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Home Explore 2021 Spring Leader - Profiles in Safety: Lessons Learned

2021 Spring Leader - Profiles in Safety: Lessons Learned

Published by Communications, 2021-05-19 15:24:31

Description: The Spring 2021 issue of the Leader magazine features a variety of stories that profile safety professionals and safety procedures. It also discusses the lessons learned from various incidents and procedure changes.


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CONTENTS VOL 8 | NO 2 | SPRING 2021 FEATURES 30 10 26 COLUMNS Behavioral Improvements Expanding the Notion 6 Message from the Chairperson & Technology Boost UCOR of Safety in the 8 Women in Safety Vehicle Safety Construction Industry through a Behavioral SECTIONS By Clint Wolfley, CSP, STSC Health Incident Protocol UCOR, Vice President, Safety Systems and Services and By Lisa K. Desai, Psy.D., Director Christopher Y. Thursby, SGE, of Behavioral Health Consulting, SMS, UCOR, Senior Safety & MindWise Innovations Health Operations Manager 30 14 Mary Kay, Inc.: The Safety Geek Investing in Doing the Right Thing By Brye Sargent, CSP, The Safety Geek By Ryan Finch, Vice President of Corporate Services for 18 Mary Kay, Inc. Safety Profile of the 32 Remote Worker Approaching Safety By Brenda Kay Wiederkehr, CSC, Access Compliance By Michael Hancock, BCSP SMS, SGE 22 36 Maintaining a Robust Safety Culture During The Beginner's Guide a Pandemic to Safe + Sound By Stacy A. Thursby, CSP, By OSHA Safe + Sound Campaign STS, SGE, Safety PACE LLC President/Owner and Christopher Y. Thursby, SGE, SMS, UCOR, Senior Safety & Health Operations Manager 32 40 Membership Corner 41 Infographic Corner 42 Ad Index Leader—Spring 2021 5

A Message From the VPPPA Chairperson As we continue to work Hello my fellow VPPPA members, together to support each other in achieving W ith the arrival of spring and summer fast approaching, there is no better or maintaining safety opportunity to think about how we can continue to help each other during excellence throughout these ever-changing times. The VPPPA has been full of activity and the year, please know enthusiasm, embodying the caring and sharing spirit that our members know to expect how grateful and honored from us. We are grateful that so many of you have already joined us for new events this we are to have you as a year, and we look forward to seeing you all again in the coming months at the exciting member of the VPPPA. events we have planned. Next Level Safety, our first virtual conference that occurred on April 20–21, was a huge success! All of the talented presenters were outstanding—and we are truly appreciative of the insight shared within each workshop. We want to thank the OSHA presenters and, most especially, James Fredrick, Assistant Secretary of Labor, and Jimmy Hart, President Metal Trades Department (MTD), AFL-CIO, for their contributions and collaborative partnership during this event. We look forward to the continued partnership and growth of the VPP program. Based on the overwhelmingly positive feedback from members, we will be offering plenty more of these virtual events, both nationally and regionally. Starting in May, you can expect to see a full calendar of new virtual events listed. I invite you to check out what’s happening in your region by visiting your local VPPPA webpage or the National VPPPA regional webpage. As always, we will continue to offer monthly webinars, free for all VPPPA members to enjoy, share, and learn. However, if you’re as eager as I am to see everyone again, mark your calendars and join us August 31–September 2 (either remotely or in-person) at the Safety+ Symposium in Nashville, Tennessee. As we continue to work together to support each other in achieving or maintaining safety excellence throughout the year, please know how grateful and honored we are to have you as a member of the VPPPA. If you are not yet a member, I highly encourage you to become one. Join us today to take advantage of all that VPPPA has to offer and network with a community that cares so deeply for one another. From all of us here at VPPPA, thank you and please stay safe. We are looking forward to an exciting summer with everyone! —T erry Schulte, Chairman—National VPPPA Board of Directors We are better together! 6 Leader—Spring 2021

Presents THE SAFETY+ SYMPOSIUM IS BACK! BUT IT WILL LOOK A LITTLE DIFFERENT. Not ready to leave the comfort Register of your home? Today! NO WORRIES! Missing in-person networking? WE’VE GOT YOU COVERED TOO! Welcome to the new Safety+ Symposium—a hybrid event! Attend virtually or in-person. TUESDAY, AUGUST 31– THURSDAY, SEPTEMBER 2, 2021 Gaylord Opryland Convention Center Nashville, Tennessee

Women in Safety Guest Author: Abby Ferri, CSP Senior Risk Control Consultant, Gallagher Cultivating Diversity, Equity, & Inclusion at Work: Women in Safety are Leading the Way VPPPA Presents… W omen working our profession to understand, and respectfully hearing Women in Safety in the safety celebrate, and build off of what differing perspectives (DEI industry are we already do. Extension, 2021). VPPPA is excited to perfectly introduce a new column positioned to lead how A Quick Primer on Pulling diversity, equity, for the Leader magazine: organizations implement Diversity, Equity, and inclusion together and Women in Safety. While diversity, equity, and inclusion and Inclusion (DEI) relating the concepts to safety the safety industry is still a activities. Most women in safety Concepts can help a safety professional male-dominated industry, are serving a male-populated understand how they can the number of women is industry and are no stranger to Diversity isn’t just about make the case for safety’s increasing each year. It’s being the “only” in the training how people look, but where impact on an organization’s important to identify and room and/or the boardroom. they are coming from, DEI efforts. You may find that communicate the issues Being the sole representative of and their perspectives. safety already contemplates that women face. your gender and/or your race Diversity is the presence of DEI extensively, and this should can be isolating, exhausting, differences like race, gender, be communicated to others in Each issue of the Leader, and cause a person to not speak language, and political your organization and used as a we will be including an up (Lean In podcast, 2018). perspective, to name a few model of best practices. article from a prominent (DEI Extension, 2021). These woman working in the With this lived experience, unique and ever-changing DEI for Better Training safety and health industry. women safety professionals perspectives are shaped daily If you, or someone you approach communication by the environment at the Safety professionals know know, would like to write for and training in the workplace workplace, as well as larger that a picture is worth a this column, please contact differently than their male societal forces. This means thousand words, and often, VPPPA at [email protected] peers. As the safety profession a safety professional has a words aren’t necessary when continues to attract more lot to contend with when communicating about safety. women, diversity is a constant communicating important Look for opportunities at your 8 Leader—Spring 2021 in our workplaces, and a safety messages, including organization to leave words out safety professional is key to language barriers, which is of a message as this can often ensuring diverse voices are why many are turning to have greater impact. Choose heard by decision makers at an image-based communication images that represent your organization. This most often and leveraging different forms workforce. When workers can happens when a concern is of technology. see themselves in the safety brought to a safety professional messaging, it is easier to relate, who then elevates the concern Equity and inclusion and therefore follow. to an appropriate party if the enter the equation as those worker was not able to, or communication methods are Once you’ve chosen did not feel empowered to, further examined. Equity is appropriate, representative, do it themselves. There are about being fair and impartial and impactful images, add many other activities a safety when designing processes statistical information or short- professional does by nature and systems or distributing form messages. This added of their job that promote resources; while inclusion layer of information forms an diversity, and it’s important for relates to being welcoming infographic, which can be very effective. With less written

communication, it is easier In recent years, there has lost, along with opportunities resources, operations, and to translate an infographic been a push from within the to protect the workforce at other departments for multiple to multiple languages if safety community to include large.”—Jennifer McNelly, reasons from ensuring needed. Look to Linda Tapp of more women and minorities CEO, ASSP (ASSP Women’s training reaches trades-level Safety Fundamentals (https:// in images used in safety Report, 2019). workers to elevating concerns for training. All too often, the only reported in the field. As human resources and examples of how images one can find when If an organization does not resources professionals, to use images and infographics, looking at stock image sites have a solid DEI policy or focus, executives, and managers are as well as games, and are white men in construction a safety professional should tasked with communicating alternative learning techniques. and manufacturing settings feel empowered to take the an organization’s DEI efforts, with women depicted lead or, at the very least, lead they should look to their All too often, the unfavorably or inaccurately. by example. As stated, safety counterparts in safety for only images one This is not a reflection of our professionals design learning assistance. If these people can find when modern workplaces. While settings with diversity, equity, aren’t already including you looking at stock representation through more and inclusion in mind, even or your safety peers in DEI image sites are inclusive images is important if not deliberately. Recognize conversations, seek them out. white men in and should be pursued, it is where your training and While safety professionals construction and only a beginning. communication efforts have may inherently and naturally manufacturing resulted in greater input and leverage DEI concepts, our field settings with Often women safety engagement from frontline and the workers we strive to women depicted professionals spend more time workers. This is DEI in action. protect can still benefit from a unfavorably or than their male counterparts continued emphasis on DEI. inaccurately. in preparation for training Safety professionals often due to imposter syndrome or collaborate with human Gamification and alternative other self-doubt (gradPSYCH, delivery of safety training 2013). This is observed most A REVOLUTION IN like teamwork and extremely commonly in traditionally RESPIRATORY PROTECTION hands-on methods are inclusive male-populated workplaces by nature. As an instructor, a like construction or oil and n High protection safety professional will need gas. Compared to a male n Reusable to design a training to ensure colleague, a woman tasked n Cost-effective groups of people are equitable with safety training may feel n No belts or hoses in years of experience, attitude she needs to prepare more n Comfortable toward safety, and other factors to ensure the workers don’t n Lightweight 1.1lb to ensure a well-balanced question her credibility. This n NIOSH approved learning environment. Look over preparation may lead to to Regina McMichael of The the woman focusing on learner Request a Demonstration, Contact us at: Learning Factory (https://www. activities, games, and other [email protected] for ways skill retention methods so CLEANSPACETECHNOLOGY.COM to be a “safety training ninja,” she can take the spotlight off and keep your training skills of herself. The unintentional nimble and inclusive. outcome is that the training is learner-centric and very The Systemic Problem effective. The choice to highlight Women and Men in women training professionals Safety Should Lead DEI as a resource is deliberate. “Diversifying the safety profession is not about meeting quotas. It’s really about safety. We want to create work environments that ensure that all employees are safe. If women—or any other group— don’t have a voice at the table, then their perspectives are Leader—Spring 2021 9

BEHAVIORAL IMPROVEMENTS & TECHNOLOGY BOOST VEHICLE SAFETY By Clint Wolfley, CSP, STSC, UCOR, Vice President, Safety Systems and Services and Christopher Y. Thursby, SGE, SMS, UCOR, Senior Safety & Health Operations Manager UCOR management and employees received a harsh reminder about the importance of being mission ready on a cold February morning in 2020. Despite the efforts of an experienced driver, flaggers, and rigorous requirements established by UCOR’s safety programs, an employee suffered a leg fracture and sprained ankle after being struck and run over by a tractor-trailer cab. Having worked more than 4.7 million hours without a lost time incident prior to this event, this day marked the turning point for UCOR, an Amentum-led partnership with Jacobs, that performs U.S. Department of Energy (DOE) environmental cleanup activities in Oak Ridge, Tennessee. 10 Leader—Spring 2021

UCOR Struck-By that alerts pedestrians “From field Task Force who are in close proximity testing to behind- to moving equipment, the-scenes The concern associated with the Struck-by Task Force procurement this impactful February 2020 recommended that PRECO and installation event was immediately met Electronics radar detection efforts, it is with a resolve to understand devices be investigated. Field obvious how how and why this incident organizations tested this important worker happened. A UCOR Struck- technology, which reduces the safety is to the By Task Force was promptly risk of struck-by accidents UCOR Team.” commissioned by management that result from blind spots to perform an apparent obstructing an operator’s Leader—Spring 2021 11 cause analysis. The task view of people and fixed force is composed of a cross objects. Based on favorable functional team represented by feedback received from management, transportation these tests, approximately professionals, the construction 80 UCOR commercial motor and heavy equipment subject vehicles and/or trailers have matter expert, operations been outfitted with PRECO personnel, union leadership, Sentry and Side Defenders employee safety team members, devices. “This initiative was and safety professionals. characterized by extraordinary teamwork,” said Bobby Alred, Armed with the knowledge UCOR Nuclear Operations that a series of previously Safety and Health Operations implemented corrective Manager. “From field testing measures had failed to yield to behind-the-scenes sustainable positive results, procurement and installation the task force analyzed the efforts, it is obvious how February 2020 event, as well important worker safety is to as historical vehicle and the UCOR Team.” heavy equipment-related operations to develop and Management implement improvement Control Plan recommendations. The team benchmarked other While it was recognized that organizations’ spotter/ substantial construction/ flagger programs to identify heavy equipment operational potential improvements and improvements had been also examined ways to enhance realized, it was determined employee-led local safety that a gap to address improvement teams and behavioral and human union engagement. performance factors was a leading cause and condition During this evaluation, related to a negative trend meaningful feedback was in UCOR vehicle incidents. obtained from more than As a result, a management 300 operators, supervisors, control plan was created to and laborers. “Obtaining this develop actions focused on outstanding feedback was well pursuing excellence in vehicle worth the effort, as it identified operations through risk and the need to take a broader exposure reduction. look at struck-by events beyond construction and heavy A Vehicle Safety equipment,” said Jay Hocutt, Committee was initiated UCOR’s Construction/Heavy and a management control Equipment Program Manager. plan that focused on human performance and employee Technologies behaviors related to vehicle safety was created. Corrective In addition to previously employed MyZone technology,

The goal of Administrative Controls: workforce with the knowledge be physically, mentally, or the [UCOR Administrative controls to and tools to consistently emotionally ready to perform Vehicle Safety improve company policy, implement safe driving habits, a task. Communication vision and expectations both at work and at home, Plan] is to included the revision of to achieve zero injuries/ The program enhances provide the UCOR procedures, policies, and pre- illness and prevent property supervisor and management workforce with evolution briefing checklists. damage. The strategy includes engagement through the the knowledge In addition, approximately informing and engaging the provision of tools that improve and tools to 90% of the UCOR workforce workforce to promote vehicle understanding of the facets consistently completed two National Safety safety behavioral change of mission readiness and implement safe Council training modules— through a combination of how to better support worker driving habits, Backing and Parking Lot written, face-to-face, and needs while building trust and both at work Strategies and Avoiding Fixed a motivational engagement respect. It also inspires the and at home, Objects. UCOR also participated campaign called Driving pursuit of healthy lifestyles to achieve in a National Institute for Good Habits. The campaign, and elevated mindfulness zero injuries/ Occupational Safety and which focuses on being a about how personal choices can illness and Health (NIOSH)-inspired responsible driver, passenger, impact safety performance. prevent property Stand Down for Vehicle Safety and pedestrian, encourages damage. and Struck-by Prevention. individual ownership of Conclusion vehicle safety and provides actions described in the plan Field Implementation: Field another feedback mechanism As a DOE Voluntary Protection are categorized as Human and functional organizations for employees. Program Star Site with a Performance/Accountability, have developed traffic highly skilled workforce Administrative Controls, and control plans, identified and Mission Ready of approximately 1,900 Field Implementation. integrated personnel exclusion Program employees and subcontractor zones for heavy equipment personnel, UCOR is guided by a Human Performance/ and commercial motor vehicle The UCOR Mission Ready shared governance leadership Accountability: Examples areas, implemented the use Program plays an integral model that strives to attain of Human Performance/ of traffic cone placement for role in improving vehicle safety and performance Accountability actions fleet vehicles, deployed PRECO and heavy construction excellence through beneficial included a fleet vehicle use Electronics radar-based blind equipment performance. relationships with DOE, stand-down and workforce detection systems, increased This unique program brings stakeholders, employees, briefings by management management observations together safety, health, and and subcontractors. UCOR’s on accountability and associated with vehicle use, wellness by recognizing Integrated Safety Management expectations for using and performed analysis to that personal readiness to System and the DOE VPP UCOR fleet vehicles; the identify options to reduce the work should be considered strive to continuously improve addition of vehicle safety as number of trips made by using in addition to compliance- through the integration mandatory requirement of vans and buses to transport driven requirements. As such, of safety into every aspect pre-job briefings; and the employees on specific routes. Mission Ready supports the of operations, monitoring identification of mechanisms individual worker’s ability to performance through a to share information and Increased data analytics be physically, mentally, and suite of leading and lagging improvements with the DOE and metrics are being used to emotionally ready to work. indicators, and maintaining a Complex and general industry. track performance and identify robust safety culture through potential negative trends. This Built on the premise that employee engagement. data, which is routinely shared accidents are caused by with the workforce, is used to a combination of factors, As a collaborative learning set realistic yet challenging goals Mission Ready supports organization, UCOR is and track progress in a timely the reduction of injuries committed to sharing best manner. To date, UCOR has and illnesses by providing practices. Email [email protected] achieved over a 200% reduction employees with tools to if you are interested in vehicle-related incidents. recognize how factors such as in obtaining additional fatigue, illness, and mental information about UCOR vehicle Communications distractions have the potential safety initiatives or the UCOR Strategy to negatively impact the safe Mission Ready Program. performance of tasks at work The UCOR Vehicle Safety and home. It also promotes Clint Wolfley is UCOR’s Vice Communication Plan provides a culture of caring that President and Chief Safety an overarching strategy for encourages and empowers Officer. Chris Thursby is the communicating with the workers to let their supervisor UCOR Senior Safety Health workforce. The goal of the know when they may not Operations Manager. plan is to provide the UCOR 12 Leader—Spring 2021

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TShaefety By Brye Sargent, CSP, Geek The Safety Geek “You need a whole department to tell you to work safe?” T hat was my response the “Yeah, I guess so,” insurance company on claims first time I saw the office responded my tour guide. “I and handle all new incidents. with “Safety” written don’t really know what they do. This was exactly what I had on the door. It was also It’s new and has something to done when managing two hotels. the start of my journey into a do with the drivers.” It seemed strange to me that profession I would be passionate tactics I used in the hospitality about for the next 20 years. That was in June of 2001. By industry would apply at this September 11, I was helping the very different organization. I was a new employee in new Safety Director prepare for one of the country’s largest a hearing with the EPA. Within As a hotel manager, you’re co-ops, and they were taking weeks, I would be a member of responsible for everything; me on a tour of the corporate the safety staff. In 2003, I was sales, marketing, human office when I saw that door promoted to Safety Director, resources, and even the sign. Having spent the last six overseeing five divisions, 22 restaurant and services on years as a general manager of a locations, a multi-million- property. One of my most major hotel chain, I was looking dollar budget, and answering to significant responsibilities forward to being responsible for a Board of Directors monthly. was to control costs, including only my cubicle. No more late- insurance costs. The best way night calls. No more weekend My first day in the Safety to keep insurance costs as work. And I was excited to have Department was surreal. The low as possible was to stop holidays off. primary responsibility given having claims. to me was to work with the 14 Leader—Spring 2021

It gives such an incredible feeling of satisfaction to take a company with high injury rates and no understanding of safety to a program that could stand up against a VPP- level program. Leader—Spring 2021 15

Very early in my hospitality allowed me to apply what I developing relationships with matter expert and stop being career, I reached out to my read in real-world company each management level at all the person in charge of safety. insurance carrier for help and settings. Plus, the variety of of my facilities, engaging them developed programs to reduce industries within the co- in the safety process. There’s a trick to getting injuries. We implemented op required me to become management support beyond training, reporting, accident familiar with safety for general Finding the meeting the minimum investigations, inspections, industry, transportation, Right Balance requirements of the regulations. and trend analysis. Little did agriculture, environmental, Part of that is building those I know that I was creating crisis management, and even Over the past 20 years, I have relationships. You need to show a safety program. It wasn’t homeland security. This gave had the opportunity to build the value safety is bringing to until my first day in the Safety me a strong foundation for my many safety programs from the table in more ways than Department at that co-op that career moving forward. the ground up. It’s one of my reduced claim numbers. You I made the connection between favorite things to do. It gives need to speak their language the two. After several years of such an incredible feeling of and use their own data to measurable successes, I was satisfaction to take a company support your program. And you Safety from lucky enough to land my with high injury rates and no must have processes in place an Early Age dream job. As a Regional understanding of safety to a that include them in safety Safety Manager with Sysco program that could stand up from the very beginning. Safety comes very naturally Corporation, I supported against a VPP-level program. to me. I have been doing risk- 39 locations in the U.S. and This is what creates results, frequency-severity analysis Ireland. Being able to travel But learning how to do that whether you’re creating a for as long as I can remember. 33 weeks a year and examine took me time and countless program from scratch or As a child, my parents never different operations was restarts. There was a time supporting a region. had to tell me, “Stop, you’ll terrific. No longer in the where I used to come in like get hurt!” Because I already bubble of my own program, a bulldog—looking for what Keep Evolving stopped on my own. I was the I could essentially learn 39 everyone was doing wrong and one who insisted on reading different ways to implement writing people up to get them Even though my career was the rules of the game. When a policy or change a behavior. to follow policies. That ended full of measurable successes, I was 15, and my friends Embracing collaboration and up with everyone despising being self-taught without a invited me to go skiing, I said building avenues for teamwork safety and not wanting to work degree only took me so far. no because the severity of became my default as I strived with me. After 15 years, the profession breaking my leg was not worth for my team to learn from was changing. There was a clear the risk, even though the each other. When I took the opposite need to have those credentials chance was only moderate. approach and asked after my name. That’s when I When hired, my new boss nicely while explaining went back to school. You could say I was a Safety explained her expectations the regulations required, Geek before my first job in the and said, “I’m sorry. With employees would nod their Never wanting to take safety profession. this many locations, I’m not heads, but not do the work. the easy road, I decided to setting you up for success. It’s This left me picking up the get my degree in Industrial/ As I was getting started in nearly impossible to support slack and becoming a dumping Organizational Psychology. I my very first safety position, all of them.” But within the ground for all things safety. believe that so much of what I took right to it. My love of first year, my region exceeded we do as Safety Professionals rule-following had me reading their goals. Not through What I had to learn was a has more to do with psychology regulations like they were policy or telling them what balanced approach to safety than the actual regulations. the next great fiction novel. to do. Instead, I focused on management. I had to step into Research and networking the role of a coach and subject Safety is two-sided. On one side are the regulations, what could happen, and how to stop it from happening. The other side is the actual behavior, human nature, motivation, attention, and following the steps to prevent it from happening. If you only understand one side, you will never be successful. And this is what I saw when working as a Regional Safety Manager around so many professionals in Safety. When I evaluated at my region, it was clear that there was a gap in understanding on my team. But 16 Leader—Spring 2021

when I was put in charge of entire management team on entwining management What I had to learn onboarding and training all new would sit in on networking and support and employee was a balanced Safety Managers for the entire learning sessions to improve engagement into every step of approach to safety Sysco organization, that gap their safety programs. safety management, closing management. I became a common thread. that gap. had to step into That’s when I started the role of a coach Many of the Safety Managers The Safety Geek (https:// If you would like a sample and subject matter I worked with knew the, an online of what is taught in Safety expert and stop regulations and best practices. coaching and training for Management Academy, go being the person in But they didn’t understand workplace Safety Managers. to charge of safety. how to get management vpppa. The free videos there will support and employee The Safety Geek show you the processes I use, engagement—leaving them tips for getting your initiatives frustrated that their policies I’ve always been tech-savvy, approved, and some practices weren’t followed. I also saw a dabbling in web design and to increase engagement. lack of process in their work keeping up-to-date with that had them wasting time the latest apps and software. It is my mission to elevate on whatever priority landed in Creating an online business the position of the Safety their lap. Most didn’t have a was a perfect fit. When you add Manager. I believe that our system in place to proactively in the opportunity to connect work is equally important to manage their programs. with thousands of safety the work of Sales, Operations, professionals, all the better. and Quality. When you impact This was the beginning of the bottom line as we do, we Safety Management Academy On top of my CSP deserve a seat at the table. (https://safetymanage credentials, I added in a certification as a Life Coach specializing in Leadership, The Safety Achievement, and Productivity. Management Academy This is another compliment to the training piece of The While working for Sysco Safety Geek as well as to my and training the new safety psychology knowledge. managers, I facilitated a “Safety Boot Camp” every quarter. This The Safety Geek started as in-person training brought a blog to put my Safety Boot managers from all areas of the Camp into an online format. organization together to learn It has since turned into a safety processes. This 4-day podcast, YouTube channel, session was NOT a regulation and weekly newsletters where or policy class. The focus was I share tips, resources, and teaching the processes of safety information on effectively management and the psychology managing a safety program. of changing behaviors. All of this outreach and The best part of these boot networking allowed me to camps was that 30% of the gauge what was needed in the attendees were not Safety profession. Nearly every week, Managers. They were in I am talking with different operations, human resources, safety professionals, and finance, and even sales. Because once again, I see the same Safety is the only department gap—the need to learn how to that positively affects all the get management support and other departments, they wanted employee engagement. to understand it better. In July 2020, Safety After the boot camp, we Management Academy took the concepts further. I opened for enrollment. organized a support group for This comprehensive online locations that wanted to take course focuses on safety their programs to the next level; management processes and to achieve VPP Star status. This using a continuous cycle to group grew from five locations improve outcomes. What’s to over 20. Every month their unique about this course is that it provides strategies Leader—Spring 2021 17

The pandemic challenged conventional ways of thinking about work. Although remote work may be considered the ‘new norm’, new risks to employee's health and safety should not go unnoticed. Safety Profile of the REM W 18 Leader—Spring 2021

When asked about an incident or accident at work that resulted in a change with the and the costs of those daily way things are done, I can think of no greater example than the COVID-19 pandemic. commutes, from trains and Its profound impact has been felt by virtually every workplace in the world, and buses, car parking and tolls was many of the changes we’ve encountered are permanent. The list of responses to the eliminated. Business travel and virus appear endless: from closures to social distancing, installing plexiglass dividers per diem allowances quickly to making decisions on whether to handle currency. With that being said, what I became a thing of the past. would like to bring to the discussion is the promotion of the remote worker—or in other words, ‘working from home’. What happened in New York happened less noticeably around T he idea of having accommodated by a Take a look at Manhattan, the country. Many businesses someone telework remote workstation. which is a prime example of used this as a time to cut is far from a new a place where teleworking costs. Have you noticed how concept. It has been However, COVID-19 was saved businesses. Much of telephonic and email customer discussed for many years and like a burst of steroids to the workforce in Manhattan service for open businesses become increasingly more this concept. With the initial commutes to the city on a daily has deteriorated? It was an common as improvements to closures of non-essential basis, as the real estate in the excuse for fewer people and telecommunication systems are businesses mandated by area proves too expensive. In the competition for the best made. These augmentations government agencies, the months after COVID-19 customer service declined. are especially evident with a myriad of companies hit New York, places like the internet, cell phone, video suddenly faced an ultimatum Times Square were deserted. Any person convinced that communication capabilities, of allowing their employees Restaurants were empty, even these changes are temporary and certainly by the legislation to work remotely or cease after resuming operations with and will not be retained after of the American Disability Act operations. Oftentimes, reduced occupancy and social COVID-19 disappears, has (ADA), which allows workers ceasing operations can distancing. Consequently, the yet to become cognizant of with certain disabilities to be financially hamper or workforce that catered to this the unanimous acceptance ultimately ruin a business. At crowd were out of work. The welcomed by both management TE the same time, over the years, number of homeless people and the employee—who now, most employees have acquired on the streets ballooned. Yet, subsequently, gets to work relatively adequate home despite the circumstances, in pajamas and help the computer systems and high- many businesses and financial children with their remote speed internet, an element companies were able to adapt schooling activities. that just a few decades ago to these pandemic-related was nonexistent. challenges and continued on Safety & Health of the with operations. Remote Worker RKER By Brenda Kay Wiederkehr, CSC, Access Compliance The employers who adapted This brings me to the final topic to these challenges, and allowed of this discussion: the safety and their employees to work from health of the remote worker. This home, soon found that this is inclusive of the workstation resulted in major savings. They design to the changes in no longer needed to support workers’ compensation. Below the brick and mortars, and, as a are issues to consider when direct result, began considering formulating adjustments to a eliminating rents. This meant remote workplace: no housekeeping, security, electricity, or heat and garbage • Understand the potential removal bills. In addition, issues. Consider a series of employees staffed at home scenarios of work injuries could have phones forwarded to and illnesses that can them. They were at work, day happen in a home or off- and night, with text messages site environment and are and cell phones. There was no different, or potentially such thing as a nine-to-five problematic, when compared workday, and overtime was to a fixed workplace. almost impossible. There was no time wasted commuting, • Define the root causes of home-based risk. Discuss risk assessment for a variety of causes (e.g., distractions, disorganized workspaces, multi-function workspaces, home furniture, computer and Continued on page 21 Leader—Spring 2021 19

Preparing the home workspace/office for Other issues: TELEWORK. Use of personal vehicle. What documentation is recommended for a home-based work • Is there a policy about site analysis? passengers (e.g., bringing • Define the workspace—Design a written protocol defining the requirements for a home children to school while on work time)? workspace and the minimum characteristics. • If the employee is using a • What should it include? • What are the job-based variables versus universal requirements? company vehicle, will the • What is the responsibility of the employee versus the employer? employer check the driving • Address the specific risks (e.g., time management, distractions, vehicle use). These include record? Will this apply to the home-based employee defining when the work time starts and stops, incorporating remote sign-in and sign-out if allowed to use a vehicle procedures, and defining what is not allowed during work hours. during work hours? • Verify adequate insurance. • Identify the condition of the vehicle. • Define the company use of the vehicle. What should a workplace site visit achieve? Assure that the Defining the personal employee has sufficient liability risk and • Identify the conditions and safety of both employee-provided quality tools to perform extent of the home the work task. office. If clients are equipment/furniture/electronics as well as documenting the expected to come to status of employer-provided resources. • Is the Wi-Fi efficient the home office, define any potential risks • Look for physical hazards (e.g., clutter, loose rugs, poorly and reliable? Is the (e.g., are there pets in bandwidth compromised the house and is the maintained stairs, physical plants, and potential dangers). by family activities? entry safe). • Look for electrical hazards (e.g., computer cords, excessive • Is a cell phone or separate If a space is a designated workspace extension cords, overloaded circuits). work line needed? in a home, is the Forwarding a work phone company liable for • Check the status of heating/cooling systems. number to a home phone repairs to the area? • Identify presence of any unprotected heights. may be problematic if the • Identify storage cabinet safety. family shares this line. Define the job • Look for chemical hazards. duties specifically. • Identify unsafe tables and chairs. • Is a computer provided Does it require • Examine potential noise exposure. any hazards (e.g., • Identify high traffic areas. by the employer or the lifting, temperature employee? Is the employer extremes, chemical or going to use personal physical hazards)? employee equipment on secure work activities? Is there adequate protection? Is the employer utilizing a VPN? What is a VPN, its uses, and liabilities? An ergonomics specialist may be useful in performing many of these tasks plus providing an ergonomically-safe worksite. 20 Leader—Spring 2021

Continued from page 19 at the table/desk which Any person convinced that these multitasks as an office changes are temporary and will electronics self-maintenance, desk and an eating table. not be retained after COVID-19 transportation-related issues, The chair unexpectedly disappears, has yet to become personal vehicle use, and time rolls when she reaches to cognizant of the unanimous management issues). push away the dinner food, acceptance welcomed by both causing a low back strain. management and the employee— • Legal risks other than who now, subsequently, gets to work workers’ compensation. • It is 3:00 p.m. and an in pajamas and help the children with Determine additional legal their remote schooling activities. risk (e.g., personal liability, employee has to answer injury, automobile risk, the home phone (he has a comp? What about in a and off-site customer cell phone from work). He home-based work site? contact meetings). gets up from the desk and The definitions of Here are some possible slips on some spaghetti ‘workplace’ and ‘worker’ have scenarios to consider: sauce on the floor. been profoundly changed since • It is 8:15 p.m. and a home- COVID-19 and its ensuing based employee is out • A neighbor comes to visit pandemic. But remember, there running an errand. They are ways to keep your workers receive a work-related and sits at the employee’s safe. The first step to dealing email and, while answering work desk to chat. The with it is to recognize it. it, get into an accident. table leg collapses and • It is 9:20 a.m. and an injures the neighbor, employee is walking down sending her to the hospital. to her basement worksite Is there a liability issue? when she trips on a dog toy on the stairs. • Mealtime is a work activity • It is 6:35 p.m. and an employee is sitting on an during working hours. If old chair that they use an employee experiences an allergic reaction in the workplace during mealtime, it is covered by workman’s ® • Keeps extension ladders from Ladder falls – slipping on slick surfaces such as 2nd leading cause of composite decking work-related • Unique design of foam creates tiny injur ie s! * suction cups that grip the surface, even when wet * nioshtic-2/20034690.html • Light weight for easy use, weighs less than 6 pounds Working Concepts, Inc. • Works on smooth surfaces, plastic, 888-456-3372 • • [email protected] wood, concrete, etc., even when wet Patent Pending • Prevents marring and scratches to deck caused by ladder feet • Attaches to the bottom ladder rung, with adjustable strap, for easy movement of ladder along wall • Fits most extension ladders, up to 21” wide • Replaceable self-adhesive foam pad Leader—Spring 2021 21

MAINTAINING A SAFETY CULTURE DURING A PANDEMIC By Stacy A. Thursby, CSP, STS, SGE , Safety PACE LLC President/Owner and Christopher Y. Thursby, SGE, SMS, UCOR, Senior Safety & Health Operations Manager The COVID-19 pandemic is a situation that the Department of Energy (DOE) sites are well-equipped to control. Protecting workers from all hazards is part of the established Integrated Safety Management System (ISMS). DOE sites, as part of robust safety culture, have a process to continuously improve safety and health through hazard identification, recognition, and controls through employee feedback and incorporating lessons learned. 22 Leader—Spring 2021

The pandemic created a unique set of safety concerns that “As the controls and are not unlike the isolation controls in dealing with nuclear information evolved materials, which is a known hazard at DOE sites. With isolation surrounding controls associated with nuclear materials, the control set is the COVID-19 generally limited to the workers directly involved with these pandemic, so did activities. With COVID-19 hazards, the controls had to be the lessons learned expanded to the entire workforce. at the DOE sites.” T he deployment of protected from the COVID-19 work areas communicated isolation controls virus. A phased approach the requirements for masks, for entire work sites for site remobilization was distances, and individual and office locations developed that accounted for monitoring of personal caused the sites to review the federal, state, and unique health symptoms. overall work control and site requirements. operations processes. Step 3: Step three was Management and workers Step 1: The first step was to communicate these needed to work together in isolation—employees who requirements and expectations the development of controls could work remotely were to all employees. With that ensured a greater level directed to do so. Essential thousands of employees to of infectious disease control employees were notified and reach, employee messages at all locations. Activities not implemented the CDC guidance and alerts were set up through normally associated with strict for masks and social distancing. a site application that could operational controls were While this worked as an initial be downloaded on a phone reviewed to determine the protective measure, the plan or computer. Alerts provided extent of potential hazards needed to include how to buildings that were restricted and how to navigate to safely eventually return to the site. due to a suspected positive continue work and operations. case for COVID-19 and/or Step 2: The second step was the cleaning process being Process Improvements to develop controls—ALARA used to minimize the hazard. principles were used to Website messages and email Quality process improvements systematically review work communications were provided start with the development locations, proximity of workers, on a regular basis to inform of a plan. The model to plan and protective measures to employees. Management and first then act allows for a minimize exposure. Buildings employees worked together comprehensive review of the and work locations were to communicate symptoms, hazard, who it effects, where it evaluated for social distancing testing, and results that were is located, and when the action of offices and work activities. evaluated in real time. When can be implemented. With the Entrance to these locations masks were in short supply, COVID-19 hazard, the method were restricted with entrance information was sent to used for radiological hazards through an approval process employees on how to make to keep the hazards As Low to ensure that the social their own masks and other As Reasonably Achievable distances established were methods of protection such as (ALARA) is a good model to maintained. Conference rooms handwashing and cleaning tips follow. The site needed to and comment areas established for both site and home offices. determine how to maintain seating separated to allow the minimum safe operations for six feet of distance with As the plan continued its that had to be maintained to capacities of rooms minimized. phased approach, employees support current operations Signage in buildings and started the process of returning while keeping the workers to site locations. For those Leader—Spring 2021 23

instructions were posted on the Employees traveling to and from the site doors to communicate controls limited carpooling and conducted site and behaviors needed prior to observations while staying in vehicles. entering. Employees traveling Masks were worn by employees at to and from the site limited worksite locations minimizing large carpooling and conducted site gatherings and segregating work. observations while staying in vehicles. Masks were worn by Work Control a specific location. Additional employees at worksite locations policies enacted included: minimizing large gatherings Work control improvements and segregating work. As included unique spacing • Social distance spacing requirements were updated, the of physical work activities. plan was updated and adjusted Some of these implemented was outlined in common to continue to maintain the risk improvements included: areas, break rooms and to COVID-19 ALARA and protect elevators to maintain the the health of the workforce. • Staggering work through recommended six feet distance requirements. Case Management shift work. and Support • Additional cleaning • Installation of temporary Individual DOE sites conducted and disinfecting was a hazard review across the structures and trailers. established for occupied site DOE complex and shared locations with information lessons learned as the evolving • Establishing social communicated to employees pandemic took ahold of the prior to returning to a nation. Controls included distance zones. work location. a robust case management process following the CDC • Eliminating in-person • Early on temperature check guidance regarding employee symptom reviews, testing, meetings and gatherings, stations were installed for contact tracing and quarantines opting for conference calls staff to perform personal to minimize additional and virtual meetings instead. health and symptom checks employee exposure. Employees upon entering the work were afforded support For staff that could conduct location and throughout through site coordinators work at remote locations, DOE the day. who provided guidance implemented a maximum on COVID-19 symptoms, telework posture with daily • Masks were instituted as testing requirements, and outreach by management and site protocols. Site tracking staff to remain connected and part of the new normal for and follow up were part of support the overall mission of staff physically located at a the support to reinforce case the Department. site location to significantly management and manage a safe reduce exhalation emissions. return to the site. For workers that were Mask Science, CDC, November required to be on site, home 20, 2020. self-health checks were institutionalized, and postings provided the expectations and controls for entrance to 24 Leader—Spring 2021

Lessons Learned utilization of improved The DOE utilized small but “While the definition virtual meetings incorporated effective ways of maintaining of workplace may As the controls and information several new aspects such the remote workplace culture. have changed [as a evolved surrounding the as presentation displays, These improvements included: result of COVID-19], COVID-19 pandemic, so did the posing questions in the chat maintaining the lessons learned at the DOE sites. feature, and allowing for • Setting aside time for support and strength Management and employees an exponential addition of of the safety worked together to navigate attendees to attend meetings stretch breaks for those culture allowed for the changing phases of the at the same time. working on computers. improvements to be pandemic progression for each made at remote sites state and across the nation. Safety Culture • Reviewing the home and home offices.” Particular attention was spent: Changes and Improvements office working conditions • Evolving the work controls of employees. Management encouraged for work conducted in heat and embraced employee For the site locations where stress conditions while feedback in the continuous workers continued to be wearing face coverings. improvement of the workplace present, the safety culture was Management and employees safety culture. While the reinforced by the innovations instituted controls that definition of “workplace” may of those locations. Employee allowed for additional have changed, maintaining ideas and methods were spacing of employees and the support and strength of incorporated to maintain conducting work during the safety culture allowed for safety while navigating the cooler periods of the day. improvements to be made at COVID-19 protocols. remote and home offices. • Employees on maximum While the vigilance on controls must be maintained, telework found new and it can be accomplished in the creative ways to conduct spirit of cooperation and a routine meetings. The robust safety culture. Leader—Spring 2021 25

EXPANDING THE NOTION OF SAFET Y IN THE CONSTRUCTION INDUSTRY THROUGH A BEHAVIORAL HEALTH INCIDENT PROTOCOL By Lisa K. Desai, Psy.D., Director of Behavioral Health Consulting, MindWise Innovations 26 Leader—Spring 2021

Historically, the construction industry has viewed safety from a physical perspective and Adults in a full-time job adhered to regulatory protocols to ensure a hazard-free jobsite. This makes sense. When spend more time at work we think of incidents that occur on sites, we think of falls, burns, and equipment-related than anywhere else accidents. However, less attention has been paid to behavioral factors that contribute during their waking hours. to accidents or lost productivity. In fact, behavioral health (BH)—which includes mental Mental health struggles health and substance use—can impact focus, motivation, and attention-to-detail, all of show up in the workplace, which can interfere with adherence to physical safety policies. often indirectly through distractibility, lack of W hile construction onsite accidents. Motivation in way we talk about it has a focus, low motivation, offers prospects this sense does not mean the significant impact on whether and other indicators potentially lack of desire to do good work, individuals who are struggling that a person is not rewarding, long-term but rather the inability to do will engage in help-seeking. engaged in the work— professional careers, it has also so due to distraction, lack of Accurate information and an this is referred to as been identified by the Centers focus, feeling depressed, etc. environment that approaches presenteeism. for Disease Control (CDC) as This recognition is important mental health with empathy a high-risk industry for death as behavioral health-related allows for early identification Definition of by suicide and substance incidents are preventable when and intervention for mental Presenteeism: misuse. To this end, MindWise crisis signs are recognized by health issues. As with physical The practice of coming Innovations has developed a foremen, site leaders, and/or injuries or problems, the earlier to work despite illness, Behavioral Health Incident team members. we seek professional assistance injury, anxiety, etc., Protocol and companion Safety for mental health problems, the often resulting in Training to expand the notion Why the Need to better the outcome. reduced productivity. of what it means to create Address Behavioral Unlike absenteeism, a workplace that promotes Health in the Workplace Rethinking Mental presenteeism is not visible physical and psychological Health and and so difficult to identify. safety. This is currently The rates at which anxiety and Understanding Presenteeism is often being launched with Turner depression are experienced in Substance Misuse identified when work is Construction New England, who the adult population highlight not being completed has taken a progressive stance the fact that mental health Mental health is an integral efficiently and/or on addressing behavioral health impacts each of us—whether part of our overall well-being. mistakes are made. in the workplace. it is a family member, friend, It is important to consider co-worker, or oneself. our mental health in the The Importance of Many organizations that According to the Anxiety and context of our lives and the Psychological Safety believe in the importance Depression Association of stressors involved—both past in the Workplace of total human health—for America, anxiety disorders and present. In the attempt the mind and body—are also are the most common mental to manage life’s challenges, Psychological Safety, a term recognizing the need to address illness in the U.S., affecting 40 individuals can turn to adaptive made popular by Harvard mental health in the same way million adults. And a recent coping strategies or damaging, scholar Amy Edmondson, is we do physical health. While the Kaiser Family Foundation unhealthy ones such as misuse the shared belief among team BH Protocol is meant to promote survey indicated that 53% of of substances. members that it’s safe to voice behavioral health and safety U.S. adults say that worry and thoughts and ideas and to take during working hours, we hope stress related to COVID-19 has It’s key to remember that emotional risks. The protocol it will also optimize employee had a negative impact on their at any given moment, we addresses key components well-being off the jobsite. mental health. are all trying the best we can needed to bring about a to manage in difficult and trusting, supportive workplace. Addressing Behavioral Rather than being surprised uncertain situations. The Health as Part of Safety that anxiety, depression, and optimal outcome is to replace • Safe Language: The trauma can affect employees harmful coping strategies with There is industry-wide on the job, we need to expect positive ones in order to more importance of safe language recognition that behavior- that they will, just as a effectively manage what is to promote respect and related accidents, which have physical injury can happen going on in our relationships, at combat stigma. been called motivational in on or off the job. The way we work, and at home. nature, contribute to continued view mental health and the • Trauma-informed Approach: The value of a trauma-informed approach. • Resources: The central benefit of organization- specific behavioral health resources. Leader—Spring 2021 27

Creating a psychologically of a psychologically-safe respond in a situation where and keeping your blood safe environment is an workplace. behavioral health incidents pressure in check. Psychological organization-wide endeavor 3. To provide best practices to surface. If the Protocol is the well-being impacts our exemplified by a top-down, respond to team members WHAT, the Safety Training is sleep, appetite, relationships, bottom-up approach so that experiencing a behavioral the HOW in terms of putting the motivation, and performance. every voice can be heard. health crisis. protocol in action. Ideally, a BH 4. To provide guidance Incident Protocol would become Instead of thinking of self- Finally, the adoption of about resources available familiar to leadership across an care as a luxury, think of it as a any new protocol requires for employees who may organization including HR and necessity. One of the best ways leadership to not only experience a BH crisis. business units. to practice self-care is to start implement it, but also to adopt 5. To provide guidance small and keep it consistent. and champion the process. regarding best practices and Responding to mental health It can be five to 15 minutes a New protocol implementations behavioral health resources and substance use-related day if that is all you have. Like are most effective when to employees, partners, crisis situations can be difficult anything else, self-care gets information is cascaded unions, clients, and other for a variety of reasons—lack better and comes more easily through appropriate trainings key stakeholders. of comfort in talking about with practice. across the organization. Ideally, BH, stigma and stereotypes integration of BH safety should Who Will this which contribute to bias, and How Are You Doing? take place systemically, with Protocol Help? lack of clear best practices How to Talk Supportively clear processes to obtain for response. The Safety about Behavioral Health feedback from your workforce. This protocol will help Training is designed to increase designated safety professionals understanding of the purpose, Knowing what to say to The Primary Goals recognize and respond to value, and intended impact someone who might be of the MindWise BH onsite behavioral health- of the BH Incident Protocol. struggling with depression or Incident Protocol Are: related incidents. To respond Most importantly, it will anxiety isn’t easy. While you effectively, leaders must provide a sense of confidence in may feel awkward and unsure 1. To recognize signs of first know the signs of panic, addressing BH. at first, know that whatever you behavioral health struggles intensified depression/ say doesn’t have to be perfect and how they may show up suicide risk, and substance Self-Care for Leaders or profound. The important on the worksite. intoxication, and must be able thing is to express your care to manage rage reactions. As foremen, superintendents, and concern in a genuine and 2. To respond within a and safety leaders, your job can nonjudgmental way. trauma-informed approach Again, much like physical be filled with daily stress. As and appreciate the value safety training, everyone on one safety director said, “When The protocol provides specific a job should know how to you get a call, there’s a 50% tips and guiding principles chance it’s bad news.” Given to help empathically engage that self-care is one of the most individuals when they are important things you can do for experiencing a crisis. The need yourself and your team, here for effective, caring responses are some best practices. and communicating about any risk situations must be balanced Take Care of Yourself with protecting employee privacy. To that end, sample You won’t be able to support communications for email, someone else if you are feeling text, and verbal exchanges are overwhelmed and depleted included in the protocol. yourself. Periodically take some time to step back from a While most people still situation and recharge think of safety in terms of the your batteries. physical, it is equally, if not more, important to consider Practice Self-Care behavioral health in the safety equation. A person’s physical, Self-care may seem like a luxury mental, and emotional profiles or an optional thing to do when all contribute to their overall you want to pamper yourself. In well-being. Acknowledging that fact, emotional and mental self- fact can help protect workers care ought to be in the same and get them home to their category as physical self-care. families safer. Some examples of emotional and mental self-care include eating nutritiously, exercising, 28 Leader—Spring 2021

Mary Kay, Inc.: Investing in Doing the Right Thing By Ryan Finch, Vice President of Corporate Services for Mary Kay, Inc. “The very foundation of this company is based on the premise of helping others.” —Mary Kay Ash, Founder Mary Kay Inc. 30 Leader—Spring 2021

COVID-19 shook the world. It crippled economies, Leader—Spring 2021 31 devasted communities, and tore apart families. Mary Kay Inc., a beauty brand with millions of independent sales consultants around the world, immediately felt its impact. Many business leaders asked, “How can we pivot?” or “How do we recover?” But leaders at Mary Kay asked a very different question: How can we help? Since it’s founding in 1963, Mary Kay has been a brand built on purpose. It’s founder, Mary Kay Ash, not only wanted to create rewarding opportunities for women in business—she wanted to change the world. So much so that she soon created the Mary Kay Foundation, an organization with a goal of eliminating cancers that affect women and gender-based violence. It was with this same go-give spirit that leaders at Mary Kay approached the COVID-19 pandemic. “The wide-ranging impact of this pandemic on our economies, populace, and the world at large may not be truly known for some time,” David Holl, Chairman and Chief Executive Officer of Mary Kay Inc., said at the time. “But here’s what we’re sure of right now: people are suffering, and an unprecedented crisis requires everyone’s support. It’s our responsibility to help those affected by this virus—either directly, like our frontline workers, or indirectly, like women and children impacted by the alarming uptick in domestic violence cases.” Mary Kay halted its global manufacturing efforts overnight and refocused on the production and donation of essential items only, including personal care and hygiene products like hand sanitizer. Those essential items were donated to more than 20 healthcare systems, 1,000 hospitals, and 1.5 million combined frontline responders, physicians, and medical staff around the world. The brand selected global partners who have extensive reach to ensure the timely and safe distribution of critical supplies to hard-hit locations. Partners included the Global Outbreak Alerts and Response Network (GOARN), the World Economic Forum (WEF) COVID Action Platform, and CARE, a humanitarian global leader. With nearly 40 markets around the world, Mary Kay knew it’s massive footprint could be leveraged to provide help in the areas most impacted—and underserved. Together, leadership in Mary Kay markets joined forces to provide help. In Argentina, leaders used proceeds from book sales to donate to the Red Cross. In Canada, the brand issued nearly $100,000 in grants to nearly 50 domestic violence shelters. In Hong Kong, Mary Kay made sure the elderly had enough hand sanitizer to get through the pandemic. The list goes on. “Big, sweeping efforts to help fight this virus are important— and impactful—but we also must focus in on our most vulnerable communities,” said Holl. Mary Kay’s efforts to combat the effects of the coronavirus in communities the world over continues even today. The brand’s COVID response proved to be the largest global relief effort in Mary Kay history.

SAFETAPPROACHING By Michael Hancock, BCSP SMS, SGE, Director of Safety, MCAF Quantico; VPP Site Coordinator; Owner—Creative Safety LLC A s a young Marine the hanger, hustle to get the principal’s office. I arrived at I was confident I had as my One crew-chief for aircraft ready, pilots arrive, the hangar where my supervisor mind replayed all pre-arrival President Ronald we’ll brief in the air, prepare is impatiently waiting to escort requirements, so I responded, Reagan, a routine the cabin, test the radios, me to his boss, who escorts “Yes, Sir, I’m sure of it.” me to his boss, eventually weekend consisted of flying complete the checklists, land arriving at the Headquarters His furrowing brow deepened Building. At a brisk walk we as he rose from behind his to Camp David on Friday, on the lawn, look sharp, salute enter the Command Suite and desk. The simultaneous sinking I find myself squared up in the feeling in my heart was not returning the President to President Reagan, and head to position of attention in front of because I was in trouble, the Commanding Officer’s desk there was a much deeper the White House on Sunday Camp David. We land and off clueless as to why. response because I had clearly disappointed a man I had afternoon, then flying to he goes. “Explain yourself,” he barks. tremendous respect for. His tone was enough to confirm our home base at Quantico, Sunday afternoon, exact I wasn’t getting a letter of In a stern, firm, appreciation; I was in trouble. authoritative, fatherly, Virginia, to clean the aircraft same thing in reverse. Busy “Did you complete all of the disappointed voice, my checklists before you went to Commanding Officer asked, and put it to bed. This was no weekend, mission completed. Camp David?” “Explain how you missed putting jellybeans in the routine weekend though. No All went well. jellybean jar?” Camp David trip in the plans, Or so we thought. the chance to spend a weekend It’s not possible to provide at home with my wife and every detail of what happened son was quite appealing, until next but getting called into mid-morning when the pager work on a planned day off went off calling us in. Camp triggered some nervous energy David was back on. Hustle to as if I was being called into the 32 Leader—Spring 2021

Have you challenges you’ve faced, the then go home to those who love ever been in struggles you’ve persevered us with our head, shoulders, through, the huge victories, knees, toes, and everything in T Ytrouble? the little wins, and yes, even between, intact. The biggest professional impact the employee and leaves those times you were held disappointment I ever an indelible mark. The desire accountable for something Since everyone desires committed was over…candy. in the safety industry is to as simple as missing the similar things, safety modify behavior, lower risk, jellybeans, have made you should be simple; establish The companies we represent and protect employees. The fear uniquely you. Over time, a regulatory standard then and work for provide both of being held accountable is far those experiences and the demand compliance to that legal and ethical boundaries less effective than the fear of approach used by those who standard. But even though to increase professionalism, causing disappointment. Going had authority over you played most employees share fairness, and opportunity. back to that bad decision that a major role in molding and similar desires, there exists However, when our actions has your gut turned inside out, shaping how you approach a consistent and annoying extend beyond the acceptable, it there is a direct correlation others now; including how you increase in agitation when is the institution’s responsibility between the level of anxiety you approach the implementation the safety professional wants to hold us accountable and apply feel to the depth of respect you of your safety program and to change, modify, or alter a the appropriate level of discipline have for the authority figure interact with those throughout procedure, such as: to modify our behavior and about to hold you accountable. your organization. prevent similar occurrences. • Interject a modification Profiling Our Approach You’ve probably noticed In the world of safety, the word approach has been to a process. making sure a jar of jellybeans Just as I will never look underlined several times, so is filled might not cause any at a jellybean in the same let’s take a moment to profile • Interview someone after red flags or OSHA violations, way again, our individual your approach. The word but my anecdote is intended to experiences are monumental itself is quite simple, yet the an accident. demonstrate that not following in shaping who we’ve become. complexities of its meaning the rules—all the rules—put Your unique experiences, the are vast. • Ask for increased safety in place by employers does As managers of occupational involvement that’s above safety and health programs, and beyond what is we have no choice but to be normally expected. flexible in our approach as we We can agree that process strive to maintain regulatory improvement, mishap compliance in a widely diverse investigations, and employee workforce. Some won’t have a involvement are all critical to problem with your approach. an effective safety program that Others will. Why? Because most can get behind, so maybe their individual experiences, the problem isn’t the what— struggles and challenges shaped but the how. The approach. them, just as yours did you. This makes it both exciting and Developing a challenging interacting with a Safety Strategy variety of different people, if for no other reason than they There was little regulatory have simply been on different approach to workplace safety journeys than you. until 1971 when working Americans finally had Maybe your journey regulatory protection in the intersects with a long tenured workplace. Since then, safety employee, a senior executive, managers have navigated a mid-level supervisor, or a an ever-evolving approach newly hired frontline worker. It to mishap prevention while is important to recognize that simultaneously balancing even though we may come from the demands of mission, vastly differing backgrounds production output, and we share similar desires, such workforce personalities. To do as employment, earning an this effectively, we must ask honest and fair wage, using and ourselves when developing a being recognized for our talents safety strategy, who is it for. and skills, or trusting our coworkers. To work our shift Consider some of these questions: • When working through the sub-elements of Management Leadership and Leader—Spring 2021 33

Employee Involvement, who For those of us that have safety program for them, but heard firsthand, spoken by the has input? any type of safety program haven’t involved them in the front-line worker. strategy, development, development process in any • Are hazards or task-based implementation, or way, shape, or fashion? Changing your enforcement position in our approach. risks supported by data? organization, to ensure a To raise the effectiveness greater level of employee of our Voluntary Protection What if, because of • Is the hazard an actual involvement, we must avoid Program, and to experience effective dialog and flow of the temptation to design honest and legitimate employee communication, you evolve hazard based on the working the program around ease of involvement, it is critical to into more of a facilitator? knowledge of the employee management and construct it establish trust with those we You’ve empowered the who faces that hazard in a manner that serves those work with. frontline to make decisions each day, or the opinion of at risk. The program shouldn’t for themselves, to identify and someone in a second floor be about us, it should be about But if you have made the mitigate hazards, be engaged office with little actual them. The VPP Star Worksite program about you, those you in the process they helped field experience? Flag or state equivalent are trying to protect will realize develop. What if we step back shouldn’t be about the they are not your priority, and allowing them to step up? This • As the hierarchy of controls program manager, it should be trust will be virtually impossible is when trust is established. about the worker. to earn. Will they adhere to This is when the team comes is applied, does your regulatory compliance? Maybe. together. This is when the fear target audience have an Here are a couple more But fear of getting caught is an of disappointment is stronger opportunity to provide input important questions to ask when extremely limited motivator than simple accountability. or comment on the realities developing a safety strategy: with a short life span. This is when employees look of the controls? out for each other and not just • Have we gotten stuck in a However, what if you began themselves. This is when they • As you design training, is to effectively communicate will say, yes, the company programmatic routine when with those you are working to cares about me…. all because we curriculum developed that we should be spending protect? What if, by engaging allowed for healthy workplace educates, elevates, and more time as the advocate in meaningful dialogue and relationships to be our most motivates those required for workers? thoughtful conversation you effective approach. to take the training, or is move beyond perceived needs material designed for ease • Are we kidding ourselves into the realm of actual needs, of delivery, efficiency, or convenience as long as you by saying we are creating a can show completion and compliance to a regulatory standard? 34 Leader—Spring 2021

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THE BEGINNER’S Collaborate GUIDE TO with VPPPA By OSHA Safe + Sound Campaign VPPPA plays an important role in promoting Safe + Sound throughout the year by distributing resources on safety and health program topics and promoting Safe + Sound Week on different communication platforms. VPPPA members are encouraged to participate in Safe + Sound Week. Get To Know to provide actionable steps be announced through our Stay In Touch Safe + Sound businesses can take to improve participant newsletter, “Safe workplace safety and health. and Sound at Work.” Join Safe + Sound! Sign up Under the Occupational Safe + Sound is supported by for our mailing list at https:// Safety and Health Act of 1970, over 228 partners, including There are many innovative to employers are responsible for safety and health professional ways to demonstrate your receive a monthly newsletter providing safe and healthful organizations, trade and commitment to safety and and all Safe + Sound related workplaces for their employees. industry associations, health during this weeklong announcements. Follow Safe OSHA’s role is to help ensure academic institutions, and event. Businesses can host their + Sound activities and share these conditions for America’s state and federal government own events (e.g. recognize a content on social media using workers are met. agencies. Over 78,000 workers contribution to safety or #SafeAndSoundAtWork. participants regularly receive hold a Lunch and Learn), attend Questions? Email us at In 2018, VPPPA joined the safety and health messages another organization’s public [email protected] Safe + Sound Campaign as from Safe + Sound. event (e.g. webinar or training), an organizer to encourage share educational resources on Get Your Safety and businesses throughout the Participate in Safe + safety and health topics, post Health Program Started United States to provide a safe Sound Week their commitment to safety workplace by implementing and health on social media, and Check out the simple steps a safety and health program Each August, businesses across much more. Please feel free provided on the next page. that incorporates elements of the nation participate in Safe to adapt Safe + Sound Week Following these steps can help management leadership, worker + Sound Week, an event where events to how your workplace is you get your safety and health participation, and a systematic businesses recognize their currently operating. program started today. approach to finding and fixing commitment to keep workers hazards. Serious job-related safe year-round. Safe + Sound SAVE injuries or illnesses don't just Week is also a time when THE DATE hurt workers and their families, information and ideas are AUG 9–15 they can hurt businesses in shared to help get your safety a variety of ways. Because and health program started or safety and health programs improve an existing program. proactively prevent injuries and Last year, 3,478 businesses held illnesses, their implementation Safe + Sound Week events. can save businesses money, and improve their safety Safe + Sound Week will be and health performance and held this year from August competitiveness. 9-15, 2021. Organizations of any size or in any industry Safe + Sound includes looking for an opportunity to periodic activities and events, show their commitment to ranging from regular email safety to workers, customers, updates to educational the public, or supply chain resources to challenges partners can participate in Safe designed to raise awareness of + Sound Week. Registration the value of workplace safety opens in early July and will and health programs and 36 Leader—Spring 2021

10 Ways to get your program started If you are not quite ready to implement a complete safety and health program, here are some simple steps you can take to get started. Completing these steps will give you a solid base from which to take on some of the more structured actions you may want to include in your program. Establish safety & Tell your workers that making sure they finish the day and go home safely is the way you do business. Assure them that you will work with them to find and fix any 1health as a core value hazards that could injure them or make them sick. 2Lead by Practice safe behaviors yourself and make safety part of your daily conversations with workers. example Implement a Develop and communicate a simple procedure for workers to report any injuries, illnesses, incidents (e.g., near misses/close calls), hazards, or safety and health concerns without 3reporting system fear of retaliation. Include an option for reporting hazards or concerns anonymously. 4Provide Train workers on how to identify and control hazards in the workplace, as well as report injuries, illnesses, and near misses. training Inspect the workplace with workers and ask them to identify any activity, piece of 5Conduct equipment, or materials that concern them. Use checklists to help identify problems. inspections Ask workers for ideas on improvements and follow up on their suggestions. Collect hazard Provide them time during work hours, if necessary, to research solutions. 6control ideas Assign workers the task of choosing, implementing, and evaluating the solutions they come up with. Implement Identify foreseeable emergency scenarios and develop instructions on what to do 7hazard controls in each case. Meet to discuss these procedures and post them in a visible location in 8Address the workplace. emergencies Before making significant changes to the workplace, work organization, equipment, or materials, consult with workers to identify potential safety or health issues. Seek input on Set aside a regular time to discuss safety and health issues, with the goal of 9workplace changes identifying ways to improve the program. Make improvements 10to the program www1.o0shWa.agoyvs/staofeGanedtsoyuonudr P r o g ra m S t a r t e d Leader—Spring 2021 37

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Be sure to check out all of these featured products and companies online! BLACKLINE SAFETY BULLI RAY—OCCUPATIONAL Booth 134 G7 EXO Area Gas Monitor DOG BITE SAFETY Dog Bite Prevention Online Training Course Blackline Safety Sales Team [email protected] / 403-451-0327 Cynthia Ballenger [email protected] / 888-777-DOGS (3647) Introducing the industry’s first direct-to-cloud connected area gas monitor with cellular and satellite connectivity. Built to last with a strong rugged design, 100+ day battery life and Affordable online training and PPE’s for employees exposed cloud-connected technology for streamlined data collection and reporting, your worksite has never been so protected. to dog attacks. A trusted company with over 26 years of industry experience. Reduce employee incidences of dangerous dog encounters by giving your employees the knowledge and tools needed to be safe. INDUSTRIAL TURNAROUND Booth 743 ROCO RESCUE Booth 405 CORPORATION (ITAC) Modular Collapsible Hatch Guard ASAP Lock Modular Collapsible Hatch Guard Teresa Wilson Adam Wolovick [email protected] / 804-414-1149 [email protected] / (225) 215-2157 ITAC introduces a collapsible hatch guard system that can be attached to any roof access hatch. This system can be designed to attach to existing hatches or to new-build toolbox-petzl-asap-lock hatches and is designed to collapse down to an unobtrusive level. Perfect for architecturally significant buildings while ASAP Lock follows the user without intervention. In a shock also providing for safe protection of access hatches. load or sudden acceleration (fall), it locks on the rope and stops the user. The integrated locking function allows you to immobilize the device to reduce the potential fall distance. Leader—Spring 2021 39

Membership Corner Follow us on social media! Facebook @VPPPA Twitter: @VPPPA Instagram: @VPPPA_Inc LinkedIn: VPPPA, Inc. Spring March: April: May: Members of Michael Wilts Steve Ballinger Neil Critchlow the Month Bayer CropScience, GE Healthcare, Industrial Hygienist Manufacturing Engineer— Morton Salt, Congratulations to our spring EHS Site Leader Painter Members of the Month! Region VII Region VI Region VIII Want to submit someone to be considered as a VPPPA Member of the Month? Email [email protected] Visit to read more about the current Member of the Month. The Safety+ Symposium is back… Join the VPPPA N.O.W. Welcome! (Network of Women) And it will look a little different! Facebook Group The VPPPA National Office staff has two new faces. Welcome to the New Safety+ Are you a woman in safety Please join us in welcoming our A Hybrid Event looking to network with two new employees! industry peers? Consider Three ways to attend! joining the VPPPA N.O.W. Son Nguyen Facebook group! This is a In-Person private space to come together Membership & as women to encourage, pose Outreach Manager Missing in-person networking? questions, and empower. Come get reacquainted with your safety peers in Nashville. Because women are what is happening in safety NOW. Virtually To find the group, simply Not ready to leave the comfort of your home? search for “VPPPA N.O.W.” on Get access to all sessions, livestreamed daily, Facebook and request to join. and a virtual exhibit hall. Ariana Hanaity Hybrid Access Communications Coordinator Want access to the in-person experience and access to all the sessions after the show? Choose Hybrid. Gaylord Opryland Convention Center Nashville, Tennessee August 31–September 2 Register today! 40 Leader—Spring 2021

Infographic Corner 40 million adults According to research published by the Journal of Occupational are affected by anxiety disorders. and Environmental Medicine, 53% approximately two- thirds (64.8%) of of U.S. adults say that worry respondents reported and stress related to COVID-19 has had a negative impact on new physical health issues and their mental health. approximately three-fourths (73.6%) reported new mental health issues arising since WFH. Women 75% of workers make up 9% have struggled at work due to anxiety of U.S. construction workers. caused by the COVID-19 pandemic –OSHA and other recent world events. —Forbes Women only make up 10,000 22 percent of employees professionals surveyed by the Becker Friedman who have earned the certified safety Institute for Economics at the professional designation, according University of Chicago said they to BCSP. thought they were just as productive working from home compared to A study published in the International working in the office. Additionally, Journal of Environmental Research 30% of those respondents told and Public Health noted that researchers they were more productive working from home. 41.2% of at-home workers Leader—Winter 2021 41 reported low back pain, while 23.5% reported neck pain. Ad Index Be sure to check out the VPPPA National Board of Directors Featured Product Chairperson Listing on Terry Schulte, NuStar Energy, LP pages 38–39. Vice Chairperson Advertiser Website Page Dan Lazorcak, CSP, Honeywell International Access Compliance 4 Treasurer Sean D. Horne, Valero Energy AIM 29 Secretary Blackline Safety 2 Kristyn Grow, CSP, CHMM, SGE Cintas Corporation Bollé 44 Director from a Site With a Collective Cleanspace 9 Bargaining Unit Technology Jack Griffith, CH2M Hill Plateau Remediation Company Creative Safety 17 Director from a Site Without a Collective Ericson 34 Bargaining Agent Johnathan “JD” Dyer, Shermco Industries Gas Clip 43 Director from a DOE-VPP Site Glove Guard 25 Vacant Magid 13 Director from a VPP Contractor/ Construction Site Roco Rescue 3 Brad Gibson, S&B Engineers & Constructors Safety+ Symposium 7 Director-at-Large Shelly Ettel, PCAPP Working Concepts 21 Director-at-Large VPPPA contacts To reach the VPPPA National Office, call (703) 761-1146 or visit Bill Linneweh, CSP, Hendrickson International To reach a particular staff member, please refer to the contact information below. Director-at-Large Andy Youpel, SGE, Brandenburg Industrial Sara A. Taylor, CMP Sierra Johnson Kerri Usher Service Company Director of Operations Special Projects Coordinator Communications [email protected] [email protected] & Outreach Manager Director-at-Large [email protected] Christina Ross, Morton Salt Natasha Cole Son Nguyen Events Coordinator Membership & Ariana Hanaity Director-at-Large [email protected] Outreach Manager Communications Coordinator Vacant [email protected] [email protected] Heidi Hill Director-at-Large Senior Event Sales & Rocky Simmons, Mission Support Alliance Advertising Coordinator [email protected] Editor Kerri Usher, VPPPA, Inc. Associate Editor Ariana Hanaity, VPPPA, Inc. EDITORIAL MISSION The Leader (ISSN 1081-261X) is published quarterly for VPPPA members. The Leader delivers articles from members for members, safety and health best practices, developments in the field of occupational safety and health, association activities, educational and networking opportunities and the latest VPP approvals. Subscriptions are available for members as part of their membership benefits and at a 50 percent discount beyond the complimentary allotment. The nonmember subscription rate is $25 a year. Ideas and opinions expressed within The Leader represent the independent views of the authors. Postmaster >> Please send address changes to: VPPPA, Inc. • 7600 Leesburg Pike, East Building, Suite 100 • Falls Church, VA 22043-2004 VPPPA, Inc., the premier global safety and health organization, is a nonprofit 501(c)(3) charitable organization that promotes advances in worker safety and health excellence through best practices and cooperative efforts among workers, employers, the government and communities. 42 Leader—Spring 2021 +1.972.775.7577 1.877.525.0808 The External Pump Give any Gas Clip diffusion detector the ability to take remote samples from up to 75 feet away. May Available for pre-order June *Official Launch* Available for purchase through Gas Clip distributors worldwide Aug. 31 - Sept. 2 Come see us at the VPPPA Safety+ Symposium for a live demo of the External Pump

7600 Leesburg Pike, East Building, Suite 100 Falls Church, VA 22043-2004 Tel: (703) 761-1146 Fax: (703) 761-1148 VPPPA, a nonprofit 501(c) (3) charitable organization, promotes advances in worker safety and health excellence through best practices and cooperative efforts among workers, employers, the government and communities. SCAN QR CODE TO LEARN MORE ABOUT VPPPA, INC. PRINTED ON RECYCLED PAPER DESIGN, COMFORT & PROTECTION FOR THOSE EXTREME CONDITIONS! PILOT NEO lens. COBRA TPR lens. Available in a Clear and Available in a Clear and Excellent field of vision Anti-fog/Anti scratch Compact, Lightweight, Panoramic PP/TPR Twin-material frame PR Comfort 100% Sealed Adjustable neoprene strap Adjustable isoprene strap Fits over prescription glasses Rated D3/D4/D5 for protection from liquid, splash, dust and fine dust Bollé Safety Visit us at Booth #107 [email protected] at the Safety+Symposium Show (800) 222-6553 2810 Caribou Court, Suite 160 Carlsbad, CA 92010

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