)].While the same is true to a certain extent with national consensus standards, these <strong>of</strong>ten carry moredetails and usually reflect the latest views and agreements <strong>of</strong> domestic and international organizations ondesign, procedures, materials, testing and much more.Exceeding the scope and intent <strong>of</strong> agency-derived regulations can enhance safety when properly employedand can provide a buffer or leverage against legal action, including claims <strong>of</strong> negligence.Pro<strong>of</strong> <strong>of</strong> compliance with nationally recognized and voluntary consensus standards where doubtexists about compliance with a nonspecific, agency-derived regulation can provide legal teams andexpert witnesses with material for a strong defense. It should be noted that designers, manufacturers,users and interested parties, safety pr<strong>of</strong>essionals and regulatory bodies write and produce voluntary consensusstandards.After 40 years as a senior safety engineer with a Fortune 500 company, I find that many designers, engineersand process architects are not significantly motivated by government regulations as much as theyare impressed by the knowledge that on a national scale, many <strong>of</strong> their peers have taken part in writingconsensus standards.Few remain unconvinced <strong>of</strong> the need for compliance once they understand the relevance. Properadherence to standards also improves marketability <strong>of</strong> products and services across borders due to internationalmerging efforts.Contrary to some perceptions, the U.S. is one <strong>of</strong> the most self-regulated countries in the world, demonstrablythe most likely to correct its own mistakes and the first to help others while learning from thosemistakes. Today, no one seriously expects a Love Canal, Chernobyl or Bhopal event here, not even a ThreeMile Island, from which, metaphorically speaking, no one caught so much as a cold despite many humanerrors. Yet, it can be recognized that the potential for disasters <strong>of</strong> scale still exists. These are alwaystragedies in terms <strong>of</strong> lives or cost to those involved, yet they should rarely come as a surprise to the vigilantsafety pr<strong>of</strong>essional.Providing the safest possible working and living environment, products, buildings, industrial processesand an operational climate that is not only secure but efficient and enduring, means using all tools <strong>of</strong> thetrade—from credible risk and hazard assessments to problem focus and superior standards <strong>of</strong> care.For the safety pr<strong>of</strong>essional, this means integrating his/her brand <strong>of</strong> leadership into the world <strong>of</strong> subject-matterexperts and an arena <strong>of</strong> ideas <strong>of</strong>ten in conflict. Considering the breadth <strong>of</strong> our challenge fromthe entrepreneurs to all those throughout the creative chain, it should come as no surprise that the voluntaryconsensus standard has evolved to its present status and value. The beneficiaries are many, but theymay not know that a team <strong>of</strong> working pr<strong>of</strong>essionals has made things just that much better for havingraised the bar.www.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 13
IndustryNotesMSA’s Cranberry, PA,plant received VPPStar site status forexceeding safetyrequirements.INDUSTRY AWARDMSA Plant Named VPP Star SiteMSA’s manufacturing plant in Cranberry, PA, wasrecently designated as a national VoluntaryProtection Programs (VPP) Star site. Noteworthyachievementsinclude maintainingan accident rate56% below theindustry averagefor the past 3 years;achieving a totalcase incident rate <strong>of</strong>51%, which isbelow 2005 averages;having 52%less than the industryaverage <strong>of</strong> caseswith days awayfrom work, restricted activity or job transfer; andmore than 50% employee participation on designatedsafety teams.Two years ago, employees decided to make VPPcertification a continuous improvement initiative,with a goal <strong>of</strong> exceeding the requirements. “Simplyput, as safety improves, everyone wins—ouremployees, our customers and our shareholders,”says Bill Lambert, MSA president. The Cranberryplant is MSA’s primary North <strong>American</strong> manufacturingsite for portable and permanent gas detectioninstruments, thermal imaging cameras,chemical detection instruments, printed circuitboards, self-contained breathing apparatus accessoriesand integrated communication headsets forthe military and custom application systems. Formore information, visit www.msanet.com.INCIDENT INVESTIGATIONCSB Releases Final Report& Video on Barton SolventsExplosionU.S. Chemical <strong>Safety</strong> and Hazard InvestigationBoard (CSB) released a case study and safety videoon the July 2007 explosion and fire at the BartonSolvents facility in Valley Center, KS. CSB foundthe probable cause to be a nonconductive flammableliquid that sparked from a loosely linked levelmeasuringfloat within the tank, igniting thevapor-air mixture inside the tank as it was beingfilled. CSB reports that nonconductive flammableliquids can accumulate and maintain static electricalenergy that discharges more slowly than frommore conductive liquids, and that some liquids canform ignitable vapor-air mixtures inside tanks,which can explode if a spark occurs. To help companiesunderstand this type <strong>of</strong> hazard, CSB hasreleased a 10-minute safety video that features acomputer animation depicting the events leadingup to the incident.During the investigation, CSB reviewed morethan 50 MSDS for some <strong>of</strong> the most widely used14 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.orgnonconductive flammable liquids in the industry,most <strong>of</strong> which failed to recommend specific precautionsbeyond bonding and grounding. “The accidentat Barton Solvents emphasizes the need foraccurate and detailed MSDS,” says CSB BoardMember William Wark. He says although theMSDS warn about the dangers <strong>of</strong> accumulatingstatic electricity, they fail to warn specifically thatthey can be ignited in storage tanks. CSB recommendsthat OSHA and others improve requiredinformation contained in MSDS to include addressingnonconductive flammable liquids, and that sixmajor oil and chemical industry associations asktheir member companies to improve the warningson the MSDS <strong>of</strong> flammable liquids. CSB also suggeststhat companies that handle these liquidsshould obtain more detailed technical informationon them, purge storage tanks with an inert gas toremove oxygen, add antistatic agents to the liquids,pump liquids more slowly and verify that storagetank level floats are effectively bonded. For moreinformation, visit www.csb.gov.MINE SAFETYMSHA Distributes PublicService AnnouncementsMSHA is distributing the ninth volume <strong>of</strong> Mine<strong>Safety</strong> Minutes, a series <strong>of</strong> audio public serviceannouncements aimed at educating miners andmine operators about workplace hazards. The newvolume contains twelve 1-minute messages aboutmine safety and health issues that provide advice,warnings and updates on safety issues. “Theseaudio messages have become an extremely effectiveway for communicating critical mine safety andhealth information directly to working miners,”says Richard Stickler, MSHA acting administrator.“We hope that local radio stations air these messages<strong>of</strong>ten as a public service to working miners intheir communities.”Topics include black lung prevention, mineemergency management requirements, accidentprevention techniques, adequate training and theMINER Act. Four <strong>of</strong> the messages have themesapplicable to coal mining audiences. The remainingeight are geared toward audiences in communities’metal and nonmetal mines, quarries, and sand andgravel pits. The messages may be heard at www.msha.gov.DISASTER RECOVERYOSHA Creates Flood &Tornado Recovery WebsiteOSHA’s new floods and tornadoes recovery webpage, at www.dol.gov, aims to benefit employersand employees involved in cleanup and recoveryactivities following the recent Midwest disasters.According to OSHA, the page features links tomore than 40 factsheets and easy references withsafety and health tips on hazards such as downedelectrical wires, decontamination and heat and sun.
It also features links to public service announcementsabout cleanup and recovery, and links totask- and operation-specific activity sheets that helpemployers evaluate hazards and provide guidanceon reducing employee exposure during disasteroperations. In addition to the web page, printedcopies are available through local OSHA <strong>of</strong>fices(www.osha.gov/html/RAmap.html) in the affectedstates.HEARING CONSERVATIONHearing Conservationist StressesAvoiding OverprotectionRennee Bessette, COHC, marketing manager forSperian Hearing Protection LLC, says when itcomes to hearing, overprotection may cause complicationsunique to this PPE. “Workers who cannothear on the job are much more likely to make mistakesthan those who can communicate naturallywith their supervisors and coworkers,” Bessettesays. “The risks <strong>of</strong> overprotection are very realwhen dealing with hearing conservation and theconsequences can be catastrophic.”To guard against overprotection—any protectionthat reduces sound levels so far below OSHAdefined85 dB that it interferes with communication—Bessettesuggests a three-part strategy:1) Post a noise map <strong>of</strong> the facility indicating wherehearing protection is required and how much.2) Select hearing protection devices that provide theright levels <strong>of</strong> protection. 3) Make sure workersunderstand the risks. To learn more about hearingprotection, visit www.howardleight.com.CRANE SAFETYCrane Fatalities ReportRecommends CertificationProgramThe Center for Construction Research and Trainingreleased a report on U.S. crane fatalities that foundthe number <strong>of</strong> crane-related deaths among constructionworkers is an average <strong>of</strong> 22 workersannually. The report, “Crane-Related Deaths inConstruction and Recommendations for TheirPrevention,” uses Bureau <strong>of</strong> Labor Statistics’ workerfatality data from 1992 to 2006, which include thenumbers and causes <strong>of</strong> deaths, the trades <strong>of</strong> workersinvolved, the size <strong>of</strong> employers and types <strong>of</strong>cranes involved. In addition to listing examples <strong>of</strong>crane incidents that resulted in bystander fatality orinjury gathered from news reports, the report giveseight recommendations to prevent fatalities andinjuries. Some recommendations suggest a nationalcertification program for crane operators, inspectorsand those who manage the crane load and its direction,as well as a required thorough inspection <strong>of</strong>cranes by a certified inspector after the crane isassembled but before it is used.”We need to hold government accountable for itsrole in ensuring the lives <strong>of</strong> America’s workers,”says Vincent Giblin, president <strong>of</strong> the Internal Union<strong>of</strong> Operating <strong>Engineers</strong>. “We need OSHA to enforcethe standards it has and create new standardswhere there is an obvious need.” To view thereport, visit www.cpwr.com/cranereport/CPWR_crane_rept_recmmdtns.pdf. For more information,visit www.cpwr.com.The risks<strong>of</strong> overprotectionare veryreal whendealingwithhearingconservationandthe consequencescan becatastrophic.OSHA Training HasNever Been EasierGAIN THE MATERIALS NEEDED TO BECOMEA MORE EFFECTIVE TRAINER.Visit www.prosafesolutions.com or call 866-764-1602Training CDs available:• 10 & 30 Hour Construction& General Industry• Confined Space, Scaffold,Excavation, &more...• Spanish 10 hr. ConstructionFREE ONLINE DEMONow you can:• Conduct interactive training sessions• Immediately improve safety performance• Break down complicated OSHA standards intosimple terms• Reduce prep time and customize presentationsto meet your training needsCD’s developed and used by PROSAFE Solutions’instructors, with 60+ years <strong>of</strong> combined safetytraining experience.It’s one thing to talk safety culture.It’s another to create sustainableculture change!Culture Change Consultants, Inc.The best long-term results.Discover how companies such as GE and GeneralMotors transformed their safety cultures utilizingour proven methodology and tools.Apply the Culture Change processdeveloped by Steven Simon, Ph.D.,the “father <strong>of</strong> safety culture.”Upcoming 3-Day ImplementingCulture Change CoursesSan Diego, CA • September 16-18, <strong>2008</strong>San Diego, CA • November 18-20, <strong>2008</strong>Visit www.culturechange.comor call 914-315-6076to learn more!Request 12 at www.psads.info or http://prosafety.hotims.com/19750-12Request 13 at www.psads.info or http://prosafety.hotims.com/19750-13www.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 15
Rules &RegsHotlinks<strong>ASSE</strong><strong>American</strong> <strong>Society</strong><strong>of</strong> <strong>Safety</strong> <strong>Engineers</strong>www.asse.orgCSBChemical<strong>Safety</strong> & HazardInvestigation Boardwww.csb.govDOEDept. <strong>of</strong> Energywww.doe.govDOLDept. <strong>of</strong> Laborwww.dol.govDOTDept. <strong>of</strong>Transportationwww.dot.govMINING SAFETYMSHA Proposes Rule for Underground Coal MiningTo reduce the hazard <strong>of</strong> conveyor belt fires, MSHA has proposed a rule on belt air, improved belt materialsand fire protection in underground coal mines. The rule includes requirements for improved flame-resistantconveyor belts, fire prevention and detection in belt entries, standardized tactile signals on lifelines andapproval on the use <strong>of</strong> air from the beltNIOSH’s Howard Not ReappointedDespite Urging <strong>of</strong> SH&E CommunityDespite efforts by <strong>ASSE</strong>, <strong>American</strong> Industrial Hygiene Association,AFL-CIO, U.S. Chamber <strong>of</strong> Commerce, several U.S. senators and others,John Howard, M.D., was not reappointed as NIOSH director.According to Centers for Disease Control and Prevention (CDC),Howard will stay on as a short-term senior advisor to oversee thetransition regarding the agency’s World Trade Center activities.“The recent outpouring <strong>of</strong> support for me, even though made inreference to my reappointment, was, I believe, support for what wehave accomplished together at NIOSH,” says Howard in his partinge-mail to NIOSH staff. “I know this to be true because all I did thesepast 6 years was to <strong>of</strong>fer a few ideas for how NIOSH could improvethe relevance, quality and impact <strong>of</strong> its work. Yet, it was not me whomade actual accomplishments out <strong>of</strong> any <strong>of</strong> those ideas—it was you.”By the time this issue reaches readers, Howard’s term will have<strong>of</strong>ficially ended. CDC will begin a search for a new NIOSH director,during which time Christine Branche, Ph.D., current NIOSH associatedirector, will serve as the agency’s acting director.entry to ventilate working sections.If implemented, the rule would requireunderground coal mine operators to purchaseconveyor belts that are more flameresistantthan those under the existingstandard beginning 1 year after the effectivedate <strong>of</strong> the final rule. Existing beltswould be permitted until replacement isnecessary. Operators would also berequired to replace point-type heat sensorswith carbon monoxide sensors;install smoke sensors; improve belt maintenance;and standardize lifeline signalsto identify direction <strong>of</strong> travel to the surface,storage caches for self-containedself-rescuers, obstructions to escape andrefuge alternatives.The rule would also require the primaryintake escapeway to have a higher ventilatingpressure than the belt entry; establish airlocks where high air pressure differentials exist between aircourses on personnel doors along escapeways; establish minimum and maximum air velocities in beltEPAEnvironmentalProtection Agencywww.epa.govHHSDept. <strong>of</strong> Health& Human Serviceswww.dhhs.govMSHAMine<strong>Safety</strong> & HealthAdministrationwww.msha.govNIOSHNational Institutefor Occupational<strong>Safety</strong> & Healthwww.cdc.gov/nioshNRCNuclear RegulatoryCommissionwww.nrc.govNTSBNationalTransportation<strong>Safety</strong> Boardwww.ntsb.govOSHAOccupational<strong>Safety</strong> & HealthAdministrationwww.osha.govGHS OverviewBy Keith Robinson, CSP, CHMMThe Globally Harmonized System<strong>of</strong> Classification and Labeling <strong>of</strong>Chemicals (GHS) is a system proposedby the U.N. Subcommittee forGHS for standardizing and harmonizingthe classification and labeling<strong>of</strong> chemicals. It is a comprehensiveapproach to defining health, physicaland environmental hazards <strong>of</strong> chemicals;creating classification processesthat use available data on chemicalsfor comparison with the definedhazard criteria; and communicatinghazard information, as well as protectivemeasures, on labels and safetydata sheets (SDS).The GHS contains rules for hazardouschemicals in transportation,workplaces and consumer locations;requirements for classification <strong>of</strong>chemical, physical and health hazards;and new SDS and labels,including new hazard symbols,designed for easy understanding.The hope is that GHS willimprove safety, decrease suppliercosts and make international shipmentand sales <strong>of</strong> chemical productseasier, as well as ensure that peopleworldwide receive the same basicstandard <strong>of</strong> protection when usingthese products. While materials willnot necessarily be classified exactlythe same way for all regulationsunder this system, the system will berationalized and more consistentbetween the different types <strong>of</strong> use.The GHS is not in itself a regulationor even a model regulation. It isa framework from which competentauthorities may select the appropriateelements, based on the modality(transportation versus workplaceuse). Competent authorities withineach country will decide how toapply the various elements <strong>of</strong> theGHS within their systems based ontheir needs and the target audience.Also, not every element <strong>of</strong> GHSmay be adopted in each country.OSHA/MSHA will have to adoptthe elements they want through conventionalrulemaking proceduresbefore including components inmandatory hazard communicationstandards. This means that proposedregulations will have to be submittedbefore Congress, passingthrough several committees beforereaching the House <strong>of</strong> Representativesand the Senate for a vote. Oncepassed, it would need to be signedinto law by the president. This is acomplex process that adds to thedeadline, though it is not expected toreceive significant resistance.What’s New in GHS?GHS will establish a commonsystem for classifying chemicalsbased on both health and physicalhazards, and this classification istest-method neutral—which meansthat entities will be able to use existingdata to classify, without havingto spend the time and expense <strong>of</strong>new testing. For mixtures, GHS usesa tiered approach that allows amaterial to be classified based onexisting information first. If this isnot available, then assumptionsmay be made based on the hazards<strong>of</strong> the ingredients in the mixture.GHS will also establish a labelingsystem requiring standardization <strong>of</strong>signal words and hazard statements,and will introduce a series <strong>of</strong> pictograms,allowing for significantly easierunderstanding <strong>of</strong> the hazardspresented by the material.GHS also revises the requirementsfor SDS. The format is based on the16-part format recommended byANSI. The biggest difference is thatthe order <strong>of</strong> sections 2 and 3 hasbeen switched. Section 2 in the GHS16 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.org
entries; and require reduced dust levels inbelt entries for mines that use air from thebelt entry to ventilate the working section.The proposed rule was published inthe June 19 Federal Register. MSHA willaccept comments until Sept. 8 and conductpublic hearings on the proposedrule during August. Comments may besubmitted via the federal rulemakingportal at www.regulations.gov or bye-mail to zzMSHAComments@dol.gov,with RIN 1219-AB59 in the subject line.COMPLIANCE OUTREACHEPA Launches Portalto Improve <strong>Safety</strong> <strong>of</strong>Imported GoodsTo improve the safety <strong>of</strong> importedgoods, EPA has developed a web portalto help importers and exporters <strong>of</strong> goodsmeet requirements to protect humanhealth and the environment. It providesinformation about:•vehicles and engines;•fuel and fuel additives;•ozone-depleting substances;•chemical substances regulated underthe Toxic Substances Control Act;•pesticides, including pesticide residueson foods;•hazardous wastes;•plumbing products;•scrap metal.The portal is available at www.epa.gov/compliance/international/importexport.html.PUBLIC SECTORFlorida Governor SignsBill on GovernmentWorker <strong>Safety</strong>Florida Governor Charlie Crist recentlysigned into law a bill, championed by<strong>ASSE</strong>, aimed at improving the safety <strong>of</strong>state, county and municipal workers whoare not protected under federal OSHAstandards. The bill, HB 967, will give public-sectorworkers the same protectionthat private-sector workers are guaranteedby law. In Florida, it is estimated thatthere are 195,968 state government workersand 782,242 local government workers.<strong>ASSE</strong> has been working to provide allpublic-sector workers with occupationalsafety and health coverage.Sponsored by Senator Evelyn Lynn(R-Ormond Beach) and RepresentativeAudrey Gibson (D-Jacksonville), the billcreates a 15-member task force that willmake recommendations to determinehow best to provide occupational safetyand health coverage to Florida’s governmentworkers. The task force’s reportwill be submitted by Jan. 1, 2009.“We can’t wait to roll up our sleevesto help find a way to provide our state’spublic servants the same coverage everyother Floridian enjoys,”says EdwinGranberry Jr., <strong>ASSE</strong> Region IV vice presidentfor government affairs. Granberryhelped lead member efforts to pass thislegislation.The urgency for the legislation grewout <strong>of</strong> concerns following the 2006explosion at the Daytona Beach municipalwater treatment plant that killed twocity workers and severely injured another.An investigation by the U.S. Chemical<strong>Safety</strong> and Hazard Investigation Boardfound that Florida’s lack <strong>of</strong> requiredoccupational safety and health coveragefor its public-sector employees was acause <strong>of</strong> the workers’ deaths.HEALTH PROTECTIONEPA to ReviewFormaldehyde Usein Wood ProductsTo gain greater understanding <strong>of</strong> potentialhealth risks, EPA will undertake ascientific and regulatory evaluation <strong>of</strong>formaldehyde use in pressed woodproducts. The agency will develop riskassessments on potential adverse healtheffects, evaluate possible control technologiesand determine whether actionis needed to address identified risks. Formore information, visit www.epa.gov/oppt/chemtest/pubs/sect21.htm.SDS is now Hazard Identificationand Section 3 is CompositionInformation.HazCom & GHS ComparedTo allow flexibility, OSHAdoes not mandate the format <strong>of</strong>MSDS. As long as the minimumrequired information is included,the MSDS is accepted. However,under GHS, all SDS must be inthe 16-section format. Thismeans that companies whoseformat does not comply withthis requirement would have torewrite their MSDS. OSHA mayallow some flexibility in its newstandard by allowing companiesthat provide materials only inthe domestic market to keeptheir current format, becauseGHS is a global standard.Other differences include:•HazCom includes laboratories,sealed containers and distributors,while GHS does notinclude these specific issues.•GHS addresses testing inthe scope section, whileHazCom addresses it underhazard determination.•Neither standard requirestesting for health hazards.•Physical hazards in theHazCom standard are not linkedto specific test methods (as is thecase in the GHS) and testing forphysical hazards is not required.•HazCom is performance-oriented;GHS is specification-oriented.OSHA/MSHA mayincorporate only select buildingblocks from GHS. For example,HazCom may not implement allGHS hazard classes or regulateall hazard categories. In addition,many hazard classes willrequire some type <strong>of</strong> change tothe HazCom standards ifOSHA/MSHA wishes toachieve global consistency.•Substantive GHS implementationwill require changesto required label elements;modification <strong>of</strong> required MSDSformat; and criteria changes.Sector-SpecificImplementationFor transportation, application<strong>of</strong> GHS will be similar toapplication <strong>of</strong> current transportrequirements. Containers <strong>of</strong>dangerous goods will bemarked with pictograms thataddress acute toxicity, physicalhazards and environmental hazards.Workers in the transportsector will have to be trained.Elements <strong>of</strong> the GHS thataddress such factors as signalwords and hazard statementsare not expected to be adoptedin the U.S. transport sector.In the workplace, all GHSelements will likely be adopted,including labels that have theharmonized information andSDS. This must be supplementedby employee training toensure effective communication.For the consumer sector,labels will likely be the primaryfocus <strong>of</strong> GHS application. Theselabels will include the core elements<strong>of</strong> the GHS, subject tosome sector-specific considerationsin certain systems.GHS is a voluntary system—it does not impose bindingtreaty obligations on countries.The level <strong>of</strong> protection <strong>of</strong>feredto workers, consumers, generalpublic and environment shouldnot be reduced by GHS. Validateddata already generatedfor classification <strong>of</strong> chemicalsunder existing systems shouldbe accepted when reclassifyingthe chemicals under GHS. Toget better information, the newharmonized system mayrequire adaptation <strong>of</strong> existingtesting methods.The GHS is not intended toharmonize risk assessment proceduresor risk managementdecisions. Chemical inventoryrequirements in various countriesare not related to the GHS.Finally, countries are free todetermine which GHS buildingblocks will be applied in differentparts <strong>of</strong> their systems. FinalGHS documents are available atwww.unece.org/trans/danger/publi/ghs/ghs_rev00/00files_e.html.ReferencesThe Compliance Center Inc.(2005). GHS awareness for Canadaand the United States.United Nations (U.N.). (2005,June). Globally Harmonized System <strong>of</strong>Classification and Labeling <strong>of</strong>Chemicals.Keith Robinson, CSP, CHMM, iszero incident culture program managerwith Ashland Inc. in Dublin, OH. Thisarticle is based on his presentation at<strong>ASSE</strong>’s <strong>Safety</strong> <strong>2008</strong>.www.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 17
<strong>Safety</strong> Management<strong>Safety</strong> ManagementFacilityDecommissioningA look at key SH&E considerationsBy Bryan Bailey and Craig GaleckaBBUILDING AN INDUSTRIAL EMPIRE is complicatedand time-consuming. An idea is born. A process isdesigned. A factory is built. As demand increases, somust production and, with it, facilities. As technologyadvances, managers employ new processes, materials,chemicals and machinery; new product linesaugment or replace the old ones. It takes power, rawmaterials, capital goods and infrastructure.When a company decides to close its doors, itsleaders can be faced with an unpleasant surprise:Shutting down an operation is nearly as complicatedas building it. In truth, the proper decommissioning <strong>of</strong>facilities or parts <strong>of</strong> facilities is important to the success<strong>of</strong> an organization’s plans for the site or property. Thedecision to close or substantially modify a facilityinvolves significant planning and risk assessment. Inaddition, the SH&E issues involved in this processmust be addressed. Failure to do so could have negativefinancial and legal consequences, and result innegative publicity. When a company or consultingfirm approaches a decommissioning, it is well advisedto consider SH&E throughout the four common phases<strong>of</strong> facility decommissioning: investigation, design,decontamination/demolition and closeout.Bryan Bailey, P.E., CHMM, is a projectmanager with LJB Inc. in Dayton, OH. His areas<strong>of</strong> practice include construction management,design-build and facility decommissioning. Heholds a bachelor’s degree in civil engineering, amaster’s degree in mechanical engineering andan M.B.A. Bailey is a pr<strong>of</strong>essional member <strong>of</strong><strong>ASSE</strong>’s Kitty Hawk Chapter.Craig Galecka, P.E., CSP, is an industry expertin environmental and safety compliance forLJB’s manufacturing, commercial and publicclients. He specializes in design and permittingprojects involving fall protection, hazardouswaste and confined spaces. Galecka holds abachelor’s degree in chemical engineering anda master’s degree in environmental engineeringfrom Michigan State University. He is apr<strong>of</strong>essional member <strong>of</strong> <strong>ASSE</strong>’s Lansing Chapterand a member <strong>of</strong> the <strong>Society</strong>’s EnvironmentalPractice Specialty.18 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.orgDecommissioningConsiderationsA decommissioning projectis complicated in nature. Because<strong>of</strong> this, many organizationswork with engineers andfirms well versed in the intricacies<strong>of</strong> the process. Decommissioningrequires an almostmicroscopic attention to detail,particularly those involvingsafety and health. Regulationsand safety standards are inplace to protect not just workers,but also the public and theenvironment. Applying thesemany recommendations andregulations can result in a safeand environmentally sounddecommissioning process.First, Build a TeamAs an organization approaches a decommissioning,it should assemble a knowledgeable team withthe skills and expertise needed to plan and executethe project in a way that serves the organization andall other stakeholders. Team members could includesome or all <strong>of</strong> the following, depending on the projectand type <strong>of</strong> facility:•Process or facilities engineer. This individual,typically from inside the organization, will assesscapital inventory and physical property.•Financial manager. This person may be frominside or outside the organization. S/he will determinepotential for reuse, sale or disposal <strong>of</strong> equipment,and evaluate the tax and financial implications<strong>of</strong> various closure options. This manager will alsowork with the process or facilities engineer to reportthe findings to the organization’s decision makers andother team members.•Tax consultant. This expert will help the companyanalyze the effects <strong>of</strong> its decommissioningdecisions on tax responsibilities. This individualmay be from inside or outside the organization. Itshould be noted that this aspect <strong>of</strong> decommissioningis <strong>of</strong>ten overlooked despite the fact that the financialimpact <strong>of</strong> such an oversight can be considerable.•Environmental consultant. Either from inside oroutside the organization, this individual will conductan environmental site assessment (Phase I ESA) todetermine the potential for contamination <strong>of</strong> soil orgroundwater. A Phase I ESA is conducted to determinewhether any potential areas <strong>of</strong> hazardous wastecontamination and/or environmental liabilities areassociated with a property.If necessary, the consultant will take samples todetermine the extent <strong>of</strong> contamination (Phase II ESA).A Phase II ESA is conducted if recognized environmentalconditions are identified during the Phase IESA; it involves collecting and analyzing soil and/orgroundwater samples to determine the extent <strong>of</strong>potential environmental contamination (see “EnvironmentalSite Assessments” sidebar on p. 19).The consultant will also evaluate process equipmentfor residual hazardous chemicals. If issues areidentified, s/he will estimate the cost <strong>of</strong> cleanup,
either immediate or delayed, and assess whether theorganization might be eligible for state or federalfunds earmarked for environmental cleanup initiatives.This cost estimate is <strong>of</strong>ten a decision-makingpoint for an organization. Sometimes, the companymay find that it is more cost-effective to maintainsome operations rather than clean up the facility forclosure or sale.•Environmental engineer or geologist. Thisexpert will manage soil and/or groundwater reme-Environmental SiteAssessments: Phase I & Phase IIIn a Phase I environmental site assessment (ESA), an engineer investigatesdocumentation pertaining to a property in an effort to determinethe presence or likely presence <strong>of</strong> any hazardous substances orpetroleum products on a property under conditions that indicate anexisting release, a past release, or a material threat <strong>of</strong> a release <strong>of</strong> anyhazardous substances or petroleum products into structures on theproperty or into the its ground, groundwater or surface water. If thepresence <strong>of</strong> such substances or products is evident or likely, a Phase IIESA is conducted.In a Phase II ESA, an expert collects samples <strong>of</strong> air, soil, water andbuilding materials for chemical analysis for hazardous substances orpetroleum products to evaluate the recognized environmental conditionsidentified in the Phase I ESA or transaction screen process. Thepurpose is to describe the nature and extent <strong>of</strong> contamination to assistin making informed business decisions about the property and,where applicable, to provide the level <strong>of</strong> knowledge necessary to satisfythe innocent purchaser defense under CERCLA.ASTM International has developed standards for conducting theseassessments. For a Phase I standards, see ASTM E1527-05; for Phase IIstandards, see ASTM E1903-97(2002).diation design if such remediation is found to benecessary.•Design-decommission contractors. These contractorswork in the manner <strong>of</strong> a design-build contractor,but with the opposite end in mind. Thecontractors design and carry out the decommission—includingdemolition and asbestos/hazardousmaterials removal. They also manage recycling,disposal or sale <strong>of</strong> waste materials.•Structural engineer. This engineer, who may befrom inside or outside the company,aids in the design <strong>of</strong> thebuilding deconstruction, focusingon the structural elements.•Civil, structural or mechanicalengineer. Also frominside or outside the organization,this engineer will designthe layout for any utilities thatneed to be moved or capped.•SH&E manager. In manycases, the SH&E manager is anemployee <strong>of</strong> the demolition contractor.S/he will prepare sitesafety and health plans and procedures,and will review SH&Epractices as the demolitionoccurs. A person with the CSP,CIH or certified hazardousmaterials manager (CHMM)designation will be knowledgeableand reliable in this role.•Other resources. Theseinclude legal consultant, publicrelations, security, fire protectionand real estate analyst.Abstract: Using thedecommissioning <strong>of</strong> amajor automotive componentsmanufacturerin the Midwest as anexample, this articleaddresses SH&E issuesfound throughout thefour phases <strong>of</strong> facilitydecommissioning: investigation,design, decontamination/demolitionand closeout.www.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 19
Decommissioningrequires an almostmicroscopic attentionto detail. As anorganizationapproaches adecommissioning, itshould assemble aknowledgeableteam with the skillsand expertise neededto plan and executethe projectRegulatory OverlapIn most decommissioning situations, multipleagencies and governmental bodies have jurisdictionover some aspect <strong>of</strong> the closing <strong>of</strong> a single building.Given these <strong>of</strong>ten intentionally redundant regulationsfrom multiple bureaucratic channels, any engineer inthe business will volunteer that it is very easy to misssomething. A simple oversight can be costly to the bot-Regulations to Review<strong>Safety</strong> & Health•Respiratory Protection Part 451 and 29 CFR1919.134 and 1919.103•Noise Part 380 and 29 CFR 1910.95•Hazard Communication Part 92 and 29CFR 1910.1200•Confined Space Entry Part 90 and 29 CFR1910.146•Control <strong>of</strong> Hazardous Energy Part 85 and29 CFR 1910.147•Trenching and Excavation (29 CFR 1926)•Eye Protection (29 CFR 1910.5)•Spills and Releases 29 CFR 1910.12 and 40CFR 311•Fall Protection 29 CFR 1910.66 and 29 CFR1926.500•OSHA Asbestos Regulations (29 CFR1910.1001, general industry, and 1926.1101, constructionindustry)Environmental•Hazardous Waste (40 CFR 260-265)•Land Disposal Restrictions (40 CFR 268)•Clean Air Act•Clean Water Act•Asbestos (40 CFR 61 Subpart M; 40 CFR763 Subpart E)•Underground Storage Tanks (40 CFR 280)20 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.orgtom line, but even worse, to alife. Leaving behind hazards topeople, the infrastructure or theenvironment can be both dangerousand expensive.While OSHA and EPA regulationsapply as the minimumstandard for any decommissioningin the U.S., owners alsomust comply with the regulations<strong>of</strong> local jurisdictions andstate-level environmental agencies,many <strong>of</strong> which have morestringent requirements thanfederal OSHA and EPA.For example, in Ohio, someclosings are governed by a statelevelEPA program that iscalled Cessation <strong>of</strong> RegulatedOperations (CRO) (Ohio AdministrativeCode). The programwas created in 1996 to prevent situations such asthat which occurred after a 1987 break-in at a closeddowntire company. Vandals hoping to steal the coppercomponents <strong>of</strong> transformer cores left on site afterthe closing caused the release <strong>of</strong> Askerol, a PCB-containingoil, into a nearby stream. This prompted a 3-year, publicly funded multimilliondollar cleanup.To prevent such mishaps, the CRO programrequires the owner or operator <strong>of</strong> a reporting facilitythat is ceasing regulated operations to do the followingwithin 90 days <strong>of</strong> the cessation:1) Submit the following information to the director<strong>of</strong> OhioEPA: a) the most recent emergency and hazardouschemical inventory form submitted to theState Emergency Response Commission (SERC); b) acurrent OSHA hazardous chemical list or MSDS foreach chemical at the facility required to be on file withthe SERC; and c) a list <strong>of</strong> every stationary tank, vat,electrical transformer and vessel which will remain atthe facility that contains or is contaminated with a regulatedsubstance prior to or at the time <strong>of</strong> cessation;2) Drain and remove all regulated substancesfrom each stationary tank, vat, electrical transformerand vessel and from all piping.3) Lawfully dispose <strong>of</strong>, sell or transfer the regulatedsubstances <strong>of</strong>f site.4) Lawfully transfer <strong>of</strong>f-site all debris, nonstationaryequipment, furnishings, containers, motor vehiclesand rolling stock that contain or are contaminatedwith a regulated substance.5) Certify to the director on a form prescribed thatthe actions required in the previous three items havebeen completed (OhioEPA, 2004).Only after the equipment has been cleaned <strong>of</strong> leaddust, asbestos fibers, oils and chemical lubricants canit be scrapped, sold or transferred <strong>of</strong>f-site. Switches,thermostats, fluorescent bulbs and other devices orcontrols containing mercury or other regulated substancesalso must be removed and recycled, sold ordisposed <strong>of</strong> according to the applicable statutes.Ducts for heating, ventilation and air con-
ditioning—all potential harbors for environmentalsafety hazards—should be cleaned and/or removed.Refrigeration equipment for air conditioningor cooling processes must be removed, and allrefrigeration gases in any machines—transformers,for example—must be recycled or disposed <strong>of</strong> aswell. Underground and aboveground storage tanks<strong>of</strong>ten have entire agencies dedicated to their removaland closure.Financial OptionsAfter a complete capital asset inventory, whichdocuments the value <strong>of</strong> all assets in a facility, adecommissioning contractor <strong>of</strong>ten will work with atax consultant, who can evaluate the tax implications<strong>of</strong> actions such as failing to liquidate inventorythat has not fully depreciated. Fully depreciatedinventory, such as machinery in a tool room, can bea tax deduction. However, if it still has appreciablevalue, a company cannot simply dispose <strong>of</strong> it—andkeeping it can mean a big tax hit.Procedural MattersWhen actual decommissioning begins, the projectmanager must be aware <strong>of</strong> procedural requirementsfor each task. For example, in some jurisdictions,asbestos abatement requires 10 days’ notice to thelocal or state air pollution control agency. Such arequirement cannot be overlooked. The repercussions<strong>of</strong> doing so could be more than fines—someonecould end up in prison because <strong>of</strong> it.“Out <strong>of</strong> sight, out <strong>of</strong> mind” does not apply whenit comes to disposal <strong>of</strong> potentially hazardous chemicals.If a drum <strong>of</strong> solvent or other regulated substanceis discovered some 10 years in the future tohave been disposed <strong>of</strong> at a nonregulated facility,authorities will want to find out exactly whowas—or might have been—responsible and collectdamages. Any business owners which sent materialto the landfill will have to prove that the substancedid not come from their decommissioning projects.In other words, follow all the rules and choose theright landfill. Unlined construction and demolitionlandfills are not good choices.Good Corporate CitizenshipIf a company wants to leave a building, it is recommendedthat it be a “good and responsibleenvironmental citizen” in the interest <strong>of</strong> the environment,workers and the future site owner.One particularly good environmental citizen wasan electric and hybrid gas/electric battery researchand development facility in Michigan. The businessowner, who had been leasing the facility, asked afacility decommissioning contractor to collect andanalyze surface wipe samples from floors and raftersto ensure that the space was clean enough to turnover to the next occupant.Owners have several options to illustrate thisgood citizenship. If redevelopment and reuse arelikely, it is considered the right thing to do to conductPhase I and Phase II ESAs, even taking soilsamples to identify issues that might affect the property’sdesirability. The objective is to identify thepotential for contamination—any <strong>of</strong> which wouldeventually be discovered by potential buyers inassessments required for financial lending.Case Study: The Importance<strong>of</strong> Planning & CooperationIn the case <strong>of</strong> a major automotive componentsmanufacturer in the Midwest, a comprehensivedecommissioning plan developed with guidancefrom qualified consultants not only made a complicated,arduous shutdown process manageable, italso protected workers, nearby residents and theenvironment.Once the company decided to shutter its facility,it acknowledged that various SH&E hazardswould require attention. These issues includedunderground and aboveground storage tanks;asbestos-containing materials; asbestos manufacturingequipment; PCBs; ozone-depleting substances;refrigerants; lead; mercury; batteries; light bulbs;a wastewater treatment plant and its accompanyingsludge and chemicals; a powerhouse; a host <strong>of</strong> manufacturinglines; a spectrum <strong>of</strong> utility systems;and dozens <strong>of</strong> applicable local, state and federalregulations.Shutting the factory’s doors proved to be anythingbut simple. The process does, however, illustratewell the myriad SH&E implications <strong>of</strong> abuilding decommissioning in its common four phases:investigation, design, decontamination/demolitionand closeout.InvestigationDuring the investigation phase, assessing currentfacility conditions is vital in determining the mostcost-effective and efficient manner to exit the property.This investigation focuses primarily on theAreas to Evaluate•asbestos•PCBs•refrigerants•lead•mercury•batteries/lights•manufacturing processes•wastewater treatment plant•powerhouse•noise control•materials containing heavy metals•fugitive dust•erosion control•waste management•fire protection•notifications to regulatory agencies•emergency planning•site-specific safety and health planningwww.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 21
site’s environmental conditions and the impact theyhave on the required scope <strong>of</strong> work.For example, soil and groundwater remediationmay be required. The site disposition options mayinclude “cold/warm hold”; decontamination anddemolition to slab; complete decontamination anddemolition with site restoration; or no action based onthe findings <strong>of</strong> this phase (see “Shutdown Scenarios”sidebar below). Additionally, when considering thescope <strong>of</strong> the project, it is important to identify applicablelocal, state and federal regulations.To address the current environmental conditions,the organization could use an ESA (e.g., Phase I,Phase II); a building decommissioning assessment;an asbestos survey; a physical property assessment(e.g., capital equipment); and utility analysis (seeFinancial Options section on p. 21). These assessmentsallow the organization to understand theimpact <strong>of</strong> the current conditions and effectively conducta final site disposition analysis.In addition, the Sarbanes-Oxley Act requires publiclyowned companies to account for environmentalcleanup liabilities. These potential high costs mayhave a significant impact on the final site disposition(FASB, 2005).Shutdown ScenariosOnce all <strong>of</strong> the assessments, inventories and evaluations have beencompleted, various options may be recommended. They include thefollowing:•Cold hold. Essentially, this equates to shutting <strong>of</strong>f the lights andlocking the doors. Although it may be the easiest and least expensiveoption, it is seldom a legal option (especially in light <strong>of</strong> Sarbanes-Oxley). Any asbestos in the facility will deteriorate over time, makinga future cleanup likely. Fire protection systems are not operational, s<strong>of</strong>ire departments and insurance companies do not advocate this strategy.Because electricity is <strong>of</strong>f, no lighting is available, leaving fall hazards,open pits and structural hazards to pose grave risks to anyunauthorized occupant. Even with barriers around the facility, safetyhazards can remain. A company that takes the cold-hold option mustconsider whether it is doing all it can to protect people—authorizedto be in the facility or not—from hazards.•Warm hold. In this approach, a facility’s water and heat are minimallysupplied to keep pipes from bursting and to maintain fire protectionsystems.•Selective demolition/decommissioning. If this option is selected,interior walls are demolished, leaving just the facility shell and utilities.Process equipment is removed and hazards are eliminated.Barriers to the site are required or recommended, and a competentperson should walk the site periodically to satisfy insurance and fireprotection requirements.•Tear down to slab. This approach is just as its name implies. Itrequires consideration <strong>of</strong> major safety and health hazards, mostnotably for workers performing the deconstruction. Hazards are hardto identify until teardown begins. Separating materials, for example,can expose workers to even more potentially severe injuries than aconstruction project.•Removal <strong>of</strong> all components to soil level. Once the site is cleared,including any contaminated subsurface soil, the site is secured andleft until other plans call for its reuse.22 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.orgIn this case, this investigation helped the companyassess its best options, as well as the best optionsfor the environment and the community. The 47-acresite had nearly 1.2 million sq ft <strong>of</strong> building space,three different plants, a wastewater treatment plant,a wellfield, a powerhouse, an administrative buildingand a pedestrian/vehicle/utility tunnel connectingthe plants.At the time <strong>of</strong> the investigation, production includedstamping, resistance welding, machining, assemblyusing gluing and bonding, alkaline washing,oil-quench heat treating and chemical formulation.Previous production activity included copper/nickelpowdered metal part forming, known as sintering; oilrecycling; solvent degreasing; and several platingprocesses using zinc phosphate, zinc dichromate, tinand chrome, as well as lead-tin-copper triplating.Some volatile organic compounds had been detectedin the production wells from which the plant drewwater for potable and industrial use. A river flowingas close as 240 ft from the site received stormwaterfrom the site’s sewers.Using data from the investigation, costs were estmiatedfor engineering, environmental cleanup,removal <strong>of</strong> asbestos and hazardous materials, demolition,and utility cuts andcaps. Company managementand consultants also evaluatedassets that would not be sold ata site auction and estimated thevalue <strong>of</strong> recyclable materials.Based on the results, managementdecided to demolishtwo <strong>of</strong> the three plants—a total<strong>of</strong> 29 buildings constructedfrom 1906 to 1974, includingthe powerhouse and the wastewatertreatment plant.DesignOnce the scope <strong>of</strong> the projecthas been decided withinformation provided in thefinal site disposition analysis,the design phase begins. In thisphase, the organization planshow the work will be conducted.The planning results in jobspecifications that identify thefollowing:•proper cleanup standardsand methodologies;•local, state and federal sitespecificrequirements;•waste removal and disposalrequirements;•safety and health requirements.The enhanced planning andresearch conducted in thisphase will help minimize costsand risks related to SH&Eissues.
For the automotive components manufacturer,the design called for leveling all 29 structures to theslab. To do this, the company received a specialexemption from a city code that required the removal<strong>of</strong> all substructures. Because the potential for groundwatercontamination could not be determined withcertainty, the city permitted the slabs to remain sothat they could serve as a cap, protecting the aquiferfrom remedial groundwater contamination.Basements, trenches and sumps were to be filledto the level <strong>of</strong> the slabs, with special care taken not t<strong>of</strong>racture the floors or walls <strong>of</strong> pits or basements. Steelframe buildings would be removed as scrap, alongwith masonry block, wood structures, walls and allmachinery. All mechanical and electrical systemswould be removed as scrap as well, along with ductwork,lights, fans, pipes, conduits, guard posts, railingsand other materials. City water lines would becut and capped at four locations.Decontamination/DemolitionThe preliminary work conducted in the priorDecommissioning Standards & ResourcesStandards•ANSI/<strong>ASSE</strong> A10.6-1990 (R1998): <strong>Safety</strong> Requirementsfor Demolition Operations•ANSI/<strong>ASSE</strong> A10.8-2001: <strong>Safety</strong> Requirements forScaffolding•ANSI/<strong>ASSE</strong> A10.12-1998: <strong>Safety</strong> Requirements forExcavation•ANSI/<strong>ASSE</strong> A10.13-2001: <strong>Safety</strong> Requirements for SteelErection•ANSI/<strong>ASSE</strong> A10.18-2007: <strong>Safety</strong> Requirements forTemporary Floors, Holes, Wall Openings, Stairways andOther Unprotected Edges in Construction and DemolitionOperations•ANSI/<strong>ASSE</strong> A10.32-2004: Fall Protection Systems forConstruction and Demolition Operations•ANSI/<strong>ASSE</strong> A10.33-1998: <strong>Safety</strong> and Health ProgramRequirements for Multi-Employer Projects•ANSI/<strong>ASSE</strong> A10.44-2006: Control <strong>of</strong> Energy Sources(Lockout/Tagout) for Construction and DemolitionOperations•ANSI/<strong>ASSE</strong> A10.46-2007: Hearing Loss Prevention inConstruction and Demolition Workers•ASTM E1908-03: Standard Guide for Sample Selection <strong>of</strong>Debris Waste from a Building Renovation or Lead AbatementProject for Toxicity Characteristic Leaching ProcedureTesting for Leachable Lead•ASTM E2356-04e1: Standard Practice for ComprehensiveBuilding Asbestos Surveys•ASTM E2308-05: Standard Guide for Limited AsbestosScreens <strong>of</strong> Buildings•ASTM E1527-05: Standard Practice for EnvironmentalSite Assessments: Phase I Environmental Site AssessmentProcess•ASTM E1528-06: Standard Practice for LimitedEnvironmental Due Diligence: Transaction Screen Process•ASTM E1903-97(2002): Standard Guide for EnvironmentalSite Assessments: Phase II Environmental SiteAssessment Process•NFPA 241: Standard for Safeguarding Construction,Alteration and Demolition Operations (2004 ed.)Resources•Characterization <strong>of</strong> Building-Related Construction and DemolitionDebris in the United States. EPA. www.epa.gov/epaoswer/hazwaste/sqg/c&d-rpt.pdf.•U.S. publications for construction and demolition materials.EPA. www.epa.gov/epaoswer/non-hw/debris-new/pubs.htm.•Building Savings: Strategies for Waste Reduction <strong>of</strong> Constructionand Demolition Debris from Buildings. EPA. www.ilsr.org/recycling/buildingdebris.pdf.•Demolition Debris Resources. State <strong>of</strong> Washington.www.ecy.wa.gov/programs/hwtr/demodebris.•Minimizing Construction and Demolition Waste (4th ed.).Hawaii Department <strong>of</strong> Health. http://hawaii.gov/health/environmental/waste/sw/pdf/constdem.pdf.•Rethinking Debris: Construction and DemolitionIndustry Waste Reduction and Recycling Tips. WisconsinDepartment <strong>of</strong> Natural Resources. http://dnr.wi.gov/org/caer/cea/publications/pubs/section3/ie211.pdf.•Construction and Demolition Waste Recovery:Processing, Recycling, Burning and Transport. WisconsinDepartment <strong>of</strong> Natural Resources. http://dnr.wi.gov/air/compenf/asbestos/asbes6.htm.•Demolition Permits for Commercial and ResidentialStructures. King County (WA) Department <strong>of</strong> Developmentand Environmental Services. www.metrokc.gov/ddes/acrobat/cib/3.pdf.•Integrated Waste Management Disaster Plan, Chapter 9Building Demolition Program. California Integrated WasteManagement Board. www.ciwmb.ca.gov/Disaster/DisasterPlan/chp9.htm.•Green Construction and Demolition. Michigan Department<strong>of</strong> Environmental Quality. www.michigan.gov/documents/deq/deq-ess-p2-anlrptadd-greenconstruction_234796_7.pdf.•Decommissioning <strong>of</strong> Nuclear Facilities. U.S. NuclearRegulatory Commission. www.nrc.gov/about-nrc/regulatory/decommissioning.html.•29 CFR 1926 Subpart T, Demolition•Demolition Hazards and Possible Solutions. OSHA.www.osha.gov/SLTC/constructiondemolition/recognition.html.•Demolition. OSHA. www.osha.gov/doc/outreachtraining/htmlfiles/demolit.html.•Excerpts from Federal Policy Ideas for CommunityRevitalization. Northeast-Midwest Institute. www.nemw.org/BrownfieldChapterSurdna1Rpt072106.pdf.•Airing Out “Mothballed” Facilities. CFO.com. www.cfo.com/article.cfm/3325357/c_3214842?f=singlepage.www.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 23
took place in early July; asbestos remediation, environmentalcleanup and wastewater treatment plantcleanup took place from August to late October; andutilities were capped and cut as the demolition progressed.Demolition was completed by Nov. 1.CloseoutThe closeout phase ensures that the site will bemaintained according to all applicable requirementsand regulations. During this phase, it is prudent toalleviate potential risks as best as possible. Thus, it isimportant to determine site security needs, evaluateremaining structures and utilities, maintain the siteto predecommissioning standards and ensure properregulatory reporting. At the automotive componentsmanufacturer, these considerations were takendiligently, and postdemolition remedial site investigationsare ongoing.For the automotivecomponents manufacturer,the designcalled for levelingall 29 structures.phases allows the decontamination/demolitionphase to be set into action. Before work begins on thesite, the organization must review the contractors’safe operating procedures, environmental procedures,and safety and health procedures. These plansshould include noise, fugitive dust, erosion control,emergency response, safety and health, a projectwork plan, waste management and fire protection.The decontamination work exposes employeesand the environment to many safety and health risksand can result in adverse financial and legal issues,such as from the mishandling <strong>of</strong> wastes or impropercleanup methods. This phase requires the removaland disposal <strong>of</strong> regulated materials, and verificationthat all regulations for facility closure have been followed.Before demolition, the owner must inspect thesite and its buildings and verify that regulated materialsand essential physical assets have been removed.The demolition portion <strong>of</strong> this phase requires significantcoordination between entities to reduce therisk <strong>of</strong> injury to those on site. In addition to buildingdemolition, metals and other materials deemed tohave monetary value are recycled during this phase.At the end <strong>of</strong> the demolition phase, the site shouldbe what the organization envisioned during the initialplanning phase.During this phase, the owner or consultant mustconduct thorough due diligence <strong>of</strong> disposal costs.High resale values on reclaimed materials makedemolition a pr<strong>of</strong>itable business, and contractors bidcompetitively for jobs with high potential for recycling.However, a company might benefit from contractingseparately with a recycling contractorbecause a significantly higher bid can help <strong>of</strong>fsetcosts in other areas.For the automotive components manufacturer, thedemolition process went rapidly. The contract wasawarded in mid-May 2002; the equipment auction24 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.orgConclusionIf planned and executed with guidance fromqualified pr<strong>of</strong>essionals, in cooperation with localagencies, and according to the recommendations,regulations and best practices <strong>of</strong> OSHA, EPA, ANSI,ASTM and other organizations, the closure and/ordemolition <strong>of</strong> a facility or operation can be completedin a way that is safe for workers, the communityand the environment and that will allow the facilityowner to make the best possible choice for the future<strong>of</strong> the facility.Taking a less diligent approach can lead to direcircumstances. Consider the case <strong>of</strong> the defunct tiremanufacturer mentioned earlier. If fishermen hadnot seen the toxic PCB oil slick at the building’s outflow,the environmental and public health effectscould have been much worse than just the costlycleanup—an $8 million bill paid by taxpayers. Hadthe contamination been given time to spread, thewaterway and the river it fed into would still bebeing dredged, and the environmental impact couldhave been catastrophic.Catastrophe is almost always avoidable. With theproper considerations and adherence to applicableregulations, a facility decommissioning can be completedin a manner that is safe for both people andthe environment. ReferencesASTM. (2002). Standard guide for environmental site assessments:Phase II environmental site assessment process [E1903-97(2002)]. West Conshohocken, PA: Author.ASTM. (2005). Standard practice for environmental siteassessments: Phase I environmental site assessment process(E1527-05). West Conshohocken, PA: Author.Financial Accounting Standards Board (FASB). (2005).Accounting standards for conditional asset retirement obligations(FASB Interpretation No. 47). Norwalk, CT: Author.Kesling, J. & Johnson, D. (2006, May). Mothballed no more.Site Selection, 299-300.OhioEPA. (2004). Cessation <strong>of</strong> regulated operations programguidance document. Columbus, OH: Author. Retrieved July 10,2007, from http://www.epa.state.oh.us/dhwm/cro/CRO_Manual.pdf.State <strong>of</strong> Ohio. (2001). Ohio Administrative Code: Cessation <strong>of</strong>Regulated Operations Program (Chapter 3745-352). Columbus,OH: Author.
Program DevelopmentProgram DevelopmentErgonomicsImproving safety in the laboratory environmentBy Peggy E. RossLLABORATORIES ARE PART <strong>of</strong> many industries,including manufacturing, healthcare, metallurgy,pharmaceutical, biotechnology, petroleum and fuel,and cosmetics. Critical research—such as stem-cell,enzyme, fuel alternative and medical—is performedin laboratories. Laboratory jobs are varied and mayinclude the use <strong>of</strong> microscopes, fume hoods, chemicals,pipettes, flasks, glove boxes, automated analyzers,compressed gases, computers and similarequipment. Such an environment presents uniqueergonomic hazards.Ergonomics in the WorkplaceErgonomics—also called human factors engineering—dealswith the fit between the worker andthe job. “The approach <strong>of</strong> human factors is the systematicapplication <strong>of</strong> relevant information abouthuman capabilities, limitations, characteristics,behavior and motivation to the design <strong>of</strong> things, andthe procedures people use and the environment inwhich they use them” (Sanders & McCormick, 1993,p. 5). However, workstations have <strong>of</strong>ten been designedwithout consideration <strong>of</strong> human factors.Improper fit between the worker and the job maycause cumulative trauma disorders (CTDs)—whichare also known as repetitive stress injuries, workrelatedmusculoskeletal disorders (MSDs) and overusedisorders (Kroemer, Kroemer & Kroemer-Elbert,2001, p. 384). CTDs can affect various parts <strong>of</strong> thebody, including the back, neck, shoulders, elbows,hands, wrists and knees (Putz-Anderson, 1988).Onset generally is gradual in nature and results fromrepeated microtrauma to internal structures: muscles,tendons, ligaments, nerves, bones and cartilage(Ramos Vieira & Kumar, 2004, p. 153).Poor ergonomic conditions may also “serve as acontributor or exacerbator <strong>of</strong> an existing health problemor physical limitation” (Putz-Anderson, 1988,p. 4). If a worker has an underlying medical condition,such as a prior fracture, diabetes or circulatory problems,s/he is at greater risk <strong>of</strong> encountering pain orinjury. An individual also may participate in nonworkactivities that contribute to the disorder.When considering an injured worker’s eligibilityfor workers’ compensation, many states consider“aggravation <strong>of</strong>” tantamount to a causal connection.This means that if a job includes ergonomic stressors,the workers’ compensation system may coversuch an injury as work-related.Therefore, employers can benefit from incorporatingergonomic solutions. These benefits includethe following:•preventing or reducing the severity <strong>of</strong> injury orillness;•reducing absenteeism and associated costs;•increasing efficiency, productivity and quality;•promoting comfort and well-being, whichimproves morale.Ergonomic StressorsThe first step in integrating ergonomic considerationsinto the lab environment is to recognize hazardsthat stress the body and are associated with ergonomic-relatedinjuries. Major ergonomic hazards includerepetitive movement, excessive dynamic force (e.g.,lifting, pushing, pulling that leads to overexertion);prolonged static force or posture; awkward posture;vibration; direct pressure/contact forces; and exposureto cold (Kroemer, et al., 2001, p. 391).Several key principles are important when assessingthe level <strong>of</strong> risk associated with ergonomic hazards.The potential risk <strong>of</strong> injury is influenced by theduration <strong>of</strong> exposure, force and magnitude <strong>of</strong> thehazard. Risk level is important for prioritizingergonomic intervention activities. As part <strong>of</strong> theergonomic risk assessment, the level <strong>of</strong> physicalexertion should also be assessed. “Studies haveshown that posture, range <strong>of</strong> motion, force, repetitionand time all must be considered in order to categorizethe level <strong>of</strong> physical exertion” (Ramos Vieira& Kumar, 2004, p. 143, 144).In addition, when force exceeds one-third <strong>of</strong> aworker’s overall static forcecapability, overexertion leadsto an increase in the risk <strong>of</strong>injury (Kroemer, et al., p. 391).Further, as force increases,potential injury may be moresevere in nature.Risk also elevates as thenumber <strong>of</strong> ergonomic stressorsincreases. For example, in thelab environment, a full 5-gallonliquid waste bottle wouldweigh more than 42 lb. Bottles<strong>of</strong>ten are stored on the floor.Changing a bottle exposes aworker to lifting force, com-Abstract: Thelaboratory environmentpresents uniqueergonomic hazards.Understanding thetype <strong>of</strong> hazardscommon in a lab canencourage correctiveand preventivesolutions. This articlereviews generalergonomic principlesand explains how thisknowledge is appliedto the laboratoryenvironment.Peggy E. Ross, B.S., RN, COHN-S/CM/SM,COHC, CSP, has worked in the occupationalsafety and health field for 20 years. Following7 years in occupational health, she became adivision safety and health manager in themetals industry supporting 11 facilities. Rossjoined Baxter as a regional SH&E manager in2002. Her current focus is on integration <strong>of</strong> asustainable approach to ergonomics at Baxterfacilities and high-risk case management. Rossis pursuing a graduate degree in safety andhealth at Columbia Southern University. Shewas recently elected to the Board <strong>of</strong> Directorsfor the <strong>American</strong> Board for OccupationalHealth Nurses.www.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 25
Microscope workrequires forwardpostures <strong>of</strong> the headand arms. Viewingthrough a microscopefor prolongedperiods <strong>of</strong> time canfatigue the neckand shoulders.Headaches and eyefatigue are commonas well.bined with the awkward posture necessary to liftfrom floor level.Posture is another important consideration whenevaluating the ergonomic stressors and determiningthe level <strong>of</strong> risk. A minor deviation from normal posturemay not produce complaints, but an extremedeviation that is maintained for a prolonged timewould contribute to greater risk. Physical complaintsassociated with “inadequate working postures andoverloading are more likely to appear among thosewho are exposed to harmful postures for longer periods<strong>of</strong> time” (Ramos Vieira & Kumar, 2004, p. 154).Prolonged static posture is <strong>of</strong> concern because“during static effort the blood vessels are compressedby internal pressure on the muscle tissue, so thatblood no longer flows to the muscle” (Grandjean,1988, p. 7). In addition, poor overall body posture(e.g., slumping) contributes to ergonomic-relatedcomplaints. Risk increases further when force associatedwith lifting or carrying weight is combined withpoor body-segment posture. Repetitive motionsusing the same muscle groups (especially when combinedwith force) also heighten overall risk.Therefore, it is important to identify all ergonomicstressors that influence risk for a particular job. Forexample, lab employees may use a pinch grip (requiringforce between the thumb and index finger) to holda test tube against a vibratory mixer (vibration) forprolonged periods (static posture). To complicate matters,the shoulder may be elevated and the arm maybe held out from the shoulder with the elbow wingedout and wrist positioned in an awkward posture(ulnar deviation). In this case, after observing the taskand identifying the ergonomic stressors, the evaluatorshould ask whether the worker has any physical complaintswhen performing the task.Ergonomic Considerationsin the LaboratoryNeck PostureWorkstation design in the laboratory <strong>of</strong>ten leadsto awkward neck posture. For example, a worker26 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.orgmay be required to tilt his/her head forward toadapt to the work environment (Ramos Vieira &Kumar, 2004, p. 153). This is common when standingand looking down at an electrophoresis test, serologytest, petri dish, computer monitor or paperwork.Neck flexion (forward head tilt) requires the smallmuscles <strong>of</strong> the neck to hold the weight <strong>of</strong> the head,linking this posture with musculoskeletal symptoms<strong>of</strong> the neck and trapezius region. If this posture isobserved, one should determine the duration <strong>of</strong> thestatic flexion <strong>of</strong> the neck. If the posture is brief, itmay not be an issue; if exposure is prolonged, considerrepositioning the work or the worker.Standing PostureA worker’s overall back posture while standingshould also be assessed. Standing posture is commonin a lab because it enables a worker to cover alarge work area. This is actually ideal from anergonomics standpoint because movement is beneficial—musclesact as a blood pump when walking,promoting good circulation throughout the body(Grandjean, 1988, p. 7). Movement is so beneficialthat “standing in place should be imposed only for alimited period” (Kroemer, et al., 2001, p. 347).Work should be positioned at approximatelyelbow height. “Visual displays, including instruments,counters, dials and signals should be placedin front <strong>of</strong> the body and below eye level so that theline <strong>of</strong> sight (which aligns the eyes with the visualtarget) is declined 10° to 40° below the horizontallevel” (Plog, Niland & Quinlan, 1996, p. 377).If visual displays or laboratory charts (such asthose on equipment) are placed too high, the bodywill adjust to see better. Prolonged neck extension orneck flexion leads to postural fatigue and pain(Anshel, 1998, p. 42, 43). Posture should be evaluatedfor routine and nonroutine activities. Assess force(e.g., lifting) and duration requirements for awkwardpostures as well. Ensure that items used arewithin easy reach to prevent bending at the waist forprolonged periods. Many postural issues associatedwith a lab may be resolved with basic workstationadjustments.Sitting PostureLaboratory seating can present challenges associatedwith achieving optimum table and desk height.Chairs should be adjustable and should providelumbar support. Seat pans should have a waterfallfront and “be short enough that the front edge doesnot press into the sensitive tissues near the knee”(Kroemer, et al., 2001, p. 433).It is also important to provide clearance for theworker’s knees and thighs (Kroemer, et al., 2001,p. 348). The author has observed workers sitting inlaboratories twisted to the side or with both legsinside an open chemical cabinet door because therewas no room for their knees and thighs. A twistedbody posture is considered ergonomically unsuitable(Kroemer, et al., p. 346). Furthermore, placement<strong>of</strong> legs and feet inside a cabinet that containschemicals presents additional safety issues.
If the feet do not rest comfortably on the floor—asis <strong>of</strong>ten the case with high chairs found in laboratories—afootrest that promotes thigh position horizontalto the floor should be provided (Kroemer, et al.,2001, p. 433). In addition, chairs should have five castersfor stability and the wheels should have a coefficient<strong>of</strong> friction suitable for the floor composition.Chemical HandlingFlasks and beakers are <strong>of</strong>ten stored over, behindor under a workbench. Large waste containers maybe located at floor level. As a result, a worker mayhave to overreach, bend or stoop when handlingchemicals. Several solutions can ease these concerns.For example, evaluate container size and weight,and toxicity <strong>of</strong> contents when selecting chemicalstorage containers. If postures are awkward becauselarge bottles <strong>of</strong> chemicals are stored overhead, movethem to a lower shelf that is below shoulder height.Store only empty glassware and solid chemicalsoverhead. Use lower shelves for heavy, toxic or infrequentlyused items. Avoid storing frequently used orheavy items below knee height. Consider providinga stool for items placed high above. If possible, placewaste containers on a wheeled cart that can bepushed to the waste area.MicroscopesMicroscope work requires forward postures <strong>of</strong> thehead and arms. Viewing through a microscope forprolonged periods can fatigue the neck and shoulders.Headaches and eye fatigue are common as well.To provide relief, consider tilting the microscope toreduce neck flexion. A headrest attached to the microscopeprovides support for the neck and head, whilearmrests provide support for the forearms. Additionally,some microscopes feature extending eyepieces,adjustable binocular tubes and adjustable basesthat improve posture (Humantech Inc., 1996, p. 48, 49).Teaching employees to take a brief break and look upand away for 20 seconds every 20 minutes may reducediscomfort as well (J. Anshel, personal communication,April 19, 2007). Postural stretching exercises forthe neck and upper back also may be beneficial.pipette for extended periods report difficulties concerningthe muscle force/tension requirements <strong>of</strong> thethumb during plunger operation and tip ejection.Wrist and hand postures are <strong>of</strong>ten awkward with traditionalplunger pipettes as well. In addition, staticthumb muscle load is elevated further when the taskrequires precision (Asundi, et al., 2005).Various modified ergonomic pipettes have beendesigned. Lu and Sudhakaran (2005) reported thatpostural stresses associated with pipette use “includeawkward and static shoulder elevation, forearm rotation,elbow flexion and wrist deviation.” Theyconcluded that “theredesigned, low-forcepipette showed a significantreduction in themost important MSDrisk factors for pipetting,as compared totwo other traditionalaxial-design pipettes”(Lu & Sudhakaran).This author providedthe low-force pipette totwo symptomatic laboratoryworkers in 2006.Lab workers commonlyuse pipettesto measure liquids.When pipetting, aworker’s shouldersare raised, elbowsgenerally wing outand forearms rotate,and wrists, handsand thumbs are<strong>of</strong>ten held in awkwardpostures.PipettesLab workers commonly use pipettes to measureliquids. When pipetting, a worker’s shoulders areraised, elbows generally wing out and forearmsrotate, and wrists, hands and thumbs are <strong>of</strong>ten heldin awkward postures. Some research has found that“work involving pipetting is associated with elevatedrates <strong>of</strong> MSDs <strong>of</strong> the hand and wrist” (Asundi,Bach & Rempel, 2005, p. 67).A joint Duke University/NIOSH study reportedthat “the relationship between pipetting and MSDdevelopment remains largely unknown” (Lu &Sudhakaran, 2005). A survey <strong>of</strong> pipette users performingcontinuous pipetting for more than 60 minutesfound that 90% <strong>of</strong> the users reported handcomplaints (David & Buckle, 1997).So, although causal connection between CTDsand pipette use is under debate, lab workers whowww.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 27
Selecting an ErgonomicsRisk Assessment ToolBy David BrodieWhen assessing ergonomic stressors, the use <strong>of</strong> quantitative or semiquantitative evaluationtools provides the evaluator with numeric output with which s/he may evaluatethe risk for the development <strong>of</strong> MSDs for a given job. This output may also allow theevaluator to compare relative risk <strong>of</strong> multiple jobs or tasks, thereby identifying jobs ortasks that pose the greatest risk. This may help set priorities for ergonomics efforts.These tools may also provide the evaluator or designer with recommended limits to thestressors present in a job, task or job design. These limits may be used to help reduce therisk to safe levels. Furthermore, the results may be used to compare the same job or taskbefore and after an intervention is implemented.Given the large number <strong>of</strong> ergonomics risk assessment tools available in books, peerreviewedliterature and from various other sources, one should consider these three recommendationswhen selecting a tool.1) Read original articles and/or documentation to understand the design, use andintent <strong>of</strong> the ergonomics tool.One common error is using the tool incorrectly and for the wrong purpose. When anergonomics tool is developed, it is <strong>of</strong>ten for a specific purpose, such as evaluating a specifictype <strong>of</strong> activity (e.g., lifting, posture, hand activity) or a specific work environment. Thevalidity <strong>of</strong> the tool may be compromised if used outside <strong>of</strong> these conditions, so it is importantto know these boundaries.One challenge is that there is insufficient information to determine the exact way inwhich the tool should be implemented. Also, it is <strong>of</strong>ten impossible to determine what to dowhen attempting to apply the tool in suboptimal conditions (what do you do when a novelsituation develops?). Furthermore, the peer-reviewed articles on a given tool <strong>of</strong>ten focus primarilyon the theory and design <strong>of</strong> the tool, not its practical application. This leads to thesecond recommendation.2) Establish assumptions and decision criteria for the tool.To consistently and effectively apply an ergonomics tool, it is important to interpret thedesign and approach <strong>of</strong> the tool and develop appropriate strategies to implement it consistentlyand accurately. Once the tool’s boundaries are understood, it is necessary to developdecision criteria to ensure that the tool is always used within these boundaries—and thatusers <strong>of</strong> the tool will achieve consistent outcomes (i.e., reliability).If a tool is used consistently, then the output <strong>of</strong> the tool can be used to measure such conditionsas baseline exposure, differences in exposure and changes in exposure. With thislevel <strong>of</strong> consistency, it is unnecessary to have a tool that has external validity (i.e., correlationwith injury causation). Instead, the tool simply provides a means <strong>of</strong> accurately measuringchanges in exposure, which is <strong>of</strong> value in itself. If the tool has been validated throughresearch such that it has external validity, then the value <strong>of</strong> the measures is even greater.3) Provide sufficient time for training and practice.One critical factor in achieving accurate, consistent output from an ergonomics riskassessment tool is practice. Once an individual is trained on the tool’s design and boundaries,and on the process and decision criteria for its implementation, then it is necessary topractice, practice and practice again.An analyst should be able to explain the theory <strong>of</strong> a tool, discuss the measures and methodsthat are used to apply the tool, describe its output and interpret that output beforeapplying it in real-world situations. This does not mean that a person cannot use a toolwithout this absolute level <strong>of</strong> knowledge; instead, this means that a person should practiceand learn about the tool in a work setting, but refrain from using the outputs until positivethat the process used is accurate. In this interim stage, it is helpful to discuss the implementation<strong>of</strong> the tool with a mentor or long-time user. Ergonomics community e-mail lists areone way to contact experienced ergonomists. In addition, the Board <strong>of</strong> Certification inPr<strong>of</strong>essional Ergonomics’ website (www.bcpe.org) provides a listing <strong>of</strong> pr<strong>of</strong>essional ergonomistswho may be willing to provide mentorship in this process.David M. Brodie, M.S., CPE, is director <strong>of</strong> ergonomics services for Atlas Ergonomics LLC in Raleigh, NC. Heis a member <strong>of</strong> <strong>ASSE</strong>’s North Carolina Chapter, the Industrial Hygiene, Healthcare and Transportation practicespecialties and the Ergonomics Branch. This article is adapted from his presentation at <strong>ASSE</strong>’s <strong>Safety</strong> <strong>2008</strong>.28 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.orgAll symptoms were resolvedwithin 2 weeks and have not, todate, recurred.Clearly, ergonomic implicationsshould be consideredwhen purchasing pipettes.Obtain sample pipettes andhave workers conduct a comfortand accuracy trial beforemaking a final purchasingdecision. Then, periodicallyrevisit the literature to learnabout innovative new designs.Glassware: Flasks,Beakers & Test TubesWhen deciding what type <strong>of</strong>flasks and beakers to use orpurchase, first consider thecontainer’s liquid contents. Forexample, plastic beakers weighless than glass but wouldbe inappropriate for acids.Grasping a traditional beakerrequires force between thethumb and palm/fingertips.Because the hand is open, forceis required for grasping, combinedwith forearm rotation toa palm-down position, associatedwith pouring. A singlehandlebeaker would allow fora preferred power grasp.NIOSH recommends a handlediameter <strong>of</strong> 1.25 to 2 in. forpower tasks (NIOSH &Cal/OSHA, 2004, p. 5). Whileforearm rotation would still benecessary for pouring, forcerequirements would be reducedthanks to improved coupling(grip). For large volumeand/or frequently handled liquids,dispensers with a spigothelp eliminate awkward pouringpostures.When evaluating ergonomicimplications for glassware inthe laboratory, consider testtube handling. Again, the frequencyand type <strong>of</strong> use isimportant. For frequent use,a pump-activated, definitivemeasuredispenser can reduceawkward wrist postures andforearm rotation associatedwith filling test tubes. Squeezebottles may be used for sometasks (Humantech Inc., 2000,pp. 3-12). Automated loadersdecrease the frequency andduration <strong>of</strong> manually handlingindividual tubes, thereby elim-
inating ergonomic risk. In addition, automatedwashers may help decrease the awkward motionsinvolved in manually cleaning laboratory equipmentwith a brush and with rotating the forearm toplace the tubes on a drying rack.Fume HoodsFume hood use <strong>of</strong>ten presents several ergonomichazards. First, the worker must be positioned asclose to the work as possible to eliminate unnecessaryreaching. Providing sufficient toe space underthe cabinet allows the employee to get closer to thework without bending forward. Often, a worker willreach under a glass door to measure, reach up toplace a pipette into a chemical jug or perform otherwork activities. Once it is determined that the hoodprovides sufficient air velocity, move the work asclose to the worker as is safely possible.Another concern is the placement <strong>of</strong> test tuberacks, chemicals and equipment within the fumehood. “Work objects should be located close to thefront edge <strong>of</strong> the work surface so that the workerdoes not have to bend over and lean across the surfaceto grasp items” (Plog, et al., 1996, p. 377). “Whenpossible, choose fume hoods that have full horizontalopening capabilities so the researcher does nothave to twist, bend and reach into them. If largedepths are not necessary, vertical-opening hoodfaces are adequate” (Humantech Inc., 1996, p. 50).Angled glass surfaces promote improved visualizationinside the hood as well (Humantech Inc.).Another common complaint among lab workersinvolves raising and lowering the fume hood doors.Preventive maintenance and lubricating tracks helpsreduce associated force requirements. Poweredassists can also help reduce the force requirementsfor opening heavy hood doors.Isolators/GloveboxesIsolators and gloveboxes present their own particularergonomic hazards. According to Dean Roderique,CSP, CIH, corporate director <strong>of</strong> industrialhygiene at Baxter International Inc., the mainergonomic challenge arises from the design <strong>of</strong> gloveboxesand isolators, which are intended to “fit the ventilation,not the people” (D. Roderique, personalcommunication, April 26, 2007). Postural issues areprevalent since workers must reach into a slot thatmay be too high or too low for them. While some unitsmay feature levelers, adjustability is limited. Addingsteps and ladders presents additional safety hazards.Another major ergonomic challenge involvesgloves and coupling. Heavy-duty gloves are providedwith the unit because <strong>of</strong> the chemicals being handled.The worker must double-glove (for self-protection).S/he puts on gloves, then inserts his/her hands intothe second pair <strong>of</strong> gloves attached to the unit. This createsa poor coupling issue due in part to wearing twopairs <strong>of</strong> gloves; it gets worse because most gloveboxesare fitted with extra-large gloves, even though manylab workers do not have extra-large hands. Roderiquerecommends glove size 6 to 8 rather than the morecommon 10 to 12.When coupling is poor, force requirementsincrease for tasks such as removing the cap from abottle. Additionally, consider placing chemicals andobjects at optimal reach distances to reduce shoulderand arm fatigue. Keep work as close to the worker aspossible. Tools or slides with handles may help theemployee bring items within easier working range.“Reduce reach distance and wrist undulations”(Roderique). Evaluate the size and weight <strong>of</strong> containersand consider easy-open containers. Lightingalso should be evaluated, and providing an angle tothe glass may help as well. Finally, assess the worker’sfoot positioning to ensure that s/he has a stablebase that allows feet to be positioned shoulderwidthapart. Floor mats may be beneficial when aworker stands at a glovebox for extended periods. Ifpossible, consider ergonomics in the design phaseand engineer controls to promote adjustability.MixersTest tubes are typically held against vortex mixersusing a pinch grip. This task poses several ergonomichazards including vibration (which exceeds9 m/s 2 ), repetition, awkward postures and highforce requirements necessary for activation (G.LaPorte, BureauVeritas, senior manager, ergonomics,personal communication, April 12, 2007). This isimportant because <strong>American</strong> Conference <strong>of</strong> GovernmentalIndustrial Hygienists recommends limitingexposure greater than 8 m/s 2 and up to 12 m/s 2 toless than 1 hour (Janicak, 2004, p. 37). Because vibrationis combined with other ergonomic stressors(force and awkward posture), the potential forergonomic injury increases.Therefore, it is important to consider the frequencyand duration <strong>of</strong> mixer use. If frequency and durationare brief, vibration and force requirements foruse <strong>of</strong> the mixer would be less critical. If work use isextended, the implications are apparent. LaPorteadvises consideration <strong>of</strong> ergonomics when reviewingequipment specifications and selecting mixers.However, since purchasing staff may lack ergonomicknowledge, comparative trials can help facilitateemployee satisfaction (LaPorte).Automated AnalyzersAutomated analyzers have progressed dramaticallyin recent years. Manual sample feeding largely hasbeen replaced with automated feed mechanisms,which has improved ergonomic conditions. Still, calibrationand equipment maintenance <strong>of</strong>ten are conductedat heights below waist level or behindequipment in tight quarters, which necessitates awkwardpostures. Equipment designers should considernonroutine activities, such as maintenance and calibration,in the design process. In addition, purchasersshould compare equipment and consider all aspects <strong>of</strong>equipment operation, both routine and nonroutine.Hot Water BathsReaching into a hot water bath to insert or retrievesamples <strong>of</strong>ten requires elevated shoulders and awkwardwrist postures. Evaluate the height <strong>of</strong> the work-www.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 29
The first stepin integratingergonomicconsiderations intothe lab environmentis to recognizehazards that stressthe body andare associatedwith ergonomicrelatedinjuries.30 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.orger’s shoulders when using thebath. Baths may be appropriatelyplaced on a lower shelf toreduce shoulder stress. To reduceawkward wrist posture, considerbaskets with handles or curvedergonomic tools that reduceulnar deviation <strong>of</strong> the wrist.LiftingLifting hazards in the laboratoryinclude moving compressedgas cylinders; movingequipment; removing largebottles <strong>of</strong> chemicals from cabinetsor shelves; changing wastecontainers; and receiving newsamples or equipment. Thus,each laboratory should beassessed for lifting hazards. Ifgas cylinders are moved manually,consider placing them on awheeled cart. Based on the frequency and weight <strong>of</strong>lifts, consider whether mechanical lifting devices areappropriate. When manual lifting is required, ensurethat workers are trained in proper lifting techniquesand reinforce these behaviors. Identify couplingissues from lifting while wearing poor-fitting gloves.If this is an issue, identify chemically compatiblegloves that fit properly and facilitate a good grip.ComputersComputers are common in labs. Keyboardsshould be placed so the worker’s elbows are atapproximately a 90º angle. Monitors should beplaced directly in front <strong>of</strong> the worker with the top <strong>of</strong>the monitor just below eye level to promote neutralneck posture. Avoid placing the computer in a positionwhere glare from the window reflects on themonitor screen or in the worker’s eyes (Anshel,2006, p. 21). The mouse should also be within easyreach. If computer use is <strong>of</strong> short duration, standingposture is acceptable. A floor mat can promote comfortand reduce fatigue. For prolonged use, a sittingworkstation is recommended.Avoiding Ergonomic Injury in the LabImplementing a solid ergonomic program in thelab requires time, resources and management commitment.This commitment will strengthen the lab’s safetyculture—employees will recognize the importance<strong>of</strong> their well-being to management and the business.Involve employees in the hazard recognitionprocess. Identify priority actions based on potentialrisk <strong>of</strong> injury, worker complaints and the potentialseverity <strong>of</strong> injury. Review OSHA logs and first-aidreports to assess trends in worker complaints. Encourageearly symptom reporting and provideprompt medical management as well as ergonomicintervention when required.Another positive step is the development <strong>of</strong> awritten ergonomic program that defines scope andresponsibility. A written action plan that establishestimelines and assigns responsibility for each projectis also important. When making decisions anddeveloping the action plan, evaluate options, prioritizeand select the best corrective or preventiveaction for the individual laboratory operation.ConclusionLaboratory ergonomics is based on the samehuman factors/ergonomic principles found in anywork environment. A detailed search for data onergonomic-related injuries associated with the laboratoryenvironment yielded no results. Researchassociated with laboratory ergonomics was limitedto the NIOSH/Duke University pipette study.In the author’s experience, symptoms have beenreduced or abated when the ergonomic risk reductionstrategies described in this article have beenimplemented. Understanding the concepts <strong>of</strong> generalergonomics and how they translate to the lab environmentprovides the foundation for a solidergonomic program. A strong ergonomic programwill protect lab workers and benefit the company.This area also presents an opportunity for furtherresearch to validate control methods specific to thelaboratory environment. ReferencesAnshel, J.R. (1998). Visual ergonomics in the workplace. Bristol,PA: Taylor & Francis.Anshel, J.R. (2006, Aug.). Visual ergonomics in the workplace:Improving eyecare and vision can enhance productivity. Pr<strong>of</strong>essional<strong>Safety</strong>, 51(8), 20-25.Asundi, K.R., Bach, J.M. & Rempel, D.M. (2005, Spring).Thumb force and muscle loads are influenced by the design <strong>of</strong> amechanical pipette and by pipetting tasks. Human Factors, 47(1),67-76.David, G. & Buckle, P. (1997). A questionnaire survey <strong>of</strong> theergonomic problems associated with pipettes and their usagewith specific reference to work-related upper limb disorders.Applied Ergonomics, 28, 257-262.Grandjean, E. (1988). Fitting the task to the man (4th ed.). NewYork: Taylor & Francis.Humantech Inc. (1996). Laboratory ergonomics manual. AnnArbor, MI: Author.Humantech Inc. (2000). Applied ergonomics laboratory workbook.Ann Arbor, MI: AuthorJanicak, C.A. (2004, Jan.). Preventing HAVS in the workplace:Identifying workplace risk on hand-arm vibration syndrome.Pr<strong>of</strong>essional <strong>Safety</strong>, 49(1), 35-40.Kroemer, K.H., Kroemer, H.B. & Kroemer-Elbert, K.E. (2001).Ergonomics: How to design for ease and efficiency (2nd ed.). UpperSaddle River, NJ: Prentice Hall.Lu, M.L. & Sudhakaran, S. (2005, March 25). Evaluation <strong>of</strong>the effectiveness <strong>of</strong> a redesigned pipette for reducing the risk factorsfor musculoskeletal disorders. Applied Ergonomics: 2005Ergonomics Conference Presentation. Retrieved April 26, 2007, fromhttp://www.appliedergo.org/casestudies/2005/pr<strong>of</strong>179.asp.NIOSH & Cal/OSHA. (2004). Easy ergonomics: A guide to selectingnonpowered hand tools (NIOSH Publication No. 2004-164). Washington,DC: U.S. Department <strong>of</strong> Health and Human Services,Centers for Disease Control and Prevention, Author.Plog, B.A., Niland, J. & Quinlan, P. (1996). Fundamentals <strong>of</strong>industrial hygiene (4th ed.). Itasca, IL: National <strong>Safety</strong> Council.Putz-Anderson, V. (1988). Cumulative trauma disorders: A manualfor musculoskeletal diseases <strong>of</strong> the upper limbs. Tampa, FL:Informa Healthcare.Ramos Vieira, E. & Kumar, S. (2004, June). Working postures:A literature review. Journal <strong>of</strong> Occupational Rehabilitation, 14(2), 143-159.Sanders, M.S. & McCormick, E.J. (1993). Human factors inengineering and design (7th ed.). New York: McGraw-Hill.
Occupational HazardsOccupational HazardsHeat StressImproving safety in the Arabian Gulf oil and gas industryBy Oliver F. McDonald, Nigel J. Shanks and Laurent FraguWWITH INCREASED OILAND GAS DEVELOPMENTin very hot areas <strong>of</strong> the world, heat-related disordersand heat stress prevention require practical proceduresto protect workers. The situation is so criticalthat the State <strong>of</strong> Qatar has banned midday workinghours for certain employees during the hottest times<strong>of</strong> the year. The program described in this article wasused to index the severity <strong>of</strong> work situations and providesimple heat-stress-preventive work practices to avery large population <strong>of</strong> workers. The result was areduction <strong>of</strong> heat-stress-related medical treatmentsfrom 0.164 incidents/200,000 workhours to 0.012within 3 years.The Call for CoolDespite exposure to a wide range <strong>of</strong> environmentaltemperatures, the human body maintains a coretemperature <strong>of</strong> 98.6 °F (37 °C) with a narrow range<strong>of</strong> normal variation. Those who work under severeenvironmental conditions may suffer from seriousphysical injury due to the effects <strong>of</strong> extreme elevationor depression <strong>of</strong> body temperature. Hyperthermia, inparticular, has been associated with occupationaldeaths (Sherman, Copes & Stewart, 1989). Extremes<strong>of</strong> environmental temperature may be constant andpredictable, such as in a foundry or undergroundmine, or can vary with the time <strong>of</strong> year in outdooroccupations, such as farming or construction.Heat stress disorders span a spectrum fromminor heat illness to heat exhaustion and heat stroke(Hubbard, 1990). Heat stroke is a medical emergencythat results from complete loss <strong>of</strong> thermoregulatorycontrol. As the ambient temperature climbs higherthan 95 °F (35 °C), virtually all heat loss is accomplishedby sweating. As the ambient relative humidityexceeds 75%, the rate <strong>of</strong> evaporation decreasesdrastically and sweating becomes an ineffectivemeans <strong>of</strong> dissipating heat (Urbano-Brown, Prouix &Schwartz, 1999). Without effective heat dissipation,body temperature rises, potentially leading to heatrelateddisorders. Organ damage becomes evidentas tissue temperatures approach 107 °F (41.7 °C)(Harnett, Pruitt & Sias, 1983). Heat, humidity andlack <strong>of</strong> air movement are all conducive to heat stress.Preexisting dehydration has serious deleteriouseffects and limits the potential cardiovascularresponse to the increased circulatory demands <strong>of</strong>heat stress (Hubbard, 1990; Gisolfi & Wenger, 1984).Water loss as a result <strong>of</strong> dehydration in hot workingenvironments is an issue that needs to be addressedsince it is associated with the development <strong>of</strong> bothheat exhaustion and heat stroke (Knochel, 1974).The ConditionsTo effectively provide heat stress protection forworkers, supervisors need a real-time heat conditionmonitoring system. The heat index was chosen assuch a direct reading indicator <strong>of</strong> thermal comfort; it isbased on measurements <strong>of</strong> dry bulb air temperatureand relative humidity as used by the U.S. NationalOceanic and Atmospheric Administration (NOAA).Other parameters examined include the globe temperature,the wet bulb temperature, wind speed anddirection. The data presented in this article were gatheredat a liquefied natural gas (LNG) facility in Qatar.While the heat index or apparent temperature(Steadman, 1979) is a first-order indicator <strong>of</strong> thermalcomfort, it does not include the effect <strong>of</strong> convectiveor radiant heat exchange and does not consider themetabolic heat generation rate, air velocity, clothingor the nature <strong>of</strong> work (Bingham, Cohrssen & Powell,2001). Any <strong>of</strong> these factors can significantly alter theconditions for the worker. For example, clothingalters the rate <strong>of</strong> heat exchange between the skin andambient air (Ramsey & Bernard, 2000).The heat index can be obtained by directly measuringthe dry bulb temperature and the relativehumidity (using a natural wet bulb thermometer)and reading the corresponding heat index from achart like that shown in Figure 1 (p. 32), which wasadapted from NOAA’s existing heat index chart.Alternatively, heat stress monitors placed in fullshade in the workplace provided a direct reading <strong>of</strong>the heat index.Abstract: As oil andgas developmentincreases in theMiddle East, heatrelateddisorders andheat stress preventionare key concerns. Thisarticle examines theresults <strong>of</strong> the heatstress prevention programimplementedby one company inQatar. The programproved to reduceheat stress injuries bymore than a factor<strong>of</strong> 10 over 3 years.Oliver F. McDonald, CSP, CIH, is an industrial hygienist with RasGas Co. Ltd. inQatar. He previously was an industrial hygiene supervisor with Dow Chemical inFreeport, TX, and a consultant with URS Corp. He is a pr<strong>of</strong>essional internationalmember <strong>of</strong> <strong>ASSE</strong>.Nigel J. Shanks, M.D., Ph.D., M.B.A., is chief medical <strong>of</strong>ficer with RasGas Co.Ltd. Prior to this, he was chair <strong>of</strong> the accident and emergency department withthe Ministry <strong>of</strong> Health in United Arab Emirates. Shanks is a member <strong>of</strong> the<strong>American</strong> College <strong>of</strong> Occupational and Environmental Medicine.Laurent Fragu, M.S., is an environmental engineer with URS Qatar LLC. As aconsultant, he performs studies in the field <strong>of</strong> environmental assessment, airquality and industrial hygiene.www.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 31
Figure 1Figure 1Heat Stress ChartAmong the heat stress indexes that have beenproposed (Bingham et a., 2001), the wet bulb globetemperature (WBGT) is the current index supportedby the <strong>American</strong> Conference <strong>of</strong> GovernmentalIndustrial Hygienists (ACGIH, 2006). The ACGIHevaluation scheme was assessed to determine itsapplicability under the work conditions in Qatar.The normal daytime conditions in Qatar during theperiod <strong>of</strong> monitoring were a wet bulb temperature<strong>of</strong> 82.4 °F (28 °C) and a globe temperature <strong>of</strong> 104 °F(40 °C) taken in the shade. These conditions correspondto a calculated WBGT value without directexposure to sun <strong>of</strong> 89 °F (31.6 °C). In addition:•Clothing was assumed to allow air movement.No WBGT adjustment was made for clothing type.•The heavy activities category was selected,which corresponded to the type <strong>of</strong> activities performedby a significant proportion <strong>of</strong> staff, includingconstruction workers involved in several majorexpansion projects who were the primary concernfor exposure to heat stress.•Acclimatization to heat was assumed.Under these conditions, the ACGIH screening criteriafor 25% work, 75% rest was exceeded and additionalpersonal evaluation <strong>of</strong> the task would havebeen required. Since it was anticipated that thesewould be the prevailing conditions for the months <strong>of</strong>July and August in Qatar and the required personalmonitoring was not practical on a large scale, otherindexes were considered for use. In an effort to provideflexibility and ease <strong>of</strong> measurement the heatstress index was selected as the monitoring criteria.Specifically, the historical air temperature observedduring the month <strong>of</strong> August for the period <strong>of</strong> 1962 to2003 in Qatar was 95 °F (35 °C) and 118.4 °F (48 °C) forthe average and average maximum (CAA). These valueswere obtained by averaging the reported dailyaverage and high temperatures, respectively. Theaverage and average maximum relative humiditywere 57% and 80%, respectively, calculated using asimilar methodology for the same timeframe. If noteffectively controlled, such conditions have led toheat-related disorders among workers (AIHA, 1975).Data collected during the survey provided severalinteresting observations that were useful to defininginteractions <strong>of</strong> heat stress parameters; identifying keypatterns <strong>of</strong> heat stress conditions; and describing dayand night extreme heat conditions. Specifically, theconditions observed during August 2006 were typicaland resulted from the combined effect <strong>of</strong> high relativehumidity brought in by the east wind and elevated airtemperature. A total <strong>of</strong> 660 hours <strong>of</strong> monitoring datawas collected using heat stress monitors that recordeddry bulb temperature, natural wet bulb temperature,relative humidity, globe temperature and heat index at1-minute intervals. A nearby monitoring station(RLIC, 2006) recorded the wind conditions. The effect<strong>of</strong> providing shade under high relative humidity wasevaluated by comparing data from shaded and directsunlight heat stress monitor locations.Note. Adapted from U.S. NOAA National Weather Service Heat Index.32 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.orgDaily PatternsFor the monitoring period (Aug. 6 to Sept. 18), thedaily averages <strong>of</strong> dry bulb temperature and relativehumidity were 94.5 °F (34.7 ºC) and 61%, respectively,corresponding to a heat index <strong>of</strong> 45, obtained asthe average <strong>of</strong> all the daily values used to createFigure 2. The average heat index parameters areillustrated throughout a 1-day cycle in Figure 2. Theparameters shown were obtained by averagingreadings for the corresponding 3-hour portion <strong>of</strong> theday over the monitoring period. Figure 3 shows asample daily pattern observed in September 2006.A heat index level <strong>of</strong> 54 was selected as the point atwhich all work should be stopped, as it is associatedwith extreme danger and potential heat stroke in theheat index chart (Figure 1). In addition, a heat indexlevel <strong>of</strong> 50 was defined as the point at which all ele-
vated, aboveground work wasstopped. This level is at thehigher end <strong>of</strong> the “danger” category(NOAA). This action levelwas established to reflect theincreased difficulty associatedwith elevated work, due to isolationand the difficulty <strong>of</strong>communication and emergencyresponse. This practice is similarto that used by other companiesin the area. Approximately 10%<strong>of</strong> the heat index values exceeded50 and 0.2% exceeded 54.Although the hottest time <strong>of</strong> theday was between 9:00 a.m. and10:00 a.m., the most dangerouswas between 11:00 a.m. and 2:00p.m., when the maximum heatindex occurred. The peak heatindex was observed at approximatelynoon.Excursions above key heatindex values <strong>of</strong> 50 and 54 wereseparated into night and dayperiods in order to check thegenerally held notion that it issafer to work at night from theviewpoint <strong>of</strong> heat stress risk(Table 1, p. 34).This examination shows thatthe 50 and 54 thresholds wereexceeded 13.2% and 0.3% <strong>of</strong>daylight hours and 6.4% and0.1% <strong>of</strong> the nighttime hours.While the action point levelswere not exceeded as frequentlyduring nighttime hours,there was still a significant risk.The monitoring results indicatedthat extreme heat conditionscan occur during the night,especially during times <strong>of</strong> elevatedrelative humidity.For work planning purposes,approximately 20% <strong>of</strong> the workinghours were at a heat index <strong>of</strong>50 or above. Complete workstoppage at a heat index <strong>of</strong> 54 orabove (see Table 1) occurred lessthan 0.5% <strong>of</strong> the time.A reduced number <strong>of</strong> instances above key heatindex levels were recorded during the last monitoringdays, the beginning <strong>of</strong> September. Reduced airtemperature in September led to fewer readings pastthe 50 heat index value.Wind DirectionWind speed and direction data from the RasLaffan Camp ambient air quality monitoring stationwere collected for the month <strong>of</strong> August 2006 andcompared against the typical annual wind speed andFigure 2Figure 2Average Heat Stress ParametersFigure 3Figure 3Sample Daily Heat StressMonitor Patterndirection in Qatar (CAA). Figure 4 (p. 34) shows theprevailing wind in Qatar throughout the year whileFigure 5 (p. 35) shows prevailing winds at Ras LaffanIndustrial City during August 2006.While the prevailing wind in Qatar originated fromthe northwest desert areas, the prevailing wind forAugust originated from the east. This wind patternaccounted for elevated relative humidity blowing infrom the warm Arabian Gulf waters. Therefore, theextreme heat stress conditions resulted from the combinedeffect <strong>of</strong> elevated relative humidity driven bythe east wind and elevated air temperature.www.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 33
Withincreased oiland gasdevelopmentin very hotareas <strong>of</strong> theworld, heatrelateddisordersand heatstresspreventionrequirepracticalproceduresto protectworkers.Table 1Table 1Excursions Above Key HI LevelsExcursions above HI levels Hours %Day Total monitoring duration 349.2 100HI range HI ≥ 54 a 1.1 0.350 ≤ HI
Figure 5Figure 5Wind Pattern in Augustintroduced a heat stress prevention procedure basedon monitoring <strong>of</strong> the heat index as an indicator <strong>of</strong>overall heat stress conditions. Work practices to controlemployee exposure to heat stress were implementedat that time. The heat stress preventionprocedure was developed based on available guidelinesfrom the oil and gas industry (E&P Forum, 1998;OSHA, 1999). The heat index was selected for itspracticality, its adaptability to local conditions andthe ease <strong>of</strong> identifying adequate controls. When theheat index reached levels known to produce heatrelateddisorders, additional work practices wereimplemented (Table 2).Other recommended practices incorporated intothe heat stress prevention procedures included workscheduling, acclimatization guidelines (Bernard,1995), self-evaluation, employee rotation, buddy system,shade and shielding, area cooling, clothing, ventilationand mechanical assistance.Workers were given at least 1 week to acclimatizeto the environment; this allowed for maximum efficiency<strong>of</strong> heat control mechanisms for new workersor workers returning from leave or illness (Bernard,1995). Acclimatization was not facilitated by restrictingfluid intake; in fact, conscious attention to fluidintake was required to prevent dehydration.Reliance on voluntary intake to maintain adequatefluid balance resulted in the development <strong>of</strong>significant dehydration. It was important to providenumerous and easily accessible water stations andto mandate that workers drink water during restperiods. Water stations were placed inside or nearthe rest shelters. Color charts were posted in restroomsto indicate when additional fluid was neededbased on urine color (Figure 6, p. 36).Current conditions were reported to supervisorsand workers through stationary and electronic informationboards on the worksite; posted on the companyintranet; and communicated through a messageservice alert system to cell phones. Heat stress communicationmaterials were posted at key locations,including rest shelters. Small cards showing the datafrom Figure 1 and Table 2 were distributed. In addition,flags that werecolor coded to theyellow, orange andred conditions inthe heat index wereflown above the constructionproject andcamps where theworkers lived, alertingthem to theprevailing weatherconditions. This ensuredthat heat stressinformation wasmore widely availableto those whoneeded it the most.Elevated heat indexvalues recordedTable 2Table 2Note. Ras Laffan Industrial City, 2006.during nighttime demonstrated the need for heatstress controls during those hours as well. Accordingto the data on instances above key heat index values,there was a potential to stop elevated work during asignificant number <strong>of</strong> nighttime working hours duringthe month <strong>of</strong> August. Daily work schedules wereadjusted when possible to anticipate and avoidexposure to the most extreme heat conditions.The heat stress prevention procedure required thatrest shelters provided to construction or shutdownworkers be equipped with cool-down areas to achievea temperature differential <strong>of</strong> 7 to 15 °C. Shelters werecovered with sunscreen canopy allowing air flow withan open section below 1 meter in height.The heat stress prevention program was alsodesigned to fit a multicultural working environment.Materials were available in English, Arabic, Hindi,Urdu, Nepali, Tamil and Thai. Additionally, trainingSuggested Preventive Heat Stress Work PracticesWork:Rest period Water requirements aHeat index (minutes) Progressive controls27-31 50:10 1 cup/20 min Continuous visual monitoring <strong>of</strong>workers in direct sun and heavy work32-38 40:10 1 cup/20 min No working alone, self-paced39-49 30:10 1 cup/15 min Work under shade50-53 20:10 1 cup/10 min Elevated work stopped≥ 54 -- -- All work stoppedNote. As heat index increases, additional controls should be implemented as indicated.a 1 cup ~ 1 ⁄4 L.www.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 35
Figure 6Figure 6Guide to DehydrationTable 3Table 336 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.orgwas provided tonew and existingemployees and contractorsto explainheat stress symptoms,the heat indexsystem, the colorcoding and the controlsimplemented.The heat stress topicwas also covered invarious safety talksand in the companynewspaper.ConclusionA previous studyestablished that thenumber <strong>of</strong> heatrelateddisorders inareas under extremeheat conditions wasbest correlated with the combination <strong>of</strong> the dry airtemperature and the relative humidity (Shanks &Papworth, 2001). Although other indexes have beendeveloped to include other heat stress contributingfactors, such as metabolic factors, the main benefit <strong>of</strong>using the heat index was its ease <strong>of</strong> use.Environmental and working conditions in theArabian Gulf make heat stress prevention a safety andhealth priority. The scale and intensity <strong>of</strong> oil and gasactivities in that part <strong>of</strong> the world require a simple,easy-to-apply program that can be used in manyworkplaces where a need exists to monitor and controlheat conditions. Monitoring parameters and associatedwork practices formed the core <strong>of</strong> the program,along with select engineering controls, training andother communication tools. Simple adaptation <strong>of</strong> thework practice guidelines allowed the selectedmethodology to be applied in other natural, economicaland cultural environments.Prevention <strong>of</strong> the heat-related problems was facilitatedthrough real-time monitoring <strong>of</strong> the heat index.The reliance on the heat index system provided adequateand direct indication that further work controlswere needed without relying on arbitrary timing.Reduction <strong>of</strong> Heat-Stress IncidentsRate a Total b Workhours c2003 0.164 25 31,000,0002004 0.044 7 32,000,0002005 0.010 2 40,000,0002006 0.012 3 52,000,000Note. a Based on 200,000 hours <strong>of</strong> exposure. b Total reported cases, excluding firstaids. c Including <strong>of</strong>fshore and onshore operations.Results <strong>of</strong> the survey conducted during the mostextreme heat conditions in Qatar provided good indicationsto adapt future working schedules based onheat conditions and to plan for future project execution.Table 3 shows the program’s results. The data aresignificant because approximately 1 million workhourswere logged per week toward the end <strong>of</strong> thistime, including operations <strong>of</strong> LNG, gas treatmentonshore and <strong>of</strong>fshore facilities, and construction activitiesrelated to several expansion projects. The success<strong>of</strong> this program was recognized as a significant workpractice during a recent external audit.Future efforts to reduce heat-related medicaltreatments will include monitoring heat conditionsduring the months <strong>of</strong> May, June and July and furtherverification <strong>of</strong> the work practices implemented. ReferencesAIHA. (1975). Heating and cooling for man in industry (2nd ed.).Akron, OH: AIHA.<strong>American</strong> Conference <strong>of</strong> Governmental Industrial Hygienists.(2006). Threshold limit values and biological exposure indices forchemical substances and physical agents. Cincinnati, OH: Author.Bernard, T. (1995). Thermal stress: Fundamentals <strong>of</strong> industrialhygiene (4th ed.). Chicago: National <strong>Safety</strong> Council.Bingham, E., Cohrssen, B. & Powell, C. (Eds.) (2001). Patty’sindustrial hygiene and toxicology. New York: John Wiley & Sons.Civil Aviation Authority (CAA). Long-term means and extremes<strong>of</strong> climatological elements 1962-2003. Doha, Qatar: Author,Doha International Airport Meteorology Department and ClimateSection.E&P Forum. (1998). Health aspects <strong>of</strong> work in extreme climateswithin the E&P industry (Report No. 6.70/279). London: Author.Gisolfi, C.V. & Wenger, C.B. (1984). Temperature regulationduring exercise: Old concepts, new ideas. Exercise Sport Science, 12,339-373.Harnett, R.M., Pruitt, J.R. & Sias, F.R. (1983). A review <strong>of</strong> theliterature concerning resuscitation from hypothermia: Part 1—Theproblem and general approaches. Aviation Space EnvironmentalMedicine, 5, 425-434.Hubbard, R.W. (1990). An introduction: The role <strong>of</strong> exercise inthe etiology <strong>of</strong> exertional heat stroke. Medical Science <strong>of</strong> SportsExercise, 22, 2-5.Knochel, J.P. (1974). Environmental heat illness: An eclecticreview. Archives <strong>of</strong> Internal Medicine, 133, 841-863.OSHA. (1999). Heat stress. In OSHA Technical Manual, SectionIII, Chapter 4. Washington, DC: Author.Ramsey, J. & Bernard, T. (2000). Heat stress. In R. Harris (Ed.)Patty’s industrial hygiene and toxicology, Volume 2. New York: JohnWiley & Sons.Ras Laffan Industrial City (RLIC). (2006). RLIC camp ambientair quality monitoring station, personal communication, Sept. 14,2006.Shanks, N.J. & Papworth, G. (2001). Environmental factorsand heat stroke. Occupational Medicine, 51, 45-49.Sherman, R., Copes, R. & Stewart, R.K. (1989). Occupationalhealth due to heat stroke: Report <strong>of</strong> two cases. Canadian MedicalAssociation Journal, 140, 105-107.Steadman, R. (1979). The assessment <strong>of</strong> sultriness. Part I: Atemperature-humidity index based on human physiology andclothing science. Journal <strong>of</strong> Applied Meteorology, 18, 861-873.U.S. National Oceanic and Atmospheric Administration(NOAA). NOAA’s weather service heat index. Retrieved June 23,<strong>2008</strong>, from http://www.nws.noaa.gov/om/heat/index.shtml.Urbano-Brown, A., Prouix R.P. & Schwartz, G.R. (1999). Heatstress diseases in principles and practice <strong>of</strong> emergency medicine (4thed.). Philadelphia: Lea & Febiger.AcknowledgmentsThe authors would like to thank Ellen McDonald, a member <strong>of</strong>the safety, health and environment group, occupational healthdepartment medical team, and Ras Laffan Industrial City.
<strong>Safety</strong> <strong>2008</strong>:A Great Success<strong>Safety</strong> Pr<strong>of</strong>essional <strong>of</strong>the Year Emory Knowlesis congratulated by2007-08 <strong>ASSE</strong> PresidentMike Thompson.Awards & HonorsDuring <strong>Safety</strong> <strong>2008</strong>, <strong>ASSE</strong> recognized many membersand chapters for their outstanding contributions.Emory Knowles III, CSP, CIH, was named the<strong>2008</strong> Edgar Monsanto Queeny <strong>Safety</strong> Pr<strong>of</strong>essional<strong>of</strong> the Year. Seven members—Doug Cook; TrishEnnis, CSP, ARM; Joseph Feldstein; Joel Haight,Ph.D., P.E.; Lynne Seville, CSP; Christine Sullivan,CSP, ARM; and Randy Wingfield—received aCharles V. Culbertson Outstanding VolunteerService Award, while nine individuals received aPresident’s Award—Tom Cecich, CSP, CIH; DarrylHill, CSP; Cindy Lewis; Mike Messner, CSP, CFPS; JimMorris; Linda Rhodes, CSP; Tim Fisher, CSP, ARM,CPEA; Dave Heidorn, J.D.; and Terry Wilkinson,Ph.D., CSP. <strong>ASSE</strong> also presented its first-everDiversity in the SH&E Pr<strong>of</strong>ession Award to ThomasJohnson. For more on the award winners, read theJuly and August issues <strong>of</strong> <strong>Society</strong> Update at www.asse.org/societyupdate/archive/index.php.<strong>ASSE</strong> does it like no other—and the recordnumber <strong>of</strong> attendees (more than 4,000) andexhibitors (representing more than 400 companies)who came to Las Vegas for <strong>ASSE</strong>’s recently completed<strong>Safety</strong> <strong>2008</strong> pr<strong>of</strong>essional developmentconference and exposition are a testament to that.“Not many disciplines are so diverse and multifaceted[as safety],” says Joel Haight, Ph.D., P.E., anassociate pr<strong>of</strong>essor at Penn State. “<strong>ASSE</strong>’s conferencebrings together so many different types <strong>of</strong> companies,industries and other entities.” Ashok Garlapati,CSP, QEP, G-IOSH, the immediate past president <strong>of</strong><strong>ASSE</strong>’s Kuwait Chapter, echoes those sentiments.“<strong>ASSE</strong>’s conference stands apart and is very unique.”And, more than anything, says38 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.orgFrank Baker, CSP, CFPS,ALCM, field services manager,ESI AMS, “it’s where safetypeople from all disciplines goto learn and network.”Pr<strong>of</strong>essional ContactsNetworking has long been astrength <strong>of</strong> <strong>ASSE</strong> and that wason display during the conference.Haight, who served aseditor-in-chief for <strong>ASSE</strong>’srecently published The <strong>Safety</strong>Pr<strong>of</strong>essionals Handbook, had theopportunity to meet several <strong>of</strong>the book’s contributors—colleagueswith whom he’d previouslyonly exchangede-mails or phone calls. “This isan example <strong>of</strong> what most peoplesay is most valuable about <strong>ASSE</strong>’s PDC—thechance to network with so many from our pr<strong>of</strong>ession....Thereis a valuable exchange that occurseven from short visits.”Those interactions were a highlight for FrankD’Orsi, CSP, ARM, vice president, risk control service,Countrywide InsuranceServices, Commercial Division,as well. “Meeting new people,sharing ideas and experiences,and learning about new opportunitiesto advance within thepr<strong>of</strong>ession in the industry sectorsin which I practice mostwas key,” he says.2007-08 <strong>ASSE</strong> PresidentMichael Thompson, CSP, alsobelieves the chance to makeconnections is what made<strong>Safety</strong> <strong>2008</strong> a success.
“Throughout the conference,I saw people connecting—inthe generaland plenary sessions, inthe expo hall, during concurrentsessions and atlunch. Our attendees areclearly engaged, committedpeople.” And the organization’sglobal outreachis only helping to expandthat network, he says. “Wehad attendees from morethan 36 countries.This diversity <strong>of</strong> pr<strong>of</strong>essional andpersonal experience adds to our collectivebody <strong>of</strong> knowledge.”Most attendees also appreciate catchingup with their peers and old friends.“It’s an opportunity to reconnect on anannual basis with my global network <strong>of</strong>SH&E colleagues,” says Kathy Seabrook,CSP, CMIOSH, president, Global SolutionsInc. “It’s also an opportunity to contributeto the safety pr<strong>of</strong>ession throughinvolvement in <strong>ASSE</strong> committees andactivities.”Networking also appeals to KimberlieJohnson, CSP, CFPS, owner <strong>of</strong> SeriousAbout <strong>Safety</strong>. “Our conference is aboutnew ideas for helping to prevent futureillness, injury or death. It is about beingpart <strong>of</strong> the oldest pr<strong>of</strong>ession—that <strong>of</strong> takingcare <strong>of</strong> each other.” AddsGarlapati, “The greatest thing isthe excellent pr<strong>of</strong>essional contacts.This has opened commu-[Clockwise from top]: 2007-08<strong>ASSE</strong> President Mike Thompsoncongratulates <strong>2008</strong>-09 PresidentWarren Brown.The latest products were on displayin the exposition.Darryl Hill, 2007-08 Vice President<strong>of</strong> Finance, shares advice withstudent member Melissa Seayduring a roundtable discussion.nication channels to share the latest informationand updates, which is really helping to improvesafety in my workplace.”Educational OpportunitiesThis year, attendees had more than 200 sessionsto choose from, as well as an array <strong>of</strong> special eventssuch as technical tours, common interest groupmeetings and roundtables. “The technical sessionscover so many different topics and viewpoints,”explains Haight. “If you can’t find something toexplore or learn more about or that interests you,you probably haven’t looked hard enough.”OSHA/NIOSH at <strong>Safety</strong> <strong>2008</strong>OSHA Adminstrator Edwin Foulke Jr. and NIOSH Director John Howard, M.D., were onhand for several events during <strong>Safety</strong> <strong>2008</strong>, including a plenary session panel discussion.During the session, the two exchanged views on their respective agencies’ accomplishmentsand challenges. Foulke noted that “making OSHA relevant” has been a welcome outcomeduring his tenure, while Howard pointed to his agency’s r2p (Research to Practice) initiativeas an important achievement. They agreed that each agency must continue to build thebusiness case for safety—whether it’s helping small businesses become “more comfortable”with OSHA, Foulke said, or showing companies that safety activities can help increase businessmargins, Howard explained.Asked what SH&E pr<strong>of</strong>essionals can do to interact more with the federal government,Foulke said practitioners need a better understanding <strong>of</strong> the “complex rulemaking process”and called on attendees to be more involved. “The strength <strong>of</strong> the process is public involvement,”he said. That carries over to NIOSH as well, Howard said. “SH&E pr<strong>of</strong>essionals canhelp NIOSH conduct and disseminate its research. Your participation validates the researchwe are doing.” He also believes that SH&E pr<strong>of</strong>essionals can expand their roles by lookingbeyond compliance and building their skills with respect to work/life balance and relatedhuman resource issues.Looking to the future, Howard said there is a need to examine the way U.S. industrycounts injuries and illnesses, particularly since these statistics are <strong>of</strong>ten used to chart thecourse in SH&E. “Very <strong>of</strong>ten, they are used to assess performance despite the questionsabout their accuracy,” he concluded, adding that those questions need to be resolved.The two also met with the <strong>Society</strong>’s <strong>Safety</strong> Pr<strong>of</strong>essionals and the Latino Workforce commoninterest group. They discussed safety and the Spanish-speaking workforce as well asthe two agency’s ideas, concerns and initiatives in this area. “They spoke about how thesafety pr<strong>of</strong>ession is truly ‘good work’ and how safety pr<strong>of</strong>essionals can be happy that thework they are doing is saving lives and bringing people home to their families,” says JayBrakensiek, M.S., M.A., CSP, Brakensiek & Associates. “This was such a good thing to hear.”<strong>Safety</strong> <strong>2008</strong> <strong>of</strong>feredmany networkingopportunities andguidance from businessexperts suchas general sessionspeaker RobertCialdini (above).OSHA’s Edwin Foulke (left) and NIOSH’s JohnHoward (right) answer questions from moderatorRick Pollock, <strong>ASSE</strong>’s Vice President, Councilon Pr<strong>of</strong>essional Development, during the plenarysession at <strong>Safety</strong> <strong>2008</strong>.Alliances RenewedFollowing the panel discussion, <strong>ASSE</strong>renewed its alliances with the agencies.The OSHA/<strong>ASSE</strong> alliance will focus onergonomic hazards, musculoskeletal disordersand motor vehicle safety. Thetwo groups will also address issuesaffecting non-English-speaking andyoung employees, and will continue topromote North <strong>American</strong> Occupational<strong>Safety</strong> and Health Week each year. “Thealliance has resulted in a more openOSHA that has honed its ability to reachout to our members and their employers,”says 2007-08 <strong>ASSE</strong> PresidentMichael Thompson.With NIOSH, <strong>ASSE</strong> will work toadvance worker protection, promotebest practices, and encourage employersto implement safety and health management programs and effective preventionstrategies. Outreach, communication and pr<strong>of</strong>essional development opportunities will continueto be key goals <strong>of</strong> the partnership. “This agreement signals a significantly increasedunderstanding <strong>of</strong> the valued relationship between the work our members do every dayand the research and educational opportunities that NIOSH <strong>of</strong>fers,” Thompson says.www.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 39
Attendees atone <strong>of</strong> morethan 200educationsessions.PDCSponsors<strong>ASSE</strong> thanks the followingcompanies for theirsupport:•Behavioral ScienceTechnology Inc.•<strong>American</strong> HeartAssociation•ISHN•AON <strong>Safety</strong>LogicFoundation Thrivesat <strong>Safety</strong> <strong>2008</strong><strong>ASSE</strong> chapters and regions, individual members and organizationsmade monetary donations, totaling more than $226,000,to the <strong>ASSE</strong> Foundation to help support education and researchin the SH&E field. In addition, the Foundation’s silent auctionraised nearly $9,500, while the golf outing raised more than$16,000. To see a complete list <strong>of</strong> donations made during <strong>Safety</strong><strong>2008</strong>, visit www.asse.org/societyupdate/0807-foundation.php.Seabrook agrees thatthe educational opportunitiesset the conferenceapart. “The conferenceprovides the best, mostfocused pr<strong>of</strong>essional-leveldevelopment for industrialsafety practitioners.”And, like Thompson, shepoints to the impact <strong>of</strong> the growing internationalcontingent. “This provides U.S.-based pr<strong>of</strong>essionalswith the opportunity to benchmark best practiceswith our counterparts around the globe.”Garlapati also lauds the increased diversity atthe conference, pointing in particular to the internationallounge. “The concept <strong>of</strong> the lounge is uniqueto <strong>ASSE</strong> and it has helped me interact with peoplefrom places like Singapore, Nigeria, India, the U.K.and Australia.”Hearing from business speakers such as RobertCialdini and a panel <strong>of</strong> corporate executives (see“Executive Summit” sidebar below) was anotherimportant factor for many. During his general sessionpresentation, Cialdini told attendees that tomove people in your direction you must “do morethan give them information. You have to mobilizepeople to interact with and employ that information.”He also noted that people are “mobilized bythe idea <strong>of</strong> losing something. Besides telling peoplewhat they will gain, explain what they will lose ifthey don’t take a certain action.” Cialdini’s messageresonated with attendees, many <strong>of</strong> whom lined upto have him sign a copy <strong>of</strong> his book.For some, gaining new perspectives was a realplus. Linda Rhodes, CSP, appreciated the insightsshared during a presentation on the conflictsbetween safety and production. “The speaker thoroughlyexplained why safety pr<strong>of</strong>essionals mustunderstand that safety strategies cannot succeed ifthey exist just for safety’s sake,” explains Rhodes,general manager <strong>of</strong> system safety for the ChicagoTransit Authority. “Understanding how productionenvironments encourage risk-taking behavior is atopic I’ve heard numerous times, but this presentationwas done better than others I’ve seen.”Comprehensive coverage was a key takeawayfor Steve Minshall, CSP, CIH, CHMM, director,health and safety, Ash Grove Cement Co. “I thoroughlyenjoyed the 3-day seminar on corporatesafety management and the opportunity to experiencethe breadth and depth <strong>of</strong> knowledge amongthe other attendees.” Minshall says this points towhat distinguishes <strong>ASSE</strong>’s conference—“theamount <strong>of</strong> practical, usable information available—from the keynote speakers, the session speakersand the seminar instructors.”As Thompson sums it, “One attendee stoppedme to say, ‘No other conference is so comprehensiveand <strong>of</strong>fers access to so many subject-matterexperts. I will encourage others to choose this conference.’Clearly, attendees looked at <strong>Safety</strong> <strong>2008</strong> astime well spent.”Executive SummitThe leaders on hand for this year’sExecutive Summit agreed that safety is akey factor in how their companies are perceived—byemployees, the public andinvestors. Even one mistake can damage acompany’s reputation and make it difficultto compete. That, they said, is ahuge motivation to be sure safety istaken seriously.“<strong>Safety</strong> is not an <strong>of</strong>fshoot,” said LenRodman, chair and CEO <strong>of</strong> Black andVeatch Construction Co. “It’s what wedo. <strong>Safety</strong> and reliability to clients isintegral to our success.”That philosophy has to start at thetop, according to panelist Anil Mathur,CEO <strong>of</strong> Alaska Tanker Co. “It is ourresponsibility, corporate management,to set the safety mindset,” he noted,observing that for him, safety reallystarts with the individual. “You have tohave a personal passion for it and youhave to understand how important relationshipsare in making safety happen.”Business leaders also see the value<strong>of</strong> safety in employee retention. “If youdon’t provide a safe and healthy work environment,you will lose employees and it willbe harder to recruit employees,” said AlanFeldman, MGM Mirage senior vice president<strong>of</strong> public affairs. “This is bad for businesssince the cost <strong>of</strong> turnover is extremely high.”Customer service is another area affectedby safety—or lack <strong>of</strong> it. As Diane Wolf, vicepresident <strong>of</strong> shared services for Kraft Foods,[From left]: Executive Summit panelists Len Rodman, Black &Veatch Construction Co.; Diane Wolf, Kraft Foods; AlanFeldman, MGM Mirage; and Anil Mathur, Alaska Tanker Co.said, “You can’t deliver a quality product ifyou aren’t doing safety right.” Feldmanadded, “If you provide a safe work environment,employees are happier. For MGM,that translates into providing a greaterguest experience.”With respect to measuring safety, thepanelists mentioned the usual variety <strong>of</strong> leadingand lagging indicators, but Mathur cautionedattendees not to overanalyze. “Youcan measure and analyze everythingand understand nothing,”he said. “Too much analysis losesthe personal aspect. The mindsethas to be that this [lack <strong>of</strong> safety]is unacceptable.”To deliver the safety message,the panelists called onSH&E pr<strong>of</strong>essionals to continuetheir efforts to speak the language<strong>of</strong> business, know theiraudience and be creative. “Welook to you to take us beyondthe expected when it comes tosafety to explore and presentnew ways to increase workplacesafety in this day <strong>of</strong> globalization,”said Rodman. Mathur alsocalled on practitioners to keep itreal. “<strong>Safety</strong> pr<strong>of</strong>essionals shouldunderstand that the leader manages the corporatemindset. Influencing that mindsettakes authenticity.”40 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.org
BestPracticesEmployee Wellness ProgramsHow UPS Improved Productivity & Reduced InjuriesBySarah BloomHealth andwellnessbecame apersonalvalue withinthe culture<strong>of</strong> thefacility.PHOTOS ©<strong>2008</strong> UNITED PARCEL SERVICE. PRINTED WITH PERMISSION.Twice a week, Julia Carlson cycles to work at the Wellness From the Top DownUnited Parcel Service (UPS) Center in Petaluma, The 12-month program focuses on a differentCA, 17 miles from her home. Three days a week, topic each month to educate employees about allshe participates in a walking group with other driversbefore work, enjoying the scenery <strong>of</strong> a wildlife preservenot far from the center. Sometimes, she joins herfellow drivers for a yoga class. To cope with the stress<strong>of</strong> her physically and mentally demanding job, Carlsontakes advantage <strong>of</strong> the programs that UPS now <strong>of</strong>fersits employees to increase health awareness anddecrease workplace injuries and illnesses.Carlson’s is not an isolated case. Many UPS driversin Petaluma are participating in the company’snew wellness program,which <strong>of</strong>fers avast array <strong>of</strong> activities,classes and healthinformation to ensurelonger and healthierlives for employees.In 1995, UPS decidedto take a fresh lookat safety, personalinjuries and on-thejobaccidents. Thecompany found thatthe most commonwere back, shoulderand knee injuries.“We decided that thenumbers were goingin the wrong direction,” says UPS spokespersonDan McMackin.Deciding to take action against this unfavorabletrend, UPS launched the Comprehensive <strong>Safety</strong>and Health Process, and established health andsafety committees at 2,900 facilities across the country.The committees rely on nonmanagementemployees at each facility—“wellness champions”—tospearhead the program by promotingmonthly health topics and driving the activities. Atthe Petaluma facility, this is Carlson’s responsibility.Carlson has always been a healthy person. Infact, 2 years ago she was training to run a marathon.But, she says, as the wellness champion forher district, her interest in her own health is makinga greater impact on other people’s lives as theyfollow her example.Although drivers in Petaluma were initiallyapprehensive about it, the program has taken <strong>of</strong>fand generated huge amounts <strong>of</strong> enthusiasm abouthealth and safety.On the whole, UPS has seen a decrease in absenteeism,an increase in productivity and morale, anda 60% reduction in on-the-job injuries since the programwas first implemented.aspects <strong>of</strong> their health. For example, the topic forJuly is immunization awareness, August is healthand well-being and September is understandingcholesterol. UPS also publishes Road Map to Health, awellness guide for employees that provides detailedinformation about each month’s topic.In addition to the monthly topics, the wellnessprogram includes a wide variety <strong>of</strong> activities toimprove employee health including morning walking,yoga, prework stretching sessions, vendordemonstrations fromorganizations such asthe <strong>American</strong> HeartAssociation, healthfairs and informationalPowerPoints.According toMcMackin, the programemploys a“cafeteria approach,”<strong>of</strong>fering employees asmany options as possible,in hopes thatthey will try somethingand like it.On the corporatelevel, wellness programsare usuallyimplemented in an effort to keep employee healthcarecosts at bay by reducing doctor visits and loweringthe risk <strong>of</strong> long-term health problems.According to UPS Occupational Health ManagerMary Breen, who runs the program at the corporatelevel, the cost to put together the Roadmap to Healthand the monthly health topics was about $8,000,and each facility has its own budget to create wellnessactivities for its employees. Breen says the programis worth every penny.Last year, UPS experienced a 7.5% inflation rateon its healthcare expenses. “Most companies are inthe double digits and we expect that number tokeep going down,” Breen says.Many health-oriented organizations and vendorswere willing to give informational presentationsand participate in health fairs for the program at littleor no cost.“I don’t think a day goes by that I don’t get positivefeedback [about the program],” Breen says.Because UPS is an operations-focused industry,there was a tendency to focus too much on numbersand customers. “We had to actively push safetyto the forefront,” McMackin says.Best Practices continued on page 42www.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 41
BestPracticescontinuedfrom page 41According to Breen, one reason theprogram has been successful is because<strong>of</strong> employee demand. UPS asked itsemployees what the company could dobetter for them, and an overwhelmingnumber responded that they desiredmore information on safety and health.“People were hungry for it,” says Breen.Ripple EffectOnce the program was created on thecorporate level, it was time for individualdistricts to take initiative implementingit in their facilities. Mike Yates, SanFrancisco area health and safety manager,has seen dramatic results among UPSemployees in his district.In May, the topic <strong>of</strong> the month was“You Can Control Your Blood Pressure.”During this month, six employees wereidentified as having high blood pressurethrough UPS’s program. According toYates, they had no idea that their bloodpressures were abnormal, and they arenow taking medication.Yates periodically brings in a nutritionistto meet with drivers, and fourlong-time smokers have successfullyquit as a result <strong>of</strong> the smoking cessationpart <strong>of</strong> the program.Scott Stevenson, a driver in Petaluma,gave up drinking c<strong>of</strong>fee, quit smoking,eats less junk food and has displayed a lot<strong>of</strong> enthusiasm about his health. Anotherdriver, Marty Lindley, took up yoga.Carlson says that since Lindley beganyoga classes, she has seen a positive attitudechange in her coworker. He experiencesfewer aches and pains, possibly42 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.orgbecause <strong>of</strong> betterstress management.One driver, ChrisJacquez, even lost100 pounds.According toYates, the morningwalking programis the easiest andcheapest to introduceand is popular; 30 <strong>of</strong>his drivers participatein it.Both Yates andCarlson describethese positive results as a ripple effect. Atfirst, they say, drivers were skeptical aboutthe program, especially yoga classes.“In my building, I had to show theexample first,” Yates says. “I lost 30pounds, set the example and participatedin all the events.”According to Yates, an important part<strong>of</strong> encouraging participation in the wellnessprogram was to show employees thatit was not an us-versus-them situation, butrather an opportunity for everyone toimprove their health. Participation is notUPS has seen a decreasein absenteeism, an increasein productivity and morale,and a 60% reduction inon-the-job injuries.mandatory, so it does not feel like uppermanagement is forcing the program uponthe employees. Instead, as some started toparticipate, it sparked enthusiasm amongothers. Health and wellness became a personalvalue within the culture <strong>of</strong> the facility,and more and more employees beganto voluntarily participate.The enthusiasm for personal healtheven extends toworkers’ families.Yates started afriendly walkingand running competitionamongemployees in hisdistrict. They arechallenged to walk5,000 steps perweek, and theyreceive bonuspoints if theirspouses participate.Yates says he frequentlygets callsfrom employees’spouses thankinghim and praisingthe opportunities<strong>of</strong>fered by the wellnessprogram.The program has also greatly improvedmorale throughout the Petalumafacility. District managers likeYates are evaluated through the SuccessfulEmployee Relations Index, anumerical assessment <strong>of</strong> employee satisfactionwith management. Yates hasone <strong>of</strong> the highest indexes in the country,with a 98% favorable rating. Heattributes a portion <strong>of</strong> this overwhelmingsatisfaction to the implementation<strong>of</strong> the wellness program.Making It PersonalIt seems simple enough: Give employeesthe tools they need to be healthierand they will become healthier, costingthe company less money in the long runand increasing productivity in the shortrun. But according to Breen, McMackinand Yates, UPS’s wellness program goesbeyond that.“We are asking them to take personalresponsibility for their own health,” saysMcMackin. “We had to convince them tomake safety a personal value.”According to Yates, the program leadsthe employees to understand that theirboss cares about their health, and theirfamilies’ health. UPS’s investment inlongevity sends the message to employeesthat it cares about them even beyondretirement.“UPS is starting to look at us less asunits, and they are starting to see us asathletes,” Carlson says. “They are startingto look at our health as being importantto them. They have always tried tobe a family-oriented company and theyare actually sticking to that, instead <strong>of</strong>just [giving us] lip service.”Breen expects that in the future thewellness program will continue to helpemployees be stronger and healthier,reducing injuries and accidents in theworkplace. She hopes to see more utilization<strong>of</strong> benefits and more participationat the district level.Sarah Bloom is a communications/marketingintern at <strong>ASSE</strong>. She is a junior at IndianaUniversity, pursuing B.A. degrees in Journalismand Spanish.
BestPracticesRetain Better DriversUsing a DRM Program to Improve Driver RetentionByDel LiskOne <strong>of</strong> themost importantaspects<strong>of</strong> successfulDRM implementationisappropriatecoachingand feedback.Fleet turnover is increasing—no industry isimmune. It affects trucking, where the <strong>American</strong>Trucking Association (ATA) reported annualizedturnover rates for truckload line-haul driversreached 116% for the second quarter <strong>of</strong> 2007. This ratehas not dropped below 100% since the fourth quarter<strong>of</strong> 2002. Similarly, it affects transit, where annual driverturnover is <strong>of</strong>ten 30% to 60% and personnel costsaccount for nearly 75% <strong>of</strong> a transit operator’s totalcosts. High driver turnover is a chronic problem forall transit operators; employing fewer drivers meansthat each driver works more hours and fatigue causeshigher accident rates. Other industries are also affected—thosethat use transportation to move people orproducts, such as distribution, concrete, waste, construction,energy and others.Compared to an employee turnover rate in theU.S. <strong>of</strong> only 3.3% (BLS, <strong>2008</strong>), these figures are astonishing.And the problem is only going to get worse.For trucking alone, Bureau <strong>of</strong> Labor Statistics (BLS)projects an 18% increased demand for drivers by2010, with the need for drivers growing by approximately600,000 new drivers, while needing to retainthe 3.2 million drivers now on the road.Understanding the ProblemTo fully comprehend turnover, one must understandthe type <strong>of</strong> turnover and number <strong>of</strong> jobs adriver has had and how both <strong>of</strong> these affect thetransportation industry. It has been found that driverswith two or more different jobs have a higherrisk <strong>of</strong> being involved in a crash than a driver withfewer than two different jobs or a more stableemployment history. Also, the more jobs a driverhas had, the higher the odds <strong>of</strong> being involved in acrash. In this area, vetting new employees will helpdetermine who is more likely to stay based on theiremployment history.For this reason, retention is paramount. By reviewingselection and hiring methods, training procedures,dispatch operations, working conditions andsafety-related awards and incentives, transportationcompanies become more aware <strong>of</strong> other opportunitiesto improve driver retention. In addition, a trainingprogram that <strong>of</strong>fers drivers advancement potential,while also addressing technical and safety requirements,communicates to drivers that the companycares about them, their future and their safety.Best Practices continued on page 44SPOTLIGHTBestPracticesFleet ManagerRemote Dynamics introduces REDI2GO, a handheld portabledevice with GPS technology to provide fleet managers anddrivers with real-time maps and tracking information. Accordingto manufacturer, REDI2GO provides the same features as thealready popular REDIview2.1, in a portable version. Designed fortemporary contractors or workers who drive their own trucks,the device is about the size <strong>of</strong> a cellular phone and requires noinstallation. It provides Excessive Idling Detection, trip reports,travel history, real-time maps with instant view <strong>of</strong> details,extensive managing features and alerts <strong>of</strong> real-time exceptions,such as a door opening after business hours.Request 20 at www.psads.info.Publication <strong>of</strong> this material does notconstitute endorsement by <strong>ASSE</strong>Routing S<strong>of</strong>twareALK Technologies Inc.’s PC*MILER 22s<strong>of</strong>tware system includes routing, mappingand mileage information for thetransportation industry. HazMat featuregenerates routes specific to staterestrictions for transporting HazMats;Streets feature provides information aboutconstruction and height/weight restrictions.Request 21 at www.psads.info.Mobile NetworkNetMotion Wireless has released MobilityXE version 8.0, the company’s mobile virtualprivate network s<strong>of</strong>tware. S<strong>of</strong>tware providesnew security controls that extend corporatesecurity policies to mobile devices withoutimpacting productivity. S<strong>of</strong>tware allowsenterprise customers to deploy real-timeapplications like voice over IP and streamingvideo while maintaining high quality, evenover wireless networks. It also enables mobileworkers to maintain secure connections toapplications as they move through wirelesscoverage gaps and across various networks.Request 22 at www.psads.info.In-Cab ComputerXATA Corp. has released the TREQ color display unit,an in-cab touch-screen computer that drivers can usefor easier logging and communication. Device isavailable as a display option for new customers or asan upgrade for existing users <strong>of</strong> the company’sXATANET product, and is compatible with XATA’sMobileMax and XATANET systems. The 7-in., WindowsCE-based color display features a high-resolutiongraphical interface that allows drivers to input datavia touch screen. The unit incorporates several newtechnologies that provide enhanced functionality,such as navigation, onboard training, improvedgraphics and enhanced driver communications.Request 23 at www.psads.info.www.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 43
BestPracticescontinuedfrom page 43Look Beyond the DriversSeveral other factors influence a driver’swillingness to stay in a job. One <strong>of</strong>the most important factors affecting driverretention is the ability <strong>of</strong> companies toprovide more personable relationshipswith their drivers by opening and maintainingmore effective communicationlines. One effective way to do this is touse safety and the employee’s drivinghabits as the basis <strong>of</strong> that communication.These factors affect both the driver andthe company, and differentiate one driverfrom another. Communicating about safetyand driving habits also allows for frequentand systematic communication,rather than relying only on annual orsemiannual performance reviews.Regularly communicating the company’scommitment to safety also tells thedriver that the company cares abouthim/her. In fact, it has been shown thatthe incidence <strong>of</strong> insurance claims, workers’compensation claims and crashes wasreduced by 65% once a safety programwas initiated. These can take the form <strong>of</strong>safety bonuses for accident-free miles, acrash-free year or simply public recognitionthrough an internal newsletter.Open Communication Is KeyConsistent observation <strong>of</strong> employees’driving allows for regular opportunitiesto coach and train drivers to drive moresafely. When a transportation companyholds safety as a high priority, driversunderstand that the company caresabout them and their personal safety, andwants to find ways to help them preventincidents that can result in collisions,vehicle damage and bodily injury.With a large fleet <strong>of</strong> trucks, buses orother types <strong>of</strong> carriers, it is impossible formanagers to accompany each driver onhis/her route on a regular basis. Yet,knowing how employees are behaving onthe road—and regularly communicatingwith drivers about their behavior—isparamount to the company’s risk reductionand driver retention. It also providesan opportunity to remind drivers <strong>of</strong> thecompany’s clearly established safety policies,along with the standards <strong>of</strong> conductexpected from each employee.Driver Risk Management ProgramWith the advent <strong>of</strong> technology, a driverrisk management (DRM) program is asafe way to consistently monitor driverhabits without the expense <strong>of</strong> sendingmanagers out on the road. A DRM programis an Internet-based observationsystem that uses exception-based videoevent recorders, and focuses on whichdrivers need what kind <strong>of</strong> training. ADRM program can help reduce riskydriving and facilitate regular communi-cation with drivers to encourage andreinforce better driving.Although the program uses a videoevent recorder to capture incidents, oneimportant factor to a successful DRMprogram is the coaching and trainingconducted by someone with whom drivershave open communication as a result<strong>of</strong> watching the captured instances <strong>of</strong>risky behavior. Not only is the coachingsession an opportunity to provide driverswith positive coaching in a mannerthat will reduce at-risk behavior andincrease good driving behaviors, it alsoprovides an opportunity to provide positiveencouragement (and potentialincentive) when good driving behaviorsare observed.Drivers want and need regular, consistent,objective feedback and a DRMprogram is an effective way to providethis feedback. Not only does it provide asense <strong>of</strong> well-being and comfort, it alsohelps drivers learn how to improve theirdriving so they cause fewer accidentsand prolong their safe-driving career.Enhancing that sense <strong>of</strong> security andwell-being is the benefit drivers gain byknowing their good driving habits donot trigger the event recorder over anextended period.Taking control <strong>of</strong> their personal drivinghabits is paramount to drivers’ sense<strong>of</strong> pr<strong>of</strong>essionalism and personal accountability.In addition to being empoweredby their good driving habits, driversunderstand that a video event recorderForklift AccessFor forklifts and other warehouse trucks using vehiclemountedcomputers (VMC), ShockWatch presents itsnew FleetControl Manager, which features processing,touch screen, AC power supply and wirelesscommunications capabilities. Using the touch screen,operator can gain access to and operate the lift,complete the preshift OSHA safety checklist, and sendand receive messages within the warehouse. Accordingto Shockwatch, the system’s graphical user interface (GUI)eliminates the need for a separate display unit, whichrequires additional space on a forklift dashboard andmay restrict operator view. Also, the GUI features largeon-screen buttons and easy-to-read text, providing auser-friendly functionality that enables operators to keeptheir work gloves and safety glasses on. System workswith almost any lift truck with a VMC to help ensure thatonly trained and certified operators gain access to lifts.Request 25 at www.psads.info.Driving Behavior AnalysisDriveCam Inc. <strong>of</strong>fers Risk InfoCenter, which provides insight into risky drivingbased on actual driving behavior. The firm also has published its first Risky DrivingAnalysis Perspective to reduce risky driving behaviors associated with intersectioncollisions. At the core <strong>of</strong> Risk InfoCenter is a large repository <strong>of</strong> risky drivingbehaviors collected across multiple industries and types <strong>of</strong> vehicles. These behaviorsprovide crucial insights into helping fleets and motoring public prevent collisions.DriveCam has been collecting and analyzing audio and video coverage <strong>of</strong> thesebehaviors for more than 10 years and has identified trends, insights and root causesassociated with risky driving.Request 24 at www.psads.info.Fleet <strong>Safety</strong> CertificationAon Risk Services has developed thefirst nationwide fleet safety certificationfor trucking companies. SafeFleetCertification is a performance-basedsafety certification that compares afleet’s safety performance againstindustry averages in several safetybenchmarks, such as driver and vehiclecompliance, crash performance andworkplace injury performance. Afterachieving certification, a company canstate that it has been audited by anindependent third party and hasreceived an outstanding safety rating.Request 26 at www.psads.info.44 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.org
can protect them from false statements.By allowing them to record issues (suchas traffic problems causing servicedelays), a service problem (such as alocked gate that prevents access to aproperty) or a traffic collision that didnot involve their vehicle, drivers captureevents that could affect their driver’slicense and, ultimately, their career.To ensure a successful DRM program—andto maximize driver retention—itis important to communicate theprogram’s purpose, explain the logistics<strong>of</strong> how it works and begin regular, consistentcoaching and training. Withoutthis, drivers will not understand the program,feel intimidated by the monitoringand, ultimately, leave the company soonerthan they originally planned. It isimportant that drivers understand that aDRM program isnot designed to bepunitive—nor doesit create new policies.Drivers willappreciate that theiremployer is providingthem with atool to improvetheir driver safetyand ensure compliancewith existingcompany policies.Keys toImplementingthe ProgramThe key to a successful DRM programis the way it is implemented. Followingare several tips to ensure a successfulDRM program implementation.•Get all stakeholders on board. Meetinternally with everyone involved sothey understand what the DRM solutionentails and what each individual’s rolewill be when executing the program. Besure to set guidelines on how quicklyincidents should be coached and howand where to provide that coaching.•Introduce the program to drivers.Host an orientation for drivers toexplain why the company is implementinga DRM solution and what benefitsdrivers will receive from the solution.Be sure to introduce the DRM solutionto the company’s drivers before theyever see a video event recorder in theirvehicles so they know what to expect.This would be a good opportunity tobring in the human resources department,which should have already beenbrought on board with the program.Finally, have all employees sign a formacknowledging that they were educatedon the DRM solution.•Deploy the solution in both driverand manager vehicles. This will sendthe message that implementing theDRM solution is not about an individualdriver; it is about making the organizationsafer as a whole.•Implement a rewards system. TheDRM solution is exception-based andwill only be triggered by force, making itdifficult to capture when drivers areexhibiting good driving behavior. Oneway to identify good behavior is bymeasuring the time or distance a drivergoes without triggering the solution.Create a program that rewards drivers inthese situations and recognizes themwhen they have reached a designatedmilestone. Offering rewards to driversreinforces the need to eliminate riskydriving behaviors.•Communicate continuously andconsistently. DRM programs are mostsuccessful when continual communicationis present. Show a meaningful drivingclip at safety meetings, circulatereports to upper management or includea column about the solution in everyBest Practices continued on page 46DriverFeedbackGreenRoad <strong>Safety</strong> Centerfrom GreenRoadTechnologies is adriver-friendly safetyproduct that providesreal-time, in-vehicledriver feedback andeliminates risky maneuversmade while driving.Drivers learn via agreen, yellow and rednotification during eachdriving trip. Productchanges the wayvehicles are driven,which helps reducevehicle crashes, repaircosts and CO 2 emissions,and improve fueleconomy.Request 27 atwww.psads.info.Vehicle TrackingSafefreight Technologies has released SmartFleetManager version 5, a GPS vehicle tracking and fleetmanagement system that provides real-time data onlineabout the location, safety and security <strong>of</strong> companyvehicles and equipment, and the workforce operatingthem. System monitors excessive speed, seatbelt use, highG forces experienced by the vehicle, maintenance alerts,vehicle rollover and impact (new for <strong>2008</strong> models), andmany other aspects <strong>of</strong> the vehicles. According tomanufacturer, the SmartFleet system gathers location andoperating information through a vehicle-mounted deviceand communicates that information wirelessly throughthe vehicle-to-Internet application, enablingfleet managers to improve safety and productivityin their operations.Request 28 at www.psads.info.Event RecorderDigital Ally Inc. introduces the new DVM-250 Pro, anevent recorder developed specifically for the transportationindustry. The DVM-250 Pro records and stores audio frominside and outside <strong>of</strong> the vehicle. In the case <strong>of</strong> an abruptchange in acceleration, sudden stop or other violentmaneuver, the event is automatically captured on video. Italso films in a continuous 30-second loop, so activities thatoccur 30 seconds before or after an incident are recorded.Device is integrated into the rearview mirror, taking uplittle space and making it easy to install.Request 29 at www.psads.info.CollisionPreventionRadar <strong>Safety</strong> Technologies LLC makesdrivers’ safety a top priority with thelaunch <strong>of</strong> its new product, the FrontAlertCollision Alert System. It featuresadvanced radar-based technology calledSafe Braking Distance, which calculatesvehicle speed, distance from the object,and closing speed between a vehicle andthe object, and alerts driver <strong>of</strong> a threat ornonthreat driving situation. When athreat is detected, the system displays ared light and an alert tone cautioning thedriver to brake, decelerate or take evasiveaction. According to RST, NHTSA researchshows that 1 second <strong>of</strong> alerting couldprevent up to 90% <strong>of</strong> rear-end collisions.Request 30 at www.psads.info.www.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 45
BestPracticescontinuedfrom page 45newsletter—just be sure to keep the flow<strong>of</strong> communication open and moving.•Deploy and manage the programlocally. Be sure that each manager hasspecific objectives and the financialincentive to achieve his/her objectives.Focus on improving risky behavior—noton reducing collisions—and look at leadingindicators (e.g., risk) not laggingindicators (e.g., collisions).•Use the solution as a tool to reportnear collisions in order to foster discussionon improving risky driving behaviors.Many companies ask that driversreport near collisions, but few driversdo. With a DRM solution, the videoevent recorder will likely capture thenear collision and open the forum for thedriver and supervisor to discuss whathappened and how the risky behaviorcould be eliminated. Use such an eventas a training tool. Secure permissionfrom the driver, or only use the frontview, and show the video at a safetymeeting as an example <strong>of</strong> a commonmistake that everyone makes and howto learn from it.•Create and communicate theground rules <strong>of</strong> the program. Determinein advance how to handle situationsidentified by footage. For example, whatbehaviors will constitute the need forcoaching? Establish the plan and communicateit to drivers. They will workhard to comply once they understandthe ground rules.•Provide positive and consistentcoaching. One <strong>of</strong> the most importantaspects <strong>of</strong> successful DRM implementationis how coaching and feedback arehandled; only by receiving appropriatefeedback is a driver’s behavior going toimprove. One example is conducting thecoaching session in a private area tominimize embarrassment and foster candidcommunication. The tone <strong>of</strong> thecoaching should be positive and encouraging.Coaching is not discipline; it is acollaborative effort to improve driving.•Tap the DRM provider for tools touse during your implementation. Askthe provider for tools to help drivers(and managers) acclimate to their newenvironment. Items such as a videointroducing and explaining the solution,as well as template materials for acknowledgingthat each driver has beentrained on the solution or that a coachingsession has taken place, will helpensure a smooth transition and a successfulprogram.ConclusionResearch has proven that driversappreciate the regular feedback that aDRM program provides. They areinspired by their own continuallyimproving driving record. And, ultimately,they remain with a companylonger and are happier because <strong>of</strong> theincreased communication. In the end, aDRM program is one key component toattracting and retaining the best driversavailable, while also being a key component<strong>of</strong> a corporate safety and trainingprogram.ReferencesBureau <strong>of</strong> Labor Statistics (BLS). (<strong>2008</strong>, Feb.).Washington, DC: U.S. Department <strong>of</strong> Labor, Author.Del Lisk is vice president <strong>of</strong> safety services forDriveCam Inc. (www.drivecam.com), where hedevelops safety policy and procedures and overseestraining for the company’s fleet customers.His duties include administering the firm’s certificationprogram and directing the DriveCamAcademy. Prior to this position, Lisk spent 21years with Smith System Driver ImprovementInstitute, a pr<strong>of</strong>essional driver training firm,including 6 years as company president. Whileat Smith System, Lisk developed fleet safetyprograms and personally delivered training tomore than 10,000 fleet drivers.Vehicle ManagementI.D. Systems has launched a new wireless vehiclemanagement system called PowerKeyPLUS,targeting the entry-level segment <strong>of</strong> the industrialvehicle management market. According to I.D.Systems, system emphasizes vehicle access control,safety checklists and impact sensing, all <strong>of</strong> which willimprove workplace safety. Product is designed toreduce fleet maintenance costs by automaticallyuploading vehicle data, reporting vehicle problemselectronically, scheduling maintenance according toactual vehicle usage and helping determine theoptimal economic time to replace equipment.Request 31 at www.psads.info.Mobile SurveillanceThe Mobile DVR ARM354 (MDVR354-RM) fromAmptronix enhances mobile surveillancecapabilities by integrating durable, patent-designedremovable hard drive with advanced data transportand security concerns. Device is designed to endurethe harsh conditions <strong>of</strong> fleet transportation andprovide uninterrupted video footage. It canwithstand operating temperatures <strong>of</strong> 5 °C to 55 °C,300 Gs (2 ms) operating shock, and vibrations up to3.0G (2.5 to 500 Hz). The removable hard drive ispocket-sized and convenient; no extra reader isneeded to review the stored data. The Mobile DVRARM354 (MDVR354-RM) is recommended for use in aviation, militaryvehicles, school buses, fleets, trucks, trains, law enforcement vehicles andother industrial applications.Request 32 at www.psads.info.Traffic DataNAVTEQ announces the availability <strong>of</strong> its new Traffic Patterns NorthAmerica v3.0, a significantly updated historic database that includestypical traffic speeds on nearly 1 million miles <strong>of</strong> primary and secondaryroads across the U.S., Puerto Rico and Canada. System enables moreaccurate route planning and improves trip time estimates based on likelytraffic conditions. According to NAVTEQ, application relies on specificroad segment speed information that includes adjustmentsfor daily congestion, demonstrating a 33% improvementin travel time accuracy when compared with systemsthat rely on posted speed limits.Request 33 at www.psads.info.46 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.org
Distressed by miners’ injuriescaused by the methods <strong>of</strong> setting<strong>of</strong>f explosives to break uplarge amounts <strong>of</strong> rock, Bickforddesigned a fuse made fromstrands <strong>of</strong> rope wound arounda core <strong>of</strong> gunpowder, then varnished.His safety fuse hassaved hundreds <strong>of</strong> lives andprevented many serious injuries.Lukens was determinednot to sit onthe sidelines. She wasactively involve withher family’s business.Because <strong>of</strong> the injuriesthat were occurring inthe iron mills, sheworked to improvesafety in iron works.After witnessing a railcrossing accident, Rigginhad the idea <strong>of</strong> preventingothers from the same fate.This led her to invent thefirst apparatus to preventanimals, wagons andsome cars from crossingthe tracks as trainsapproached.Costondevelopeda maritimenavigationsystem using pyrotechnics.These burning flares helped theU.S. Navy and the navies <strong>of</strong>many European countries tocommunicate with and rescueshipwreck victims.In 1885, Starley made history when he produced theRover <strong>Safety</strong> Bicycle—a rear-wheel-drive, chain-drivencycle with two similar-sized wheels, making itmore stable than the previous high-wheeled designs.Starley’s Rover is usually described by historians asthe first recognizably modern bicycle. This new“safety bicycle” was an immediate success and wasexported around the world.On May 24, 1883, the BrooklynBridge opened to traffic. Thosewho were there to witness its constructionsaw the familiar face <strong>of</strong>Emily Warren, the chief engineerfrom 1872 to 1883. She supervisedthe day-to-day construction afterher husband became bedridden.Born a free man, Martinreceived a patent on March26, 1872, for the first fireextinguishing suppressingapparatus, which later wasremodeled as a portableextinguisher.Woods made traincommunicationbetween the stationand other trains possibleby inventingthe “SynchronousMultiplex RailwayTelegraph.” He isalso responsible for inventing the automaticair brakes for trains and the “thirdrail” concept, all being used in mass-transitrail systems today.Finlay was a Cuban physicianwho discovered the cure for yellowfever. His theory that yellowfever came from mosquitoessaved million <strong>of</strong> lives. The WalterReed commission <strong>of</strong> 1900 inauguratedexperiments that conclusivelyproved his theory to be true.Morgan’s safety helmet was used bythe allied forces in World War I andserved as the prototype for the modern-dayrespirator. He also patentedthe directional traffic signal, laterchanged to three colors, which nowdirects traffic on mostroads/highways around the world.Before Gustaf Pasch invented thesafety match in 1884, matcheswere very dangerous because theywere made from yellow phosphorus,a poisonous substance. Thesafety match, which used red phosphorus onthe striking surface, not the match itself,would only ignite when struck on the box’sstriking surface. A decade later, JohanLundstrom improved and perfected thismatch, increasing its safe use and popularity.Apgar made it safe for newbornbabies in the first criticalminutes <strong>of</strong> their lives tobe evaluated for birth defectsby developing the ApgarScore. This was the first standardizedmethod for evaluatinga newborn’s transitionto life outside the womb.Ochoa’s expertise in optics and computerhardware had the potential toDuring Mineta’s first 4 years asSecretary <strong>of</strong> Transportation, the U.S.improve not only the gathering <strong>of</strong> dataachieved the lowest vehicle fatalitybut also the assessing <strong>of</strong> the integrityrate, the highest safety belt usage rateAppointed by President and safety <strong>of</strong>and the lowest rail fatality level everRonald Reagan in 1983, Dole equipment atrecorded. He also oversaw the safestbecame the first women ever NASA. In 1990,3-year period in aviation history.chosen as U.S. Secretary <strong>of</strong> NASA acceptedMineta also helpedTransportation. One <strong>of</strong> the her into its astronauttraining pro-to persuade all U.S.most famous accomplishmentsduring her tenure gram, and in Julystates to set a bloodalcohol rate <strong>of</strong>was the mandatory implementation<strong>of</strong> the third brake became an <strong>of</strong>ficial1991, Ochoa0.08%, a level thathas proven to belight on all passenger cars. U.S. astronaut.effective in preventingautomobilecrashes andBath became the firstimproving safety.African-<strong>American</strong> femalephysician to receive a patentfor a medical invention. HerChao was the first Asianinvention,the “Laserphaco<strong>American</strong> woman appointed toProbe” (forerunner to Lasik)a presidential cabinet in U.S. history.Her dedication to promot-transformed eye surgery. Itused a laser device thating safety and health at that U.S.safely and quickly removedDepartment <strong>of</strong> Labor set the barcataracts from patients’ eyes and gave them thefor future leaders.ability to see again.1810 1820 1830 1840 1850 61860 1870 1880 1890 1910 1920 1930 1940 1950 1960 1970 1980 19902010At GE, Thompson was considered a “scientificsage,” and he helped establish atradition <strong>of</strong> regular product improvementand scientific research that led tothe creation <strong>of</strong> GE’s first research laboratoryin 1900. Before the turn <strong>of</strong> the century,he also developed equipment for GEleading to the production <strong>of</strong> X-rays, anddemonstrated the use <strong>of</strong> X-ray picturesfor diagnosing bone fractures and findingforeign objects in the body.In 1958, Chappellejoined the ResearchSlater wasInstitute for Advancedappointed U.S.Studies in Baltimore, aElion is a recipient <strong>of</strong>Secretary <strong>of</strong> Transportationin 1997.division <strong>of</strong> the Martinthe 1988 Nobel PrizeMarietta Corporationfor Physiology orDuring his term,that was famous forMedicine. She is creditedwith the co-repaired thou-the departmentdesigning airplanesand spacecraft. There, Chappelle discoveredthat even one-celled plantscessful drugs for the treatment <strong>of</strong>try’s bridges, improving them to theirdevelopment <strong>of</strong> two <strong>of</strong> the first sucsands<strong>of</strong> the coun-such as algae, which are lightweightleukemia, as well as an agent that best condition in years; acted aggressivelyto improve the safety <strong>of</strong> theand can be transported easily, canhas helped doctors prevent the rejection<strong>of</strong> kidney transplants. Elion also U.S. rail system; averted a strike byconvert carbon dioxide to oxygen. Thisdiscovery helped to create a safeplayed a major role in the development<strong>of</strong> the first selective antiviral all <strong>American</strong>s to buckle their seatbelts.Amtrak; and initiated a program to getoxygen supply for astronauts.agent against herpes virus infections.Volvo’s first safety engineer,Bohlin invented the threepointsafety belt, a standard inHispanic and first woman toNovello became the firstthe modern automobile. Earlybe appointed U.S. Surgeontests showed that the belt wasGeneral. During her tenure,effective in restraining theshe played an important rolebody in high-speed crashesin launching the “Healthyand in preventing ejection. The National HighwayChildren Ready to LearnTraffic <strong>Safety</strong> Administration estimates that in theInitiative.” She also worked with other organizationsto promote immunization <strong>of</strong> children.U.S., the seatbelt saves more than 4,000 lives andprevents more than 100,000 injuries a year.Face toFaceGreaterunderstandingleads togreater trust,which leadsto greaterappreciation<strong>of</strong> others.William Bickford - 1800RebeccaLukens - 1825<strong>ASSE</strong> . . .DrawingStrengthThroughDiversityMary Riggin - 1862MarthaCosten -1859Emily Warren - 1883John Kemp Starley - 1885Thomas Martin - 1872<strong>ASSE</strong>’s DiversityCommittee developeda “Diversity in<strong>Safety</strong>” poster lastyear. To request acopy <strong>of</strong> the poster,contact <strong>ASSE</strong>’sGeri Golonka atggolonka@asse.org.Adding Diversity Awarenessto Your Leadership Skill SetDiversity in <strong>Safety</strong>Throughout the DecadesGranvilleWoods - 1884The originalsafety pioneershad vision and madelife safer for others. Theirinventions in maritime safety, railand traffic safety, chemical and electricalsafety, communications and health greatlyimproved how we work and live today.They were innovators and inspirations—and theymade a difference. You can, too.Carlos Juan Finlay - 1887Elihu Thompson - 1890Gustaf ErikPasch - 1884Johan EdvardLundstrom - 1885Garrett A. Morgan - 1912Virginia Apgar - 1952Patricia Bath - 1988EmmettChappelle - 1958Nils Bohlin - 1958Elizabeth Dole - 1983Ellen Ochoa - 1991Gertrude Elion -1980Antonia Novello - 1990Norman Mineta - 2001Elaine Chao - 20011800 1900 2000To effectively manage in today’s workplace,leaders must understand that diversity hasmany facets and is not limited to gender orrace. To ensure safety in the workplace and toimprove the quality <strong>of</strong> life in all <strong>of</strong> its aspects,SH&E pr<strong>of</strong>essionals must understand and embracediversity, and respect differences.<strong>ASSE</strong> is committed to supporting diversity withinthe <strong>Society</strong>. To that end, <strong>ASSE</strong> formed theDiversity Committee. The committee’s goal is toprovide inclusion without regard to race, ethnicity,religion, personal beliefs, age, gender, sexual orientation,nationality, or physical challenges by providingadvice and guidance to the <strong>Society</strong> to:•encourage an inclusive and diverse membership,leadership and staff;•promote a culture <strong>of</strong> inclusion and cooperation;•address diversity-related issues for the SH&Epr<strong>of</strong>essional, workforce and community.Today’s leadersmust understandculturalnorms and traditions,disabilities,religioustraditions andpractices, andthe influencehistory has hadin shaping generations.In thisinterview,which is basedon a presentationat and proceedingspaper from <strong>ASSE</strong>’s <strong>Safety</strong> <strong>2008</strong> conference,members <strong>of</strong> the Diversity Committee and <strong>ASSE</strong>member Ashok Garlapati share insights and personalexperiences relating to diversity.RodneySlater - 1997AMERICAN SOCIETY OF SAFETY ENGINEERS1800 E. Oakton St. • Des Plaines, IL 60018-2187 • (847) 699-2929 • www.asse.orgPS: How do you define diversity?Jamal AbuSneineh (JA): Diversity is the presence<strong>of</strong> a wide range <strong>of</strong> variation in the qualities orattributes <strong>of</strong> cultures, societies, communities, companiesand workgroups. It is the state <strong>of</strong> being differentor diverse. Diversity is used to describe people andpopulations. It encompasses such things as age, gender,race, ethnicity, ability, and religion, as well aseducation, pr<strong>of</strong>essional background and maritaland/or parental status. It carries with it an array <strong>of</strong>subject matter and connotations. It has also beendefined as the full use <strong>of</strong> human resource potential.Diversity is understanding, respecting and valuingdifferences while translating commonalities towardeffectively achieving a common objective or goal.Ashok Garlapati (AG): If you look into thedictionary, it provides a definition <strong>of</strong> mixture, varieties,range, assortment, etc. Workplace diversityrefers to the variety <strong>of</strong> differences between peoplein an organization. That sounds simple, but diversityencompasses race, gender, ethnic group, age,personality, cognitive style, tenure, organizationalfunction, education, background and more.Diversity involves not only how people perceivethemselves, but how they perceive others. Those perceptionsaffect their interactions. For a wide assortment<strong>of</strong> employees to function effectively as anorganization, human resource pr<strong>of</strong>essionals need todeal effectively with issues such as communication,adaptability and change. Diversity will increase significantlyin the coming years. Successful organizationsrecognize the need for immediate action andare ready and willing to spend resources on managingdiversity in the workplace now.Rixio Medina (RM): Diversity is the acceptanceand inclusion <strong>of</strong> people <strong>of</strong> different gender, race,ethnicity, age, religion, language, nationality, workstyle and experience, education, culture, organizationfunction, approach to problem solving, physicalappearance, personality type, liberal or conservativethinking and socioeconomic status, using thestrength <strong>of</strong> their differences to improve the group’soutput while working toward a common goal.Terrie Norris (TN): Growing up I did notknow about diversity—I just knew that I was differentbecause <strong>of</strong> the way I was treated. My fatherwas in the military, which meant frequent relocations,so I was always that new kid who “wasn’tfrom around here.” I spoke differently. I dresseddifferently. I did not have the shared childhoodmemories—I was an outsider.Diversity goes beyond the most frequently recognizedrace and gender. It also involves geography,language, accent, age, life experiences, education,heritage, disabilities and religion.PS: How does diversity affect communication?JA: It affects communication in so many waysand <strong>of</strong>ten leads to misunderstandings. Every one <strong>of</strong>us comes from a different background with differentexperiences that lead to different results.Because <strong>of</strong> this, each <strong>of</strong> us brings something differentto the table. We each bring a set <strong>of</strong> skills, knowledgeand experience that makes up the diversity <strong>of</strong>us all. It’s in this diversity that we can flourish as agroup and enhance our environment.Communication is the most important part <strong>of</strong> success<strong>of</strong> any group or organization.AG: Every organization takes full advantage <strong>of</strong>diversity. In this process, they will face many challengesparticularly related to communication.Perceptual, cultural and language barriers need tobe overcome for diversity programs to succeed.Face to Face continued on page 48www.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 47
Face toFacecontinuedfrom page 47Ineffective communication <strong>of</strong> key objectivesresults in confusion, lack <strong>of</strong> teamworkand low morale. This leads tonegative impact on the overall objectives<strong>of</strong> the organization if the communicationissues are not handled properly.Kelly Bernish (KB): Effective communicationis one <strong>of</strong> the biggest challengeswe all face. Diversity, or theexperiences, characteristics, beliefs andcultural differences that we all bring tothe table, adds to that challenge. The tendencyfor people to project their beliefsonto or to stereotype people who are outwardlydiverse or different from themmay affect the way communication happens—ordoesn’t happen.The same can be said for the personreceiving the message and the filters theymay apply to the message. Additionally,hand gestures, body language and slanglanguage styles may have a completelyMeet the Panel48 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.orgdifferent meaning in diverse populations.For example, in our parks we have guestsfrom all over the world each day. To me,thumbs up means everything is okay, butto someone else it may mean the numberone. It can be as simple as that.Dale Brito (DB): There are manydifferent ways to say the same thing, justas there are many different ways to interpretwhat is said. Each <strong>of</strong> us hears thingsdifferently, based on our beliefs, culturalbackground, etc. Effective communicationhinges on knowing our audience andbeing able to make adjustments to suitthem. People will translate what theyhear into ideas based on their own beliefsand cultural background. Diversity introducesa variety <strong>of</strong> views, ideas andthoughts into a conversation, expandinga single idea in many directions.Nonverbal communication is anotheraspect that must be considered. It, too, isaffected by beliefs, cultural background,etc., and can be easily misinterpreted.Everyone uses mannerisms and bodylanguage when speaking. Because <strong>of</strong> this,although an individual may intend tosay one thing, the spoken message maybe interpreted as something totally differentbecause <strong>of</strong> the nonverbal message.Jamal AbuSneineh is a risk specialist, loss prevention consultant with the City <strong>of</strong> Portland.He was born and raised in Jerusalem, Palestine. AbuSneineh holds a B.A. from BethlehemUniversity and an M.S.T. from Portland State University. He is the immediate past president<strong>of</strong> <strong>ASSE</strong>’s Columbia-Willamette Chapter.Kelly Bernish is a graduate <strong>of</strong> Kent State University and has spent her SH&E career withSeaWorld/Anheuser-Busch in three different locations in the U.S. Currently, she is director <strong>of</strong>environmental, health and safety for SeaWorld <strong>of</strong> Florida Inc. Bernish has been a member <strong>of</strong><strong>ASSE</strong> since 1997 and is currently Chair <strong>of</strong> Women in <strong>Safety</strong> Engineering, one <strong>of</strong> <strong>ASSE</strong>’s commoninterest groups. She is also a past president <strong>of</strong> <strong>ASSE</strong>’s Central Florida Chapter.Dale Holly Kahaukapu Brito is a risk control consultant for First Insurance Co. <strong>of</strong> HawaiiLtd. Born and raised in Honolulu, she currently lives in Kailua on the island <strong>of</strong> Oahu. Herdiverse heritage includes ancestors <strong>of</strong> Hawaiian, English, Irish and Spanish descent. An <strong>ASSE</strong>member since 1993, Brito has held several <strong>of</strong>ficer positions in <strong>ASSE</strong>’s Hawaii Chapter.Rixio Medina, CSP, is vice president <strong>of</strong> health, safety, security, environmental protectionand shared services for CITGO Petroleum Corp. in Houston, TX. He served as a presidentialappointee on the Chemical <strong>Safety</strong> and Hazard Investigation Board and served two terms assafety representative on the National Advisory Committee on Occupational <strong>Safety</strong> andHealth. For 2 years, Medina chaired the Civil Service Commission and was vice-chair <strong>of</strong> theCivil Service Board for the City <strong>of</strong> Corpus Christi, TX. Medina is the recipient <strong>of</strong> an <strong>ASSE</strong>President’s Award for his work as an international emissary.Terrie Norris, CSP, ARM, is risk control manager with Bickmore Risk Services, working inthe firm’s Southern California <strong>of</strong>fice. During her formative years, Norris lived as an Air Forcedependent in New York, the Philippine Islands, Hawaii, Ohio, England and Michigan. An<strong>ASSE</strong> member since 1987, she has served as an <strong>of</strong>ficer in the West Michigan and OrangeCounty chapters. Norris is <strong>ASSE</strong>’s Region I Vice President and she recently completed herterm as chair <strong>of</strong> the Diversity Committee. She is a recipient <strong>of</strong> <strong>ASSE</strong>’s Charles V. CulbertsonOutstanding Volunteer Service Award for her work on the Diversity Committee.Linda Rhodes, CSP, is general manager <strong>of</strong> system safety for the Chicago Transit Authority.Rhodes holds an undergraduate degree in industrial and systems engineering from OhioUniversity. Her participation in athletics and various volunteer organizations over the yearshas exposed her to diverse cultures, as has her employment in industries such as manufacturing,food, not-for-pr<strong>of</strong>it and transportation. Rhodes is currently Chair <strong>of</strong> the DiversityCommittee.Ashok Garlapati, CSP, QEP, G-IOSH, was born in the State <strong>of</strong> Andhra Pradesh, India. Hisstudies and work in India exposed him to many languages and cultures. He moved toKuwait in 2000 to work with the Kuwait Oil Co., where he interacts with a workforce <strong>of</strong>more than 50 nationalities. Garlapati, the immediate past president <strong>of</strong> <strong>ASSE</strong>’s KuwaitChapter, was a guest panelist during the Diversity Committee’s <strong>Safety</strong> <strong>2008</strong> presentation.RM: A diverse group will face communicationchallenges. One challenge Ihave experienced is the problem-solvingapproach common in <strong>American</strong> society.We talk over an issue and usually want toquickly define the problem and find asolution for it—the quicker the better.<strong>Safety</strong> pr<strong>of</strong>essionals are trained to recognizehazards, evaluate them and compareoptions, and take immediate correctiveactions when needed. Other cultures andpr<strong>of</strong>essionals may see and understandthe same problem, but generally want toevaluate the issue in more detail beforeattempting to fix it. They are not slowerthinkers, they simply want to understandmore details before acting.Our typical communication style is toget to the point and to move directly frompoint A to point B, in a logical mannerwithout digression. Other cultures’ communicationpatterns are not driven onlyby efficiency; they might also want toexplore the context, taking time to explorerelated matters. I must discipline myselfnot to let this learned skill affect my communicationefforts with individuals whodon’t have the same sense <strong>of</strong> urgency Iusually have. We need to recognize thatother people may be different from usand may not respond to a given situationthe same way we do. Understanding andkeeping in mind those individual differenceswill help us be more effective wheninteracting with a diverse group.TN: In today’s mobile world, most <strong>of</strong>us have experienced language barriers. Ifwe do not speak the same language itinterferes with sharing our experiencesand knowledge. It creates hazards withinthe workplace when we cannot communicateexpected behaviors or warning signscannot be read. However, diversity’seffect on communication is much moresubtle than mere language differences.Take the U.S. for example; the differencesin regional accents and speed atwhich English is spoken in those regionscan make it difficult for someone in thenortheast region <strong>of</strong> the country to communicatewith someone from the southeast.I learned Arabic for a trip to theMiddle East, but found that while theaccent I acquired from my language tapewas perfect in Egypt, it was slightly <strong>of</strong>f inJordan. I had the opportunity to live inEngland as a child, and the language wasthe same and the accent not too difficult,but the words did not always have thesame meaning. For example, when Iasked for chips, meaning potato chips, Iwas served French fries; when I wanteda cookie, I needed to ask for a biscuit.The diversity in nonverbal communicationadds another nuance. In manycultures, the comfort zone for communicationis at a distance, bows are exchangedrather than handshakes, anddirect eye contact is not accepted in one
culture while it is expected in another.These differences increase the need forcommunication training and increasedself-awareness. Successful leaders willdevelop an understanding <strong>of</strong> the language,the meaning <strong>of</strong> commonly usedphrases, and the acceptable nonverbalcommunication characteristics <strong>of</strong> theworkforce and business place in whichthey work and live.PS: How do you encourage diversitywithin <strong>ASSE</strong>?AG: <strong>ASSE</strong>’s Kuwait Chapter membershipconsists <strong>of</strong> people from more than15 countries and their experience levelranges from 1 to 25 years’ in differentindustrial sectors such as construction,mechanical, petrochemicals, andupstream and downstream oil industries.Therefore, membership needs are completelydifferent and diverse in nature.An organization’s success and competitivenessdepends on its ability toembrace diversity and realize its benefits.We have used their expertise levelsto our benefit in the following ways:•Encourage experienced members toshare their experience with junior membersby conducting technical meetings,seminars and training programs.•Encourage junior members to takepart in leadership roles through participationas committee members, volunteersfor pr<strong>of</strong>essional development conferencesand outreach activities.•Publish technical articles and bulletinsin several languages to reach ourdiverse membership.•Provide membership renewal forvolunteering activities, subsidize trainingprograms, host recognition programsto increase the involvement <strong>of</strong> membersin <strong>Society</strong> activities.KB: My passion is WISE, the Womenin <strong>Safety</strong> Engineering group. I have beenblessed with the opportunity to chair anincredible organization <strong>of</strong> women—alldiverse in their own right—working inthe SH&E field. So, I get to influence thateach day. Through this group, we havethe opportunity to influence recruitmentand networking within our field andprovide a platform for everyone to beexposed to incredible diversity. I alsowork with someone through the WISEmentoring program, and it is valuableand educational for both <strong>of</strong> us.And, there is my involvement with<strong>ASSE</strong>’s Diversity Committee. It has beennothing short <strong>of</strong> an amazing and fulfillingopportunity to meet and interactwith people from all over the world.Finally, there is my ongoing effort tosupport endowments and scholarshipsfor people <strong>of</strong> diverse backgrounds.RM: I have had the opportunity tohelp <strong>ASSE</strong> and the pr<strong>of</strong>ession in theirefforts to be more diverse and inclusive.When recommending the appointment <strong>of</strong>members to committees, I have identifiedindividuals from different backgroundsand I have encouraged several Hispanicsafety pr<strong>of</strong>essionals from overseas to join<strong>ASSE</strong> and have mentored them in pursuingpr<strong>of</strong>essional certification.The <strong>ASSE</strong> Foundation has also allowedme to join others in providing scholarshipsand pr<strong>of</strong>essional developmentgrants. I am thrilled to support theHispanics in <strong>Safety</strong> and the DiversityCommittee scholarships.<strong>ASSE</strong> has also given me the opportunityto be the face and the Spanish voice <strong>of</strong>the <strong>Society</strong> at several pr<strong>of</strong>essional conferencesin Mexico and in presentations tothe secretaries <strong>of</strong> labor, union leaders andbusinessmen <strong>of</strong> five countries in a tourthrough Central America with representatives<strong>of</strong> the U.S. Department <strong>of</strong> Labor.Finally, through the Diversity Committee,I have been able to work with volunteersand staff members to developstrategies and implement actions to help<strong>ASSE</strong> improve its diversity standing.TN: As chair <strong>of</strong> the Diversity Committee,I was faced with the challenge <strong>of</strong> findingnew volunteers for the committee. IFace to Face continued on page 50Request 14 at www.psads.info or http://prosafety.hotims.com/19750-14www.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 49
Face toFacecontinuedfrom page 49reached out to members who could bringnew voices to the group. The committee isdiverse in its age groups, genders, ethnicheritages, education, life experience, religions,work experiences and length <strong>of</strong>membership within the pr<strong>of</strong>ession andthe <strong>Society</strong>. We are tasked with understandingthe makeup <strong>of</strong> <strong>ASSE</strong> andencouraging its continued diversity.As Region I Vice President, I have triedto balance the needs <strong>of</strong> the chaptersthroughout the region by ensuring geographicrepresentation on the region’sExecutive Committee. In my day-to-dayliving, I encourage safety pr<strong>of</strong>essionals—wherever I meet them—to join <strong>ASSE</strong>. Ihave worked hard to change <strong>ASSE</strong>’simage from a national organization to aninternational organization. The goal is tobe inclusive and to make all members feelwelcome and part <strong>of</strong> <strong>ASSE</strong>.Linda Rhodes (LR): I encourageappreciation for the value that is addedby long-service members and I encouragetheir active participation. Within mychapter, I also take opportunities to recruitmembers who are underrepresented.My activity on the <strong>Society</strong> level hasgiven me an opportunity to mentor others.Those <strong>of</strong> us who look different than“traditional” leaders get many questionsfrom members and potential memberswho are trying to decide whether they fit.We have to be open and honest about thebenefits and the challenges associatedwith active involvement.A member once approached me at theLeadership Conference and asked how Icould be so active on the <strong>Society</strong> levelwithout compromising my work/life balance.We had a great conversation aboutchoices and priorities and she ultimatelycommitted to get more involved. Her concernswere based on misperceptionsabout how much time it would actuallytake to participate on chapter, regionaland/or <strong>Society</strong>-level committees.PS: How have you personally dealtwith diversity and inclusion?JA: On a personal level, I am marriedto a woman who is not from my cultureor society. My children are trilingual. Ihave been a chairperson <strong>of</strong> a Montessoripreschool, which has students from morethan seven cultures and teachers fromvarious backgrounds. I am the only maleon the school’s board; the rest are females<strong>of</strong> Indian, Middle Eastern, <strong>American</strong> andPakistani heritage. I promote understandingand appreciation <strong>of</strong> other cultures andtheir heritage.50 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.orgAG: More than 50 contracting companieswork for my company’s Explorationand Production Development Directorate,and contractor employees represent manynationalities. This presents many challenges,so I have adopted these steps todeal with diversity at my workplace:1) Assess diversity in the workplace.The first step dealing with any issuestarts with the assessment <strong>of</strong> it. We conductedthe assessment through employmentsatisfaction and needs surveys.2) Develop a diversity in the workplaceplan. The initial assessment and surveyprovided information on diversity issuesas an integral part <strong>of</strong> the managementsystem. The plan has been made comprehensive,attainable and measurable.3) Implement the plan. The diversityplan in my organization has been implementedthrough management commitmentand line management. This hasbeen incorporated in every aspect <strong>of</strong> theorganization’s function and facilities.4) Reassess the diversity plan. Periodicallyreassessing the plan has helped usevaluate and improve it.KB: I am lucky and thankful that I wasraised in a diverse community and underdiverse circumstances. I grew up in a collegetown that celebrated diversity. Mymom is a journalist who exposed me tomany incredible experiences. I now havethe same opportunity with my children.I think we can all recount negativeexperiences as a result <strong>of</strong> personal, organizationalor governmental prejudices. Forme, it was just another challenge to makemyself and those around me better. I nowhave the responsibility <strong>of</strong> influencing theminds <strong>of</strong> my two daughters to be open.Each day at work, I am blessed to workwith people <strong>of</strong> such tremendous diversity.One <strong>of</strong> my most rewarding opportunitiesis to work on initiatives <strong>of</strong> accessibility forpeople with disabilities. Our goal is tomake our parks as accessible and inclusiveas safely possible.DB: Living in an area with an extremelydiverse cultural base, I havelearned (perhaps unconsciously) tounderstand and appreciate the diversity<strong>of</strong> others and how this understandingcan benefit me. Where I live, the majority<strong>of</strong> people can be considered a “mixedplate”—very few individuals are <strong>of</strong> a singlerace or background. This forces us tolearn a variety <strong>of</strong> traditions and histories.That understanding has made it mucheasier to work effectively with others.Living in Hawaii—on what we fondlycall “the rock”—we tend to travel aroundthe world more than most. In our travels,we encounter various problems because<strong>of</strong> our visual appearance and our tendencyto speak rapidly. My ethnic backgroundis Hawaiian, English, Irish andSpanish, and my children inherited Portuguesefrom their father. Stereotyping is aproblem. To many in other places, aHawaiian is perceived to be <strong>of</strong> Asianancestry, which we are not. Depending onwhere we visit, we encounter changes inattitude and treatment because <strong>of</strong> how welook and speak. When we tell them weare from Hawaii, things change.Two <strong>of</strong> my children have attendedcollege on the mainland and they haverelated to me things that have happenedto them and things they have observed.They have grown up understanding andaccepting the differences in people andappreciating the diversity around them,so they sometimes find it hard to understandwhy others do not feel the waythey do. They are proud <strong>of</strong> their multiculturalheritage, and they share theirexperiences as <strong>of</strong>ten as they can. Theyhave not let prejudices and misunderstandingsaffect them.RM: When I first came to the U.S. toattend college in 1974, I was one <strong>of</strong> thefew Hispanics among several thousandstudents at Oklahoma State University.For a couple <strong>of</strong> years, I was the onlyHispanic in the School <strong>of</strong> Protection and<strong>Safety</strong>. I had to work hard to understandothers and to make myself understood. Istarted as “the Hispanic guy,” but myperformance in school and my socialinteractions with other students helpedme gain their acceptance.I joined the International StudentAssociation and became an <strong>of</strong>ficer to learnhow the system worked. Later I organizedand became the first president <strong>of</strong> theLatin <strong>American</strong> Student Association. Theactivities we conducted helped others atschool and in the community betterunderstand the Hispanic culture, food,music and art.I have experienced a few unpleasantsituations that happened because I amHispanic. Today, they are insignificantmemories. I concentrate on the excellentopportunities and rewarding experiencesthis great country and <strong>ASSE</strong> have blessedme with and dedicate my efforts to continuethe improvement <strong>of</strong> diversity.TN: The way I handle diversity haschanged as I have grown. As a child, Ibecame adept at being a chameleon to fitin. I changed my accent, I learned newlanguages and I learned to keep low toavoid becoming a target.As an adult, I continued to use theskills I developed as a child—and Iadded education and communicationskills to my toolbox. I learned to standup for myself and what I believed in.Because <strong>of</strong> my educational and personalexperiences, I was able to teach my childrentolerance. I work hard to ensurethat people feel included and that theyhave a voice. In addition, I supportdiversity by earmarking my annual<strong>ASSE</strong> Foundation donation for the <strong>ASSE</strong>Diversity Committee Scholarship.
LR: Teaching my kids to value diversityand inclusion is ongoing andrewarding. There are frequent learningopportunities for me to help my kidsunderstand situations that encouragediversity and inclusion and those that donot. Recognizing this is only half <strong>of</strong> thelesson though; the other half involvesteaching my kids how to handle both.My 14-year-old son was recently<strong>of</strong>fended because he approached a museumemployee for information and receivednone. He then watched as anotherguest approached the same employee,who then nearly tripped over himself toprovide information to this guest. Maybethe employee snubbed my son based onhis race and age, maybe not. Either way, Ishowed him how to focus on the informationhe was requesting as opposed to thepotential personal slight. Upon approachingthe employee a second time—with mein tow—my son received the information.During the same outing, my kids and Iencountered two people who provided—unsolicited—a wealth <strong>of</strong> information.They were impressed with my kids’ questfor knowledge and did all they could toprovide them what they needed.Within the span <strong>of</strong> a few hours, mykids felt excluded, then included. Oursociety is made up <strong>of</strong> people whobelieve they never experience exclusion,those who believe they never experienceinclusion and those who experiencesome <strong>of</strong> both. These perceptions andexperiences contribute to our diversity.PS: Why is diversity a good thing?JA: Let’s start by saying that it is not abad thing. I can’t think <strong>of</strong> anything badassociated with increased diversity.Open-mindedness, finding out why peoplebehave the way they do, leads tosolving many problems. There is nodownside to diversity. Greater understandingleads to greater trust, whichleads to greater appreciation <strong>of</strong> others.KB: Diversity is not just a good thing,it is a necessary thing. How can you beyour best without the help and influence<strong>of</strong> others? Without people who challengeyou and stretch you? In my opinion,people who do not embrace diversityand inclusion are missing a big piece <strong>of</strong>life’s puzzle.DB: The world is diverse—how boringit would be otherwise. Diversity forces usto think outside ourselves, to hear opinions<strong>of</strong> others, yet still allows us to formour own, possibly new, opinions based ona larger view <strong>of</strong> things. Diversity contributesto the forming <strong>of</strong> new opinionsand to strengthening the positive ones wealready have. Diversity can even change anegative opinion to a positive one.Diversity in the workplace is mandatedby global communications. To continueto be successful, companies mustdiversify to compete. Boundaries havechanged significantly and some nolonger exist. The only way to see the bigpicture is to have more than one view oropinion from several sources, to listen towhat is being said/communicated andact on it. Diversity brings understanding,encourages participation and opensdoors to expanded ideas.TN: Diversity provides us with a rich,vibrant environment. It provides choices.However, it is the acceptance <strong>of</strong> diversitythat is critical to success in business andthe creation <strong>of</strong> a world at peace. Diversityis not a choice; it is a fact. We needto understand the benefits and strengthsthat diversity <strong>of</strong>fers in order to take fulladvantage <strong>of</strong> it.Take age differences as an example. Weneed the knowledge that only experiencecan provide, but we also need the innocenceand enthusiasm brought to the tablewhen failure has not yet been experienced.We also need the knowledge thatnewly educated people bring to the mix.We need diversity in our leadership toensure not only the inclusion <strong>of</strong> diversesegments <strong>of</strong> the population, but also theFace to Face continued on page 52September 17-19, <strong>2008</strong><strong>ASSE</strong> Region VIPr<strong>of</strong>essionalDevelopmentConferenceOn the Grand StrandKingston Plantation • Myrtle Beach, SCErgonomicsNanotechnologyMotor Vehicle AccidentsFall ProtectionDynamic AuditingIndustrial HygieneFor exhibitor information contact:Beth Money, Region VI PDCP.O. Box 10062, Rockville, MD 20849-0062fax: (240) 363-0238For registration information contact:Steve LePock, Region VI PDC RegistrationP.O. Box 56519, Virginia Beach, VA 23456fax: (240) 363-0238Visit us on-line:asse-region6.orgRequest 15 at www.psads.info orhttp://prosafety.hotims.com/19750-15Request 16 at www.psads.info orRequest 17 at www.psads.info orhttp://prosafety.hotims.com/19750-16http://prosafety.hotims.com/19750-17www.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 51
Face toFacecontinuedfrom page 51buy-in <strong>of</strong> those segments that support ourgoals and objectives. Nothing is achievedin a vacuum, and success depends on thesupport <strong>of</strong> all the diverse populationsaffected by the decisions made.LR: Without diversity, we’re all redundant—sameideas, same solutions toproblems, no growth, little creativity, etc.A diversity pr<strong>of</strong>essional with a consumerproducts company tells an interestingstory. Just before her companylaunched a new food product line targetedat a specific ethnic group, the companydecided to consult members <strong>of</strong> this ethnicgroup within its organization. A specialtask force was formed and thanks to tappinginto its own diverse resources, theproduct line was a resounding success.PS: How do you work with, lead ormanage a diverse group and how doyou do so in an inclusive fashion?JA: Each individual is unique and hasa set <strong>of</strong> norms that drives him/her. Withthat understanding, I consider everyonewith whom I interact to be unique, and Iwork hard on my assumptions andremoving biases from my work. Withthat, I lead and encourage others to dothe same. I champion the concept <strong>of</strong>diversity and understanding to everyonewith whom I work and I hope this willlead to a greater understanding.DB: I consider all groups I work withas diverse. Every person’s opinion isimportant, and I encourage group membersto openly express themselves. I donot form judgments based on opinionsor views, and neither does the group.Instead, we work together to have anunderstanding <strong>of</strong> each individual’s perspectiveand create a solution that willsatisfy all. No one person has all theanswers. Conversations can get ratherheated, but that is expected when peopleare passionate about their beliefs. Theresults are a true reflection <strong>of</strong> everyoneinvolved.RM: This is very simple for me. I tryto follow the golden rule: “Treat others asyou would like to be treated.” For example,I like to be involved in decision makingand I let others participate in theprocess. I like to be heard and, therefore,let others express themselves. I like to bechallenged and <strong>of</strong>fered opportunities,and I continuously find ways to do thatwith those willing to accept challengesand opportunities. That said, the key isnot to force someone to do somethings/he doesn’t want to do but to create andmaintain an environment where individ-52 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.orguals can participate, make contributionsand be recognized for their efforts.LR: By trying to understand everyone’sstrengths and challenges and figuringout how to use them to accomplishobjectives. The key is to appreciate (notjust tolerate) the differences, and understandthat it’s not enough to inviteeveryone to the table. The environmenthas to be such that all members <strong>of</strong> agroup recognize the desire for and benefits<strong>of</strong> their contributions.PS: Why is diversity such a challenge?JA: Because people make it so. Because<strong>of</strong> wrong assumptions. Because <strong>of</strong>ignorance and lack <strong>of</strong> understanding andthe unwillingness <strong>of</strong> many—people, companies,groups and committees—toaccept our ever-changing world. Theworld is not big anymore. Advancementsin communication and technology havemade it easier for us to watch, learn andcommunicate with others, which has thenatural outcome <strong>of</strong> learning, understandingand appreciating others. To categorizeand place others in a box never leads toproductive results. Unfortunately, that’swhat <strong>of</strong>ten happens. To learn about othercultures and backgrounds, we have toabandon our comfort zone. If we do that,then we can begin to see the beauty andthe rewards <strong>of</strong> diversity.AG: There are many challenges inhandling diversity issues in big organizations.These include:1) Resistance to change. There arealways employees who will refuse toaccept the fact that the social and culturalmakeup <strong>of</strong> their workplace is changing.The “we’ve always done it thisway” mentality silences new ideas andinhibits progress.2) Implementation <strong>of</strong> diversity inthe workplace policies. This can be theoverriding challenge to all diversityadvocates. Armed with the results <strong>of</strong>employee assessments and researchdata, they must build and implement acustomized strategy to maximize theeffects <strong>of</strong> diversity in the workplace fortheir particular organization.Diversity in theSH&E Pr<strong>of</strong>ession<strong>ASSE</strong>’s Diversity Committee encouragesreaders to ask themselves thequestions posed in this interview.Consider how you will encouragediversity and inclusion in your personaland pr<strong>of</strong>essional life. TheDiversity Committee has taken a positiveapproach by establishing aDiversity Committee Scholarshipfund through the <strong>ASSE</strong> Foundation.What will you do? Share your ideasand action plans with the DiversityCommittee by sending an e-mail totwilkinson@asse.org.3) Successful management <strong>of</strong> workplacediversity. Diversity training aloneis not sufficient for any organization’sdiversity management plan. A strategymust be created and implemented to createa culture <strong>of</strong> diversity that permeatesevery department and function <strong>of</strong> theorganization, which is a big challenge.DB: Diversity is a big challengebecause it is impossible to understandeveryone’s point <strong>of</strong> view. Not everyone isexposed to diversity. While diversity isvaluable in obtaining a variety <strong>of</strong> information,it does cause conflicts because <strong>of</strong>opposing viewpoints. To overcome suchconflicts, we need to understand why wehave opposing viewpoints that are usuallya direct result <strong>of</strong> cultural and ethnicbackgrounds.Because cyberspace presents us soeasily with so many ideas and theexpansion <strong>of</strong> joint ventures throughoutthe world, we all must accept and learnto understand the differences in each <strong>of</strong>us to better communicate and grow.As individuals, many people do notunderstood or accept diversity and donot feel they need to. In some companies,it is a corporate problem not anindividual problem. Accepting diversityas a learned response takes time andeffort. To be a truly diverse world, it willtake time and education. Much <strong>of</strong> thechallenge to accepting diversity involvesgetting past the misunderstandings anddifferences that make us diverse in thefirst place.TN: One <strong>of</strong> the greatest challenges isgaining an understanding <strong>of</strong> diversity.In a meeting I attended when diversitywas being discussed, one member stated,“Well, we don’t have to addresswomen’s issues, since that is no longera diversity issue.” I thought the roomwould implode from the sudden intake<strong>of</strong> breath from the other committeemembers. Diversity is <strong>of</strong>ten reduced to ahead count or a checklist, without a trueinclusion or understanding <strong>of</strong> what theissues are. We need to create a greaterunderstanding <strong>of</strong> diversity in order togain a greater acceptance <strong>of</strong> our diversity.We need to come out <strong>of</strong> the DarkAges where the fear <strong>of</strong> something differentwas great, to accepting our differencesas a gift that enhances our world.LR: If by being a challenge we meanmaintaining diverse and inclusive environments,diversity is not a big challengefor many people. Such peoplehave invested efforts to understand howtheir lives can benefit from diversity andinclusion and in creating mechanismsthat support a diverse and inclusiveenvironment. For other people, diversityis a big challenge—and very much resisted—because<strong>of</strong> their misperceptionsabout consequences and benefits.
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ClassifiedAdsPositions AvailablePositions Wanted604 Hemlock Road, Morgantown, PA 19543NATIONAL SALES MANAGERFall Protection <strong>Safety</strong> Systems DivisionSPANCO, Inc. is seeking a National Sales Manager with salesexperience in industrial fall protection systems, either witha national manufacturer or a regional distributor. Candidatewill be working to develop a network <strong>of</strong> salesrepresentatives and dealers throughout North America, inan effort to promote and sell SPANCO Rigid Lifeline FallProtection <strong>Safety</strong> Products.• Technical Background Preferred• Familiarity with ANSI Standards and OSHA RegulationsSPANCO is ISO 9001-2000 Registered and a member <strong>of</strong> theInternational <strong>Society</strong> for Fall Protection. Competitive salary,benefits and pr<strong>of</strong>it sharing.Send resume with education and salary background tojob@spanco.com or to the attention <strong>of</strong> the Vice President<strong>of</strong> Sales at SPANCO, Inc., 604 Hemlock Road, Morgantown,PA 19543.www.spanc<strong>of</strong>allprotection.comPromise to PerformCONSTRUCTION SAFETYNew York/New Jersey metro area.Career opportunities available for constructionsafety pr<strong>of</strong>essionals with wellestablishedconsulting firm.CSP, CHST, OSHA 500 trainers preferred,but all qualified candidates willbe considered. Assignments range frommajor high-rise to critical infrastructure.Excellent salary and benefits for qualifiedcandidates. Send resume and salaryrequirements to:HRSubmittals@yahoo.comPAT ALLEN ASSOCIATES Inc. ®Since 1980, the premier nationwidesafety recruiters.• Insurance Loss Control Consultants• Construction and Plant <strong>Safety</strong>• Fire Protection <strong>Engineers</strong>File electronically at:www.patallen.comPat Allen (914) 232-1545 Dennis (518) 284-2972Box 716 • Goldens Bridge, NY 10526Think & Be Safe Playing CardsWith 52 critical safety messages on highquality playing cards, it’s the best safetygift you can give your coworkers!www.safety-cards.com1-888-278-896420th Annual Chicagoland<strong>Safety</strong> & Health ConferenceSeptember 15-18NIU Naperville Campus•More than 40 sessions presented by expertsafety pr<strong>of</strong>essionals in general indusry, construction,management and industrial hygiene.•SHARP/VPP conference-within-a-conference•Topics include workplace hazard recognition,machine guarding, conducting safety audits,overhead cranes and hoists, electrical safety, fallprotection and controlling explosive dusts.•Local, convenient and cost effective.•Register soon!Sponsors include: <strong>ASSE</strong>’s N.E. Illinois, Greater Chicagoand Three Rivers chapters, OSHA, AIHA Chicago and ILOnsite Consultation Servicewww.chisafetyconf.orgPr<strong>of</strong>essional DirectoryEXPERIENCED SAFETY/LOSS CON-TROL PROFESSIONAL (15+ years) B.S.and AAS degrees in safety engineering.Knowledge <strong>of</strong> OSHA, NFPA, JCAHOand other regulatory agencies. Responsiblefor developing, directing and implementingsafety, security and loss controlprograms for insurance compnay, healthcare and construction. Call Greg Nisenbaumat (414) 719-4244; gregoryn@nisenbaumhomes.com.Subscribe to Pr<strong>of</strong>essional <strong>Safety</strong>www.pr<strong>of</strong>essionalsafety.orgBowen EHS, Inc.Focused on Minimizing Your RiskCSP Online ReviewOctober 7 - December 2FREE Study QuestionsConsulting Services AvailableCall us for your next <strong>Safety</strong> or Industrial Hygiene Project1-866-264-5852www.BowenEHS.com54 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.orgwww.The<strong>Safety</strong>Doctor.com• Motivational Keynote Speaker• Seminars/WorkshopsDr. Isabel Perry• Training Materials• <strong>Safety</strong> EquipmentPh. 407-291-1209Isabel@The<strong>Safety</strong>Doctor.com
Pr<strong>of</strong>essional Directory• Excellence Strategies• <strong>Safety</strong> Culture• Strategic Planning• Best PracticesSpeaking <strong>of</strong> <strong>Safety</strong>www.L2Hsos.comLarry L. Hansen, CSP, ARM• Organizational Behavior• Performance Leadership• <strong>Safety</strong> Leadership& Management Competency315.383.3801Get connected toPSOnlineFull-text accessto PS articlesfrom 2000to presentis justa click away.www.pr<strong>of</strong>essionalsafety.orgAdvertising RatesPr<strong>of</strong>essional<strong>Safety</strong>JOURNALOF THEAMERICAN SOCIETYOF SAFETY ENGINEERS<strong>2008</strong>ClassifiedRatesRecruitment: Display Ads1” $1252” $2503” $3754” $500Recruitment: Line Ads1” $1052” $2103” $3154” $420Pr<strong>of</strong>essional Directory1x 6x 12x1” $125 $115 $1102” $250 $230 $2203” $375 $345 $330Recruitment: Display AdsThese camera-ready ads have largerheadlines, company logos, etc., andare created by the advertiser oragency. Recommended line screen is133; digital files preferred.Recruitment: Line AdsThese are in-column, all-type ads. Wetypeset for advertiser/agency, usingbold on headline and reply address.Pr<strong>of</strong>essional DirectoryThese ads highlight products orservices, or announce continuingeducation opportunities. Minimumsize: 1 column x 1”; maximum size:1 column x 3”. Materials must beprovided camera-ready.For more information, contactCathy Wegener at (847) 768-3414; e-mail cwegener@asse.org.Advertisers’ IndexCompany Page RS#360training ....................3 ......7http://prosafety.hotims.com/19750-7<strong>ASSE</strong> Region VI ...............51 .....15http://prosafety.hotims.com/19750-15AWPT/IPAF ..............Cover 4 ......6http://prosafety.hotims.com/19750-6Columbia Southern ...........13 .....11Universityhttp://prosafety.hotims.com/19750-11Complete Equity .........Cover 3 .2,3,4,5Marketshttp://prosafety.hotims.com/19750-2http://prosafety.hotims.com/19750-3http://prosafety.hotims.com/19750-4http://prosafety.hotims.com/19750-5Culture Change ...............15 .....13Consultantshttp://prosafety.hotims.com/19750-13Employers Association Inc. ......9 ......8http://prosafety.hotims.com/19750-8Metropolitan Community ......11 .....10Collegehttp://prosafety.hotims.com/19750-10Plasteco .....................11 ......9http://prosafety.hotims.com/19750-9Prosafe Solutions .............15 .....12http://prosafety.hotims.com/19750-12<strong>Safety</strong>Net ....................51 .....17http://prosafety.hotims.com/19750-17Scaffold Training Institute .....51 .....16http://prosafety.hotims.com/19750-16SPAN International ...........49 .....14Traininghttp://prosafety.hotims.com/19750-14Sperian Respiratory ......Cover 2 ......1Protectionhttp://prosafety.hotims.com/19750-1<strong>ASSE</strong> Education ................5 ....N/A<strong>ASSE</strong> Technical ................1 ....N/APublications<strong>Safety</strong> 2009 ..................37 ....N/AAdvertising policy. . . Whereas there is evidence that products used in safetyand health programs, or by the public in general, mayin themselves present hazards; and Whereas, commercialadvertising <strong>of</strong> products may not depict the proceduresor requirements for their safe use, or may depicttheir use in some unsafe manner ...theBoard<strong>of</strong>Directors <strong>of</strong> <strong>ASSE</strong> directs staff to see that advertising in<strong>of</strong>ficial <strong>Society</strong> publications is warranted and certified bythe advertiser prior to publication, to assure that productsshow evidence <strong>of</strong> having been reviewed or examinedfor safety and health problems, and that no unsafeuse and/or procedures are shown and/or described inthe advertising. Such requirements and acceptance <strong>of</strong> advertisingby <strong>ASSE</strong> shall not be considered an endorsement orapproval in any way <strong>of</strong> such products for any purpose. <strong>ASSE</strong>may reject or refuse any advertisement for any reason<strong>ASSE</strong> deems proper.www.asse.org AUGUST <strong>2008</strong> PROFESSIONAL SAFETY 55
BackPage“Silent gratitudeisn’tmuch use toanyone.”—G.B. SternRemarkableRecognitionPeople who feel appreciated are more positiveabout themselves and their ability to contribute.Creating goals and action plans that recognize thebehaviors and accomplishments that warrantrewards within the organization will lead to a successfulorganization. Establish criteriafor what makes anemployee eligible forrecognition, then recognizeanyone who meetsit. Be consistently fair,but make sure effortsdo not become expectedor viewed as entitlements.Employeerecognition is one <strong>of</strong> themost powerful forms <strong>of</strong>feedback, so be specific andtimely when providing it. Thesetips will help create positive feelings that will inturn affect employee performance.www.about.com“Don’t worry when you are notrecognized, but strive to be worthy<strong>of</strong> recognition.”—Abraham LincolnAlternative AccoladesHere are some different ideas for employeerecognition.Written words: Recognize an employee inthe company newsletter or give the individual a letter<strong>of</strong> appreciation.Employee development: Send an employeeto a seminar or work with him/her to create careerdevelopment commitments.Positive attention: Provide public praise at astaff meeting or stop by an employee’s workstationto personally recognize his/her work.Prestigious PrizesOlympic MedalsThe host country is responsible for the design andproduction <strong>of</strong> these famous medals. Each must beat least 60 mm in diameter and 3 mm thick.Nobel MedalsIn his will, Alfred Nobel left most <strong>of</strong> his wealth tothe establishment <strong>of</strong> these awards (Physics, Chemistry,Physiology and Medicine, Literature and Peace)in 1895. The Prize in Economics was later establishedin 1968.OscarThe Academy Award <strong>of</strong> Merit, or the Oscar, depictsa knight holding a crusader’s sword standing onfilm reel with five spokes, each representing the originalbranches <strong>of</strong> the academy (actors, writers, directors,producers and technicians).AugustSAFETYPHOTOOF THEMONTHAvoid ExcusesThese are popular reasons for not givingrecognition. With a little research,work and creativity, there is no excuse forusing one <strong>of</strong> these.●1 “I don’t know how.”●2 “I don’t have time.”●3 “It’s not my job!”●4 “I’m very limited in what I can do.”●5 “Sometimes it’s awkward anduncomfortable.”www.walkthetalk.comIf you have a cartoon, anecdote, joke or interestingsafety item you’d like to submit for publicationon this page, send yourcontribution topr<strong>of</strong>essionalsafety@asse.org. All submissionsbecome the sole property <strong>of</strong> <strong>ASSE</strong> and will not bereturned. While there is no guarantee <strong>of</strong> publication,<strong>ASSE</strong> will pay $25 for each submission thatappears in print.Loose ends.Steve Graham, Houston, TX56 PROFESSIONAL SAFETY AUGUST <strong>2008</strong> www.asse.org
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Aerialplatforms+AWPT trainedoperators=Safer, effectivework at heightContact us for full details nowCall +1 518-280-2486Email mail@awpt.org• Find your nearest AWPT Training Center• Learn how to become an AWPT Training Center• Discover how to join IPAF and how AWPT can help your businessAerial Work Platform Training, Inc. 225 Placid Drive, Schenectady, NY 12303AWPT operator training meets or exceeds OSHA and ANSI standardsThe IPAF training program is the mostsuccessful and widely recognized in theworld. It has already trained thousands andthousands <strong>of</strong> operators in the safe andproductive use <strong>of</strong> modern platforms – andits PAL Card is recognized everywhere aspro<strong>of</strong> <strong>of</strong> high quality training.This training is available in North Americafrom AWPT-approved training centers.AWPT is IPAF’s North <strong>American</strong> subsidiary.<strong>Safety</strong> legislation everywhere increasinglydemands training to a recognized level andthe AWPT program meets or exceeds theintent <strong>of</strong> the new international standard,ISO 18878.Your business relies on the productivity <strong>of</strong>your operators as well as safety. So insist onmarket leading operator training foroperators to get every job at height doneeffectively and with maximum safety.AERIAL WORK PLATFORM TRAININGPromoting the safe andeffective use <strong>of</strong> powered accessA subsidiary <strong>of</strong>www.awpt.orgRequest 6 at www.psads.info or http://prosafety.hotims.com/19750-6
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